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一、根据下表回答下列问题。全国主要流域水资源分布状况流域片水资源总量(亿立方米)地表水资源量(亿立方米)地下水资源量。(亿立方米)地表水与地下水资源重复量(亿立方米)降水量(亿立方米)全国27460.226250.78299.37089.960415.5松花江1424.01211.4476.8264.24782.6辽河345.2255.4172.983.11586.2海河321.1130.8252.962.61862.9黄河827.3685.8426.3284.84417.0淮河1851.61520.8600.5269.63994.6长江10064.89959.72445.82340.618593.0东南诸河1312.41304.2400.8392.72486.1珠江4172.24159.11223.41210.37587.9西南诸河5771.65771.5406.4406.48925.7西北诸河1369.81252.0893.5775.76179.7 地下水资源总量高于地表水资源总量的是（）。
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A注册会计师是N公司2005年度会计报表审计的外勤审计负责人，在审计过程中，需对负责非货币性交易审计的助理人员提出的相关问题予以解答。请代为做出正确的专业判断。 N公司在涉及补价的非货币性交易中，无论作为收到补价的一方还是作为支付补价的一方，均不得确认收益。( )
A All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beginning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners’’ initial agreement on the choice of alliance vehicle (e.g. cross-licensing, technology development pact, joint venture, equity sharing).B Successful alliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliance’’s shared goals with all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firm’’s core competencies in ways that could ultimately damage the firm’’s long-term competitiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner.C Managers often herald the consummation of an alliance agreement as the final outcome of intensive negotiations between the partners. For many types of strategic alliances (e.g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations commence. The finer details of the alliance’’s framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document.D Smooth implementation to facilitate learning requires all levels of management to work on developing "alliance protocols" that enable careful knowledge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliance’’s managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental "parameters" that limit what partners can ask from one another in terms of what constitute proprietary vs. non-proprietary technologies or processes. Protocols provide an "invisible fence" that defines the boundaries between cooperation and competition.E Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new technologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units or activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring.0. It is rewarding for firms to form the alliance relationship with others. (E)
根据下面的文字资料回答下列问题。苏黎世Maakc的一份报告称，由于美国可能对来自中国的进口聚酯短纤(PSF)加征反倾销税，预计会导致中国装置开工率下降，将进一步推进国内聚酯短纤行业进行资产优化。据称，美国商业部将在本月底作出反倾销税征税决定，美国国际贸易委员会(ITC)最近报告指出，来自中国的某些品种聚酯短纤(PSF)价格低于公平的市场价格，已经对美国相关行业造成伤害。Maakc报告称，中国PSF行业拥有2500万吨/年，开工率仅为65%。中国将关闭部分设备陈旧而不具备市场竞争力的规模较小的产能。就目前的国际市场形势，中国有能力建设具有竞争力的大型聚酯和精对苯二甲酸(PTA)厂，中国石化上海石化公司表示，以自己的专有技术可以建设最大能力为80万吨/年的PTA厂。另一方面，到2010年中国聚酯短纤(PSF)需求将由2005年需求量1500万吨/年基础上以16%/年的速度继续增长，由此中国PSF需求份额将由2005年的57%左右增加至2010年的约70%。 预计2010年我国的PSF需求量为（）。
请根据下文回答下列问题：教育的任务就是唤醒人的潜力或潜在本质，使其内部产生一种自动力，最大限度地使其内部灵活性与可能性得到最佳发展。教育实质上是人的灵魂的教育，而不仅仅是知识和认识的积累，而灵魂的成长成熟是没人可以代劳的。按本性说，人都希望成为真正的人，而不是异化的人。我们是什么样的人和别人要求我们成为什么样的人之间是有冲突的，人应按自身本性发展，自己决定自己成为什么样的人，并靠自身改变自身进而把握自己安身立命之本。人要能健康成长必须经过这样一个内部发展过程。古人说：顺物之性以治物则物无不可用，顺人之性以治人则人无不可治。这与老子所说“我无为，而民自化”意思相通。用今天的话说，就是减少不必要的干涉与管束，充分信任新生人的内在机制，使人渐习而日无之，从无序达到有序。而试图过多干预存在物的生长规律，必将损害这些事物，同时也破坏自身的和谐。从心理上分析，人的这种生成是在不知不觉的无意识中达到的。而“那种最高最好的东西不是根据意识的规定制作的，而是一种自发的或无意识的成长的结果”。所谓“徙善远罪而不知”也。自己订了好的品质自己都不觉得。这是在循循善诱中，潜移默化、熏陶渐染有以致之。但人们却常常忽视甚至无视这种无意识的作用，只把注意力放在提高自觉性上。因而习惯于单向灌输，把自己当做主体，把教育对象视为客体，视为活的接受器，唯恐受教育者不能意识到自己在被施教。这实在是教育的一大误区。前苏联教育家苏霍姆林斯基对这个问题有过深刻的论述，他从自己长期的教育实践中认识到，一味强调自觉，必然“会在人身上培植虚伪的性格”，他严厉指责这样做是一种“不道德的行为”，而“这种不道德的行为还有更巧妙、更隐蔽”的表现——事先设计故意生造一种教育场景。可当受教育者非常准确的看穿这种矫揉造作的把戏，他的心灵便会作出防御戒备的反应，形象地说，便会扣上全部钮扣，整个封闭起来。所以，他不得不花费巨大的努力，使青少年不致感到他是被人有目的地引导到什么地方去。事实证明，受教育者越少感到落在自己头上的设想，其教育效果便越大。杜甫的两句诗：随风潜入夜，润物细无声。可作这种教化的形象说明，教育有如雨露之于草木，受教育者如坐春风，如沐春雨，在潜意识、半潜意识中，导致深层心理结构的变化。 第二段中“受教育者越少感到落在自己头上的设想，其教育效果便越大”的依据是（）。
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