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执行中止是指在执行过程中，由于某种特殊情况的发生而暂时停止执行程序，待该情况消除后再恢复执行程序的制度，据此以下几种情况法院需要裁定中止执行的有( )。
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甲、乙积怨已久，一天甲到乙单位大闹，砸坏了乙的电脑。乙起诉要求甲赔偿财产损失，法院审理后，判决认定乙的诉讼请求成立。判决生效后，乙认为自己不仅财产上受到损失，精神上也受到损害，于是又向法院起诉，要求甲赔偿因该侵权行为导致的精神损害费一万元。关于本案，以下哪种观点是正确的( )
·Read the following article about real-time information and the questions on the opposite page.·For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.Over the past several years, I have interviewed dozens of senior executives of Fortune 1,000 companies and asked two questions: "Is there information that would help you run your company far better if you had it in real time, and, if m, what is it" Without exception, they answered yes to the first question, then ticked off the one to three items they wanted. Dave Dorman at AT&T said he wanted real-time customer transaction information, such as contract renewals and cancellations. Rick Wagoner at GM wanted real-time progress reports on new vehicle development. Others on his senior team wanted certain narrowly defined data on product quality and productivity. Dick Notebaert at Qwest wanted customer satisfaction numbers. The CEO of a well-known services business wished he had real- time transaction volume data on a limited group of his best customers, while the CEO of an events business wanted to see minute-by-minute tracking of how much show-floor space has been sold.Oddly, though, very few of the executives I’ve spoken with receive the real-time information they say they could use (notable exceptions include some of the executives mentioned above, who now get their data). Why aren’t they getting it Clearly, these managers could direct corporate resources toward acquiring any data sets they wanted. The answer is that neither they, nor those who support them, are asking the fight questions. Although they agree, when prompted, that they need real-time information, in practice their reflex is to respond to business events after the fact rather than detect them as they unfold. Instead of asking, "How can we react faster" they should be asking, "What real-time information will allow us to detect critical events the instant they occur"The danger in asking the latter question, of course, is that the executive may quickly drown in a torrent of data. The solution is to carefully identify the precise and minimum information that’s required — only those data that would cause the executive to change a judgment or a course of action (what accountants would call "material" information). Examples might include real-time sales results, new customer sign ups, shifts in petroleum prices, or any information that, if instantly available, would keep a CEO from getting in trouble with the board. My research suggests, and interviews with CEOs confirm, that one needs to receive only a very small amount of information in real time to avoid trouble or exploit an opportunity.Here’s an example. In eBay’s early days, the company often received complaints about offensive items that were put up for auction, especially those tied to tragic news events. Maynard Webb, eBay’s chief operating officer, told me that, in response, a team was created to conduct real-time news monitoring and to warn executives when problem items appeared. This real-tree detection and rapid response strategy have paid off in many instances, most notably after the collapse of the World Trade Center and the shuffle Columbia disaster. Webb and other senior executives were notified immediately when offensive items appeared (World Trade Center rubble showed up just 20 minutes after the first tower fell), and they had them removed before eBay’s 1range could be harmed.If you’re not tracking real-time information already, start. Don’t assume that it’s too granular to merit your attention, that me else in the company is already monitoring it, or that it simply doesn’t exist. Identify what it is that you need. Then ask for it. In the first paragraph, the writer mentions the companies to show that real-time information
·Read the article below about team-building.·Choose the best word to fill each gap from A, B, C or D on the opposite page.·For each question 21-30 mark one letter ( A, B, C or D) on your Answer Sheet. Learn to Be a Team PlayerA wise man once said to a young novice, "The best way to limit your accomplishments is to try doing everything by yourself."A simple statement, yet it has (21) implications. The result is evident when you work with others: You (22) your effectiveness. You achieve bigger success. You and your team can go far. In fact, the sky is the limit when you all work as a team.The adage, "many hands make light work" is not only tree but practical these days when the demands and pressure at workplace are high. More often, lone rangers tire and get worn out before they (23) .So it’s wiser to inculcate team spirit from young, especially in the school, and learn the skills needed to be a survivor in the working field (24) on in life.Team-building is an art. And like any artisan, we all need to embrace the skills required to be a perfect artist. It may take heaps of encouragement, tons of (25) and a truckload of patience to master the skills. It also takes careful delegation and long hours. But the results are (26) it.Also We need to (27) with our peers. We may need to harness their energy, ideas and share in their wisdom. We must learn to (28) responsibilities and duties and not attempt to reinvent the wheel, so to (29) .Remember, two heads are better than one. So, be prepared to work with others and work as a team. (30) , it is the end results that matter. Working as a team, the goal always seems easier to achieve than if we were to go at it alone.
根据以下案例，回答下列问题：刘某(男)的父亲在2001年1月因病去世，留有遗产：100平方米的商品房一套，存款30万元。刘某在2000年离婚，自己还有房屋一套，价值50万元，现金10万元，还有冰箱、彩电等家用电器若干。2001年10月中旬，刘某与张某再婚。婚后，刘某的舅舅又寄给他2万元，作为结婚的贺礼。2002年10月，经过对父亲遗产的分割，刘某取得了那套100平米的住房。刘某是个作家，手中有历经几年创作的小说书稿一部，2001年5月，他与一家出版社签订了出版合同，根据该合同，出版社要支付给刘某稿费20万元，但直到2003年1月，出版社才将这笔钱汇到刘某账户。2004年，在两人结婚纪念日的当天，刘某给妻子购买了一枚价值1万元的钻戒。刘某婚前所有的10万元现金到2004年底，已有将近4万元的利息。2005年，刘某与张某的感情破裂，决定协议离婚，在拟订离婚协议时为了避免利益受损，两人向一位助理理财规划师进行咨询。 刘某接受舅舅赠与获得的2万元结婚贺礼是（）。
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