更多“Social workers and psychologis”相关的问题
某工地，当人工挖孔桩的孔挖完以后，在地面绑扎钢筋笼，清晨上班不久，开始往已挖好的孔中安放钢筋笼。当第一个6m高钢筋笼被8个民工抬起，搬到孔洞的边上，准备放下去的时候，在南边角上的一个民工脚下踩空失稳
A.穿过施工现场的外电线路，没按规定采取防护措施，将其与作业场所隔离
B.往深孔洞中放钢筋笼时，没有具体的施工方案，用人工抬放时未设专人监护
C.用人工抬放6m高的钢筋笼的方案是不安全的
D.施工现场缺少安全监督管理，发现隐患，未能排除
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有一个人骑车从A地到B地，由于受风速影响，去时的速度为24千米／小时，回来时时速为36千米／小时，已知两地距离为144千米，那么风速为多少?（ ）
A.25千米／小时
B.6千米／小时
C.22千米／小时
D.24千米／小时
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当移动用户移动到同一LA中另一CELL时，是否总要将此变化通知GSM网络系统（）
A.总要
B.不需要
C.只有当移动用户正在呼叫时才要
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邮政实物传递网按其承担的业务功能,从动行方式的角度可以划分为（）.A.快件网与重件网B.城市网与
邮政实物传递网按其承担的业务功能,从动行方式的角度可以划分为（）.A.快件网与重件网B.城市网与农村网C.快年网与普件综合网D.全国网与区域网
A.快件网与重件网B.城市网与农村网C.快年网与普件综合网D.全国网与区域网
B.城市网与农村网C.快年网与普件综合网D.全国网与区域网
C.快年网与普件综合网D.全国网与区域网
D.全国网与区域网
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针对“资料4”，该公司对丙设备未计提折旧，可能存在的合理原因是( )。
A.无法确定折旧率 B.设备提前报废 C.设备准备出售 D.设备准备经营性租出
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如下图所示,楼层框架梁KL11的左端支座:第二排非贯通筋是( )。
A. 2C20 B. 4C20 C. 6C20 D. 2C18
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测量仪器的望远镜是由()组成的。A.物镜、目镜、十字丝、瞄准器B.物镜、调焦透镜、目镜、瞄准器C.物镜
测量仪器的望远镜是由()组成的。 A.物镜、目镜、十字丝、瞄准器 B.物镜、调焦透镜、目镜、瞄准器 C.物镜、调焦透镜、十字丝、瞄准器 D.物镜、调焦透镜、十字丝、目镜
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捕蝇笼能捕捉到最多苍蝇的气候是（）
A . 晴天
B . 多云转阴天
C . 雨天
D . 阴天
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关于臀位，下列哪项说法是正确的（）
A.脐带脱垂几率较头位少
B.是剖宫产的绝对指征
C.宫缩时见胎粪流出证明胎儿宫内窘迫
D.羊水栓塞发生率高
E.是最常见的胎位异常
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下列腧穴不属于三焦经的是（ ）。
A.瞳子髎 B.耳门 C.禾髎 D.翳风 E.角孙
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下列有关电气施工图的识读的说法正确的有（）。
A.标准规定的图例，所以不能新增图例
B.有必要阅读相关的建筑施工图和结构施工图
C.阅读的顺序从电源开始到用电终点为止
D.阅读的顺序依电能的供给方向和受电次序为准
E.注意各类图上描述同一内容或同一对象的一致性
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Conventional wisdom about conflict seems pretty much cut and dried. Too little conflict breeds apahty and stagnation. Too much conflict leads to divisiveness and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way. Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit seeking organizations and other for not-for-profit organizations. Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision-making than might be achieved in the absence of conflict. Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision-making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision-making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators. In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents, the executives perceived that conflict led to more considered and acceptable decisions.
Conventional wisdom about conflict seems pretty much cut and dried. Too little conflict breeds apahty and stagnation. Too much conflict leads to divisiveness and hostility. Moderate levels of conflict, however, can spark creativity and motivate people in a healthy and competitive way.
Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be more complex to determine than these simple generalizations. He studied perceptions of conflict among a sample of executives. Some of the executives worked for profit seeking organizations and other for not-for-profit organizations.
Somewhat surprisingly, Schwenk found that opinions about conflict varied systematically as a function of the type of organization. Specifically, managers in not-for-profit organizations strongly believed that conflict was beneficial to their organizations and that it promoted higher quality decision-making than might be achieved in the absence of conflict.
Managers of for-profit organizations saw a different picture. They believed that conflict generally was damaging and usually led to poor-quality decision-making in their organizations. Schwenk interpreted these results in terms of the criteria for effective decision-making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was most often assessed in financial terms. The executives believed that consensus rather than conflict enhanced financial indicators.
In the not-for-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Given the complexities and ambiguities associated with satisfying many diverse constituents, the executives perceived that conflict led to more considered and acceptable decisions.
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8-5-2. 由指定原料(其他原料可以自选),完成下列合成:(6分)
(答题说明:请在纸上写出具体合成方法,自我判断答案正确与否选择BC或D,提交之后查看答案解析,核对答案)
A . 所有“非选择题”的题型,采用两次半自动测试方法。具体步骤为:第一次测试时把正确答案写在纸上,交卷之后仔细阅读解析,判断自己答案的得分;第二次测试,根据答案解析,选择BC或D。B . “得满分”,请选BC . “不得分”,请选CD . “部分得分”,请选D
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北宋时发行的纸币叫交子，使中国也是世界上最早的纸币。（)
北宋时发行的纸币叫交子，使中国也是世界上最早的纸币。()
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如今，人们用于休闲娱乐的开支是过去的两倍。 (twice as... as)
A...
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题目内容
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参考答案
十点题库官方参考答案
（由十点题库聘请的专业题库老师提供的解答）
