患者男，47岁。以“呕吐暗红色血1天”为主诉入院。1天前患者饮酒_爱下问搜题

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问题多项选择题 A3/A4型题

患者男，47岁。以“呕吐暗红色血1天”为主诉入院。1天前患者饮酒后出现恶心、上腹不适，呕吐暗红色血，量约1000ml，排柏油样便共约100ml。伴有头晕，心慌。既往史：否认肝炎病史；有间断上腹痛3年。个人史：饮酒10年，每日2～3瓶。查体：血压80／40mmHg，脉搏114次／分，嗜睡，呼之可应，定向力正常，计算力差。面色晦暗，巩膜无黄染，睑结膜苍白，腹膨隆，无压痛、反跳痛及肌紧张，未触及明显包块。肝脾触诊不满意。肠鸣音8次／分。

下列哪些情况证明仍有活动性出血（）。

A.肠鸣音12次／分

B.经补液输血治疗后，血压80／40mmHg，脉搏122次／分

C.充分补液后，血尿素氮持续升高

D.血细胞比容继续下降

E.反复排黑色稀便

答案

参考答案：A, B, C, D, E

单项选择题

早产临产后应慎用的药物是（）。

A．哌替啶（度冷丁）

B．利托君（羟苄羟麻黄碱）

C．沙丁胺醇（舒喘灵）

D．硫酸镁

E．地塞米松

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.