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【单选题】
来自中亚的突厥化的在16世纪初建立了 ,意为“的帝国”。
A.
帝国
B.
德里苏丹国
C.
莫卧儿帝国
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举一反三
【单选题】Currently,firms selling to the Chinese market mostly focus on the country's youth。
A.
现在大部分中国市场的销售公司历史都很年轻。
B.
目前中国市场的销售公司主要都是由该国的年轻人创办的。
C.
目前向中国市场销售产品的公司主要针对的是该国的年轻人。
D.
现在往中国市场销售产品的公司主要招聘该国的年轻人。
【单选题】Firms currently identify high-flyers without the support of a guidance strategy.
A.
Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow's Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations' high-flyers.
B.
TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today's flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, 'only to see them poached by another department or, worse still, another firm'. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C.
TLRG argues that the task of management is not necessarily about employee retention, but about creating 'attraction centres'. 'We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,' said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D.
TLRG has concluded that a company's HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.
【单选题】地西泮的作用机制
A.
不通过受体,直接抑制中枢
B.
诱导生成一种新蛋白质而起作用
C.
作用于苯二氮卓(艹)受体,增加GABA与GABA受体的亲和力
D.
作用于GABA受体,增加体内抑制性递质的作用
【多选题】房地产交易中的特殊交易情形包括( )。
A.
交易双方曾经有过业务联系
B.
利害关系人之间的交易
C.
交易税费全由买方承担
D.
卖方不了解市场行情
E.
某一方对所交易的房地产有偏好的交易
【多选题】房地产交易中的特殊交易情形包括( )。
A.
交易双方曾经有过业务联系
B.
购买相邻房地产
C.
交易税费由买方承担
D.
卖方不了解市场行情
【单选题】当然,能够只是送出去,也不算坏事情,一者见得丰富,二者见得大度。尼采就自诩过他是太阳,光热无穷,只是给予,不想取得。然而尼采究竟不是太阳,他发了疯。中国也不是,虽然有人说,掘起地下的煤来,就足够全世界几百年之用。但是,几百年之后呢?几百年之后,我们当然是化为魂灵,或上天堂,或落了地狱,但我们的子孙是在的,所以还应该给他们留下一点礼品。要不然,则当佳节大典之际,他们拿不出东西来,只好磕头贺喜,讨一点...
A.
批判“送去主义”者自诩“丰富”、“大度”的愚昧
B.
揭露帝国主义者侵占中国资源的罪行
C.
说明中国煤炭资源即使丰富,也会有开采完的一日,所以不能一味“送去”
D.
揭示“送去主义”所造成的祸国殃民的严重危害
【多选题】预防游客投诉的方法有 。
A.
让服务做到尽善尽美,无可挑剔
B.
让游客得到替代性、补偿性满足
C.
引导游客往好处想
D.
撤销投诉部门
【单选题】地西泮的作用机制
A.
作用于苯二氮卓受体
B.
激动阿片受体
C.
阻断DA受体
D.
直接抑制大脑皮层
E.
减弱GABA的中枢作用
【简答题】光电二极管(光敏二极管)工作时应在其两端施加()电压。
【简答题】当然,能够只是送出去,也不算坏事情,一者见得丰富,二者见得大度。尼采就自诩过他是太阳,光热无穷,只是给予,不想取得。然而尼采究竟不是太阳,他发了疯。中国也不是,虽然有人说,掘起地下的煤来,就足够全世界几百年之用。但是,几百年之后呢?几百年之后,我们当然是化为魂灵,或上天堂,或落了地狱,但我们的子孙是在的,所以还应该给他们留下一点礼品。要不然,则当佳节大典之际,他们拿不出东西来,只好磕头贺喜,讨一点...
相关题目:
【单选题】Firms currently identify high-flyers without the support of a guidance strategy.
A.
Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow's Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations' high-flyers.
B.
TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today's flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, 'only to see them poached by another department or, worse still, another firm'. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C.
TLRG argues that the task of management is not necessarily about employee retention, but about creating 'attraction centres'. 'We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,' said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D.
TLRG has concluded that a company's HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.