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陕西省森工医院肠胃科在哪里延安市中心医院肠胃科地址调查表明:女性“下床气”比男性严重Women are grumpier than men after waking up in the morning.Menknow better than torub their wives the wrong wayin the morning andhave their heads bitten off, for 6 in 7 women are in a foul mood after waking up.A new research has found that not only are women grumpier than men, but also that they remain in a foul mood for longer. A survey by The Sleep Council showed a quarter of men never wake up in a bad mood, compared to just one in seven women.And reeling from a sleepless night, caused mainly by stress and worry, 13 per cent of women remain in a bad mood for up to four hours, compared to ten per cent of men.Jessica Alexander of the Sleep Council said women's grumpiness may be worsened because they shoulder most of the household chores in the morning."Twenty-eight per cent of women as opposed to only 5 per cent of men do any housekeeping before going to work," she was ed by the DailyMail, as saying."It tends to be them that prepares the breakfast, spends time with the children, check their emails andattend to their beauty regime. Women far outweigh men in having a busy and packed morning.So what do men do? Apparently just get up and go out: 17 per cent of them spend only 10 minutes on their wake up and get out routine," she added.The survey found that four in ten people believe a disturbed night is the main reason for grumpiness in the morning.Nearly one in five of the population say they never really get a good night's sleep.7个女人中有6个都有“下床气”,所以,先生们都懂得早晨最好不要惹太太生气,免得吃不了兜着走。一项最新调查发现,女性早晨起床后脾气要比男性暴躁,而且持续的时间比较长。睡眠研究会所做的一项调查显示,没有“下床气”的男性占四分之一,而女性只有七分之一。由压力和忧虑导致的失眠是起床后情绪不佳的主要原因。13%的女性的“下床气”会持续四个小时之久,而男性中只有10%的人有类似情形。睡眠研究会的杰西卡·亚历山大说,由于女性早上得做很多家务活,所以她们的“下床气”更为严重。《每日邮报》援引她的话说:“28%的女性早晨上班前得料理家务,而男性中只有5%的人需要做这些事。”“女人们早上起床后得做早餐、照看孩子、上网查邮件、自己还要梳妆打扮一番,她们比男人忙多了。那么,男人们都做些什么呢?很简单,起床上班。17%的男人整个过程只需要花10分钟。”调查显示,40%的人认为,睡眠不好是早晨脾气暴躁的主要原因。近五分之一的调查对象说,他们晚上从来没有睡过一个好觉。Vocabulary:know better than to do sth. : 懂得…而不去做…rub sb. the wrong way: to annoy,irritate(惹恼;惹某人生气)bite off one's head : to respond to a comment in an angry or reproachful way(没好气的回答)attend to beauty regime : 指“梳妆打扮”、“美容护理” /200803/32057西安西京医院胃病科医生在线咨询 铜川市胶囊胃镜

陕西中医学院附属医院胃病科专家地址电话三门峡预约挂号肠胃科 Some chief executives rescue a company from the brink of collapse. 有的首席执行官将公司从崩溃边缘拯救出来,有的首席执行官带领着已经很优秀的公司走向伟大,但很少有人两样都能达成,Others lead aly good companies to greatness. 而约尔根.维格.克努斯托普(J#248;rgen Vig Knudstorp)过去12年在乐高(Lego)就做到了。But few, like Jorgen Vig Knudstorp at Lego in the past 12 years, do both.但很少有人两样都能达成,而约尔根.维格.克努斯托普(J#248;rgen Vig Knudstorp)过去12年在乐高(Lego)就做到了。In a valedictory interview before stepping down as chief executive to become chairman at the year’s end, Mr Knudstorp details how he revived the maker of plastic bricks and turned it into the most profitable toymaker in the world — and how his management challenges have shifted over time.克努斯托普在年底将卸下首席执行官职务,成为董事长,他在一次告别采访中详述了自己如何让这家塑料积木制造商重新振作,变成全球最赚钱的玩具制造商,以及他面临的管理挑战是怎样随时间推移而改变。Sitting in his office in Lego’s home town of Billund in the heart of rural, central Denmark — 克努斯托普的办公室在乐高的比隆总部,这里位于丹麦中部乡村地区的核心。surrounded by sets that include a gigantic Disney castle — the spiky-haired 48-year-old retains a boyish air. 这个48岁、头发楞着的首席执行官坐在自己的办公室里,看上去仍像个男孩,周围摆满了乐高积木系列,其中包括一座巨大的迪士尼城堡。He was introduced to the toymaker as a child by his teacher and engineer parents when initially all he wanted was a racing car.童年时,他那对教师和工程师父母将这家玩具商介绍给他——而他一开始想要的是一辆赛车。But Mr Knudstorp is no wide-eyed romantic. 但克努斯托普绝非天真浪漫,他还为乐高带来了自己身为麦肯锡(McKinsey)咨询顾问的大量专业背景。He also brought to Lego much of his professional background as a McKinsey consultant. 克努斯托普自2004年执掌乐高,带领乐高走过了五个阶段,他分别简洁概述为:生存、目标、释放增长、加速、腾飞。He gives each of the five phases he has led Lego through since 2004 a pithy description — survive, purpose, let growth loose, step up, leap — before adding: I apologise for the management lingo.说完他补充道:请原谅这些管理术语。The first person outside the founding family to run Lego, his initial task was to staunch the bleeding, as journalists prepared obituaries for the lossmaking and over-extended toymaker. 作为执掌乐高的第一位非创始家族成员,克努斯托普的头一个任务就是止血,当时记者们已经为这家连续亏损、过度扩张的玩具制造商准备好了讣告。Mr Knudstorp adopted a strict focus on cash, selling off peripheral businesses such as theme parks and games, and cutting the number of parts Lego made. 克努斯托普对现金严加关注,卖掉了主题公园、视频游戏等周边产业,减少了乐高零件生产量。Foreign outposts were scaled back or closed down. 国外机构或缩小规模,或关闭。Tiny Billund again became the heart of the group.小小的比隆再次成为乐高集团的心脏。In a second phase, he worked on productivity and identity 在第二个阶段,克努斯托普致力于提高生产率,建立品牌身份。by moving much of Lego’s production to countries such as Hungary and Mexico, and boosting the brand. 他将乐高大部分生产转移到匈牙利和墨西哥等国,同时提升品牌形象。Only in the third period — 2009-11 — did he feel the toymaker could look to growth again. 到2009年至2011年的第三个阶段他才觉得,这家玩具商可以再次期待增长。Every time you grow, you are hiding your problems. 他说:每次你增长时,你都隐藏了自己的问题。Growth is like sugar-coating your problems, he adds.增长就像给问题裹上糖衣。As Lego became more successful, so the problems changed. 随着乐高越来越成功,所面临的问题也在改变。By 2012, the issue was responding to growth rates 到2012年,问题变成了如何响应增长率。that have seen Lego’s revenues increase by an average 17 per cent a year under Mr Knudstorp. 在克努斯托普带领下,乐高的收入以年均17%的速度增长。He decided to create what he calls a circular management team in which the 20 people who reported to the top handful of managers on the executive committee met once a month. 他决定打造一个循环管理团队,团队由向执行委员会的少数最高级别高管述职的20人组成,每月开一次会。The idea was to allow Lego’s supply chain to continue humming even as it expanded into the likes of Asia. 这一想法旨在保即使乐高扩张到亚洲等地,其供应链依旧保持运转。If you make a decision in product design, you need to mirror it in manufacturing, says Mr Knudstorp.克努斯托普说:如果你在产品设计上作出一个决定,你需要在制造上反映出来。The latest phase, beginning last year, was born out of the difficulties of becoming so big. 最新阶段始于去年,它脱胎于乐高规模庞大后面临的诸多难题。Small problems developed: Lego was fined EURO130,000 for preventing German stores from offering discounts; employee satisfaction levels were flat, and the number of staff increased by a quarter in just one year.一些小问题开始出现:乐高因阻止德国商铺打折而被罚款13万欧元,员工满意度走平,员工人数在短短一年内增加了四分之一。Mr Knudstorp says he worries about what consultants at Bain call the westward winds, forces that push bigger companies away from what made them successful in the first place. 克努斯托普表示,他担心贝恩(Bain)的咨询顾问所称的东风,即推动大型企业脱离起初让它们获得成功的东西的力量。It is bureaucracy, it is because you are getting bigger, the pressure of scaling, of finding the right talent, of having the entrepreneurial spirit despite being a very big company, Mr Knudstorp adds.他补充道:是因为官僚主义,是因为企业做得越来越大,还有扩大规模、找到对的人才、以及尽管公司非常大但仍要保持创业精神的压力。As Lego opens a new factory in China to service its rapidly growing Asian business, Mr Knudstorp and his successor Bali Padda — the current chief operating officer — work hard to ensure it has the same culture and values as its other factories, as well as a good supply chain. 随着乐高在中国建设新工厂以满足公司快速增长的亚洲业务,克努斯托普及其继任者、现任乐高首席运营官巴利.帕达(Bali Padda)正全力以赴,确保中国工厂与其他工厂保持相同的文化和价值观,同时也保持良好的供应链。Under its two in a box principle, an experienced Lego general manager works alongside a new Chinese general manager.根据双重管理的原则,一名经验丰富的乐高总经理将与一名新的中国总经理并肩工作。Some of the same issues that confronted Mr Knudstorp in 2004 are creeping back in. 克努斯托普2004年遭遇过的一些问题正在悄然再现。The number of parts used by Lego has increased, but he stresses that so has turnover. 乐高使用的零件数量增加了,但他强调,销售额也增加了。Offices have been opened in London, Singapore and Shanghai but Billund remains the company’s centre. 乐高在伦敦、新加坡、上海设立了办事处,但仍以比隆为中心。A new headquarters is being built, and an architecturally impressive Lego House to show off the brand. 一座新的总部正在建设,还有一座展示乐高品牌的、建筑风格令人印象深刻的Lego House。We are careful about not losing our soul, Mr Knudstorp says.我们小心翼翼避免丢失自己的灵魂,克努斯托普说。He also stresses humility, saying Lego has learnt that it cannot do everything.他还强调了谦虚,称乐高明白自己并非无所不能。It is a wonderful thing to have Legoland [the theme park]. 拥有乐高乐园(Legoland)是件好事。But Lego wasn’t a great owner, Mr Knudstorp says. 但乐高过去并不是一个很好的所有者,克努斯托普说。Films and games have followed the same model of having another company better suited to those fields using the Lego brand.在电影和视频游戏方面,乐高也遵循同样的模式,即让另一家更适合这些领域的公司使用乐高品牌。With scale has come the potential to attack Lego in various ways. 伴随规模的扩大,乐高开始受到各种各样的攻击。In recent years, it has faced controversy for not supplying Chinese artist Ai Weiwei (the company later agreed to the request, blaming a misinterpretation of company policy on political neutrality for the mistake); has been the butt of gender protests over pink toys for girls in the Lego Friends range, and stopped collaborations with Royal Dutch Shell and the Daily Mail newspaper after those companies faced public protests.近年来,乐高曾因拒绝向中国艺术家艾未未供货而面临争议(公司后来同意了艾未未的要求,并将这一错误归咎于对公司政治中立政策的曲解);因在乐高好朋友(Lego Friends)系列中为女孩推出粉红色玩具而成为性别抗议人士攻击的对象,并被迫停止与遭到公众抗议的荷兰皇家壳牌(Royal Dutch Shell)、《每日邮报》(Daily Mail)等公司的合作。Mr Knudstorp says: There is no doubt that being such a popular brand we are a good target for so-called brand hijacking. 克努斯托普表示:毫无疑问,作为一个如此受欢迎的品牌,我们是所谓品牌劫持的好靶子。Lego now follows popular opinion closely on Twitter and Mr Knudstorp personally answers some letters sent in by children and parents. 如今,乐高密切关注Twitter上的公众舆论,克努斯托普亲自回答孩子和家长们发来的部分信件。It’s really important to listen. 倾听真的非常重要。Twitter and social media give us the possibility to gauge the issue. Twitter和社交媒体使我们能够评估这一问题。Sometimes we are caught off guard, he adds.有时我们也会措手不及,他补充道。Stepping back from the day-to-day business will allow Mr Knudstorp to focus on new business areas. 从日常事务中退下来可以让克努斯托普专注于新的业务领域。As well as being chairman of the toymaker, he will head the new Lego Brand Group, an entity that pools all the founding family’s Lego-related interests.在担任这家玩具制造商董事长的同时,他将执掌新成立的Lego Brand Group——汇集创始家族与乐高相关的所有利益的一个实体。Mr Knudstorp says it will ensure the family is an active owner, one who smells the roses, who knows what the business, the culture are like. 克努斯托普表示,Lego Brand Group将确保整个家族成为一个活跃的所有者,一个能欣赏平凡事物、熟悉公司业务和文化的家族。The crucial balance for him will be between brand protection and brand development. 对克努斯托普而言,关键是要在品牌保护与品牌发展之间实现平衡。The split will allow Lego to concentrate purely on plastic bricks.新成立Lego Brand Group可以让乐高完全专注塑料积木业务。 /201612/485922三门峡市中心医院胃病胃肠怎么样

西安交通大学第二附属医院西北医院看胃病多少钱Google’s artificial intelligence arm has made a breakthrough in the development of thinking computers by creating a learning machine that combines a “neural network” computing system with conventional computer memory.谷歌(Google)的人工智能部门在开发思维计算机方面取得一项突破,他们创造了一台结合“神经网络”计算系统与常规计算机内存的学习机器。Scientists at DeepMind, the tech group’s London-based AI unit, have built a “differentiable neural computer”, or DNC, that for the first time can solve small-scale problems without prior knowledge, such as planning the best route between distant stations on the London Underground or working out relationships between relatives on family trees.这家高科技集团设在伦敦的人工智能部门DeepMind的科学家们,打造了一台“可微分神经计算机”(DNC),首次能够在没有先验知识的情况下解决各种小规模问题,比如在两个相距遥远的伦敦地铁车站之间规划最佳路线,或者厘清家谱上亲属之间的关系。Neural networks — connected systems modelled on biological networks such as the brain — have played a big role in the recent and rapid progress in AI research. They are excellent at deducing patterns, for example, to enable speech recognition in digital assistants such as Google Voice or Apple’s Siri. But until now they have only been able to access the data contained within their own network. In the journal Nature the 20-strong DeepMind team said the DNC provides neural networks with access to previously incompatible external data, such as text encoded in conventional digital form.神经网络——以大脑这样的生物网络为蓝本打造的互连系统——在近期人工智能研究的快速进展中起到了很大的作用。它们非常善于推导出模式,使谷歌语音(Google Voice)或苹果(Apple)的Siri等数字助理的语音识别成为可能。但是,此前它们只能访问自身网络所含的数据。20人的DeepMind团队在《自然》(Nature)期刊发表的论文中表示,DNC提供了神经网络,可以访问之前不兼容的外部数据,比如以常规数字格式编码的文本。“The trouble is that the memory in a neural network is bound up within the computation itself, which makes it rather fragile and hard to scale up,” said Alex Graves, head of the DNC project. “We decided that the way to make it more robust is to separate out the memory, so that we can expand it without affecting the processor.”“麻烦在于,神经网络中的记忆被绑定在计算内部,这使得它相当脆弱,难以扩展,”DNC项目负责人亚历克斯#8226;格雷夫斯(Alex Graves)表示。“我们得出结论,使其更强大的方法是分离记忆,以便我们可以扩展它,而不会影响处理器。”Jay McClelland, director of Stanford University’s Centre for Mind, Brain and Computation, called the DeepMind paper “a very interesting and important milestone in AI research”.斯坦福大学(Stanford University)心智、脑和计算中心(Center for Mind, Brain and Computation)主任杰伊#8226;麦克利兰(Jay McClelland)称,DeepMind的这篇论文是“人工智能研究中非常有意思的重要里程碑”。However, to make the DNC more useful in the real world than existing AI systems, it will need to be expanded to access far larger memories. “That will require a lot of engineering work,” said Mr Graves. “This is a research paper and I don’t want to speculate too much about where this is going in terms of practical problems.”然而,为了使DNC在现实世界中比现有的人工智能系统更有用,它将需要扩展,以访问大得多的存储器。“这将需要大量的工程工作,”格雷夫斯说。“这是一篇研究论文,我不想过分推测这对解决实际问题有多大指导意义。”Even so, independent computer scientists who reviewed the paper before publication said the range of applications for a general purpose DNC could be vast. Possible applications might include generating commentaries and extracting meaning from text.即使如此,在发表之前评审了这篇论文的独立计算机科学家表示,一般用途DNC的应用范围可能十分巨大。潜在的应用可能包括生成视频新闻报道和从文本中提取涵义。DeepMind was founded in London as an AI start-up in 2010 and acquired by Google for £400m in 2014.DeepMind于2010年在伦敦成立,是一家人工智能初创企业,2014年被谷歌以4亿英镑收购。 /201610/472130 For months, Apple watchers have been puzzling over how the company would sell consumers on the idea that scrapping the iPhone’s headphone jack was a benefit, not a nuisance. 好几个月来,苹果(Apple)观察家对这样一个问题感到困惑:该公司将如何说消费者相信,取消iPhone的耳机插孔是功能升级,而不是一个恼人的问题。Many pundits predicted a backlash against removing a technology that, however old, remained in faithful daily service to hundreds of millions of people.许多人士预计,移除一项每日忠实务于亿万人的技术(无论它怎么陈旧)将招致反弹。Few, however, predicted quite the kind of negative reaction that Apple provoked during Wednesday’s iPhone 7 launch event, with critics taking to Twitter en masse.然而,很少有人预测到苹果在周三iPhone 7发布会上引发的那种负面反应,批评者纷纷在Twitter上吐槽。To prepare its pitch, Apple had plenty of experience to draw on with when making this type of shift.就准备说辞而言,苹果在作出这种转变时有足够经验可以借鉴。In 2008, when Steve Jobs pulled the MacBook Air out of a brown paper envelope, it lacked the CD drive that was standard on other PCs, allowing the new notebook to be much thinner than its competitors. 2008年,当苹果创始人史蒂夫#8226;乔布斯(Steve Jobs)从一个牛皮纸信封取出MacBook Air时,人们发现这款全新设计的笔记本电脑没有PC上都有的CD驱动器,这使它比竞争对手更薄。Jobs predicted, accurately, that soon software and media would be delivered over the internet, rather than on discs.乔布斯准确地预测,软件和媒体很快会通过互联网交付,而不是光盘。We don’t think most users are going to miss the optical drive, he said. The MacBook Air was built to be a wireless machine.我们不认为大多数用户会怀念光驱,他说,MacBook Air的设计宗旨就是一款无线机器。The iPhone, just a year old at that point, was also built to be wireless. 那时刚满周岁的iPhone也以无线为设计宗旨。But the 3.5mm wired headphone socket has endured thanks to its simplicity, reliability and universal compatibility.但3.5毫米的耳机接口由于其简洁性、可靠性和普遍兼容性而被保留了下来。When Phil Schiller, Apple’s marketing chief, took tothe stage in San Francisco on Wednesday, he portrayed the port as a hangover from the 19th century that was standing in the way of 21st century progress.当苹果的营销主管菲尔#8226;席勒(Phil Schiller)周三走上旧金山的舞台时,他把这种接口说成是19世纪遗留下来的产物,阻挡着21世纪的进步。Our smartphones are packed with technologies and we all want more, which meant removing some components to make way for bigger batteries and faster processors, he said.我们的智能手机挤满了技术,大家都想要更多,他表示,这意味着移除一些组件,为更大的电池和速度更快的处理器腾出空间。The reason to move on comes down to one word: courage — the courage to move on, do something new that betters all of us. 翻开新一页的原因归结为一个词:勇气——翻开新一页的勇气,做让我们所有人过得更好的新产品。And our team has tremendous courage.而我们的团队有巨大勇气。If Mr Schiller was trying to head off a backlash, his speech may have backfired. 如果说席勒在试图预防反弹,那么他的话可能起到了反作用。Faced with what many decried as another example of Apple hubris, social networks lit up in a mix of bewilderment, outrage and parody.面对许多人所谴责的苹果傲慢的又一个例,社交网络迸发出大量交织着困惑、愤怒和搞笑的言论。Removing a headphone jack doesn’t take courage. 取消一个耳机插孔并不需要勇气。But charging 9 for AirPods does, tweeted Dave Pell, an investor and iOS app developer, referring to the pricey new wireless headphones that Apple launched alongside the iPhone 7.但对AirPods开出159美元的售价确实需要勇气,投资者和iOS应用开发者戴夫#8226;佩尔(Dave Pell)在Twitter上发帖称。他指的是苹果与iPhone 7同时发布的昂贵的新款无线耳机。Mike Monteiro, creative director at San Francisco studio Mule Design, posted advert-like images of historical figures such as Mahatma Gandhi, Rosa Parks and Anne Frank with AirPods Photoshopped into their ears, each bearing the caption Courage.旧金山工作室骡子设计(Mule Design)的创意总监迈克#8226;蒙蒂罗(Mike Monteiro)贴出历史人物——如圣雄甘地(Mahatma Gandhi)、罗莎#8226;帕克斯(Rosa Parks)和安妮#8226;弗兰克(Anne Frank)——的广告形象,用Photoshop把AirPods塞进他们的耳朵,每幅画面的说明文字都是勇气。Behind the ridicule was the feeling that even if its headphones really do sound better than others’, Apple’s motivations were primarily commercial.这种调侃背后的感觉是,即使苹果的耳机音质确实更好,该公司的主要动机也是商业性的。These moves represent Apple’s desire to bolster declining mobile device revenues by capturing as much of its device owners’ expenditures in the burgeoning growing audio accessories market as possible, says Paul Erickson, analyst at IHS Technology, a research group. 这些举动反映出苹果渴望提振不断下降的移动设备营收,尽可能多地捕捉到其设备所有者在方兴未艾的音频配件市场的消费,研究机构IHS Technology分析师保罗#8226;埃里克森(Paul Erickson)表示。It should be noted that wireless models are the highest revenue-generating products within the headphone market.应该指出的是,无线型号是耳机市场中创收最高的产品。Geoff Blaber, an analyst at CCS Insight, predicts the move to wireless audio ultimately will be seen as a masterstroke, thanks to the benefits to both users and Apple’s own accessories sales.CCS Insight的分析师杰夫#8226;布拉波(Geoff Blaber)预计,改用无线音频最终将被视为一个神来之笔,对用户、对苹果自己的配件销售都有好处。Most customers’ immediate concerns will be salved by the inclusion of new earbuds that work with the iPhone’s remaining Lightning port, as well as an adaptor for traditional headphones, he says.他表示,苹果顾及了多数顾客眼下的担忧,包括了可插入iPhone尚存的Lightning端口的新款耳机,还有一个可连接传统耳机的适配器。 /201609/465867西安胃泰专科医院地址在哪陕西省第二人民医院胃病科医生在线咨询

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