单选题下列哪项不符合呼吸性酸中毒合并代谢性酸中毒的血气检查结果A．PaCO2升高B．减少C．AB=SB≤正常值D．BE负值减小E．pH明湿降低
单选题哪项是慢性肺源性心脏病所不具备的( )(1992年)
单选题男性，41岁，因咳嗽、咳脓痰反复发作，间断咯血20余年，加重3天就诊。该患者有10年吸烟史，平均10支／天，已戒烟2年。查体左下肺可闻固定性湿啰音。胸片示双下肺纹理紊乱，以左下为著。最可能的诊断为
单选题
男性，48岁，因腹胀、乏力，腹部逐渐增大一个月，而入院治疗，查体:体温36.8℃，消瘦，巩膜轻度黄染，心肺无特殊所见，腹部膨隆呈蛙腹，无压痛及反跳痛，肝未触及，脾于肋下3.0cm，腹水征阳性。腹水常规检查Rivalta试验阳性，白细胞800×10的6次方/L蛋白定量30g/L，腹水葡萄糖定量3.4mmol/L。此腹水的主要形成机制以下列哪个可能性最大?
A、肝淋巴液生成过多
B、低白蛋白血症
C、自发性腹膜炎炎症渗出
D、结核性腹膜炎炎症渗出
E、继发性醛固酮增多
单选题HSV-2主要潜伏于
单选题在SLE应用激素冲击疗法中，下列哪项一般不是适应证A．急性肾衰竭B．NP狼疮的癫痫发作C．NP狼疮的明显精神症状D．严重溶血性贫血E．严重血小板减少性紫癜
单选题日本血吸虫成虫可导致
单选题男性，35岁，患肠易激综合征5年，近1个月来排便困难，粪便干结，伴失眠、焦虑。下列不宜选用的治疗药物是( )(2007年)
单选题关于氯霉素引起再生障碍性贫血的说法，下列哪项不正确A．用氯霉素引起的再生障碍性贫血发生率较对照组高6～20倍B．与用药剂量和疗程无关C．多数是不可逆的，即使停止用药，再生障碍性贫血仍继续发展D．可影响骨髓细胞成熟和抑制幼稚细胞增殖E．可能阻滞mRNA的功能
单选题A．尿糖(++++)，酮体阴性B．尿糖(++++)，酮体强阳性C．尿糖阴性，酮体阳性D．尿糖(+)，酮体阳性
单选题男性患者，30岁，近5月来常发上呼吸道感染，乏力、脸色苍白，2周来感病情加重。查体：双下肢散在出血点，巩膜无黄染，肝脾未触及。化验血Hb70g/L，RBC3．0×10
12
/L，WBC3．1×10
9
/L，Plt70×10
9
/L。
单选题不符合非ST段抬高性心肌梗死特点的是
单选题慢性支气管哮喘的主要肺功能损害是
单选题A．血吸虫病B．肠阿米巴病C．溃疡型肠结核D．克罗恩病
单选题下述哪项不是尖端扭转型室性心动过速心电图的特点( )(2006年)
单选题女，35岁，体检发现肝功能异常1周于2004年3月入院。体格检查：神清，皮肤巩膜无黄染，胸前有一蜘蛛痣，肝掌征(+)，肝、脾未扪及。实验室检查：ALT 250U／L，AST 130U／L，ALB 35g／L，GLB 38g／L，TB 17μmol／L。1989年曾因易感冒注射丙种球蛋白。本例最可能的临床诊断是
单选题下述哪项不是胺碘酮的常见药物不良反应( )(2001年)
单选题A．呆小症 B．巨人症 C．侏儒症 D．肢端肥大症
单选题A．普罗帕酮B．奎尼丁C．丙吡胺D．利多卡因E．胺碘酮
单选题Mourning the death of one of its own is perhaps the entertainment industry's most time-honored traditions. After an agonizing and prolonged decline, the long-suffering Vertically Integrated Media Conglomerate passed away. It's an idea that was born when Time Inc. merged with Warner Communications Corp. in 1989, to form Time Warner. It endured as the industry's prevailing business model for nearly a generation, spawning such clones and mongrel breeds as Viacom, News Corp and GE's NBC Universal. The vertically integrated media conglomerate was—or was supposed to be—many amazing things, giving a handful of companies unprecedented power over the media—and the chance to earn outsized profits in the process. But its defining characteristic was its sheer size, earning it a fitting nickname. Big Media. But the theory behind the strategy relied on more than size. Housed under one roof, a single Big Media entity would control the means of producing and distributing media content, from magazine and books to television shows and movies, from cartoons and theme parks to sports franchises and the cable networks that carry the games to recorded music labels and music publishers. In Time Warner's prototype of the model, it would control everything from the first letter of a Time magazine story or Warner Books novel to the last alphabet of the credits at the end of a Warner Brothers flick or HBO series based on the magazine story or the book division's fiction. For a time, Time Warner boasted a wide array of media assets. No more. On April 29, in a filing with the Securities and Exchange Commission, Time Warner CEO Jeff Bewkes officially announced the death of Big Media. Having sliced off Warner Music Group a few years ago and Time Warner Cable this year, Bewkes notified the SEC that he intended to soon spin off AOL—its greatest expansionary effort to achieve media greatness, a move that proved lethal. And now, even the corporate namesake, the magazine company Time Inc., has a funereal atmosphere about it. The entertainment industry is only the latest in which the idea of vertical integration failed to live up to its promise. Consider the experiences of the auto industry. Henry Ford was a huge believer in the concept. His River Rouge plant, which once built the Model A, had its own electricity plant and its own mill for turning iron ore into steel; the vast majority of the components that went into its cars were made onsite. Over time, however, this soup-to-nuts strategy came to be seen as inefficient, companies could obtain better prices and more flexibility by dealing with a competing band of outside suppliers. Over time, once vertically-integrated companies like Ford and General Motors have spun off their internal supply division to form standalone companies, in an attempt to try to create the flexible, leaner supply chains created by Honda and Toyota. So what was Big Media's legacy? It's bad form, of course, to speak ill of the departed, but the model has left mostly a negative mark on the media landscape and corporate America.