Premature Rupture of Membranes (PROM) with the resulting prematurity remains a major public health issue in the Democratic Republic of Congo (DRC). This study aimed to assess expectant management of PPROM before 34 we...Premature Rupture of Membranes (PROM) with the resulting prematurity remains a major public health issue in the Democratic Republic of Congo (DRC). This study aimed to assess expectant management of PPROM before 34 weeks at the university hospital of Kinshasa. We conducted a retrospective analysis of expectantly managed PROM before 34 weeks between January 2008 and December 2018. Maternal and fetal outcomes were collected, and all data were analyzed using the SPSS 23.0 software. Of the 113 patients included in the study, 2.6% were diagnosed with PROM before 34 weeks. We observed prolongation of the pregnancy duration;the median latency period was eight days, and the average gestational age at delivery of 32.85 ± 2.5 weeks. Chorioamnionitis (23%), severe oligoamnios (7%), and acute fetal distress (4%) were complications observed during the latency period. In the postpartum period, endometritis (6.2%), neonatal jaundice (39.8%), anemia (25.7%), ulcerative necrotizing enterocolitis (6.2%), cerebromeningeal hemorrhage (5.3%), and acute respiratory distress syndrome (4.4%) were complications observed. The risk of infection during the latency period was significantly associated with irregular (P = 0.045) or lack (P = 0.006) antenatal care (ANC) attendances and C-Reactive Protein (CRP) results 6 (P = 0.013). The risk of neonatal death was significantly associated to infection during the latency period (P = 0.011), irregular (P = 0.009) or lack of ANC (P = 0.000) attendances, Birth weight g (P = 0.039) as well as Gestational age at birth between 28 to 30 Weeks (S) (P = 0.021). These findings report first-time pregnancy outcomes related to the management of PPROM before 34 weeks in our setting. We found that the conservative attitude adopted allowed the prolongation of pregnancies, reducing the risks associated with prematurity. Nevertheless, attendance in good quality ANC could reduce the frequency of PROM and related adverse outcomes.展开更多
With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterp...With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterprises need to optimize the incentive mechanism of R&D staff,to arouse the R&D staff's enthusiasm and creativity,to adapt to the new market competition and further improve market value.Whilst the incentive mechanism optimizing processing needs to consider not only the changing market environment but also the personal and working characteristics of R&D staff.This paper summarizes the characteristics of the current Chinese power enterprises' R&D staff:staff's theory quality is high,but insensitive to the market;they are confronted with heavy workload and diversified job choices;managers can observe their behavior choices or not;besides,the process of R&D is complex and the market reactions of R&D achievements are uncertain.Based on the premise of the above features,two incentive models are established in this paper from the point of view of enterprise managers.One is for the situation when staff's behavior choices can be observed;the other is for the situation when staff's behavior choices cannot be observed.Through solving the model,we analyze the optimization path of electric power enterprises R&D staff incentive mechanism under these conditions:(1) when staff's behavior choices can be observed,managers can pay more to the R&D staff who develop products with higher output value,in order to encourage them to work harder.(2) when staff's behavior choices cannot be observed,managers should take reasonable strategies according to the different situations:a.when R&D staff incentive totally depend on the market value of the R&D achievements,managers should allocate workload rationally according to their different technical levels;b.when the market reactions of R&D results become more precarious,managers need to reduce the incentive intensity which based on the market value and raise their fixed salary level;c.when R&D staff become more risk averse,managers should reduce the incentive intensity which based on the market value and raise their fixed salary level;on the contrary,managers should improve the incentive intensity and reduce the fixed salary level.展开更多
How to manage the experience in IT R＆D department is vital for the IT company. The primary purpose of this paper is to probe into the natural character of the experience in IT R＆D department, and put forward the str...How to manage the experience in IT R＆D department is vital for the IT company. The primary purpose of this paper is to probe into the natural character of the experience in IT R＆D department, and put forward the strategy of how to manage it. The research on the strategies is applied in a mobile phone game software company to further validate its efficiency. The results indicate using the strategies of ＂a learning history＂ and ＂dynamic knowledge map＂ can improve the performance level and more attentions should focus on the relationship between people and how to communicate.展开更多
文摘Premature Rupture of Membranes (PROM) with the resulting prematurity remains a major public health issue in the Democratic Republic of Congo (DRC). This study aimed to assess expectant management of PPROM before 34 weeks at the university hospital of Kinshasa. We conducted a retrospective analysis of expectantly managed PROM before 34 weeks between January 2008 and December 2018. Maternal and fetal outcomes were collected, and all data were analyzed using the SPSS 23.0 software. Of the 113 patients included in the study, 2.6% were diagnosed with PROM before 34 weeks. We observed prolongation of the pregnancy duration;the median latency period was eight days, and the average gestational age at delivery of 32.85 ± 2.5 weeks. Chorioamnionitis (23%), severe oligoamnios (7%), and acute fetal distress (4%) were complications observed during the latency period. In the postpartum period, endometritis (6.2%), neonatal jaundice (39.8%), anemia (25.7%), ulcerative necrotizing enterocolitis (6.2%), cerebromeningeal hemorrhage (5.3%), and acute respiratory distress syndrome (4.4%) were complications observed. The risk of infection during the latency period was significantly associated with irregular (P = 0.045) or lack (P = 0.006) antenatal care (ANC) attendances and C-Reactive Protein (CRP) results 6 (P = 0.013). The risk of neonatal death was significantly associated to infection during the latency period (P = 0.011), irregular (P = 0.009) or lack of ANC (P = 0.000) attendances, Birth weight g (P = 0.039) as well as Gestational age at birth between 28 to 30 Weeks (S) (P = 0.021). These findings report first-time pregnancy outcomes related to the management of PPROM before 34 weeks in our setting. We found that the conservative attitude adopted allowed the prolongation of pregnancies, reducing the risks associated with prematurity. Nevertheless, attendance in good quality ANC could reduce the frequency of PROM and related adverse outcomes.
基金supported by 2016 annual North China Electric Power University undergraduate innovative training program research project(Grant No.20162183)
文摘With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterprises need to optimize the incentive mechanism of R&D staff,to arouse the R&D staff's enthusiasm and creativity,to adapt to the new market competition and further improve market value.Whilst the incentive mechanism optimizing processing needs to consider not only the changing market environment but also the personal and working characteristics of R&D staff.This paper summarizes the characteristics of the current Chinese power enterprises' R&D staff:staff's theory quality is high,but insensitive to the market;they are confronted with heavy workload and diversified job choices;managers can observe their behavior choices or not;besides,the process of R&D is complex and the market reactions of R&D achievements are uncertain.Based on the premise of the above features,two incentive models are established in this paper from the point of view of enterprise managers.One is for the situation when staff's behavior choices can be observed;the other is for the situation when staff's behavior choices cannot be observed.Through solving the model,we analyze the optimization path of electric power enterprises R&D staff incentive mechanism under these conditions:(1) when staff's behavior choices can be observed,managers can pay more to the R&D staff who develop products with higher output value,in order to encourage them to work harder.(2) when staff's behavior choices cannot be observed,managers should take reasonable strategies according to the different situations:a.when R&D staff incentive totally depend on the market value of the R&D achievements,managers should allocate workload rationally according to their different technical levels;b.when the market reactions of R&D results become more precarious,managers need to reduce the incentive intensity which based on the market value and raise their fixed salary level;c.when R&D staff become more risk averse,managers should reduce the incentive intensity which based on the market value and raise their fixed salary level;on the contrary,managers should improve the incentive intensity and reduce the fixed salary level.
文摘How to manage the experience in IT R＆D department is vital for the IT company. The primary purpose of this paper is to probe into the natural character of the experience in IT R＆D department, and put forward the strategy of how to manage it. The research on the strategies is applied in a mobile phone game software company to further validate its efficiency. The results indicate using the strategies of ＂a learning history＂ and ＂dynamic knowledge map＂ can improve the performance level and more attentions should focus on the relationship between people and how to communicate.
