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2002年，创业时的H公司，只生产风扇，需要的是当机立断的决策机制。当时采用直线式管理，简单直接、环节清晰。几年后H公司已经发展成为集团企业，直线式管理的弊端渐显。各个产品经营单位只埋头生产，整个集团的五大类、近千种产品统一由销售公司负责推广。产销脱节的矛盾使原有的市场优势渐渐失去。2008年，H集团开始了事业部制的体制改革试点，一年后，改革全面铺开。集团负责总体发展战略、产业发展取向、投资导向、资本经营和品牌经营，原有的五大类核心产品生产单位组建成五个事业部，实行开发、生产、销售、服务一体化，事业部自主权的充分落实带来了活力。各事业部由原先单纯的“生产型企业”变成了“市场型企业”，在市场经营中主动出击，快速反应。H集团副总裁陈先生描述道：实行事业部制以前，总裁一天到晚忙得焦头烂额，原材料没有了，找总裁；产品有次品，找总裁。总裁成了“大保姆”。改革后，高层干部把以往埋头拉车的时间，用来抬头看路了，从日常工作中解脱出来，有时间思考企业义比、经营方针等战略问题。要求：简要分析H公司创业时采取的组织结构类型之所以是适宜的，并取得成功的原因。

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Some Americans are a little nervous about the nation"s future, but others feel secure, knowing that the man they consider the most powerful person in the world isn"t going anywhere.Just who is this behind-the-scenes guy they think has more power than George W. Bush ever will He"s Alan Greenspan, a 74-year-old expert economist who heads the Federal Reserve, commonly known as the Fed. Unlike the president, who has to please the voters and compromise with Congress, Greenspan doesn"t have to answer to anyone.But that doesn"t mean his job is easy.Basically, Greenspan is in charge of keeping the nation"s economy stable. The economy is sort of like a balloon: blow in too much air, and it pops. But with too little air, it falls to the floor. Greenspan helps decide when to blow more air into the economy, In this case, the air in a balloon is the amount of money in the economy. Greenspan can make the economy grow by increasing the money supply, or keep the economy from inflating too much by decreasing the money supply. His goal is for the economy to grow and contract gradually. Rapid changes can harm businesses and consumers.After years of very high growth, the American economy is starting to slow down. Recently, corporations have been making less money and people are starting to have a harder time finding jobs. Greenspan is hoping to ease the economy into a soft landing. It"s just like to make the car come to a gentle stop instead of hitting a brick wall. If he succeeds, the country will avoid two possible problems: rising prices and high unemployment.At the Fed"s meeting, Greenspan and the other members decided that the economy was growing at an OK rate, but that there is a possibility of a serious slowdown, and in order to solve that, they could lower interest rates at the next meeting in an attempt to encourage people to borrow and spend,While there"s no way to know what they will decide, one thing is certain: the decisions that Greenspan and the Federal Reserve Board make will affect everyone who earns, borrows or spends money. According to the fourth paragraph, decreasing the money supply can keep the economy from ______.

A. developing too fast
B. growing too slowly
C. changing too rapidly
D. remaining too stable

下列哪种损伤最易引起肾功能衰竭_________

A. 肝破裂
B. 大面积烧伤
C. 多发性骨折
D. 肾破裂
E. 挤压伤

下列属于风险管理策略的组成部分的有______。

A. 风险偏好和风险承受度
B. 全而风险管理的有效性标准
C. 风险管理的工具选择
D. 风险管理的目标

大福烤鸭店(以下简称“大福”)创办于清朝康熙五年。创办人梁兆华的父亲原是皇宫内的御厨，故梁氏掌握了清宫挂炉烤鸭的全部秘技。烤鸭以梁氏秘制酱汁加工后放入特别设计的砖砌烤炉内烤炙，具体操作中还有许多的窍门，都是世代相传，传里不传外，因此大福从创办至今仍是家族生意。大福的总店在北京王府井大街，并在北京各区设有四家分店，均由梁氏三兄弟及几位近亲打理。大福为独资企业，由梁氏三兄弟共同拥有。山于店面及设备均为祖传，因此除几百万元营运资金外，并无融资需要。大福的经营方针一向为以家族方式经营，严格按照祖传方法，以真材实料炮制质量第一的烤鸭。梁氏历来视之为大福的使命及企业目标。虽然发展至今大福已有几十种以鸭为主题的冷热菜式，但客人进店主要是享用其主荣即荷叶饼裹烤鸭片。这道菜的销售额占大福销售总额的75%。大福烤鸭选料十分严格，所用的鸭全部都由北京市郊密云水库的一家名为凤凰鸭场供应。凤凰鸭场采用自行调和的饲料饲养当地特有的密云黑羽鸭，为大福多年的独家供应商。由于鸭场规模有限，所有产品均用于供应大福。由于品种独特，鸭的进价较一般烤鸭店所用的贵30%，但因其风味独特，品质优良，大福烤鸭比市面其他一般烤鸭的售价贵50%，但仍然门庭若市，各店每天均座无虚席，不能全数招待想光顾的客人。大福的顾客一半是北京城中的老主顾。有的家庭好几代人都是吃大福烤鸭的，比较喜爱及习惯大福烤鸭的独有风味。另一半顾客是慕名而来的国内外游客，之前从来未尝过任何烤鸭，只是好奇尝试这道北京名菜。不少旅游指南均推荐大福为到北京旅游必须一试的国宝级老字号名店。北京城内还有许多其他吃烤鸭的地方，基本上可以分为三类：数家传统老字号——口碑很好但仍然不及大福。走高档路线，售价比大福略低但仍高于一般烤鸭店，生意也很好。几十家中、低档的一般烤鸭店——并无任何特色，质量一般并较为参差，但售价比大福低50%。高档饭店内餐厅——并非专门店，只是应付食客的偶尔需要，质量较一般烤鸭店稳定但并无特色。由于在高档饭店内，价钱与大福相若。由于生意实在太好，而且利润很高，梁氏三兄弟的老二和老三多次向大哥建议扩大经营规模，以加盟店方式在北京城加开大量分店以及到国内其他大城市开业，实行连锁经营。梁氏大哥对此则较有保留。梁氏的老二和老三表示，若不加开分店，大福最少也应开设门市外卖服务，让等不到桌子的客人将荷叶饼裹烤鸭拿回家中享用。要求：分析大福以祖传经营方式作为其使命及企业目标，对大福现时及将来的经营表现及竞争能力的影响。