患者，男性，37岁，在工地被钉子扎伤。遵医嘱给予破伤风抗毒素注_爱下问搜题

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问题单项选择题

患者，男性，37岁，在工地被钉子扎伤。遵医嘱给予破伤风抗毒素注射。伤后数天，患者因害怕感染破伤风，心情总是忐忑不安。

若患者告诉医师被钉子扎伤是有人设计陷害他，那颗钉子上一定有破伤风梭菌，而自己一定会感染破伤风。自己受到了迫害，心情低沉，想自杀。对该患者的最佳治疗是

A．心理治疗
B．给予碳酸锂治疗
C．给予利培酮治疗
D．给予帕罗西汀治疗
E．给予氯丙嗪治疗

答案

参考答案：D

单项选择题

OUT指令是驱动线圈指令，但它不能驱动（）。

A.输入继电器

B.输出继电器

C.暂存继电器

D.内部继电器

填空题

Bush’s MBA

Twenty-six of 42 presidents, including Bill Clinton, were lawyers. Seven were generals. George W. Bush becomes the first with an MBA.
Those who have had Bush for a boss since the mid-1980s—in the (1) of oil, baseball and Texas state government—describe his management (2) as straight from the pages of the organizational-behavior (3) he studied while getting his masters of business administration (4) at Harvard University in 1975.
He manages by what is known (5) "walking around," having learned that sitting behind a desk and passing out memos does (6) to energize anyone.
He has a reputation for fueling "creative tension" (7) his subordinates, encouraging them to take and defend opposing (8) . That sacrifices harmony, but puts ideas to the test and lets Bush (9) above the fray, where he can offer guidance instead of barking (10) . Imagine the creative tension that may erupt (11) the likes of Secretary of State-designate Colin Powell and Defense Secretary— (12) Donald Rumsfeld.
Above all, former employees say that he is a master at delegating (13) installing measures of accountability—ways of knowing (14) subordinates are getting the job done without looking (15) any shoulders. That frees Bush for strategic thinking—perhaps (16) two words hammered into MBA students most—which means thinking (17) to seize opportunities and to derail threats to the best of plans.
"George was my (18) ," says Tom Schieffer, who served as president of the Texas Rangers under Bush (19) 1991 and 1995. "But he never made me feel that way. He went out of his way to treat me as a (20) , not a subordinate."
That’s one trait that might be of concern, says Michael Useem, director of the Wharton Center for Leadership and Change at the University of Pennsylvania. It’s important for subordinates to feel part of the team, but not just because the boss craves popularity. Just as in the military, it must be understood who is in charge when the final order is given.