题目内容
A设备可按3200元出售，也可对外出租，且未来3年内可获租金3500元，该设备是3年以前以2 5000元购置的，故出售决策相关成本不是5000元而是3500元。 ()
查看答案
搜索结果不匹配？点我反馈
更多问题
甲持有一张票据，但提示承兑时被拒绝承兑，则：A．甲应当在付款期限届满后行使追索权B．甲应当自收到甲持有一张票据，但提示承兑时被拒绝承兑，则：
M: What does it look like I am doing？
W: Well, it looks like you are watching television. But we have a linear algebra mid-term tomorrow, so I thought you'd be studying for it and maybe I can study with you.
M: Oh, well, I was just taking a break. This linear algebra stuff gives me a headache if I work on it too long.
W: I know what you mean I've been working on it for three hours already. I'm beginning to get cross. I've been guessing at the sample problems. I just don't get some of them.
M: But I can't believe you are coming to me. I mean you do know what I got on the last test, don't you？
W: Yeah, I know. You told me. I just thought two heads might be better than one.
M: Yeah, that's a nice idea. But...you know, I wish I knew that person in our class who got a hundred on the last test. She didn't miss a question. Umm...was it Elizabeth？
W: Oh yeah, Elizabeth! She is a friend of mine. She'd be a big help right now, why don't I give her a call？
M: What! At this hour？ It's already ten thirty. I don't wanna impose on her.
W: Yeah, I guess you are right. But you know what, she owes me a big favor. Let's at least give her a call and see what she says. Maybe going over some of the problems with us would help her review the material.
M: It's worth a try.
(20)
W: Yes, I saw it in the paper. From a 200-foot high building, wasn't it？ I gather the driver had just got out or he'd have been killed, wouldn't he？
M: Oh, yes. I saw the car; it was totally damaged.
W: You usually park your car around there, don' t you, Bill？
M: Yes, I left it in that very spot a couple of days ago, but yesterday it was parked up the road.
W: You were lucky then, weren't you, Bill？
M: Out of luck, you mean! I'd be very pleased if my old car were smashed to bits. I could claim from the insurance company then, couldn't I？
W: But you used to be so proud of your car, didn't you？
M: I used to be years ago, but now there are all sorts of repairs to be done, and I just haven't got enough spare cash to put it right.
W: You can always sell it, can't you？
M: Few people are stupid enough to buy a car in that State, aren't they？
W: The man whose car was crushed yesterday was very annoyed about it. He'll be given a new car by the builders, though.
M: Yes, but his car was a specially built model that can't be replaced, and there was hardly anything wrong with it, was there？
W: Well, that's life! When people actually want to get rid of their cars, this sort of thing seldom happens, does it？
(23)
Section B
Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.
Leadership is hardly a new area of research, of course. For years, academics have debated whether leaders are born or made, whether a person who lacks charisma(capacity to inspire devotion and enthusiasm) can become a leader, and what makes leaders fail. Warren G. Bennis, possibly the world's foremost expert on leading, has, together with his co-author, written two best-sellers on the topic. Generally, researchers have found that you can't explain leadership by way of intelligence, birth order, family wealth or stability, level of education, race, or sex. From one leader to the next, there's enormous variance in every one of those factors.
The authors' research led to a new and telling discovery: that every leader, regardless of age, had undergone at least one intense, transformational experience what the authors call a "crucible" (severe test). These events can either make you or break, you. For emerging leaders, they do more making than breaking, providing key lessons to help a person move ahead confidently.
If a crucible helps a person to become leader, there are four essential qualities that allow someone to remain one, according to the authors. They are: an "adaptive capacity" that lets people not only survive inevitable setbacks, heartbreaks, and difficulties but also learn from them; an ability to engage others through shared meaning or a common vision; a distinctive and compelling voice that communicates one's conviction and desire to do the right thing; and a sense of integrity that allows a leader to distinguish between good and evil.
That sounds obvious enough to be commonplace, until you look at some recent failures that show how valid these dictums (formal statements of opinion) are. The authors believe that former Coda Cola Co. Chairman M. Douglas Ivester lasted just 28 months because "his grasp of context was sorrowful." Among other things, Ivester degraded Coke's highest-ranking African-American even as the company was losing a $200 million class action brought by black employees. Procter & Gamble Co. ex-CEO Durk Jager lost his job because he failed to communicate the urgent need for the sweeping changes he was making.
It's striking, too, that the authors found their geezers(whose formative period, as the authors define them, was 1945 to 1954, and who were shaped by World War II) sharing what they believed to be a critical trait the sense of possibility and wonder more often associated with childhood. "Unlike those defeated by time and age, our geezers have remained much like our geeks (who came of age between 1991 and 2000, and grew up 'virtual, visual, and digital')—open, willing to take risks, hungry for knowledge and experience, courageous, and eager to see what the new day brings", the authors write.
The text indicates that leadership research ______.
微信支付 
支付宝支付