新疆维吾尔自治区从成立至今，恢复并建立了各级爱国宗教团体，我_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

新疆维吾尔自治区从成立至今，恢复并建立了各级爱国宗教团体，我国政府每年投入大量资金保护宗教遗址，还积极支持、帮助宗教爱国人士出国访问，开展国际友好交流活动，这说明在我国（）。

①宗教信仰自由政策得到贯彻

②国 * * 护一切宗教活动

③宗教能够与社会主义相适应

④宗教文化得到了国家的尊重和保护

A.①②

B.①④

C.②③

D.③④

答案

参考答案：B

解析：

题肢②说法错误，国 * * 护正常的宗教活动而不是保护一切宗教活动，故排除；题肢③说法错误，应该说是积极引导宗教能够与社会主义社会相适应，故排除。题肢①④说法正确且符合题意，故本题答案选B。

考点：实行宗教信仰自由政策

单项选择题

弗莱堡学派认为，最为理想的社会发展道路是（）。

A.自由放任的市场经济

B.社会市场经济模式

C.计划经济

D.社会主义市场经济

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.