正确

错误

punished

critic

crucial

blamed

分子中含有三个手性碳原子

水溶液在 pH8.5 以下较为稳定 , 在pH9 以上则迅速被坏

3- 位首先被代谢为活性较低的去乙酰基物

化学名为 (6R,7R)-3- 甲基 -7 一 [(R)-2- 氨基 -2-(4- 羟基苯基 ) 乙酰氨 基 ]-8- 氧代 -5- 硫杂 -1- 氮杂双环 [4,2, 0] 辛 -2- 烯 -2- 甲酸一水合物

对革兰阳性菌效果较好, 对革兰阴性菌效果较差

Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.

This approach enables them to identify those with a limited number of network relationships.

Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.

This provides evidence of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all. But a 'knowledge mapping' exercise might reveal that they play a critical role as mentors to the rest of the team. G. The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants. H. When companies feel they're in a crisis, it is one of the things that goes by the board. (9)

In some sectors, successful competition necessitates a presence in almost every part of the world in order to effectively compete in its global market.

Finally, global organizations are able to integrate and coordinate their international activities between countries.

Finally, global organizations can cooperate with each other very well and can exchange their information in time.

They have learned to effectively manage and control the various parts of the business cross national borders and despite local area.

A large multinational company is not necessarily a global business.

The term international describes any business that carries out some of its activities across national boundaries.

Some businesses are entirely domestically based, others operate in many countries and yet others in almost all the regions of the world. (9)

They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.

There are many firms of consultants offering help to companies.

No manager in their right mind would want to work with an angry, cynical or alienated workforce.

Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.

From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.

But in doing so, they often fail to address the real issues.

They fail to tackle the central management task, which is diagnosis.

They therefore no longer have the courage or the ability to take responsibility for their decisions. (9)