P50是

A:血氧饱和度达到80%时相应的PCO B:血氧饱和度达到50%时相应的PO C:血氧饱和度达到100%时相应的PCO D:血氧饱和度达到30%时相应的PCO E:血氧饱和度达到60%时相应的PO

LD50的定义是

A:引起半数动物死亡的最大剂量 B:引起半数动物死亡的最小剂量 C:引起一半受试动物出现死亡所需要的剂量 D:出现半数动物死亡的该试验组的剂量 E:抑制50%酶活力所需要的浓度

With a series of well-timed deals, private-equity firms are giving traditional mediamanagers cause to be envious, The Warner Music transaction, in which Edgar Bronfman junior and three private-equity firms paid Time Warner $ 2.6 billion for the unit in 2003, is already judged a financial triumph for the buyers. Their success is likely to draw still more private-equity into the industry. And the investments are likely to get bigger: individual privateequity funds are growing—a $10 billion fund is likely this year—so even the biggest media firms could come within range, especially ff private-equity investors club together,
Some private-equity firms have long put money in media assets, but mostly reliable, relatively obscure businesses with stable cash flows. Now, some of them are placing big strategic bets on the more volatile bits, such as music and movies. And they are currently far more confident than the media old guard that the advertising cycle is about to turn sharply upwards.
One reason why private-equity is making its presence felt in media is that it has a lot of money to invest. Other industries are feeling its weight too. But private-equity’s buying spree (狂购乱买) reveals a lot about the media business in particular. Media conglomerates (联合公司) lack the confidence to make big acquisitions, after the last wave of deals went wrong. Executives at Time Warner, for instance, which disastrously merged with AOL in 2000, wanted to buy MGM, a movie studio, but the board (it is said) were too nervous. Instead, private-equity firms combined with Sony, a consumer-electronics giant, to buy MGM late last year.
Private-equity’s interest also reflects the fact that revenue growth in media businesses such as broadcast TV and radio is now hard to come by. The average annual growth rate for 12 categories of established American media businesses in 1998-2003, excluding the internet, was just 3.4% , says Veronis Suhler Stevenson, an investment bank. Private-equity puts a higher value on low-growth, high cashflow assets than the public stockmarket, says Jonathan Nelson, founder of Providence Equity Partners, a media-focused private-equity firm. What private-equity men now bring to the media business, they like to think, is financial discipline plus an enthusiastic attitude towards new technology. Old-style media managers, claim the newcomers, are still in denial about how technology is transforming their industry.
Traditional media managers grudgingly agree that, so far, private-equity investors are doing very nicely indeed from their entertainment deals. The buyers of Warner Music have already got back most of their $ 2.6 billion from the farm by cutting costs, issuing debt and making special payouts to shareholders. This year, its investors are expected to launch an initial public offering, which could bring them hundreds of millions more.
The case of the executives at Time Warner was cited to show that

A:it was a big disaster for them to have merged with AOL in 2000. B:the board of Time Warner was not qualified to lead the company. C:MGM would give its buyer a sharper competitive edge. D:leading media companies were "once bitten, twice shy".

With a series of well-timed deals, private-equity firms are giving traditional media- managers cause to be envious. The Warner Music transaction, in which Edgar Bronfman junior and three private-equity firms paid Time Warner $ 2.6 billion for the unit in 2003, is already judged a financial triumph for the buyers. Their success is likely to draw still more private-equity into the industry. And the investments are likely to get bigger: individual private-equity funds are growing--a $10 billion fund is likely this year--so even the biggest media firms could come within range, especially if private-equity investors club together.
Some private-equity firms have long put money in media assets, but mostly reliable, relatively obscure businesses with stable cash flows. Now, some of them are placing big strategic bets on the more volatile bits, such as music and movies. And they are currently far more confident than the media old guard that the advertising cycle is about to turn sharply upwards.
One reason why private-equity is making its presence felt in media is that it has a lot of money to invest. Other industries are feeling its weight too. But private-equity’s buying spree (狂购乱买) reveals a lot about the media business in particular. Media conglomerates( 联合公司) lack the confidence to make big acquisitions, after the last wave of deals went wrong. Executives at Time Warner, for instance, which disastrously merged with AOL in 2000, wanted to buy MGM, a movie studio, but the board (it is said) were too nervous. Instead, private- equity firms combined with Sony, a consumer-electronics giant, to buy MGM late last year.
Private-equity’s interest also reflects the fact that revenue growth in media businesses such as broadcast TV and radio is now hard to come by. The average annual growth rate for 12 categories of established American media businesses in 1998-2003, excluding the internet, was just 3.4% , says Veronis Suhler Stevenson, an investment bank. Private-equity puts a higher value on low-growth, high cashflow assets than the public stockmarket, says Jonathan Nelson, founder of Providence Equity Partners, a media-focused private-equity firm.
What private-equity men now bring to the media business, they like to think, is financial discipline plus an enthusiastic attitude towards new technology. Old-style media managers, claim the newcomers, are still in denial about how technology is transforming their industry.
Traditional media managers grudgingly agree that, so far, private-equity investors are doing very nicely indeed from their entertainment deals. The buyers of Warner Music have already got back most of their $ 2.6 billion from the firm by cutting costs, issuing debt and making special payouts to shareholders. This year, its investors are expected to launch an initial public offering, which could bring them hundreds of millions more.
The case of the executives at Time Warner was cited to show that

A:it was a big disaster for them to have merged with AOL in 2000. B:the board of Time Warner was not qualified to lead the company. C:MGM would give its buyer a sharper competitive edge. D:leading media companies were "once bitten, twice shy".

患者男性，52岁，于2006年9月26日因“黑便5小时”入院。患者既往有肝炎、肝硬化病史5年，于2005年3月、11月及2006年4月因“肝硬化腹水”先后3次住院，病情好转出院，出院后一直服用保肝药物。本次入院前自觉乏力症状加重，恶心、未吐，排暗红色血便4次，量约1600ml。入院后查体：贫血貌，血压66M31mmHg（1mmHg＝0.133kPa），全身皮肤黏膜及巩膜中度黄染，心肺未见异常，肝肋下未触及，脾左肋下7cm，移动性浊音阴性，双下肢无水肿。实验室检查：血红蛋白63gM1，血小板（P1T）50×109M1，总胆红素68μmo1M1，结合胆红素19μmo1M1，丙氨酸转氨酶（A1T）65UM1，天冬氨酸转氨酶（AST）85UM1，凝血酶原时间（PT）20秒，凝血酶原活功度（PTA）0.41，血钠127mmo1M1。 住院第4、天复查：PT和PTA2分钟不凝（9月29日～10月12日期间5次监测），监测血小板呈进行性下降（血小板最低达17×109M1），部分凝血酶原时间（APTT）115秒，D－二聚体1.2mgM1（正常值0～0.3mgM1），纤维蛋白原1.1gM1（正常值2.0～4.0gM1），纤维蛋白（原）降解产物（FDP）＞50gM1（正常值5～10mgM1）。根据上述表述，患者合并有（）

A:特发性血小板减少性紫癜 B:弥散性血管内凝血 C:骨髓异常增生综合征 D:自身免疫性溶血性贫血 E:微血管损伤 F:肝硬化脾功能亢进加重

MIC50是指：

A:能杀死50%细菌的MIC值 B:能抑制50%细菌的MIC值 C:能抑制全部细菌的MIC值的一半 D:能杀死全部细菌的MIC值的一半 E:能杀死全部细菌的MIC值

P 50 是指

A:氧 含 量 50 ％ 时 氧 分 压值 B:氧 容 量 50 ％ 时 氧 分 压值 C:氧 饱 和 度 50 ％ 时 氧 分 压值分压 D:溶解氧量50％时氧分压值 E:动静脉血氧含量差的 50％时氧

P50是指:

A:使Hb氧饱和度达50%时的PO2 B:PO2为6.7 kPa(50mmHg)时的氧饱和度 C:PCO2为6.7 kPa(50mmHg)时的氧饱和度 D:PO2为正常值的50%的氧饱和度

P50是指

A:氧含量50%时氧分压值 B:氧容量50%时氧分压值 C:氧饱和度50%时氧分压值 D:溶解氧量50%时氧分压值 E:动-静脉血氧含量差的 50%时氧分压值