The republication of the writer's works will surely boost his reputation.

货币出资

实物

知识产权

土地使用权

劳务

have visited

visited

hadn't visited

had visited

打击职能与预防职能

专政职能与民主职能

对内职能与对外职能

侦查职能与治安行政管理职能

乳癌改良根治术+三苯氧胺治疗

肿块切除+放射治疗

乳腺单纯切除术

乳腺扩大根治术

术前放射治疗十全身化疗后，行乳腺单纯切除术并继续化疗

Scattered around the globe are more than 100 small regions of isolated volcanic activity known to geologists as hot spots. Unlike most of the world’ s volcanoes, they are not always found at the boundaries of the great drifting plates that make up the earth’ s surface; on the contrary, many of them lie deep in the interior of a plate. Most of the hot spots move only slowly, and in some cases the movement of the plates past them has left trails of dead volcanoes. The hot spots and their volcanic trails are milestones that mark the passage of the plates.

That the plates are moving is not beyond dispute. Africa and South America, for example, are moving away from earth other as new material is injected into the sea floor between them. The complementary coastlines and certain geological features that seem to span the ocean are reminders of where the two continents were once joined. The relative motion of the plates carrying these continents has been constructed in detail, but the motion of one plate with respect to another cannot readily be translated into motion with respect to the earth’ s interior. It is not possible to determine whether both continents are moving in opposite directions or whether one continent is stationary and the other is drifting away from it. Hot spots, anchored in the deeper layers of the earth, provide the measuring instruments needed to resolve the question. From an analysis of the hot spot population it appears that the African plate is stationary and that it has not moved during the past 30 million years.

The significance of hot spots is not confined to their role as a frame of reference. It now appears that they also have an important influence on the geophysical processes that propel the plates across the globe. When a continental plate comes to rest over a hot spot, the material rising from deeper layer creates a broad dome. As the dome grows, it develops seed fissures(cracks); in at least a few cases the continent may break entirely along some of these fissures, so that the hot spot initiates the formation of a new ocean. Thus just as earlier theories have explained the mobility of the continents, so hot spots may explain their mutability(inconstancy).

天仙藤散

白术散

真武汤

肾气丸

四苓散

Well, no gain without pain, they say. But what about pain without gain.’ Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.

The official statistics are mildly discouraging. They show that, .if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. The trouble is that part of the recent acceleration is due to the usual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a "disjunction" between the mass of business anecdote that points to a leap in productivity and the picture reflected by the statistics.

Some of this can be easily explained. New ways of organizing the workplace all that reengineering and downsizing--are only one contribution to the overall productivity of an economy, Which is driven by many other factors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving quality can matter just as much.

Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it wag well done, it may have spread much less widely than people suppose.

Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much "reengineering" has been crude. In many cases, he believes, the loss of revenue has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied reengineering in a mechanistic fashion, chopping out costs without giving sufficient thought to long - term profitability. B. B. D. O’ s A1 Rosen shine is blunter. He dismisses a lot of the work of re engineering consultants as mere rubbish--" the worst sort of ambulance cashing."

abuse

flavor

temptation

consumption

A型性格

B型性格

C型性格

D型性格

E型性格

Well, no gain without pain, they say. But what about pain without gain.’ Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.

The official statistics are mildly discouraging. They show that, .if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. The trouble is that part of the recent acceleration is due to the usual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a "disjunction" between the mass of business anecdote that points to a leap in productivity and the picture reflected by the statistics.

Some of this can be easily explained. New ways of organizing the workplace all that reengineering and downsizing--are only one contribution to the overall productivity of an economy, Which is driven by many other factors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving quality can matter just as much.

Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it wag well done, it may have spread much less widely than people suppose.

Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much "reengineering" has been crude. In many cases, he believes, the loss of revenue has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied reengineering in a mechanistic fashion, chopping out costs without giving sufficient thought to long - term profitability. B. B. D. O’ s A1 Rosen shine is blunter. He dismisses a lot of the work of re engineering consultants as mere rubbish--" the worst sort of ambulance cashing."

货币出资

实物

知识产权

土地使用权

劳务

have visited

visited

hadn't visited

had visited

打击职能与预防职能

专政职能与民主职能

对内职能与对外职能

侦查职能与治安行政管理职能

乳癌改良根治术+三苯氧胺治疗

肿块切除+放射治疗

乳腺单纯切除术

乳腺扩大根治术

术前放射治疗十全身化疗后，行乳腺单纯切除术并继续化疗

Scattered around the globe are more than 100 small regions of isolated volcanic activity known to geologists as hot spots. Unlike most of the world’ s volcanoes, they are not always found at the boundaries of the great drifting plates that make up the earth’ s surface; on the contrary, many of them lie deep in the interior of a plate. Most of the hot spots move only slowly, and in some cases the movement of the plates past them has left trails of dead volcanoes. The hot spots and their volcanic trails are milestones that mark the passage of the plates.

That the plates are moving is not beyond dispute. Africa and South America, for example, are moving away from earth other as new material is injected into the sea floor between them. The complementary coastlines and certain geological features that seem to span the ocean are reminders of where the two continents were once joined. The relative motion of the plates carrying these continents has been constructed in detail, but the motion of one plate with respect to another cannot readily be translated into motion with respect to the earth’ s interior. It is not possible to determine whether both continents are moving in opposite directions or whether one continent is stationary and the other is drifting away from it. Hot spots, anchored in the deeper layers of the earth, provide the measuring instruments needed to resolve the question. From an analysis of the hot spot population it appears that the African plate is stationary and that it has not moved during the past 30 million years.

The significance of hot spots is not confined to their role as a frame of reference. It now appears that they also have an important influence on the geophysical processes that propel the plates across the globe. When a continental plate comes to rest over a hot spot, the material rising from deeper layer creates a broad dome. As the dome grows, it develops seed fissures(cracks); in at least a few cases the continent may break entirely along some of these fissures, so that the hot spot initiates the formation of a new ocean. Thus just as earlier theories have explained the mobility of the continents, so hot spots may explain their mutability(inconstancy).

天仙藤散

白术散

真武汤

肾气丸

四苓散

Well, no gain without pain, they say. But what about pain without gain.’ Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.

The official statistics are mildly discouraging. They show that, .if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. The trouble is that part of the recent acceleration is due to the usual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a "disjunction" between the mass of business anecdote that points to a leap in productivity and the picture reflected by the statistics.

Some of this can be easily explained. New ways of organizing the workplace all that reengineering and downsizing--are only one contribution to the overall productivity of an economy, Which is driven by many other factors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving quality can matter just as much.

Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it wag well done, it may have spread much less widely than people suppose.

Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much "reengineering" has been crude. In many cases, he believes, the loss of revenue has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied reengineering in a mechanistic fashion, chopping out costs without giving sufficient thought to long - term profitability. B. B. D. O’ s A1 Rosen shine is blunter. He dismisses a lot of the work of re engineering consultants as mere rubbish--" the worst sort of ambulance cashing."

abuse

flavor

temptation

consumption

A型性格

B型性格

C型性格

D型性格

E型性格

Well, no gain without pain, they say. But what about pain without gain.’ Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.

The official statistics are mildly discouraging. They show that, .if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has in creased by about 2% a year, which are more than twice the 1978 - 1987 averages. The trouble is that part of the recent acceleration is due to the usual rebound that occurs at the point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a "disjunction" between the mass of business anecdote that points to a leap in productivity and the picture reflected by the statistics.

Some of this can be easily explained. New ways of organizing the workplace all that reengineering and downsizing--are only one contribution to the overall productivity of an economy, Which is driven by many other factors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity: switching to new markets or improving quality can matter just as much.

Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it wag well done, it may have spread much less widely than people suppose.

Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much "reengineering" has been crude. In many cases, he believes, the loss of revenue has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied reengineering in a mechanistic fashion, chopping out costs without giving sufficient thought to long - term profitability. B. B. D. O’ s A1 Rosen shine is blunter. He dismisses a lot of the work of re engineering consultants as mere rubbish--" the worst sort of ambulance cashing."