以下属于私募股权投资特点的是（）。A、一般涉及要约收购义务 B_爱下问搜题

搜题请搜索小程序“爱下问搜题”

问题单项选择题

以下属于私募股权投资特点的是（）。

A、一般涉及要约收购义务

B、偏向于已形成一定规模和产生稳定现金流的成形企业

C、流动性较好

D、是短期投资

答案

参考答案：B

解析：私募股权投资一般投资于私有公司即非上市企业，绝少投资已公开发行公司，不会涉及到要约收购义务。流动性较差，是中长期投资。

单项选择题 A1/A2型题

前后牙同时缺失，为减少前牙唇侧倒凹和前牙邻缺隙牙邻面倒凹，有利美观，就位道一般采用（）

A.平均倒凹法

B.由前向后斜向戴入的调节倒凹法

C.由后向前斜向戴入的调节倒凹法

D.与力方向一致的就位道

E.旋转戴入的调节倒凹法

填空题

Bush’s MBA

Twenty-six of 42 presidents, including Bill Clinton, were lawyers. Seven were generals. George W. Bush becomes the first with an MBA.
Those who have had Bush for a boss since the mid-1980s—in the (1) of oil, baseball and Texas state government—describe his management (2) as straight from the pages of the organizational-behavior (3) he studied while getting his masters of business administration (4) at Harvard University in 1975.
He manages by what is known (5) "walking around," having learned that sitting behind a desk and passing out memos does (6) to energize anyone.
He has a reputation for fueling "creative tension" (7) his subordinates, encouraging them to take and defend opposing (8) . That sacrifices harmony, but puts ideas to the test and lets Bush (9) above the fray, where he can offer guidance instead of barking (10) . Imagine the creative tension that may erupt (11) the likes of Secretary of State-designate Colin Powell and Defense Secretary— (12) Donald Rumsfeld.
Above all, former employees say that he is a master at delegating (13) installing measures of accountability—ways of knowing (14) subordinates are getting the job done without looking (15) any shoulders. That frees Bush for strategic thinking—perhaps (16) two words hammered into MBA students most—which means thinking (17) to seize opportunities and to derail threats to the best of plans.
"George was my (18) ," says Tom Schieffer, who served as president of the Texas Rangers under Bush (19) 1991 and 1995. "But he never made me feel that way. He went out of his way to treat me as a (20) , not a subordinate."
That’s one trait that might be of concern, says Michael Useem, director of the Wharton Center for Leadership and Change at the University of Pennsylvania. It’s important for subordinates to feel part of the team, but not just because the boss craves popularity. Just as in the military, it must be understood who is in charge when the final order is given.