题目内容
The last traces of respectability had vanished by the time he was convicted and imprisoned.（）
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李一、李二、李三三兄弟为继承父亲李大所遗留下的一栋房屋和家具发生纠纷。由于李一占据该房屋及家具不愿搬出或分割，李二与李三于是起诉至县人民法院。县人民法院审理后，判决李一继承房屋的1/2，李二与李三各继承房屋的1/4，家具由三个人平分。李二和李三不服判决，提起上诉。二审法院经过审理后，维持了原审法院关于家具分割的判决，而将房屋部分改判为：李一、李二和李三各继承房屋的1/3。一个月后，死者李大的侄儿李六从东北出差回来，听说此事后，便向县人民法院出示了李大的书面遗嘱："因侄儿李六对我尽了赡养义务，我死后他应与我的三个儿子李一、李二、李三同样分得一份遗产。"经查实，李大的遗嘱属实。县法院院长根据李六的请求，向本院审判委员会提出再审建议，本院另行组成合议庭对此案重新进行了审理。 如果李一在执行程序中死亡且没有合法继承人，法院是否应当终结执行
Mini-talk One 12（）
个性心理特征是人的多种心理特性的一种独特的组合。从个性心理特征的角度来看个性心理的差异表现在（）。
Most firms’ annual general meetings (AGMs) owe more to North Korea than ancient Greece. By long-standing tradition, bosses make platitudinous speeches, listen to lone dissidents with the air of psychiatric nurses towards patients and wait for their own proposals to be rubber-stamped by the proxy votes of obedient institutional investors. According to Manifest, a shareholder-advice firm, 97% of votes cast across Europe last year backed management. So should corporate democrats be cheered by the rebellion over pay at Royal Dutch Shell At the oil giant’s AGM on May 19th, 59% of voting shareholders sided against pay packages for top executives. In particular they disliked 4.2 million ($ 5.8 million) in shares dished out to five executives, which comprised about 12% of their total pay for 2008．Under the firm’s rules, such awards should be granted only if Shell’s total return in the year is in the top three of its peer group. In 2007 and 2008, Shell came a very close fourth, so the firm decided to pay out anyway. Shell is hardly a poster child for malfeasance: it is performing well, its pay is similar to that at other big oil firms and its shareholders previously gave directors discretion to bend the rules. They have used it to cut pay in the past. Still, although the vote is not binding, it is seriously embarrassing. The turnout was decent, at about 50%, and several big fund managers were clearly furious. The payouts have already been made and probably cannot be reversed, but Shell will be in disgrace for a while. Jorma Ollila, its chairman, said he took the vote "very seriously" and promised to "reflect carefully". After GSK, a British drugs firm, had a rebellion on pay in 2003, it completely redrew its pay policy. It is not just Shell that is facing unrest. Rough markets and a wider political uproar over pay have fuelled discontent across corporate Europe. Almost half of the voting shareholders at BP, another oil giant, failed to support its pay policies in April. At Rio Tinto, a mining firm with a habit of digging holes for itself, a fifth of voting shareholders rejected its remuneration policy. So far this year 15% of votes cast on pay in Britain have dissented, compared with 7% last year. In continental Europe owners are grumpy, too: in February almost a third of voting shareholders at Novartis, a Swiss drugs firm, demanded the right to approve its remuneration policy each year. But taking bosses to task for their ever-escalating salaries is not a substitute for keen oversight of performance and strategy. At Royal Bank of Scotland, which had to be rescued by taxpayers last year, 90% of voting shareholders rejected its pay policies last month. Yet back in August 2007, 95% of them ticked the box in support of the acquisition of ABN AMRO, the deal that brought the bank to its knees. Which of the following is TRUE according to the text
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