通過阻礙能力 的英文怎麼說

中文拼音 [tōngguòzǔàinénglì]
通過阻礙能力 英文
obstacle overcome ability
  • 通 : 通量詞（用於動作）
  • 過 : 過Ⅰ動詞[口語] （超越） go beyond the limit; undue; excessiveⅡ名詞（姓氏） a surname
  • 阻 : 動詞（阻擋; 阻礙） block; hinder; impede; obstruct
  • 礙 : 動詞（妨礙； 阻礙； 遮蔽） hinder; obstruct; be in the way of
  • 能 : 能名詞（姓氏） a surname
  • 力 : Ⅰ名1 （力量; 能力） power; strength; ability; capacity 2 [物理學] （改變物體運動狀態的作用） forc...
  • 通過 : 1 （從一端到另一端） pass through; get past; traverse 2 （同意議案） adopt; pass; carry 3 （以人...
  • 阻礙 : hinder; block; impede; impediment; rejection; stunting; prehension; hold-up; blockage
  • 能力 : ability; capacity; capability
  1. There are six big problems exist. first, the leaders or the chiefs of enterprises lack of the strategic views, pursue short - term interests excessively, a lot of mistaken ideas exist in training management ; second, system, mechanism and development strategy of management training remain to be perfected and further clarified ; the training is lack of systematical and standardization ; third, the content of courses is outmoded, the way lags behind, the style is blankness, especially lack ability of combination of theory and practice, lack of operating method and technology ; fourth, the system of training effectiveness feedbacks is imperfect, the system of training support is insufficient, which have hindered the transfer of training ; fifth, the individuals who under training have insufficient motivation, also have problems in after training loyalty, and to transfer the obtained knowledge into their work ; sixth, the government institutions do n ' t fulfill it ' s own responsibilities in constructing the system of management training. some training policies and managements even restrict the development of management training

    本論文根據作者的培訓實踐，並參考大量資料，通過觀察、訪問、具體案例分析等闡述了國有企業管理培訓自改革開放（ 1979年）以後的發展狀況及新形勢，完成的主要研究工作有：首先，指出了國有企業管理培訓存在的六大問題，一、國有企業經營管理者缺乏戰略眼光，過分追求短期利益，在管理培訓觀念上存在許多誤區；二、管理培訓的制度、機制及發展戰略有待進一步完善和明確，培訓工作缺乏系統化和規范化；三、教學內容陳舊，方式落後，風格單一，尤其缺少理論聯系實際能力，缺少操作的方法與技術；四、培訓效果反饋體系不健全，培訓支持系統不足，阻礙了培訓成果的轉化；五、受訓者個人接受培訓動力不足，培訓后忠誠性不足，缺乏將培訓所獲知識轉化于工作中的動力；六、政府培訓主管部門對構建管理人員培訓體系的作為不足，某些培訓政策及管理制約了企業管理培訓的發展。
  2. Through this mastery, minuteness and the other siddhis ( or powers ) are attained, likewise bodily perfection and freedom from all hindrances

    通過掌握以上要素，微秘和神奇的超能力則可獲得，同樣身體得以完善而免除所有的阻礙。
  3. Three litigation certified concepts have their own background, through the comparative analysis among formal true concept, external true concept and legal true concept, it is clearly testified that formal true concept only has half sense, and cannot satisfies the requirement of modern litigation, therefore it cannot be the concept of modern litigated certification. the main defects of formal true concept are replacing reality by ideality, magnifying the cognition ability of lawsuit truth of human beings, violating the requirement of program value concept, and blocking the development of the modern judicatory reformation. legal true concept dose not exclude the formal true concept, and it a ccords with the cognition relativism, litigation certified relativism and program value concept, therefore, it can be the directive litigation certified concept of china ' s judicatory reformation

    訴訟證明標準理論研究應從證明標準理念、證明訴訟的法律規定和證明標準的現實把握三個層面進行，訴訟證明標準理念包括形式真實理念、法律真實理念和客觀真實理念，三種訴訟證明理念各有其形成的時代背景，通過對形式真實理念、客觀真實理念和法律真實理念全面的比較分析，可以清晰明了地證明，形式真實理念充其量具有半理性的特徵，不能滿足現代訴訟的要求，因而不可能作為現代訴訟證明理念；客觀真實理念存在的主要缺陷是用理想代替現實，誇大了人對案件事實的認識能力，違背了程序價值理論的要求，與目前的司法改革的價值取向發生沖突，阻礙了當前司法改革的進程；法律真實理念並不排斥客觀真實理念，符合認識相對論、訴訟證明相對論和程序價值理論，因此應作為指導我國司法改革的訴訟證明理念。
  4. According to this hypothesis, the author analyses the ability of company and the knowledge about market, then combines the two factors into the strategic analysis model of acer company. based on the model, the author divides the formulate process of international business strategy of acer company into three stages : first of all, the management fellow of acer company must know the elements, which hinder the development of the company, and set up the effective optional process to design the international business strategy after having known the former. next, they could use the combination of the ability of company and the knowledge about market

    於是，作者對企業能力和市場知識做了具體化分析，以此為基礎，將企業能力與市場知識進行組合，產生了宏?公司的戰略分析模式圖，聯系此戰略模式圖對宏?公司國際化戰略的制定分為三個步驟進行分析：首先，充分認識阻礙企業發展的隱蔽要素，然後通過建立有效選擇程序設計企業國際化經營戰略；其次，充分利用企業能力和市場知識的戰略組合；而後，將組織規劃與機會進行有機結合制定出合適的國際化經營戰略。
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