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(每题的备选项中，只有1个最符合题意)某房地产开发项目，业主A与监理单位甲签订了施工阶段监理合同，与承包方乙签订了工程施工合同。监理单位甲在监理过程中发生如下条件。 事件1：在施工中，工程监理人员认为工程施工不符合工程设计要求、施工技术标准和合同约定。 事件2：在施工过程中，发现屋面带挂板大挑檐悬挑部分根部有裂缝，存在安全事故隐患。 事件3：总监理工程师根据现场反馈信息及质量记录分析，对某部位隐蔽工程的质量有怀疑，随即指令施工单位暂停施工，并要求剥离检验。 事件4：甲监理机构旁站监理员发现乙施工单位在主体结构的施工中有违反工程建设强制性标准的行为。 该监理单位所从事的建设监理活动在工作性质上属于( )。
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某窗体中有一命令按钮，名称为C1。要求在窗体视图中单击此命令按钮后，命令按钮上显示的文字颜色为棕色(棕色代码为128)，实现该操作的VBA语句是 【10】 。
某施工企业通过投标获得了某住宅楼的施工任务，地下18层、地下3层，钢筋混凝土剪力墙结构；业主与施工单位、监理单位分别签订了施工合同、委托监理合同。施工单位(总包单位)将土方开挖、外墙涂料与防水工程分别分包给专业性公司，并签订了分包合同。 施工合同中说明：建筑面积23 420m2，工程工期450天，2003年8月1日开工，2004年11月25日竣工，工程造价3 165万元。 合同约定结算方法：合同价款调整范围为业主认定的工程量增减、设计变更和洽商；外墙涂料、防水工程的材料费，调整依据为本地区工程造价管理部门公布的价格调整文件。 在约定的风险范围内合同价款不再调整属于分包工程合同价款中的( )。
Management’s Global Agenda for the 1990s, According to GE’s Jack Welch what we call a "boundary less" company. Then we no longer have the time to climb over barriers between
Employee Selection Techniques That Are Too Good to Be True Selecting future employees is one of the most important and difficult processes for (21) human resource managers are responsible. The time-honored approach of interviewing, investigating an applicant’s experience and education, and talking with references, although time-consuming, may still be the best method. (22) interviewing today is a minefield of legal do’s and don’ts. You may ask an applicant about (23) convictions but not about arrests. You may ask about medical background but not about race and (24) And, (25) if you hire a person who then hurts a customer, you can be sued for not having known about his or her prior arrest record. Faced with such difficulties, many companies buy quick-and-easy solutions to the selection (26) Many of these solutions are, in fact, too good to be true. Take the 1980s, for example, Polygraph—lie detector-tests seemed at that time to be the wave of the future. Companies began relying on machines and polygraph experts to screen applicants. Disturbed by this trend and by the (27) of many of the best results, Congress severely restricted polygraph use. In the 1990s, equally questionable selection techniques are being offered as the human re source manager’s best friend. Some companies borrow a technique from country fairs and try to (28) applicants on the basis of their (29) Others turn to "honesty tests" which claim to be able to uncover applicants who would be problem employees. Some pencil-and-paper tests do provide (30) managers with useful information, but many tests now being marked simply do not live up to their claims.
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