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材料的刚度可以弹性模量值来反映，可通过热处理改变组织的方法来提高材料的刚度。()

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Read the article below about cultural differences between Japanese and American managers.
Choose the best sentence to fill in each of the gaps
For each blank 8—12, mark one letter (A—G) on your Answer Sheet.
Do not use any letter more than once.
There is an example at the beginning.
Do It My Way
Cultural differences between Japanese and American managers have presented the biggest obstacle to Japanese companies investing in America.
A seminar for Japanese executives working in America was attended by 25 men, B Despite the room's stifling heating system, they resolutely refused to remove their jackets. Their coffee break lasted exactly the scheduled ten minutes. They did not ask any questions until after they had got to know one another a bit better at lunch. They were usually deferential and always polite.
A similar seminar for 25 Americans working for Japanese subsidiaries in America included eight women. (8)…A ten-minute coffee break stretched beyond 20 minutes. Participants asked questions and several aggressively contradicted what the speakers had to say.
According to Mr Thomas Lifson of Harvard and Mr Yoshihiro Tsurumi of New York's Baruch Colleague—the two main speakers at both seminars—misunderstandings between Japanese and American managers are possible at nearly every encounter. They can begin at the first recruiting interview. A big American company typically hires people to fill particular slots. Its bosses know that Americans are mobile people, who have a limited commitment to any particular employer or part of the country. (9)…American firms hire and hire almost at will.
The assumptions (and the expectations) of the Japanese managers of Japanese subsidiaries in America could hardly be more different. (10)…
American managers rely heavily on number-packed memoranda and the like. The Japanese colleagues prefer informal consultations which lead eventually to a consensus. According to Mr Tsurumi, they find comical the sight of American managers in adjacent offices exchanging memos.
Confronted with a dispute between middle managers (11)… expecting the managers themselves to
resolve the issue. The Americans conclude, wrongly, that their Japanese bosses are indecisive or incompetent. Japanese managers do not share the American belief that conflict is inevitable, and sometimes health-y. They want to believe that (12)…
A Several of the men removed their jackets after entering the room.
B nearly all of them in identical dark suits.
C However, I believe I'm qualified for this position.
D most Japanese superiors refuse to become involved.
E They value the skills joining the company rather than their existing skills.
F employees form. one big happy family.
G Jobs are clearly defined and so are skills needed to fill them.
(8)

我国课程改革中“综合实践活动”就是杜威所主张的活动课程。

We are all naturally attracted to people with ideas, beliefs and
interests like their own. Similarly, we feel comfortable with physical
qualities similar as ours. 【M1】
We may have noticed about how people who live or work closely 【M2】
together come to behave in a similar way. Unconsciously we copy these 【M3】
we are close to or love or admire. So a sportsman's individual way of
walking with raised shoulders is imitated by an admired fan; a pair of 【M4】
lovers both shake their heads in the same way; an employer finds 【M5】
himself copying his boss's habit of wagging a pen between his fingers
while thinking.
In every case, the influential person may consciously notice the 【M6】
imitation but he will feel comfortably in his presence. And if he does 【M7】
notice the matching of his gestures or movements, he finds it pleasing
he is influencing people: they are drawn to them. 【M8】
Sensitive people have been mirroring their friend and acquaintances 【M9】
all their lives, and winning affection and respect in this way
without aware of their methods. Now, for people who want to win 【M10】
agreement or trust, affection or sympathy, some psychologists
recommend the deliberate use of. physical imitation.
【M1】

编制甲公司对乙公司长期股权投资及确认投资收益相关的会计分录。同时计算甲公司对乙公司长期股权投资在2009年12月31日的账面价值；