Before you begin administering artificial respiration, you should be sure the victim（）

A . I have not done this yet. B . Less than 1 year. C . 1-2 years D . 2-3 years E . 3-4 years F . 4-5 year

A . Enable-PSRemoting B . Enable-PSSessionConfiguration C . New-PSDrive D . New-PSSessio

A .  IEEE 802.1Q B .  IEEE 802.10 C .  Misconfigured NIC D .  User configuration E .  All of the above

A . Create an organizational unit (OU) for all users who log on to any of the NewApp servers. B . Create an organizational unit (OU) named NewApp Users for the NewApp users. C . Create an organizational unit (OU) named NewApp Servers for the NewApp servers. D . Create a Group Policy object (GPO) for the NewApp Users OU to enforce the use of IPSec. E . Create a global group for all NewApp servers. Add this group to the NewApp Servers OU. F . Create a Group Policy object (GPO) for the NewApp Servers OU to enforce the use of smart cards.

A . Jack down one leg at a time B . Jack up first，then down C . Undog doors to the engine room D . Assemble all personnel on the main deck

A . Add Admin2 to the Domain Admins global group. B . Add Admin2 to the Backup Operators domain local group. C . Delegate full control ofall objects in graphicdesigninstitute.com to Admin2. D . Delegate full control of all objects in the Domain Controllers organizational unit（OU）to Admin2.

A . The source must send a PIM Register message to the rendezvous point （RP）. B . The source must first join the multicast group using IGMP before sending. C . The source must perform a Request to Send （RTS） and Clear to Send （CTS） handshake with the  PIM designated router （DR）. D . No control plane signaling needs to be performed； the source can simply begin sending on the local subnet.

A . While the standard user is logged on， at the consent prompt， click Continue and install the application. B . While the standard user is logged on， at the credential prompt， provide administrative credentials. C . Create a .pwl file that stores administrative credentials. Double-click the installation file. D . Copy the contents of the CD-ROM to the local hard disk. Run the application installation from  the local hard disk.

A . Two secret keys B . Two nonsecret keys C . Two secret numbers D . Two nonsecret number

M: Yes ... well ... in 1990, EBS's total sales were $11 billion. But in 1996, our sales grew by more than 5 billion and the sales total for the year was $27 billion. So ... while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 50% ... though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees... in Asia alone, it'll be 60,000. The real development during this period will be concentrated in East Asia—mostly in China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to $100 billion. A few years ago, I'd never have dreamed that we'd be selling $3 billion dollars worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about EBS University itself？ Can you explain—simply—how it works, and who it's for？ M: I suppose it's really similar to a community-based education system—a bit like a village school—except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues—both for people and services. We also offer a range of options, everything from personnel, finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days' training a month, the minimum is fixed at three days a year. We also have a feedback system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training—to 'maintain them', if you like, because we think they're important. A piece of machinery, however, gets as much as 10%-12% of its purchase price spent oil maintenance now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that EBS is more broad-minded than many firms in its approach to educating and training its employees. M: Well, EBS has been in a state of constant renewal since it was founded in 1938, but it wasn't until the late seventies onwards that the company started trying out new methods of training and education. EBS University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes EBS from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Rice, and I hope that EBS University continues to do well in its educational role. &8226;You will hear a radio interview with Brian Rice, president of EBS University, the training and educational body set up by the electronics company, Torntec. &8226;For each qu A．5 billion dollars. B．11 billion dollars. C．27 billion dollars.

are entitled to are involved in are known as are based on

M: Yes…Well…in 2000, Thorntec's total sales were 20 billion. But in 2005, our sales grew by more than 5 billion. So…while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 25%…though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees…in Asia alone, it'll be 60,000.The real development during this period will still be concentrated in Asia -- mostly China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to '100 billion. A few years ago, I'd never have dreamed that we'd be selling '2 billion dollars' worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about Thorntec University itself？ Can you explain -- simply -- how it works, and who it's for？ M: I suppose it's really similar to a community-based education system -- a bit like a village school -- except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues -- both for people and services. We also offer a range of options, everything from personal finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days training a month, the minimum is fixed at three days a year. We also have a feed back system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training -- to "maintain them", if you like, because we think they're important. A piece of machinery, however, gets as much as 10-12% of its purchase price spent on maintenance…now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that Thorntec is more broad-minded than many firms in its approach to educating and training its employees. M: Well, Thorntec has been in a state of constant renewal since it was founded in 1928, but it wasn't until the late sixties onwards that the company started trying out new methods of training and education. Thorntec University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes Thorntec from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Winter, and I hope that Thorntec University continues to do well in its educational role. You will hear a talk between a young employee and a senior cashier of a firm. You have to complete the sentences 23-30 by choosing the correct answer. Mark one letter A, B A．20 billion dollars B．26 billion dollars C．23 billion dollars

A．True B．Fals E．

Recent studies have shown that the parts of the brain that we use to learn a task become active again during sleep. This activity, scientists suggest, could be the brain transferring memories from short-term to long-term storage. But the brain doesn't necessarily wait until the lights are out to begin processing those memories. To find out how the brain handles memories during waking hours, scientists gave 15 volunteers two tasks, each requiring different parts of the brain to learn. In one task, the subjects learned how to navigate a virtual town and then searched the town for an object. In the second task, they learned to predict where a sequence of dots would appear on a screen. Using a special machine, the researchers scanned the volunteers' brains right before and right after the tasks. They compared the two images to see whether the regions of the brain involved in learning the task were still active even after the task was completed. After a break, the scientists took a third image of each participant's brain. They wanted to determine whether these regions in the brain continued to be active after snore time had passed. They discovered that, for at least an hour after learning a task, the brain stays active. It appears to continue processing the new information. Furthermore, the images showed that distracting the subjects doesn't affect their ability to store memories. The processing continues even when they're thinking about or doing other things. Some scientists say this could mean that sleep isn't essential for storing memories. Others disagree. Until that's settled, it's probably still better to be on the safe side, getting plenty of sleep. According to the passage, ______. A．a good night's sleep helps your brain permanently file away lessons learned during the day. B．the brain has to wait until the lights are out to begin processing those memories C．perhaps it's safe for anyone to get plenty of sleep when it has not been proved unnecessary for memory D．attracting the subjects doesn't affect their ability to store memories.

You are administering a database stored in Automatic Storage Management (ASM). You use RMAN to back up the database and the MD_BACKUP command to back up the ASM metadata regularly. You lost an ASM disk group DG1 due to hardware failure.In which three ways can you re-create the lost disk group and restore the data？（） A. Use the MD_RESTORE command to restore metadata for an existing disk group by passing the existing disk group name as an input parameter and use RMAN to restore the data. B. Use the MKDG command to restore the disk group with the same configuration as the backed-up disk group and data on the disk group. C. Use the MD_RESTORE command to restore the disk group with the changed disk group specification, failure group specification, name, and other attributes and use RMAN to restore the data. D. Use the MKDG command to restore the disk group with the same configuration as the backed-up disk group name and same set of disks and failure group configuration, and use RMAN to restore the data. E. Use the MD_RESTORE command to restore both the metadata and data for the failed disk group. F. Use the MKDG command to add a new disk group DG1 with the same or different specifications for failure group and other attributes and use RMAN to restore the data.