更多“会议核心产品层次包括会议活动策划、会议实体、会议内容、会议过”相关的问题
甲市飞云公司(受让方)与乙市兰天公司(转让方)签订了一份土地使用权转让合同，该土地在丙市，预付定金50万元，合同约定3个月内付清余款，之后双方办理土地使用权转让手续。飞云公司又与丁市兴业公司签订了其中...如果兴业公司不服，向人民检察院提起申诉，人民检察院认为二审判决确有错误，决定提起抗诉。关于人民检察院的抗诉，下列说法中正确的有( )。
A．抗诉的客体是人民法院做出的已经发生法律效力的判决、裁定及调解书
B．抗诉的主体是上级人民检察院和最高人民检察院
C．人民检察院提出抗诉的案件，人民法院应当再审
D．对于人民检察院抗诉的案件，人民法院依法再审后维持原判决的，人民检察院不得就该案再次提出抗诉
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在一家企业的采购科，审核员发现采购员在采购时使用的产品的国家标准是1987年的标准，而该标准已经被国家在97年改发布的标准所取代，同时该采购员的标准据他本人讲该标准是他自己买的，公司从未发给他过，他也不知道该标准已经作废。审核员检查该标准也未发现上面有该企业的任何标识。
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幻觉在某种程度上是可以相互传染的，甚至会导致求生者死亡。（）
A.对 B.错
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三角肌起于锁骨外侧段、( )和肩肿冈，止于肱骨三角肌粗隆。A.喙突B.肩峰C.冈上窝D.冈下窝
三角肌起于锁骨外侧段、( )和肩肿冈，止于肱骨三角肌粗隆。 A.喙突 B.肩峰 C.冈上窝 D.冈下窝
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不属于糖皮质激素类药物抗休克作用机制的是A.抑制炎性细胞因子释放B.增强心肌收缩力C.扩张痉
不属于糖皮质激素类药物抗休克作用机制的是 A.抑制炎性细胞因子释放 B.增强心肌收缩力 C.扩张痉挛收缩的血管 D.稳定溶酶体膜 E.中和细菌外毒素
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Industrial production managers coordinate the resources and activities required to produce millions of goods every year in the United Sates. Although their duties vary from plant to plant, industrial production managers share many of the same major responsibilities. These responsibilities include production scheduling, staffing, procurement and maintenance of equipment, quality control, inventory control, and the coordination of production activities with those of other departments. The primary mission of industrial production managers is planning the production schedule within budgetary limitations and time constraints. They do this by analyzing the plant’s personnel and capital resources to select the best way of meeting the production quota. Industrial production managers determine, often using mathematical formulas, which machines will be used, whether new machines need to be purchased, whether overtime or extra shifts are necessary, and what the sequence of production will be. They monitor the production nm to make sure that Ft stays on schedule and correct any problems that may arise. Industrial production managers also must monitor product standards. When quality drops below the established standard, they must determine why standards are not being maintained and how to improve the product. If the problem relates to the quality of work performed in the plant, the manager may implement better training programs, reorganize the manufacturing process, or institute employee suggestion or involvement programs. If the cause is substandard materials, the manager works with the purchasing department to improve the quality of the product’s components. Because the work of many departments is interrelated, managers work closely with heads of other departments such as sales, procurement, and logistics to plan and implement company goals, policies, and procedures. For example, the production manager works with the procurement department to ensure that plant inventories are maintained at their optimal level. This is vital to a firm’s operation because maintaining the inventory of materials necessary for production ties up the firm’s financial resources, yet insufficient quantities cause delays in production. A breakdown in communications between the production manager and the purchasing department can cause slowdown and a failure to meet production schedules. Just-in-time production techniques have reduced inventory levels, making constant communication among the manager, suppliers, and purchasing departments even more important. Computers play an integral part in this coordination. They also are used to provide up-to-date information on inventory, the status of work in progress, and quality standards. Production managers usually report to the plant manager or the vice president for manufacturing, and may act as liaison between executives and first-line supervisors. In many plants, one production manager is responsible for all aspects of production. In large plants with several operations-there are managers in charge of each operation, such as machining, assembly, or finishing.
Industrial production managers coordinate the resources and activities required to produce millions of goods every year in the United Sates. Although their duties vary from plant to plant, industrial production managers share many of the same major responsibilities. These responsibilities include production scheduling, staffing, procurement and maintenance of equipment, quality control, inventory control, and the coordination of production activities with those of other departments.
The primary mission of industrial production managers is planning the production schedule within budgetary limitations and time constraints. They do this by analyzing the plant’s personnel and capital resources to select the best way of meeting the production quota. Industrial production managers determine, often using mathematical formulas, which machines will be used, whether new machines need to be purchased, whether overtime or extra shifts are necessary, and what the sequence of production will be. They monitor the production nm to make sure that Ft stays on schedule and correct any problems that may arise.
Industrial production managers also must monitor product standards. When quality drops below the established standard, they must determine why standards are not being maintained and how to improve the product. If the problem relates to the quality of work performed in the plant, the manager may implement better training programs, reorganize the manufacturing process, or institute employee suggestion or involvement programs. If the cause is substandard materials, the manager works with the purchasing department to improve the quality of the product’s components.
Because the work of many departments is interrelated, managers work closely with heads of other departments such as sales, procurement, and logistics to plan and implement company goals, policies, and procedures. For example, the production manager works with the procurement department to ensure that plant inventories are maintained at their optimal level. This is vital to a firm’s operation because maintaining the inventory of materials necessary for production ties up the firm’s financial resources, yet insufficient quantities cause delays in production. A breakdown in communications between the production manager and the purchasing department can cause slowdown and a failure to meet production schedules. Just-in-time production techniques have reduced inventory levels, making constant communication among the manager, suppliers, and purchasing departments even more important. Computers play an integral part in this coordination. They also are used to provide up-to-date information on inventory, the status of work in progress, and quality standards.
Production managers usually report to the plant manager or the vice president for manufacturing, and may act as liaison between executives and first-line supervisors. In many plants, one production manager is responsible for all aspects of production. In large plants with several operations-there are managers in charge of each operation, such as machining, assembly, or finishing.
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评价屈原及其作品是汉代文学批评的一个热点，最早为屈原作品作注的是（）。
A.董仲舒
B.扬雄
C.贾谊
D.刘安
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PC机主板又称母板，是PC机中十分重要的物理部件。下列关于PC机主板的叙述中，正确的是（ ）。
A．从主板的物理尺寸来看目前没有标准，不同厂家生产的主板的物理尺寸均各不相同
B．主板上安装有存储器芯片，例如ROM芯片、CMOS芯片等
C．CPU是直接固定在主板上的，通常不可更换
D．主板上安装的电池可在计算机突然断电时给计算机供电，以保证计算机能做好正常的关机工作
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在危机管理过程中，组织的缺陷会暴露出来，下列（）不属于组织的缺陷。
A.危机中形成的新的社会关系
B.组织机构设置不合理
C.缺乏专业的公共关系危机管理人员
D.缺乏危机预防意识
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下列关于劳务派遣的表述错误的有______。
A.2012年12月28日，第十一届全国人民代表大会常务委员会第三十次会议决定对《劳动合同法》有关劳务派遣的规定作出修改，自2013年5月1日起施行
B.经营劳务派遣业务，应当向劳动行政部门依法申请行政许可
C.劳务派遣单位的注册资本不得少于人民币30万元
D.违反规定，未经许可擅自经营劳务派遣业务的，由劳动行政部门责令停止违法行为，没收违法所得，并处违法所得一倍以上五倍以下的罚款
E.用工单位应当按照同工同酬原则，对被派遣劳动者与本单位同类岗位的劳动者实行相同的劳动报酬分配办法
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The idea of building "New Towns" to absorb growth is frequently considered a cure-all for urban problems. It is wrongly assumed that if new residents can be diverted from existing centers. the present urban situation at least will get no worse. It is further and equally wrongly assumed that since European New Towns have been financially and socially successful, we can expect the same sorts of results in the United States. Present planning, thinking, and legislation will not produce the kinds of New Town that have been successful abroad. It will multiply suburbs or encourage developments in areas where land is cheap and construction profitable rather than where New Towns are genuinely needed. Such ill-considered projects not only will fail to relieve pressures on existing cities but will, in fact, tend to weaken those cities further by drawing away high-income citizens and increasing the concentration of low-income groups that are unable to provide tax income. The remaining taxpayers, accordingly, will face increasing burdens, and industry and commerce will seek escape. Unfortunately, this mechanism is already at work in some metropolitan areas. The promoters of New Towns so far in the United States have been developers, builders, and financial institutions. The main interest of these promoters is economic gain. Furthermore, federal regulations designed to promote the New Town idea do not consider social needs as the European New Town plans do. In fact, our regulations specify virtually all the ingredients of the typical suburban community, with a bit of political rhetoric (修辞) thrown in. A workable American New Town formula should be established as firmly here as the national formula was in Britain. All possible social and governmental innovations as well as financial factors should be thoroughly considered and accommodated (容纳) in this policy. Its objectives should be clearly stated, and both incentives and penalties should be provided to ensure that the objectives are pursued. If such a policy is developed, then the New Town approach can play an important role in alleviating America’s urban problems.
The idea of building "New Towns" to absorb growth is frequently considered a cure-all for urban problems. It is wrongly assumed that if new residents can be diverted from existing centers. the present urban situation at least will get no worse. It is further and equally wrongly assumed that since European New Towns have been financially and socially successful, we can expect the same sorts of results in the United States.
Present planning, thinking, and legislation will not produce the kinds of New Town that have been successful abroad. It will multiply suburbs or encourage developments in areas where land is cheap and construction profitable rather than where New Towns are genuinely needed.
Such ill-considered projects not only will fail to relieve pressures on existing cities but will, in fact, tend to weaken those cities further by drawing away high-income citizens and increasing the concentration of low-income groups that are unable to provide tax income. The remaining taxpayers, accordingly, will face increasing burdens, and industry and commerce will seek escape. Unfortunately, this mechanism is already at work in some metropolitan areas.
The promoters of New Towns so far in the United States have been developers, builders, and financial institutions. The main interest of these promoters is economic gain. Furthermore, federal regulations designed to promote the New Town idea do not consider social needs as the European New Town plans do. In fact, our regulations specify virtually all the ingredients of the typical suburban community, with a bit of political rhetoric (修辞) thrown in.
A workable American New Town formula should be established as firmly here as the national formula was in Britain. All possible social and governmental innovations as well as financial factors should be thoroughly considered and accommodated (容纳) in this policy. Its objectives should be clearly stated, and both incentives and penalties should be provided to ensure that the objectives are pursued. If such a policy is developed, then the New Town approach can play an important role in alleviating America’s urban problems.
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出纳人员可以同时从事银行对账单的获取、银行存款余额调节表的编制等工作。
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