题目内容
某人一次取得劳务报酬所得30000元,根据《个人所得税法》规定,其个人所得税应纳税额为()。
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Being a good leader in business is very much similar to being a good leader in public life or even in the army. Many of the qualities required are the same though, of course, a few qualities are quite special to leaders in business. First of all, however, a good leader in public life or in business mustn’t be frightened to make firm decisions. You must be able to arrive at quick decisions and act on them. It’s no good thinking too long about what to do nor is it much use, seeking else’s opinion. And it’s not very good to be cautious and careful about, everything. No good leader appears hesitant to his or her subordinates. Good leaders know exactly what to do they always give the impression of being absolutely convinced about the correctness of their decisions and their subsequent actions. There’s no doubt in their mind about what they should do and, as a result, people find it easy to believe in them and to follow them They know they are right.
So far what I have said will seem obvious. But what may not be so obvious is that some business leaders actually, create their own crises to give them an excuse or an opportunity, shall we say to control things. As a result they are able to act in a more authoritarian way and have direct control over a situation. Surprising as this may sound, it’s true. A crisis may not always be deliberately caused by any conscious decision or action, of course. Often good leaders are intuitively able to create such crises. Or possibly the crises arise since a good leader is invariably someone with strong opinions and firmly held beliefs.
Good leaders are not necessarily bad people in any way. Above all, they are reliable. And they are consistent in their actions. They don’t change their minds easily and they keep their promises and agreements.
As I’ve just implied, good leaders know precisely what they want to achieve. They have clear goals policies which they are determined to pursue at all costs. And also their messages are usually quite simple and clear, which everyone under them can understand and try to follow.
Above all, good leaders are always good communicators whether in business or in public life. As I’ve just said their message is generally simple. But even when it’s rather complex and hard for some people to understand, a good leader knows instinctively how to communicate it with great ease and clarity. He or she will appeal to people’s emotions just as much as to their intellects. Good leaders can persuade others to do what they want by winning people’s hearts and minds. Ambitious leaders in particular play on people’s emotions. Sometimes a sense of humor will help in communicating a message.
A lot of leaders lead by example. They are persuasive but they also provide examples and, in many cases, role models for colleagues and subordinates to follow.
Almost all leaders know how to delegate their authority. They are able to identify the kind of people to act for them and carry out their policies. If they are in business, these subordinates are trusted to deal with all the small, but important policy details and the day-to-day running of offices and factories. Letting subordinates deal with everyday matters enables the leader to be free to concentrate on issues that are important.
There’s also the question of luck. Great leaders are invariably very lucky or perhaps they make their own luck. For example, a good leader seems to be in the right place at the right time. Whenever there is a crisis, the leader is there, ready to act just when needed.
I’ll stop at this point but I’ll set you a good exercise to do. Think carefully about the qualities
某项存款年利率为6%,每半年以复利计息一次,其实际利率为()。
在FIDIC于1999年出版的新型合同条件下，没有业主委托的工程师这一角色的合同条件是()。
Part A
Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)
Scholars and students have always been great travelers. The official case for "academic mobility" is now often stated in impressive terms as a fundamental necessity for economic and social progress in the world, and debated in the corridors of Europe, but it is certainly nothing new. Serious students were always ready to go abroad in search of the most stimulating teachers and the most famous academies; in search of the purest philosophy, the most effective medicine, the likeliest road to gold.
Mobility of this kind meant also mobility of ideas, their transference across frontiers, their simultaneous impact upon many groups of people. The point of learning is to share it, whether with students or with colleagues; one presumes that only eccentrics have no interest in being credited with a startling discovery, or a new technique. It must also have been reassuring to know that other people in other parts of the world were about to make the same discovery or were thinking along the same lines, and that one was not quite alone, confronted by inquisition, ridicule or neglect.
In the twentieth century, and particularly in the last 20 years, the old footpaths of the wandering scholars have become vast highways. The vehicle which has made this possible has of course been the aeroplane, making contact between scholars even in the most distant immediately feasible, and providing for the very rapid transmission of knowledge.
Apart from the vehicle itself, it is fairly easy to identify the main factors which have brought about the recent explosion in academic movement. Some of these are purely quantitative and require no further mention, there are far more centers of learning, and a far greater number of scholars and students.
In addition one must recognize the very considerable multiplication of disciplines, particularly in the sciences, which by widening the total area of advanced studies has produced an enormous number of specialists whose particular interests are precisely defined. These people would work in some isolation if they were not able to keep in touch with similar isolated groups in other countries.
Frequently these specializations lie in areas where very rapid developments are taking place, and also where the research needed for developments is extremely costly and takes a long time. It is precisely in these areas that the advantages of collaboration and sharing of expertise appear most evident. Associated with this is the growth of specialist periodicals, which enable scholars to become aware of what is happening in different centers of research and to meet each other in conferences and symposia. From these meetings come be personal relationships which are at the bottom of almost all formalized schemes of cooperation, and provide them with their most satisfactory stimulus.
According to the text, scholars and students are great travelers because
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