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How did they get thereFour men were sitting in a bar in London, having a drink. They were talking about dogs."If you want to buy a nice dog," said the first man. "One of my greyhounds is racing in Manchester this evening. Why don’t you come and watch the race If you like the dog, you can buy it. ""I’ 11 buy it if it wins the race," said the second man."And I’ 11 buy it if it loses the race," said the third man."My family won’ t let me get a dog, but I’ d like to come and see the race," said the fourth man.They all went to Manchester to see the race, but they went there in different ways, the first man by car, the second man by plane, the third man by train and the fourth by bus.To cut a long story short, the dog won the race; the second man bought the dog from the first man, and they went to a restaurant to celebrate.While eating, they discussed the different ways of getting to Manchester, and wrote the information on the tablecloth, like this:Length of JourneyCost of journeyFirst man (by car)3hrs 30mins￡ 8.00Second man (by plane)45mins￡ 22.00Third man (by train)2hrs 30rains￡ 14.80Fourth man (by bus)4hrs 30nfins￡ 6.00Charlie said, "Well, that’s interesting. My journey was quicker than Albert’s or Dave’ s. ""That’ s right," said Albert, "but mine cost less than yours, Charlie, and less than Dave’ s. ""I don’t care how long a journey, takes," said Dave, "you’ll never see me in a plane. I’m terrified of flying."Bill didn’t say anything; he was wondering what his wife would say when he came home with a dog.The first man who went by car is (46) .The second man who went by plane is (47) .The third man who went by train is (48) .The fourth man who went (49) is (50) . 47（）
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Early this year, Captain Startup was flying an aeroplane over New Zealand. There was a television camera crew on board. Suddenly, out in the night sky, a bright sphere came into view. Everyone on board saw it and everyone thought, "UFO" —Unidentified Flying Object. Many people believe that a UFO is a visiting craft from outer space. The camera crew went into action and started filming. That week people all over the world saw the film of this mysterious light on their television screens. Someone described the object as "a shining ping pong ball". What was it Was it a spaceship full of visitors from another planet The Captain and the film crew believed it was. Other observers had many different explanations. Some say it was Venus. Some say it was just a trick of light. The people on the aeroplane were not the only ones who saw the "UFO". An air traffic controller also saw it on his radar screen. When a reporter asked him if he believed in UFOs, he said, "I don’ t know what they are, but I’ ve got an open mind on them. " Like many scientists, he thought that a flock of birds caused dots on his radar Screen when the UFO appeared.Most astronomers now believe that what these people saw was almost certainly the planet Venus. At that time of year it is very bright and easy to see. And from a moving aeroplane it can appear to be moving fast. So far there is no proof that UFOs or spaceships from other planets do exist. Which of the following statements is NOT true（）
There (be)（）one apple and three Pears in the icebox.
男性，15岁，反复呕血、黑便，皮肤瘀斑1周，肝脾不大、血红蛋白60g/L，白细胞6×10 9/L，血小板10×100/L。骨髓增生活跃，巨核细胞数增多，幼巨核细胞比例增多。最可能的诊断是
阅读理解一Questions 1 to 5 are based on the following passage. The main idea of these business-school academics is appealing. In a word where companies must adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: "Employability." If managers offer the right of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job—even if it is with a different company. Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine. The authors offer a few inspiring example of companies—they include Motorola, 3M and ABB—that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy Most of their answers are platitudinous, and when they are not they are unconvincing. What does the writer of this passage think of the ideas of Ghoshal and Bartlett
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