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细胞外液呈低渗状态时称为
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可将BSP方法看成为一个转化过程，即将企业的战略转化成______战略。
Until I took Dr Offutt’s class in DeMatha High School, I was an underachieving student, but I left that class (1) never to underachieve again. He not only taught me to think, he convinced me, (2) by example as words that it was my moral (3) to do so and to serve others.(4) of us could know how our relationship would (5) over the years. When I came back to DeMatha to teach English, I worked for Dr Offutt, the department chair. My discussions with him were like graduate seminars in adolescent (6) , classroom management and school leadership.After several years, I was (7) department chair, and our relationship (8) again. I thought that it might be (9) chairing the department, since all of my (10) English teachers were (11) there, but Dr Offutt supported me (12) He knew when to give me advice (13) curriculum, texts and personnel, and when to let me (14) my own course.In 1997, I needed his (15) about leaving DeMatha to become principal at another school. (16) he had asked me to stay at DeMatha, I might have (17) , he encouraged me to seize the opportunity.Five years ago, I became the principal of DeMatha (18) , Dr Offutt was there for me, letting me know that I could (19) him. I’ve learned from him that great teachers have an inexhaustible (20) of lessons to teach. 9().
Until I took Dr Offutt’s class in DeMatha High School, I was an underachieving student, but I left that class (1) never to underachieve again. He not only taught me to think, he convinced me, (2) by example as words that it was my moral (3) to do so and to serve others.(4) of us could know how our relationship would (5) over the years. When I came back to DeMatha to teach English, I worked for Dr Offutt, the department chair. My discussions with him were like graduate seminars in adolescent (6) , classroom management and school leadership.After several years, I was (7) department chair, and our relationship (8) again. I thought that it might be (9) chairing the department, since all of my (10) English teachers were (11) there, but Dr Offutt supported me (12) He knew when to give me advice (13) curriculum, texts and personnel, and when to let me (14) my own course.In 1997, I needed his (15) about leaving DeMatha to become principal at another school. (16) he had asked me to stay at DeMatha, I might have (17) , he encouraged me to seize the opportunity.Five years ago, I became the principal of DeMatha (18) , Dr Offutt was there for me, letting me know that I could (19) him. I’ve learned from him that great teachers have an inexhaustible (20) of lessons to teach. 15().
Text 3If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquisition is considered an individual responsibility. Labor is simply another factor of production to be hired-rented at the lowest possible cost-much as one buys raw materials or equipment.The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer(CEO). By way of contrast, in Japan the head of human-resource management is central-usually the second most important executive, after the CEO, in the firm’s hierarchy.While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the population affect the wages of the top haft. If the bottom half can’t effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear. According to the passage, the decisive factor in maintaining a firm’s competitive advantage is ().
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