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What might be inferred about radar？
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The Chinese have used a method called acupuncture (针炙) to perform. operations for about4,000 years without putting the patient to sleep. This involves placing flexible needles into certain parts of the body. The needles are available in a number of stores in China and anyone may buy them.
To learn how to use the needles takes about one month of training, But to be skillful requires greater time. (79) The person who performs the acupuncture knows how to put in the needles so the needles themselves are not painful. This person also knows where to place the needles so the patient feels no pain in the area where the operation is to be performed．A particular operation might require 25 or more needles placed in various parts of the body. But now this operation requires only 3 or 4 needles.
Today, the Chinese doctors are trying to learn more about acupuncture. (80) They are trying to develop a convincing theory to explain how the needles work in preventing pain, or why a nee die in the wrist, for example, would prevent the pain in the area of the mouth.
A patient who needs an operation is given a choice between having acupuncture or having one of the chemicals used for putting him to sleep. It has been estimated that over half of the patients choose acupuncture because there is no sickness after the operation but the chemical may make the patient sick for a few hours or a day.
Acupuncture is________
房地产估价师执行业务，由房地产价格评估机构统一接受委托并统一收费。 ()
【C20】
•For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.
Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their lot. Peter Blackburn is chairman and chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of ￡1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. "Take all your qualifications seriously. Although many top executives do not have first-class honours and it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement."
"I do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the important dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ago I didn't think this is what I would end up having achieved." "In the end, those that get right to the top retain their 'people touch', which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the ground have a real advantage. The important thing is that you should never ask someone else to do something you couldn't do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next generation, people who will be an inspiration."
Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntrees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, instead of moving sharply forward, disappears into the pack and others are given their chance.
When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. "l have always believed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then it's important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as possible when it has been forced to close or to sell one of its businesses."
Peter Blackburn's career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr Blackburn has. benefited from this process twice and says: "In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for ,wholesale clearouts. They have realised that it is the existing people who understand
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