如图，阅读“郑和下西洋情况”图： 请回答：（1）根据材料分析郑和下西洋有什么特

我国宏观调控的主要目标有

①促进经济增长                        ②增加就业

③降低物价                           ④保持国际收支平衡

A．①②③

B．②③④

C．①③④

D．①②④

羿晟斋化学工作室某成员利用下图装置探究制取气体的原理、方法及性质．结合装置图，回答下列问题：

（1）写出图中标有小写字母的仪器的名称：a______．

（2）实验室常用过氧化氢溶液和二氧化锰制取氧气．

①如果选用的制取O₂的装置也可用于制取CO₂，则该套装置是______．（填字母序号）

②MnO₂可以连续反应使用，在该反应中起______作用．

（3）鸡蛋壳的主要成分是碳酸钙，用鸡蛋壳与稀盐酸反应制取和收集二氧化碳气体，其反应的化学方程式是______．

（4）如果用右图装置制取二氧化碳气体，反应进行一段时间后，将燃着的木条放在集气瓶口，火焰不熄灭的可能原因是：

______．

（5）实验操作中将鸡蛋壳捣碎的目的是：______．

（6）在实验室氯化铵固体与碱石灰固体共热来制取氨气（NH₃）．常温下NH₃是一种无色、有刺激性气味的气体，密度比空气小，溶于水后呈碱性．反应的化学方程式为：2NH₄Cl+Ca（OH）₂

△ .

CaCl₂+2NH₃↑+2H₂O

①制取并收集NH₃，应该从上图中选择的收集装置是______．

②反应结束后，停止加热时必须先______再______．

③干燥NH₃时不能选用下列干燥剂中的______．（填序号）

A．固体氢氧化钠B．浓硫酸C．生石灰．

用户准备到何种程度即可开工？如果用户条件不具备却硬要开工，怎样协调？

下列具有社会危害性，不构成犯罪的行为，依照治安管理处罚法处罚。（）

A、扰乱公共秩序

B、妨害公安安全

C、侵犯人身权利

D、侵犯财产权利

Ask any employee at an level in any company what they dislike about their job and somewhere on the list you will find a complaint about the system of performance appraisals. It does seem strange that an idea which was supposed to benefit both individuals and the company should be so universally disliked, but the staff appraisal is now one of the biggest causes of dissatisfaction at work. In the United States there have even been cases of unhappy workers taking their employers to court over appraisal interviews. It is in a company’s interest to combat this situation, but, before reversing the appraisal’s negative associations, an organization needs to pinpoint the underlying reasons which have contributed to them.

Problems with appraisals can fall into two main areas--those arising from the scheme itself and those arising from the implementation and understanding of that scheme. Naturally it is easier to tackle those in the former category; indeed, some companies have developed schemes following legal guidelines. These guidelines suggest that a successful scheme should have a clear appeal process, that any negative feedback should be accompanied by "evidence" such as dates, times and outcomes and that, most importantly, ratings should reflect specific measurable elements of the job requirements.

It is not always necessary to resort to legal advice however. Some changes to current schemes are simply a matter of logic. For instance, if employees are constantly encouraged to work in teams and to assume joint responsibility for their successes and failures, it makes little sense for the appraisals to focus on individuals, as this may lead to resentments and create divisions within the group. It is possible, and in some cases more suitable, to arrange appraisals where performance is rated for the group.

Staff also need to be educated about the best way to approach appraisals. Managers often find that they are uncomfortable being asked to take on a more supportive role than they are used to without having had any training. Those being appraised may see it as a chance to air their grievances and highlight the company’s failings rather than consider their own role. Both parties view the process as a necessary evil, to be gone through once or twice a year, and then forgotten about. The importance given to the appraisal stems from the fact that, despite all the talk of the interview being a chance for management and employees to come together and exchange ideas, set joint targets and improve the way decisions are reached, the reality is that they are often nothing more than the pretext on which pay rises are given, or not given. Pay is, of course, a subject that always leads to problems.

Given the problems associated with staff appraisals, why is it that, with no legal requirement, companies continue to run them The answer is simple, it is impossible to manage something you know nothing about. As any Human Resources manager can tell you, the best way to learn about someone is to talk to them. Effective people management relies on knowledge and appraisals are still the best way to build up that bank of knowledge.

Individual appraisals are not always very effective because().

A.teams much prefer to be awarded a group rating

B.everybody works in teams these days

C.team members share liability for results

D.team leaders sense resentment between members