题目内容
附合导线纵横坐标增量之代数和在理论上应等于起终两点已知坐标的差。（）
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水准测量中，红、黑面后视总和减红、黑面前视总和应等于红、黑面高差总和。（）
you will hear a monologue. While you listen, fill out the blank with a phrase or sentence you've just heard. Some of the information has been given to you in the text. You will hear the recording twice. You now have 25 seconds to read the text below. He is big. He always has been, over six feet, with what slump of the shoulders and tuck in the neck big men in this country often affect, (1) to apologize for being above the democratic norm (2).(In high school and at college he played varsity basketball. In high school he was senior class president.) And he looks healthy enough, blue-eyed behind his beard, like a trapper or (3),acquainted with silences. He also grins a lot. Odd, then, to have noticed earlier—at the house, when he took off his shabby coat to play Ping-Pong—that the white arms were very thin. The coat may have been a comment. This,(4), is southern California, where every man is an artist, an advertiser of himself;(5)and every object potted; where even the statues seem to wear socks. The entire population ambies, in polyesters, toward a Taco Bell. To wear a brown shabby cloth coat in southern California is to admit something. So he hash't been getting much exercise. (6) have elected him president of any class. At the house they avoided him. Or, since he was too big to be avoided entirely, they treated his presence as a kind of odor to pass through hurriedly, to be safe on the other side. They behaved like cats. Of course, he ignored them. (7) they were up to more than just protecting themselves from (8) . Children are expert readers of grins. His grin is intermittent. The dimples twitch on and off; between the teeth are bared; above them, the blue eyes disappear in a wince. This grin isn't connected to any humor (9) . It may be a tic. It could also be a function of some metronome made on Mars. It registers (10) . We aren't listening to the same music. 5（）
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. In their work, Ghoshal and Bartlett discuss______.
坐标正算是指根据一条边长的方位角与水平距离，计算坐标增量。（）
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