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磐石人民医院费用120爱问吉林长春市妇女医院几点开门

2019年06月20日 10:12:40
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Insurance An insurance agent called me this morning. This particular agent wanted to discuss my automobile coverage, but the next agent to call might be interested in my life insurance program, my health insurance, or fire protection for my home and furniture. The American consumer often feels constantly disturbed by insurance agents. Many agents selling many different policies call us by phone and sometimes even come to our doors. These insurance agents are always friendly, well dressed, and eager to be of help.Yet few Americans really enjoy visiting with these eager, helpful men and women. We are not happy when they call us; we are on guard when they visit our homes. They are never really our friends; at best, they are a necessary evil.Three reasons why we are unwilling to discuss insurance can be suggested. First of all, insurance is expensive. A young father who purchases a fairly small life insurance policy agrees to pay a sum of 0 every year for 40 years - a total of ,000. Many college students pay 0 to ,000 per year for car insurance. In effect, they pay as much for the insurance as they do for the car itself. Health insurance that pays for modern medical miracles often costs Americans as much as ,000 every year. Adequate insurance is expensive; it is a major item for most families.Insurance also reminds us that we live in an unsafe world. We are human and we must face the possibilities of illness, injury, death, and financial loss. Our rational minds recognize the many unfortunate events that can occur, but in our hearts we hope that we might be spared. Serious injury or death is not a pleasant subject to discuss or even consider. We are afraid; we would rather talk about football or the weather or what we had for lunch.Finally, insurance is a difficult, complex subject. No one understands it completely and only a few insurance professionals really feel comfortable in a discussion of automobile, life, and major medical coverages. We feel inadequate and try to hide our ignorance by avoiding discussions of insurance.Yet these three reasons for not discussing insurance provide three excellent reasons why we should learn more about it. Insurance is expensive. In a lifetime, many of us spend as much on insurance as we do on the purchase of a home. If we are to spend our money intelligently, we need information about the products and services available. We don't depend entirely on salespeople when we buy a car, a house, or a suit of clothes. Neither should we depend entirely on the agent when we buy insurance. We need a basic knowledge of insurance coverages if we are to be intelligent consumers.The intelligent consumer looks problems in the face. Although accident, illness, and death are not pleasant subjects, each of us knows we face these possibilities. It is better that we plan for these situations by finding means to deal with them than to just hope that they will somehow go away.Although insurance can be complex, its basic concepts are neither difficult nor impossible to learn. Quite the opposite. Insurance fundamentals can be understood by those willing to study them. Serious study provides knowledge. The study of insurance is an effective, proven method of dealing with the insurance ignorance faced by many American families. 美国的保险业务一位保险公司代理人今天上午拜访了我。这位打扮得过分讲究的代理人想要讨论我的汽车保险的承保范围,那么下一位再来拜访我的保险公司代理人就有可能对我的人寿保险项目,我的健康保险,甚至对我的房产和家具火灾保险感兴趣。美国的消费者都会经常觉得不断地受到保险公司代理人的骚扰。很多代理人为了兜售不同险种的保险单都会给我们打电话,有时甚至登门造访。这些保险公司的代理人总是彬彬有礼,衣冠楚楚并急于热情为您务。可是几乎没有美国人会真正喜欢这些急于热情助人的男男女女前来拜访。他们打来电话,我们不高兴;他们来我们家拜访,我们都怀有戒心。他们永远也不会成为我们真正的朋友;最多,他们代表我们必须与之打交道的魔鬼或灾难。我们之所以不愿讨论保险的三个原因可表述如下:第一,保险费太贵。有一位年轻的父亲,买了相当小的一份人寿保险单。他同意每年付的保险费钱数是200美元,连续付40年--总额共达8000美元!许多大学生每年付小汽车保险费800到1000美元。实际算起来,他们付保险费的钱数跟他们购买那辆汽车本身的钱数是一样多的。通常美国人每年都要付2000美元的健康保险费,用这笔钱来付现代医药界所创造出的一些奇迹。全方位的投保太费钱了。各方面都投保的费用是绝大多数家庭的主要开项目。第二,保险也使我们想到我们是生活在一个不安全的世界里。我们必须面对可能生病、受伤、死亡和财产损失这些灾祸。尽管我们的头脑在理性上能意识到很多灾难性的事故有可能发生,但是我们心理上都希望我们最好能幸免于难。重伤或死亡并不是一个令人愉快的讨论话题,这些我们甚至连想都下敢想。我们害怕;我们倒宁可聊一聊美式橄榄球,聊聊天气或者聊聊我们午餐所吃的东西。最后,保险是很难弄懂很复杂的问题。除了极小数的保险业的专家在讨论起车险,寿险和重病医药险等险种的承保范围时会高谈阔论而外,没有任何人能完全懂得保险业务。我们觉得自己没有足够的保险业务知识,因而避免讲座保险问题,以便掩饰我们自己的无知。可是,这不愿讨论保险问题的三个原因也正是我们应该更多地学些保险知识的三个充足的理由。保险费太贵。我们很多人,一辈子花的保险费跟购买房子的费用是一样多的。如果我们要把钱花得明智一些,我们就将需要获得有关购买产品或务项目的一些信息资料。在我们买小汽车、买房子或买一套衣时,我们不能完全相信销售人员;在我们买保险时,我们也不应该完全相信或依靠保险公司的代理人。如果我们打算要做明智的消费者,我们就需要有承保范围或者叫保险涵盖方面的知识。明智的投保人要正视种种问题。尽管事故,疾病和死亡都不是令人愉快的话题,但是我们每个人都知道我们都有发生这些灾害的可能。针对这些可能发生的情况,我们计划一下找出对付灾害的办法,这总比我们只是凭空希望这些灾害会不知不觉地自动消失要好得多。尽管保险可能是复杂的,但是保险的一些基本概念既不是很难懂的,也不是不可能学会的。恰恰相反,只要是愿意学习保险知识的人,都能弄明白保险的基本原则。认真地钻研就能获得保险的知识。钻研保险知识是很多美国家庭用来对付不懂保险情况的一种行之有效的切实可行的方法。 Article/200802/27817中国人民解放军第208医院医生在线咨询The Coffee Cup 03I was running a little behind one morning, so the kitchen crew aly was there when I arrived. As I hurriedly unlocked the gate door, I saw that the lights in the kitchen were on and that they silhouetted the dining room and its furnishings through the kitchen and dining room doorway. I also saw distinctly that someone was sitting at one of the tables - the table closest to the kitchen.  I was startled, but as I was in a hurry, I just called out a “good morning” since I thought it must be one of the kitchen crew, and moved to turn on the lights. The moment the lights came on, I saw that no one was sitting at the table, but there was an almost empty cup of coffee left on it. Oddly, though, the chair again was pulled back only enough for someone to have been sitting at the table, but not pushed back for someone to have had enough room to stand up suddenly and walk away. I decided to find out who was doing this, so I took the cup back into the kitchen area and found the morning shift chef and his two helpers busily chopping melons and getting the breakfast items out of the walk-in refrigerator. All denied that they had been in the dining room. I asked if anyone had come through the kitchen just then, but they said they had not seen anyone. This was a little creepy to me, but I shrugged it off as I was behind schedule and needed to get to work. 神秘的咖啡杯 03一天早上我到得晚了点,所以等我到的时候厨房里的员工都已经到了.我急忙把大门打开,发现厨房的灯已经亮了,他们的影子穿过厨房和餐厅之间的门映在了餐厅和餐厅的家具上.同时,我也清晰地看到有人坐在餐厅的一张桌边----就是离厨房最近的那张桌子.  我吓了一跳,但我在赶时间,因为想可能是厨房的哪个员工,所以我就叫了一句”早上好”,然后就去开灯.就在灯亮的那一刻,我却看见没有人坐在那张桌旁,但桌上却放着一个杯子,里面的咖啡差不多喝完了.奇怪的是,椅子又被拉出来了,距离刚好够一个人坐在那,但又没被推回去,像是因为这样,距离才够一个人突然站起来走掉.我决定看看到底是谁,所以我拿着杯子进了厨房,找到早上轮班的厨师和他的两个助手.当时他们正忙着切甜瓜,从冷藏间里把早餐要用的东西拿出来.所有人都说他们没去过餐厅.我问他们刚才有没有人经过厨房,他们说没看见.我觉得有点恐怖,但我还是一笑置之.因为我已经迟了,要马上干活了. Article/200812/59108长春二道河子区中医院专科医院#39;Forget that now,#39; I answered.#39;You can help me.Bring our dinner,but tell no one that the King is here.#39;“现在忘了那些。”我回答,“你能帮我的忙。给我们把晚餐拿来,不过别告诉任何人国王在这儿。”She came back in a few minutes,looking very serious.几分钟后她回来了,看上去非常严肃。#39;How#39;s your friend Johann?#39; I began.“你的朋友约翰他好吗?”我问。She looked surprised.#39;Oh,we don#39;t see him very often now,#39;she answered.#39;He#39;s very busy at the castle.她看上去有点吃惊:“噢,我近来不常见到他。”她说,“他在城堡里很忙。”#39;#39;But you could get Johann to meet you tomorrow night,couldn#39;t you?At ten o#39;clock,perhaps,on the road out of Zen-da.#39;“可你能叫约翰明天晚上跟你见面,对吗?大概晚上十点,在曾达城外的路上。”#39;Yes,sir…Yon#39;re not going to hurt him?#39;“是的,先生,你们不会伤害他吧?”#39;Not if he does what I say.Go now,and say nothing about this.#39;“如果他照我说的做就不会。现在去吧。对这事一个字也别说出去。”After dinner,we left to go back to Tarlenheim House.We had almost reached it when we saw Sapt running to meet us.#39;Have you seen them?#39;he cried.吃完晚饭,我们回到塔伦汉姆庄园。我们快到的时候,看见萨普特跑出来迎接我们。“你们看见他们了吗?”他问。#39;Who?#39;I asked.“谁?”#39;Duke Michael#39;s men.Don#39;t go out unless you have six men or more with you!#39;he said.#39;You know Bernenstein, one of your men?#39;“迈克尔公爵的人。如果你身边没有六个人或更多的人,就别到外边去!”他说:“你知道伯南斯坦吧?他也是你的人。”#39;Of course,#39;I answered.#39;A good,strong man,about as tall as me.#39;“当然啦。”我回答,“他人好,又强壮,差不多跟我一样高。”#39;Well,they tried to kill him.He#39;s upstairs now with a bullet in his arm.He was walking in the woods and he saw three men.Suddenly,they started shooting at him,so he began to run.“嗯,他们想杀了他。他现在在楼上,胳膊上中了一。他在树林散步的时候看见三个人,突然他们向他开,他就跑。He was lucky.They were afraid to come too near the house,so he escaped.But it was you they wanted to kill!#39;他很幸运。他们不敢太靠近这所房子,所以他侥幸逃脱了。可是他们想杀的是你!”#39;Sapt,#39;I said,#39;I promise I#39;ll do one thing for Ruritania be fore I leave it.#39;“萨普特,”我说,“我保在我离开卢里塔尼亚之前要做一件事。”#39;What#39;s that?#39;asked Sapt.“什么?”萨普特问。#39;I#39;ll kill every one of the Six.Ruritania will be a better place without them!#39;“我要干掉那六个人中的每一个。没有了他们,卢里塔尼亚会更好!” /201205/183911Suddenly I heard a voice say,#39;Good heavens!He looks just like the King!#39;突然间我听到一个声音说:;天哪,他真像国王!;When I opened my eyes,there were two men in front of me.One of them came nearer.我睁开眼睛,面前站着两个人,其中一个走近我。#39;May I ask your name?#39;he said.;请问您尊姓大名?;#39;Well,why don#39;t you tell me your names first?#39;I replied.;可是,您干吗不先告诉我您的姓名呢?;我回答。The younger of the two men said,#39;This is Captain Sapt,and I am Fritz von Tarlenheim.We work for the King of Ruritania.两人中年轻的一位说:;这位是萨普特上尉,我是弗里茨·冯·塔伦汉姆。我们是卢里塔尼亚国王手下的。;#39;And I am Rudolf Rassendyll,#39;I answered,#39;a traveller from England.My brother is Lord Burlesdon.#39;;我是鲁道夫·拉森狄尔,;我回答说,;我是从英国来的游客,我哥哥是伯利斯顿勋爵。;#39;Of course!The hair!#39;Sapt cried.#39;You know the story,Fritz?#39;;当然啦!瞧那头发!;萨普特叫道,;你知道那个故事吧,弗里茨?;Just then a voice called out from the trees behind us.#39;Fritz!Fritz!Where are you,man?#39;正在这时,一个声音从我们背后的树林里传来:;弗里茨!你在哪儿呢,伙计?;#39;It#39;s the King!#39;Fritz said,and Sapt laughed.;是国王。;弗里茨说。萨普特笑了。Then a young man jumped out from behind a tree.I gave a cry,and when he saw me,he stepped back in sudden surprise.The King of Ruritania looked just like Rudolf Rassendyll,and Rudolf Rassendyll looked just like the King!然后一个年轻人从一棵树后面跳了出来,我叫了一声,当他看见我时,惊愕地后退了一步。卢里塔尼亚国王看上去正像鲁道夫·拉森狄尔,鲁道夫·拉森狄尔看上去正像卢里塔尼亚国王。For a moment the King said nothing,but then he asked,#39;Captain…Fritz…who is this?#39;有一小会儿国王什么也没说,然后他问:;上尉……弗里茨……,这是谁?;Sapt went to the King and spoke quietly in his ear.The King#39;s surprise changed slowly to an amused smile,then suddenly he began to laugh loudly.#39;Well met,cousin!#39;he cried.#39;Where are you travelling to?#39;萨普特走上去对着他的耳朵轻轻说了几句,国王惊讶的表情慢慢变成了一个感到有趣的微笑。;幸会,表弟!;他突然高声叫道,;你打算去哪儿?;#39;To Strelsau,sirto the coronation.#39;;去斯特莱索,去看加冕典礼。;The King looked at his friends,and,for a moment,he was serious.But then he began to laugh again.#39;Wait until brother Michael sees that there are two of us!#39;he cried.国王看看他的朋友,严肃了一会儿。然后他又笑起来了,;等着吧,让迈克尔老弟看看我们有两个。;#39;Perhaps it isn#39;t a very good idea for Mr Rassendyll to go to Strelsau,#39;Fritz said,worried,and Sapt agreed with him.;也许,拉森狄尔先生不应该去斯特莱索。;弗里茨担心地说。萨普特也同意他的看法。#39;Oh,we#39;ll think about the coronation tomorrow,the Kingsaid.#39;Tonight we#39;ll enjoy ourselves.Come,cousin!#39;;哦,我们明天再谈加冕的事吧。;国王说,;今晚我们要好好乐一乐。来吧,表弟!;We returned to the Duke#39;s house in the forest,where we had an excellent dinner.The King called loudly for wine,and Captain Sapt and Fritz seemed worried.Clearly,the King liked his wine a little too much.我们回到公爵的林中住宅,在那儿吃了一顿非常不错的晚餐。国王嚷嚷着要酒,而上尉萨普特和弗里茨看上去很焦虑不安。很显然,国王过于喜欢喝酒了。#39;Remember the coronation is tomorrow,#39;warned old Sapt.;记住,明天就加冕了。;老萨普特警告说。But the King was only interested in enjoying himself tonight,so we all drank and talked,and drank again.At last the King put down his glass and said,#39;I#39;ve drunk enough.#39;可是国王只对今晚让自己好好乐一乐感兴趣,所以我们都喝酒,说话,然后又喝酒。最后国王放下杯子说:;我已经喝得够多的了。;As he said that,old Josef,the King#39;s servant,came in.He put some very special old wine on the table in front of the King and said,#39;Duke Michael offers you this wine and asks you to drink it for love of him.#39;这时,国王的仆人约瑟夫进来了,他把一瓶非常古老特别的酒放在国王面前的桌子上说道:;迈克尔公爵奉上这瓶酒,并请您为了他对您的爱而喝了它。;#39;Well done,Black Michael!#39;the King cried.#39;Well,I#39;m not afraid to drink your wine!#39;;干得好,黑迈克尔!;国王叫道,;好吧,我才不怕喝你的酒呢!;And he drank every drop of wine in the bottle,himself.Then his head fell forward on to the table,and soon afterwards I too remembered no more of that wild evening.他一个人喝干了瓶里的最后一滴酒。然后他的头伏在了桌子上。很快我自己也记不清那个疯狂的夜晚发生的别的事情了。 /201205/181526磐石人民医院做孕检多少钱

长春二院做药物流产多少钱吉林妇幼保健妇科检查怎么样36The family heads of the clan of Gilead son of Makir, the son of Manasseh, who were from the clans of the descendants of Joseph, came and spoke before Moses and the leaders, the heads of the Israelite families. 2They said, "When the Lord commanded my lord to give the land as an inheritance to the Israelites by lot, he ordered you to give the inheritance of our brother Zelophehad to his daughters. 3Now suppose they marry men from other Israelite tribes; then their inheritance will be taken from our ancestral inheritance and added to that of the tribe they marry into. And so part of the inheritance allotted to us will be taken away. 4When the Year of Jubilee for the Israelites comes, their inheritance will be added to that of the tribe into which they marry, and their property will be taken from the tribal inheritance of our forefathers." 5Then at the Lord 's command Moses gave this order to the Israelites: "What the tribe of the descendants of Joseph is saying is right. 6This is what the Lord commands for Zelophehad's daughters: They may marry anyone they please as long as they marry within the tribal clan of their father. 7No inheritance in Israel is to pass from tribe to tribe, for every Israelite shall keep the tribal land inherited from his forefathers. 8Every daughter who inherits land in any Israelite tribe must marry someone in her father's tribal clan, so that every Israelite will possess the inheritance of his fathers. 9No inheritance may pass from tribe to tribe, for each Israelite tribe is to keep the land it inherits." 10So Zelophehad's daughters did as the Lord commanded Moses. 11Zelophehad's daughters-Mahlah, Tirzah, Hoglah, Milcah and Noah-married their cousins on their father's side. 12They married within the clans of the descendants of Manasseh son of Joseph, and their inheritance remained in their father's clan and tribe. 13These are the commands and regulations the Lord gave through Moses to the Israelites on the plains of Moab by the Jordan across from Jericho. Article/200811/56390The sinks were leaking. David looked in the local paper and saw an ad for Toby the handyman. David left a message on the answering machine. Two days later, he called again. He told Toby that he had left a message two days ago. Toby apologized. He said he hadn’t checked his messages in a couple of days.David felt like hanging up. Why was it so hard to find a worker who was responsible? Responsible and clean—many workers were slobs who left messes for the homeowner to clean up. Toby doesn’t check his machine, David mused. David told Toby that the kitchen, bathroom, and laundry room faucets were leaking. Toby said he could come over on Friday; each faucet would cost . If he had to buy any parts, that would be extra.David was pleased. Sixty dollars was a great price. Of course, if Toby fixed faucets like he checked his messages, maybe the deal wouldn’t be so good. Then again, it was only a risk. David asked Toby if a check was okay. Toby said no; he only accepted cash. David said that was okay, as long as he got an invoice. Toby said he would be over Friday at 1:00 p.m.At 3:00 p.m., David left a message on Toby’s machine, asking where he was. At 3:30, Toby showed up. David asked if he had brought an invoice. “Oh, jeez, I forgot. I’m sorry,” Toby said. David shook his head in disbelief. But, since Toby was there, he decided to let him in. Before Toby walked into David's house, he wiped his feet very carefully on the mat. David noticed that. Maybe Toby will work out just fine, he thought. Article/201104/132399长春医院女子医生A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals and objectives. The reason for making a decision is that a problem exists, goals or objectives are wrong, or something is standing in the way of accomplishing them.Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some suggest that the management process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. Often managers must make a best guess at that the future will be and try to leave as little as possible to chance, but since uncertainty is always there, risk accompanies decisions. Sometimes the consequences of a poor decision are slight; at other times they are serious.Choice is the opportunity to select among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, and many decisions have a broad range of choice. For example, a student may be able to choose among a number of different courses in order to implement the decision to obtain a college degree. Fox managers, every decision has constraints based on policies, procedures, laws, precedents, and the like. These constraints exist at all levels of the organization.Alternatives are the possible courses of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are seen, often it means that a thorough job of examining the problems has not been done. For example, managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blinds them to other alternatives.At the managerial level, decision making includes limiting alternatives as well as identifying them, and the range is from highly limited to practically unlimited.Decision makers must have some way of determining which of several alternatives is best - that is, which contributes the most to the achievement of organizational goals. An organizational goal is an end or a state of affairs the organization seeks to reach. Because individuals (and organizations) frequently have different ideas about how to attain the goals, the best choice may depend on who makes the decision. Frequently, departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Called suboptimization, this is a trade-off that increases the advantages to one unit or function but decreases the advantages to another unit or function. For example, the marketing manager may argue effectively for an increased advertising budget. In the larger scheme of things, however, increased funding for research to improve the products might be more beneficial to the organization.These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. Some of these objectives are more important than others, but the order and degree of importance often vary from person to person and from department to department. Different managers define the same problem in different terms. When presented with a common case, sales managers tend to see sales problems, production managers see production problems, and so on.The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, because they are so dynamic and complex. In many business situations different people's values about acceptable degrees of risk and profitability cause disagreement about the correctness of decisions.People often assume that a decision is an isolated phenomenon. But from a systems point of view, problems have multiple causes, and decisions have intended and unintended consequences. An organization is an ongoing entity, and a decision made today may have consequences far into the future. Thus the skilled manager looks toward the future consequences of current decisions.决策是从可供挑选的行动方向中作选择。决策的目的是建立并实现一个机构的目的和目标。之所以要决策是因为有问题存在,目标或目的的不适当,或者有某种东西妨碍了目标或目的的实现。因此,决策过程对于管理非常重要。一个管理者做的差不多所有事情都离不开决策。有人甚至提出管理就是决策。虽然管理者不能预见未来,但是他们要做的很多决策需要他们考虑将来可能发生的情况。管理者常常必须对未来的情况作出最佳的猜测,使偶然性尽可能少地发生。但是因为总是在不确定的因素,所以决策往往伴随着风险。一个不当的决策的后果有时不严重而有时严重。选择就是从多个选项中进行挑选的机会。没有选择就没有决策。决策本身就是一个选择的过程。很多决策有很宽的选择范围。例如,一个学生为了自己获得学位的志向,可以在许多不同的课程里作选择。对管理者来说,每一个决策都受着政策、程序、法律、先例等方面的制约。这些制约在一个机构的各个阶层都存在。选择项就是可供选择、可能的行动方向;没有选择项,就没有选择,也就没有了决策。如果看不到有不同的选择项,说明对问题还没有进行全面的研究。一些管理者有时用非此即彼的方式处理问题,这虽然是他们简化复杂问题的方法,但是习惯了简化常使他们看不到别的解决办法。在管理这个层次上,决策包括识别选择项和减少选择项两个步骤;其范围可以从极为有限的几个选择项到几乎无限多的选择项。决策者必须有办法能从多种选择里确定一种为最佳,也就是说哪个对实现机构目标帮助最大,机构的目标也就是此机构所寻求的事态的结果。如何实现目标,个人和组织都有不同的看法。因此,最佳选择可能就取决于决策人了。通常一个组织内的单位或部门作出的决策可能有利于本部门、本单位,但对比它们大的机构来说就不是最佳选择了。这就是所谓的局部优化:增加对一单位或部门的便利同时减少对另一个单位或部门的便利,这是在两利不能兼顾的情况下所做的取舍。例如,经理可以把增加广告预算的必要性讲得头头是道,但是从总的布局看,增加改进产品的科研费用也许对这个组织更有好处。因为一个组织希望同时达到的目标很多,所以就要进行权衡,虽然有些目标比另一些重要,但重要程度和次序则常常因人而异,因部门而异。管理者不同对同一问题所做的解说也是不同的。把同样一种情况摆在他们面前,销售经理看的是销售问题,生产经理看的是生产问题,如此等等。多个目标的排序和重要性在某种程度上是以决策者的价值观为依据的。这些价值观念是个性的,很难捉摸,甚至抱有这种观念的人自己也很难弄清楚;这是因为价值观不断变化,也很复杂。很多商业活动中,不同的人对于风险和收益的可接受程度的价值观不一样,这就导致了他们对决策正确与否的看法也不同。人们常以为决策是一个孤立的现象,但从系统的观念看,问题的产生有多种原因,所以决策既有意料中的结果,又有意料外的结果。一个组织是一个发展的实体,所以今天所做的决策对未来可能产生意义深远的影响。因此一个老练的管理者常要考虑当前决策在将来产生的结果。 Article/200802/28001松原流产多少钱

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