共查询到20条相似文献,搜索用时 187 毫秒
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目前的玩具市场呈现一派繁荣景象,不少孩子的家长为孩子购买玩具时,连个价都不问,拿到手里,就付钱,非常爽气。玩具市场销售有何趋势呢? 一是电子高科技玩具独领风骚,手拧发条玩具和惯性玩具被冷落一旁。 相似文献
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从山上下来,我瞄着村子径直朝前走去,前方是夹城,夹城是我的家。稀疏的白杨树,高高地耸立在夹城的头顶,脚下没有路,村子就是目标。靠近村子,开始有廖廖几个人的足印,牲口的蹄印,以及机动车轮胎碾压的痕迹。这地方是大风之乡,不刮大风的日子不多,地表上的起伏经过一场狂风浩劫,依然容貌不改。去过沙漠的人,会明白我的家乡地处何方——巴丹吉林沙漠——世界上的大沙漠之一,女歌唱家德德玛的家乡就在巴丹吉林,不过她说他们那里有成群的牛羊和青青的草原,我们夹城只有沙子,走不完的沙子,从屋后的房檐起步向北去,纵然走上三天三月三年,足下永远只… 相似文献
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《Economic Affairs》1989,9(2):45-45
What do you do when you have passed ‘A’ Level Economics? In the first of two articles, an anonymous critic takes a light-hearted view of the teaching of undergraduate economics at university. 相似文献
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Richard D. Gill 《Statistica Neerlandica》2011,65(1):58-71
Suppose you're on a game show, and you're given the choice of three doors: Behind one door is a car; behind the others, goats. You pick a door, say No. 1, and the host, who knows what's behind the doors, opens another door, say No. 3, which has a goat. He then says to you, ‘Do you want to pick door No. 2?’ Is it to your advantage to switch your choice? The answer is ‘yes’ but the literature offers many reasons why this is the correct answer. This article argues that the most common reasoning found in introductory statistics texts, depending on making a number of ‘obvious’ or ‘natural’ assumptions and then computing a conditional probability, is a classical example of solution driven science. The best reason to switch is to be found in von Neumann's minimax theorem from game theory, rather than in Bayes’ theorem. 相似文献
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《Organizational Dynamics》2022,51(4):100898
Have you ever been micro-managed? Have you ever been told ‘to the letter’ what to do in a given situation? Or maybe as a leader you have also fallen into the trap of giving advice? We challenge the assumption that leaders should have the answer for everything. Occasionally, directing works, however, do it too often and at one point, it will turn out to be bad advice. The logical consequence is that leaders work on and increase the quality of the advice they give. We showcase that the alternative to leaders giving ‘bad’ advice is to not give advice at all. We shed light on the concept of leaders acting as coaches and how leaders can empower others to find their own answers. Specifically, we highlight four mind shifts in which leaders can engage if they want to use a coaching style: from ignoring emotions to empathy, from directing to empowering, from problem-focused to solution-focused and from weakness to strengths. 相似文献