Rokon+summary
(Rosenstock, 1988) Social Learning Theory and the Health Belief Model
(2)
Incentives Incentive (or reinforcement) is defined as the value of a particular object or outcome. The outcome may be health status, physical appearance, approval of others, economic gain, or other consequences. Behavior is regulated by its consequences (reinforcements), but only as those consequences are interpreted and understood by the individual.
Social Learning Theory and the Health Belief Model
Irwin M. Rosenstock, PhD Victor J. Strecher, PhD, MPH Marshall H. Becker, PhD, MPH
Model, social learning theory (recently relabelled social cognitive theory), self-efficacy, and locus of control have all been applied with varying success to problems of explaining, predicting, and influencing behavior. Yet, there is conceptual confusion among researchers and practitioners about the interrelationships of these theories and variables. This article attempts to show how these explanatory factors may be related, and in so doing, posits a revised explanatory model which incorporates self-efficacy into the Health Belief Model. Specifically, self-efficacy is proposed as a separate independent variable along with the traditional health belief variables of perceived susceptibility, severity, benefits, and barriers. Incentive to behave (health motivation) is also a component of the model. Locus of control is not included explicitly because it is believed to be incorporated within other elements of the model. It is predicted that the new formulation will more fully account for health-related behavior than did earlier formulations, and will suggest more effective behavioral
库克哈波评价表
库克哈波评价表
库克哈波评价表是用来评价市场营销和广告效果的一种工具。
它通常由两个维度构成,分别是康乐维度(Cook)和义务维度(Harpel)。
康乐维度(Cook)衡量了市场营销活动对目标受众的满意度和参与度。
它包括以下几个指标:
1. 认知度(Awareness):评估市场营销活动是否成功地让目标受众了解产品或品牌。
2. 兴趣(Interest):评估市场营销活动是否能够引起目标受众的兴趣,使他们对产品或品牌产生好奇心。
3. 意愿(Willingness):评估市场营销活动是否能够激发目标受众对产品或品牌的购买意愿。
义务维度(Harpel)衡量了市场营销活动对目标受众的参与度和行为影响。
它包括以下几个指标:
1. 参与度(Involvement):评估市场营销活动是否能够引起目标受众的参与和互动。
2. 行动(Action):评估市场营销活动是否能够促使目标受众采取行动,例如购买产品或参与推广活动。
3. 影响力(Influence):评估市场营销活动对目标受众的影响
程度,包括对其态度、行为和决策的影响等。
综合考虑康乐维度和义务维度的表现,可以得出市场营销活动的综合评价。
根据评价结果,可以对市场营销策略进行调整和优化,以提高广告效果和营销效益。
公共政策终结理论研究综述
公共政策终结理论研究综述摘要:政策终结是政策过程的一个环节,是政策更新、政策发展、政策进步的新起点。
政策终结是20世纪70年代末西方公共政策研究领域的热点问题。
公共政策终结是公共政策过程的一个重要阶段,对政策终结的研究不仅有利于促进政策资源的合理配置,更有利于提高政府的政策绩效。
本文简要回顾了公共政策终结研究的缘起、内涵、类型、方式、影响因素、促成策略以及发展方向等内容,希望能够对公共政策终结理论有一个比较全面深入的了解。
关键词:公共政策,政策终结,理论研究行政有着古老的历史,但是,在一个相当长的历史时期中,行政所赖以治理社会的工具主要是行政行为。
即使是公共行政出现之后,在一个较长的时期内也还主要是借助于行政行为去开展社会治理,公共行政与传统行政的区别在于,找到了行政行为一致性的制度模式,确立了行政行为的(官僚制)组织基础。
到了公共行政的成熟阶段,公共政策作为社会治理的一个重要途径引起了人们的重视。
与传统社会中主要通过行政行为进行社会治理相比,公共政策在解决社会问题、降低社会成本、调节社会运行等方面都显示出了巨大的优势。
但是,如果一项政策已经失去了存在的价值而又继续被保留下来了,就可能会发挥极其消极的作用。
因此,及时、有效地终结一项或一系列错误的或没有价值的公共政策,有利于促进公共政策的更新与发展、推进公共政策的周期性循环、缓解和解决公共政策的矛盾和冲突,从而实现优化和调整公共政策系统的目标。
这就引发了学界对政策终结理论的思考和探索。
自政策科学在美国诞生以来,公共政策过程理论都是学术界所关注的热点。
1956年,拉斯韦尔在《决策过程》一书中提出了决策过程的七个阶段,即情报、建议、规定、行使、运用、评价和终止。
此种观点奠定了政策过程阶段论在公共政策研究中的主导地位。
一时间,对于政策过程各个阶段的研究成为政策学界的主要课题。
然而,相对于其他几个阶段的研究来说,政策终结的研究一直显得非常滞后。
这种情况直到20世纪70年代末80年代初,才有了明显的改善。
外企hr常用英语单词 HR英文单词
外企hr常用英语单词 HR英文单词导读:就爱阅读网友为您分享以下“HR英文单词”资讯,希望对您有所帮助,感谢您对的支持!1. 人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)2.外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)1目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)3.工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary) 地区服务经理助理:(assistant district service manager)4.人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information2System,HRIS)5.招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6.选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)3结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7.组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD) 培训:(training) 开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8.企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD) 调查反馈:(survey feedback)4质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM) 团队建设:(team building) 9.职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)10.绩效评价绩效评价:(Performance Appraisal,PA) 小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method) 晕圈错误:(halo error)宽松:(leniency)严格:(strictness)53600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)11.报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation) 间接经济报酬:(indirect financial compensation) 非经济报酬:(no financial compensation) 公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile6Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)12.福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP) 值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)13.安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)14.员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)7产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations) 纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)AAction learning:行动学习Alternation ranking method:交替排序法Annual bonus:年终分红Application forms:工作申请表Appraisal interview:评价面试Aptitudes:资质Arbitration:仲裁Attendance incentive plan:参与式激励计划8Authority:职权BBehavior modeling:行为模拟Behaviorally anchored rating scale (bars):行为锚定等级评价法Benchmark job:基准职位Benefits:福利Bias:个人偏见Boycott:联合抵制Bumping/layoff procedures:工作替换/临时解雇程序Burnout:耗竭CCandidate-order error:候选人次序错误Capital accumulation program:资本积累方案Career anchors:职业锚Career cycle:职业周期Career planning and development:职业规划与职业发展 Case study method:案例研究方法Central tendency:居中趋势Citations:传讯Civil Rights Act:民权法Classes:类Classification (or grading) method:归类(或分级)法9Collective bargaining:集体谈判Comparable worth:可比价值Compensable factor:报酬因素Computerized forecast:计算机化预测Content validity:内容效度Criterion validity:效标效度Critical incident method:关键事件法DDavis-Bacon Act (DBA):戴维斯?佩根法案Day-to-day-collective bargaining:日常集体谈判Decline stage:下降阶段Deferred profit-sharing plan:延期利润分享计划Defined benefit:固定福利Defined contribution:固定缴款Department of Labor job analysis:劳工部工作分析法Discipline:纪律Dismissal:解雇;开除Downsizing:精简EEarly retirement window:提前退休窗口Economic strike:经济罢工Edgar Schein:艾德加?施恩10Employee compensation:职员报酬Employee orientation:雇员上岗引导Employee Retirement Income Security Act (ERISA) :雇员退休收入保障法案 Employee services benefits:雇员服务福利Employee stock ownership plan (ESOP) :雇员持股计划Equal Pay Act:公平工资法Establishment stage:确立阶段Exit interviews:离职面谈Expectancy chart:期望图表Experimentation:实验Exploration stage:探索阶段FFact-finder:调查Fair day”s work:公平日工作Fair Labor Standards Act:公平劳动标准法案Flexible benefits programs:弹性福利计划Flex place:弹性工作地点Flextime:弹性工作时间Forced distribution method:强制分布法Four-day workweek:每周4天工作制Frederick Taylor:弗雷德里克?泰罗11Functional control:职能控制Functional job analysis:功能性工作分析法GGeneral economic conditions:一般经济状况Golden offerings:高龄给付Good faith bargaining:真诚的谈判Grade description:等级说明书Grades:等级Graphic rating scale:图尺度评价法Grid training:方格训练Grievance:抱怨Grievance procedure:抱怨程序Group life insurance:团体人寿保险Group pension plan:团体退休金计划Growth stage:成长阶段Guarantee corporation:担保公司Guaranteed fair treatment:有保证的公平对待Guaranteed piecework plan:有保障的计件工资制 Gain sharing:收益分享HHalo effect:晕轮效应Health maintenance organization (HMO) :健康维持组织12IIllegal bargaining:非法谈判项目Impasse:僵持Implied authority:隐含职权Incentive plan:激励计划Individual retirement account (IRA) :个人退休账户 In-house development center:企业内部开发中心 Insubordination:不服从13。
计量经济学期末考试试题及答案
云南财经大学《计量经济学》课程期末考试卷(一)一、单项选择题(每小题1分,共20分)1、计量经济模型是指【 】A 、 投入产出模型B 、数学规划模型C 、包含随机方程的经济数学模型D 、 模糊数学模型2、计量经济模型的基本应用领域有【 】A 、结构分析 、经济预测、政策评价B 、弹性分析、乘数分析、政策模拟C 、消费需求分析、生产技术分析、市场均衡分析D 、季度分析、年度分析、中长期分析3、以下模型中正确的是【 】A 、 e 87X .022.1Yˆ++= B 、μ++=99X .034.12Y C 、 e 99X .034.12Y ++= D 、e X Y 10++=ββ4、产量x (台)与单位产品成本y (元/台)之间的回归方程为yˆ=356-1。
5x ,这说明【 】A 、产量每增加一台,单位产品成本增加356元B 、 产量每增加一台,单位产品成本减少1.5元C 、产量每增加一台,单位产品成本平均增加356元D 、产量每增加一台,单位产品成本平均减少1。
5元5、以y 表示实际观测值,yˆ表示回归估计值,则用普通最小二乘法得到的样本回归直线ii x y 10ˆˆˆββ+=满足【 】 A 、)ˆ(i i yy -∑=0 B 、 2)ˆ(y y i -∑=0 C 、 2)ˆ(i i yy -∑=0 D 、2)(y y i -∑=0 6、以下关于用经济计量模型进行预测出现误差的原因,正确的说法是【 】A 、只有随机因素B 、只有系统因素C 、既有随机因素,又有系统因素D 、 A 、B 、C 都不对7、下列模型中拟合优度最高的是【 】A 、 n=25,k=4,2R =0。
92B 、n=10,k=3,2R =0。
90C 、n=15,k=2,2R =0.88D 、n=20,k=5,94.0R 2=8、下列模型不是线性回归模型的是:【 】A 、)/1(21i i XB B Y += B 、 i i i u LnX B B Y ++=21C 、i i i u X B B LnY ++=21D 、 i i i u LnX B B LnY ++=219、以下检验异方差的方法中最具一般性是【 】A 、Park 检验B 、 戈里瑟检验C 、Goldfeld-Quandt 检验D 、White 检验10、当模型的随机误差项出现序列相关时,【 】不宜用于模型的参数估计A 、 OLSB 、 GLSC 、 一阶差分法D 、 广义差分法11、已知在D-W 检验中,d=1。
扎根理论在营销研究中的应用探讨
扎根理论在营销研究中的应用探讨王汪帅;张新安;刘慧华【摘要】扎根理论是一种重要的定性研究方法,最早诞生于社会学,后在许多社会科学领域得到应用.使用扎根理论之前需要阅读大量文献以培养理论敏感度.而在数据处理方面,扎根理论主要依赖于编码技术,包括主轴编码、开放式编码以及选择性编码.需要注意的是扎根理论不等同于内容分析.在未来的营销学研究中,扎根理论应该更广泛地被应用于面对新话题时的理论构建、进行可重复性研究、过程模型问题以及涉及多变量的复杂问题.【期刊名称】《北京航空航天大学学报(社会科学版)》【年(卷),期】2018(031)006【总页数】9页(P60-68)【关键词】扎根理论;定性研究法;理论构建;营销学;自然主义【作者】王汪帅;张新安;刘慧华【作者单位】上海交通大学安泰经济与管理学院,上海200030;上海交通大学安泰经济与管理学院,上海200030;上海交通大学安泰经济与管理学院,上海200030【正文语种】中文【中图分类】C93-03一、引言扎根理论(grounded theory)最早从社会学研究中发展出来,经过不断的演化,其应用范围已经扩展到社会学之外的诸多领域,成为一种非常重要的定性研究方法。
[1]近些年,采用扎根理论的研究论文越来越多地出现在营销学研究领域的顶级期刊上。
然而,在这些研究中,学者们对于扎根理论的使用却不像定量研究方法那样有章可循,由于缺乏标准化的程序和具体实施步骤,对扎根理论研究步骤的描述总是给人一种语焉不详的感觉,甚至经常会发现不同论文中相互矛盾的情况,在很大程度上制约了采用这种方法所得出结论的可靠性。
文章对扎根理论的起源发展、适用范围和研究步骤进行了详细的介绍,在澄清相关的核心概念之后,梳理了采用扎根理论作为研究方法的文献,分析了这些文献在使用扎根理论时的共性和差异,分析了一些常见的误解,并讨论了使用扎根理论进行营销学研究时所需要遵循的规范以及所需要注意的事项。
勇气 英语作文
Courage is a fundamental human virtue that enables individuals to face challenges and overcome obstacles.It is the inner strength that propels us to act despite fear or uncertainty.Here are some key aspects of courage that can be explored in an English essay:1.Definition of Courage:Courage can be defined as the ability to confront fear,pain, danger,or intimidation.It is not the absence of fear but the mastery of it.2.Types of Courage:There are various forms of courage,including physical courage, moral courage,and social courage.Physical courage is the bravery shown in the face of physical danger.Moral courage refers to standing up for ones beliefs even when they are unpopular.Social courage is the ability to face social disapproval or rejection.3.Historical Examples:Throughout history,there have been numerous examples of courageous individuals who have changed the course of events.Examples include Martin Luther King Jr.s fight for civil rights,Joan of Arcs leadership in battle,and Mahatma Gandhis nonviolent resistance.4.Courage in Everyday Life:Courage is not only displayed in grand gestures but also in everyday acts.It can be as simple as admitting a mistake,standing up to a bully,or making a difficult decision that is right but not easy.5.Importance of Courage:Courage is essential for personal growth and societal progress. It allows individuals to take risks,innovate,and challenge the status quo,leading to advancements in various fields.6.Cultivating Courage:Courage can be developed and strengthened over time.It involves building selfconfidence,understanding ones values,and practicing resilience in the face of adversity.7.Courage and Fear:Courage does not mean being fearless rather,it is about acknowledging fear and taking action despite it.It is about having the determination to move forward even when faced with daunting challenges.8.Courage and Leadership:Courageous leaders inspire others to face challenges and take risks.They set an example by demonstrating resilience and the willingness to make tough decisions.9.Courage in Literature and Film:Many works of literature and film explore the theme of courage,providing insights into the human spirit and the complexities of facingadversity.Characters like Atticus Finch in To Kill a Mockingbird and Frodo Baggins in The Lord of the Rings are celebrated for their courage.10.The Consequences of Courage:Acting with courage can lead to both positive and negative outcomes.While it can result in personal growth and societal change,it can also lead to personal sacrifice and potential backlash.11.Courage and Moral Dilemmas:Sometimes,courage involves making difficult moral choices,such as whistleblowing or standing up against corruption,even when it could lead to personal harm.12.The Role of Courage in Society:In a society that often values conformity,courage is needed to challenge norms and advocate for change.It is a catalyst for social justice and equality.In conclusion,courage is a multifaceted concept that goes beyond mere bravery in the face of danger.It encompasses a wide range of actions and attitudes that contribute to personal development and societal advancement.By understanding and embracing courage,individuals can make a positive impact on the world around them.。
如何经营台球室英文作文
如何经营台球室英文作文英文:Running a pool room can be a challenging but rewarding business. There are a few key strategies that I have foundto be effective in managing a successful pool room.First and foremost, it's important to create a welcoming and inviting atmosphere for customers. This means keeping the space clean and well-maintained, and providing comfortable seating and good lighting. I also make sure to have a variety of pool tables available, so that customersof all skill levels can find a table that suits their needs.In addition to the physical space, I also focus on creating a positive and friendly environment. This means hiring staff who are knowledgeable about the game of pool and who can provide excellent customer service. I also encourage a sense of community among my customers, by hosting tournaments and events that bring people together.Another important aspect of running a pool room is managing the financial side of the business. This includes setting reasonable prices for table rental and drinks, as well as keeping track of expenses and revenue. I also look for opportunities to increase revenue, such as offering pool lessons or selling pool-related merchandise.Finally, I have found that effective marketing is crucial for bringing in new customers and keeping existing ones engaged. I use social media to promote events and specials, and I also partner with local businesses and organizations to cross-promote.Overall, running a successful pool room requires a combination of creating a welcoming atmosphere, managing the business side effectively, and engaging with customers on a personal level.中文:经营台球室是一项具有挑战性但又令人满足的业务。
Evidence on the Trade-Off between Real Activities Manipulation and Accrual-Based Earnings Management
Evidence on the trade-off between real activities manipulation and accrual-based earningsmanagementAmy Y. ZangThe Hong Kong University of Science and TechnologyAbstract: I study whether managers use real activities manipulation and accrual-based earnings management as substitutes in managing earnings. I find that managers trade off the two earnings management methods based on their relative costs and that managers adjust the level of accrual-based earnings management according to the level of real activities manipulation realized. Using an empirical model that incorporates the costs associated with the two earnings management methods and captures managers’ sequential decisions, I document large sample evidence consistent with managers using real activities manipulation and accrual-based earnings management as substitutes.Keywords:real activities manipulation, accrual-based earnings management, trade-off Data Availability:Data are available from public sources indicated in the text.I am grateful for the guidance from my dissertation committee members, Jennifer Francis (chair), Qi Chen, Dhananjay Nanda, Per Olsson and Han Hong. I am also grateful for the suggestions and guidance received from Steven Kachelmeier (senior editor), Dan Dhaliwal and two anonymous reviewers. I thank Allen Huang, Moshe Bareket, Yvonne Lu, Shiva Rajgopal, Mohan Venkatachalam and Jerry Zimmerman for helpful comments. I appreciate the comments from the workshop participants at Duke University, University of Notre Dame, University of Utah, University of Arizona, University of Texas at Dallas, Dartmouth College, University of Oregon, Georgetown University, University of Rochester, Washington University in St. Louis and the HKUST. I gratefully acknowledge the financial support from the Fuqua School of Business at Duke University, the Deloitte Foundation, University of Rochester and the HKUST. Errors and omissions are my responsibility.I.INTRODUCTIONI study how firms trade off two earnings management strategies, real activities manipulation and accrual-based earnings management, using a large sample of firms over 1987–2008. Prior studies have shown evidence of firms altering real activities to manage earnings (e.g., Roychowdhury 2006; Graham et al. 2005) and evidence that firms make choices between the two earnings management strategies (Cohen et al. 2008; Cohen and Zarowin 2010; Badertscher 2011). My study extends research on the trade-off between real activities manipulation and accrual-based earnings management by documenting a set of variables that explain the costs of both real and accrual earnings management. I provide evidence for the trade-off decision as a function of the relative costs of the two activities and show that there is direct substitution between them after the fiscal year end due to their sequential nature.Real activities manipulation is a purposeful action to alter reported earnings in a particular direction, which is achieved by changing the timing or structuring of an operation, investment or financing transaction, and which has suboptimal business consequences. The idea that firms engage in real activities manipulation is supported by the survey evidence in Graham et al. (2005).1 They report that 80 percent of surveyed CFOs stated that, in order to deliver earnings, they would decrease research and development (R&D), advertising and maintenance expenditures, while 55 percent said they would postpone a new project, both of which are real activities manipulation.1 In particular, Graham et al. (2005) note that: “The opinion of many of the CFOs is that every companywould/should take actions such of these [real activities manipulation] to deliver earnings, as long as the real sacrifices are not too large and as long as the actions are within GAAP.” Graham et al. further conjecture that CFOs’ greater emphasis on real activities manipulation rather than accrual-based earnings management may be due to their reluctance to admit to accounting-based earnings management in the aftermath of the Enron and Worldcom accounting scandals.Unlike real activities manipulation, which alters the execution of a real transaction taking place during the fiscal year, accrual-based earnings management is achieved by changing the accounting methods or estimates used when presenting a given transaction in the financial statements. For example, changing the depreciation method for fixed assets and the estimate for provision for doubtful accounts can bias reported earnings in a particular direction without changing the underlying transactions.The focus of this study is on how managers trade off real activities manipulation and accrual-based earnings management. This question is important for two reasons. First, as mentioned by Fields et al. (2001), examining only one earnings management technique at a time cannot explain the overall effect of earnings management activities. In particular, if managers use real activities manipulation and accrual-based earnings management as substitutes for each other, examining either type of earnings management activities in isolation cannot lead to definitive conclusions. Second, by studying how managers trade off these two strategies, this study sheds light on the economic implications of accounting choices; that is, whether the costs that managers bear for manipulating accruals affect their decisions about real activities manipulation. As such, the question has implications about whether enhancing SEC scrutiny or reducing accounting flexibility in GAAP, for example, might increase the levels of real activities manipulation engaged in by firms.I start by analyzing the implications for managers’ trade-off decisions due to the different costs and timing of the two earnings management strategies. First, because both are costly activities, firms trade off real activities manipulation versus accrual-based earnings management based on their relative costliness. That is, when one activity is relatively more costly, firms engage in more of the other. Because firms face different costs and constraints for the twoearnings management approaches, they show differing abilities to use the two strategies. Second, real activities manipulation must occur during the fiscal year and is realized by the fiscal year end, after which managers still have the chance to adjust the level of accrual-based earnings management. This timing difference implies that managers would adjust the latter based on the outcome of real activities manipulation. Hence, there is also a direct, substitutive relation between the two: if real activities manipulation turns out to be unexpectedly high (low), managers will decrease (increase) the amount of accrual-based earnings management they carry out.Following prior studies, I examine real activities manipulation through overproduction and cutting discretionary expenditures (Roychowdhury 2006; Cohen et al. 2008; Cohen and Zarowin 2010). I test the hypotheses using a sample of firms that are likely to have managed earnings. As suggested by prior research, earnings management is likely to occur when firms just beat/meet an important earnings benchmark (Burgstahler and Dichev 1997; DeGeorge et al. 1999). Using a sample containing more than 6,500 earnings management suspect firm-years over the period 1987–2008, I show the empirical results that real activities manipulation is constrained by firms’ competitive status in the industry, financial health, scrutiny from institutional investors, and the immediate tax consequences of manipulation. The results also show that accrual-based earnings management is constrained by the presence of high-quality auditors; heightened scrutiny of accounting practice after the passage of the Sarbanes-Oxley Act (SOX); and firms’ accounting flexibility, as determined by their accounting choices in prior periods and the length of their operating cycles. I find significant positive relations between the level of real activities manipulation and the costs associated with accrual-based earnings management, and also between the level of accrual-based earnings management and the costs associated with realactivities manipulation, supporting the hypothesis that managers trade off the two approaches according to their relative costliness. There is a significant and negative relation between the level of accrual-based earnings management and the amount of unexpected real activities manipulation, consistent with the hypothesis that managers “fine-tune” accruals after the fiscal year end based on the realized real activities manipulation. Additional Hausman tests show results consistent with the decision of real activities manipulation preceding the decision of accrual-based earnings management.Two recent studies have examined the trade-off between real activities manipulation and accrual-based earnings management. Cohen et al. (2008) document that, after the passage of SOX, the level of accrual-based earnings management declines, while the level of real activities manipulation increases, consistent with firms switching from the former to the latter as a result of the post-SOX heightened scrutiny of accounting practice. Cohen and Zarowin (2010) show that firms engage in both forms of earnings management in the years of a seasoned equity offering (SEO). They show further that the tendency for SEO firms to use real activities manipulation is positively correlated with the costs of accrual-based earnings management in these firms.2 Compared to prior studies, this study contributes to the earnings management literature by providing a more complete picture of how managers trade off real activities manipulation and accrual-based earnings management. First, it documents the trade-off in a more general setting by using a sample of firms that are likely to have managed earnings to beat/meet various earnings targets. The evidence for the trade-off decisions discussed in this study does not depend on a specific period (such as around the passage of SOX, as in Cohen et al. 2008) or a significant corporate event (such as a SEO, as in Cohen and Zarowin 2010).2 Cohen and Zarowin (2010) do not examine how accrual-based earnings management for SEO firms varies based on the costs of real and accrual earnings management.Second, to my knowledge, mine is the first study to identify a set of costs for real activities manipulation and to examine their impact on both real and accrual earnings management activities. Prior studies (Cohen et al. 2008; Cohen and Zarowin 2010) only examine the costs of accrual-based earnings management. By including the costs of real activities manipulation, this study provides evidence for the trade-off as a function of the relative costs of the two approaches. That is, the level of each earnings management activity decreases with its own costs and increases with the costs of the other. In this way, I show that firms prefer different earnings management strategies in a predictive manner, depending on their operational and accounting environment.Third, I consider the sequential nature of the two earnings management strategies. Most prior studies on multiple accounting and/or economic choices implicitly assume that managers decide on multiple choices simultaneously without considering the sequential decision process as an alternative process (Beatty et al. 1995; Hunt et al. 1996; Gaver and Paterson 1999; Barton 2001; Pincus and Rajgopal 2002; Cohen et al. 2008; Cohen and Zarowin 2010). In contrast, my empirical model explicitly considers the implication of the difference in timing between the two earnings management approaches. Because real activities manipulation has to occur during the fiscal year, but accrual manipulation can occur after the fiscal year end, managers can adjust the extent of the latter based on the realized outcomes of the former. I show that, unlike the trade-off during the fiscal year, which is based on the relative costliness of the two strategies, there is a direct substitution between the two approaches at year end when real activities manipulation is realized. Unexpectedly high (low) real activities manipulation realized is directly offset by a lower (higher) amount of accrual earnings management.Section II reviews relevant prior studies. Section III develops the hypotheses. Section IV describes the research design, measurement of real activities manipulation, accrual-based earnings management and independent variables. Section V reports sample selection and empirical results. Section VI concludes and discusses the implications of my results.II.RELATED LITERATUREThe extensive literature on earnings management largely focuses on accrual-based earnings management (reviewed by Schipper 1989; Healy and Wahlen 1999; Fields et al. 2001). A smaller stream of literature investigates the possibility that managers manipulate real transactions to distort earnings. Many such studies examine managerial discretion over R&D expenditures (Baber et al. 1991; Dechow and Sloan 1991; Bushee 1998; Cheng 2004). Other types of real activities manipulation that have been explored include cutting advertising expenditures (Cohen et al. 2010), stock repurchases (Hribar et al. 2006), sales of profitable assets (Herrmann et al. 2003; Bartov 1993), sales price reductions (Jackson and Wilcox 2000), derivative hedging (Barton 2001; Pincus and Rajgopal 2002), debt-equity swaps (Hand 1989), and securitization (Dechow and Shakespeare 2009).The prevalence of real activities manipulation as an earnings management tool was not well understood until recent years. Graham et al. (2005) survey more than 400 executives and document the widespread use of real activities manipulation. Eighty percent of the CFOs in their survey stated that, in order to meet an earnings target, they would decrease expenditure on R&D, advertising and maintenance, while 55 percent said they would postpone a new project, even if such delay caused a small loss in firm value. Consistent with this survey, Roychowdhury (2006) documents large-sample evidence suggesting that managers avoid reporting annual losses ormissing analyst forecasts by manipulating sales, reducing discretionary expenditures, and overproducing inventory to decrease the cost of goods sold, all of which are deviations from otherwise optimal operational decisions, with the intention of biasing earnings upward.Recent research has started to examine the consequence of real activities manipulation. Gunny (2010) finds that firms that just meet earnings benchmarks by engaging in real activities manipulation have better operating performance in the subsequent three years than do firms that do not engage in real activities manipulation and miss or just meet earnings benchmarks. Bhojraj et al. (2009), on the other hand, show that firms that beat analyst forecasts by using real and accrual earnings management have worse operating performance and stock market performancein the subsequent three years than firms that miss analyst forecasts without earnings management.Most previous research on earnings management examines only one earnings management tool in settings where earnings management is likely to occur (e.g., Healy 1985; Dechow and Sloan 1991; Roychowdhury 2006). However, given the portfolio of earnings management strategies, managers probably use multiple techniques at the same time. A few prior studies (Beatty et al. 1995; Hunt et al. 1996; Gaver and Paterson 1999; Barton 2001; Pincus and Rajgopal 2002; Cohen et al. 2008; Cohen and Zarowin 2010; Badertscher 2011) examine how managers use multiple accounting and operating measures to achieve one or more goals.Beatty et al. (1995) study a sample of 148 commercial banks. They identify two accrual accounts (loan loss provisions and loan charge-offs) and three operating transactions (pension settlement transactions, miscellaneous gains and losses due to asset sales, and issuance of new securities) that these banks can adjust to achieve three goals (optimal primary capital, reported earnings and taxable income levels). The authors construct a simultaneous equation system, in which the banks minimize the sum of the deviations from the three goals and from the optimallevels of the five discretionary accounts.3 They find evidence that some, but not all, of the discretionary accounts (including both accounting choices and operating transactions) are adjusted jointly for some of the objectives identified.Barton (2001) and Pincus and Rajgopal (2002) study how firms manage earning volatility using a sample of Fortune 500, and oil and gas, firms respectively. Both studies use simultaneous equation systems, in which derivative hedging and accrual management are simultaneously determined to manage earnings volatility. Barton (2001) suggests that the two activities are used as substitutes, as evidenced by the negative relation between the two after controlling for the desired level of earnings volatility. Pincus and Rajgopal (2002) find similar negative relation, but only in the fourth quarter.There are two limitations in the approach taken by the above studies. First, in the empirical tests, they assume that the costs of adjusting discretionary accounts are constant across all firms and hence do not generate predictions or incorporate empirical proxies for the costs. In other words, they do not consider that discretion in some accounts is more costly to adjust for some firms. Hence, these studies fail to consider the trade-off among different tools due to their relative costs. Second, they assume all decisions are made simultaneously. If some decisions are made before others, this assumption can lead to misspecification in their equation system.Badertscher (2011) examines overvaluation as an incentive for earnings management. He finds that during the sustained period of overvaluation, managers use accrual earnings management in early years, real activities manipulation in later years, and non-GAAP earnings management as a last resort. He claims that the duration of overvaluation is an important determinant in managers’ choice of earnings management approaches, but he does not model the3Hunt et al. (1996) and Gaver and Paterson (1999) follow Beatty et al. (1995) and construct similar simultaneous equation systems.trade-off between real activities manipulation and accrual-based earnings management based on their relative costliness, nor does his study examine the implication of the sequential nature of the two activities during the year.Two recent studies examine the impact of the costs of accrual-based earnings management on the choice of earnings management strategies. Cohen et al. (2008) show that, on average, accrual-based earnings management declines, but real activities manipulation increases, after the passage of SOX. They focus on one cost of accrual-based earnings management, namely the heightened post-SOX scrutiny of accounting practice, and its impact on the levels of real and accrual earnings management. Using a sample of SEO firms, Cohen and Zarowin (2010) examine several costs of accrual-based earnings management and show that they are positively related to the tendency to use real activities manipulation in the year of a SEO. Neither study examines the costs of real activities manipulation or considers the sequential nature of the two strategies. Hence, they do not show the trade-off decision as a function of the relative costs of the two strategies or the direct substitution between the two after the fiscal year end.III.HYPOTHESES DEVELOPMENTConsistent with prior research on multiple earnings management strategies, I predict that managers use real activities manipulation and accrual-based earnings management as substitutes to achieve the desired earnings targets. Unlike prior research, however, I investigate the differences in the costs and timing of real activities manipulation and accrual-based earnings management, and their implications for managers’ trade-off decisions.Both real activities manipulation and accrual-based earnings management are costly activities. Firms are likely to face different levels of constraints for each strategy, which will leadto varying abilities to use them. A manager’s trade-off decision, therefore, depends on the relative costliness of the two earnings management methods, which is in turn determined by the firm’s operational and accounting environment. That is, given the desired level of earnings, when discretion is more constrained for one earnings management tool, the manager will make more use of the other. This expectation can be expressed as the following hypothesis: H1: Other things being equal, the relative degree of accrual-based earnings management vis-à-vis real activities manipulation depends on the relative costs of each action.Accrual-based earnings management is constrained by scrutiny from outsiders and the available accounting flexibility. For example, a manager might find it harder to convince a high-quality auditor of his/her aggressive accounting estimates than a low-quality auditor. A manager might also feel that accrual-based earnings management is more likely to be detected when regulators heighten scrutiny of firms’ accounting practice. Other than scrutiny from outsiders, accrual-based earnings management is constrained by the flexibility within firms’ accounting systems. Firms that are running out of such flexibility due to, for example, their having made aggressive accounting assumptions in the previous periods, face an increasingly high risk of being detected by auditors and violating GAAP with more accrual-based earnings management. Hence, I formulate the following two subsidiary hypotheses to H1:H1a: Other things being equal, firms facing greater scrutiny from auditors and regulators have a higher level of real activities manipulation.H1b: Other things being equal, firms with lower accounting flexibility have a higher level of real activities manipulation.Real activities manipulation, as a departure from optimal operational decisions, is unlikely to increase firms’ long-term value. Some managers might find it particularly costly because theirfirms face intense competition in the industry. Within an industry, firms are likely to face various levels of competition and, therefore, are under different amounts of pressure when deviating from optimal business strategies. Management research (as reviewed by Woo 1983) shows that market leaders enjoy more competitive advantages than do followers, due to their greater cumulative experience, ability to benefit from economies of scale, bargaining power with suppliers and customers, attention from investors, and influence on their competitors. Therefore, managers in market-leader firms may perceive real activities manipulation as less costly because the erosion to their competitive advantage is relatively small. Hence, I predict the following: H1c: Other things being equal, firms without market-leader status have a higher level of accrual-based earnings management.For a firm in poor financial health, the marginal cost of deviating from optimal business strategies is likely to be high. In this case, managers might perceive real activities manipulation as relatively costly because their primary goal is to improve operations. This view is supported by the survey evidence documented by Graham et al. (2005), who find that CFOs admit that if the company is in a “negative tailspin,” managers’ efforts to survive will dominate their reporting concerns. This reasoning leads to the following subsidiary hypothesis to H1: H1d: Other things being equal, firms with poor financial health have a higher level of accrual-based earnings management.Managers might find it difficult to manipulate real activities when their operation is being monitored closely by institutional investors. Prior studies suggest that institutional investors play a monitoring role in reducing real activities manipulation.4 Bushee (1998) finds that, when4 However, there is also evidence that “transient” institutions, or those with high portfolio turnover and highly diversified portfolio holdings, increase managerial myopic behavior (e.g., Porter 1992; Bushee 1998; Bushee 2001). In this study, I focus on the average effect of institutional ownership on firms’ earnings management activities without looking into the investment horizon of different institutions.institutional ownership is high, firms are less likely to cut R&D expenditure to avoid a decline in earnings. Roychowdhury (2006) also finds a negative relation between institutional ownership and real activities manipulation to avoid losses. Unlike accrual-based earnings management, real activities manipulation has real economic consequences for firms’ long-term value. Institutional investors, being more sophisticated and informed than other investors, are likely to have a better understanding of the long-term implication of firms’ operating decisions, leading to more effort to monitor and curtail real activities manipulation than accrual-based earnings management, as predicted in the following subsidiary hypothesis:H1e: Other things being equal, firms with higher institutional ownership have a higher level of accrual-based earnings management.Real activities manipulation is also costly due to tax incentives. It might be subject to a higher level of book-tax conformity than accrual-based earnings management, because the former has a direct cash flow effect in the current period, while the latter does not. Specifically, when firms increase book income by cutting discretionary expenditures or by overproducing inventory, they also increase taxable income and incur higher tax costs in the current period.5 In contrast, management of many accrual accounts increases book income without current-period tax consequences. For example, increasing the estimated useful lives of long-term assets, decreasing write-downs for impaired assets, recognizing unearned revenue aggressively, and decreasing bad debt expense can all increase book income without necessarily increasing current-year taxable income. Therefore, for firms with higher marginal tax rates, the net present value of the tax costs associated with real activities manipulation is likely to be higher than that of accrual-based earnings management, leading to the following prediction:5Other types of real activities manipulation, such as increasing sales by discounts and price cuts, and sale of long-term assets, are also book-tax conforming earnings management.H1f: Other things being equal, firms with higher marginal tax rates have a higher level of accrual-based earnings management.Another difference between the two earnings management strategies that will influence managers’ trade-off decisions is their different timing. H1 predicts that the two earnings management strategies are jointly determined and the trade-off depends on their relative costliness. However, a joint decision does not imply a simultaneous decision. Because real activities manipulation changes the timing and/or structuring of business transactions, such decisions and activities have to take place during the fiscal year. Shortly after the year end, the outcome of the real activities manipulation is revealed, and managers can no longer engage in it. Note that, when a manager alters real business decisions to manage earnings, s/he does not have perfect control over the exact amount of the real activities manipulation attained. For example, a pharmaceutical company cuts current-period R&D expenditure by postponing or cancelling development of a certain drug. This real decision can include a hiring freeze and shutting down the research site. The manager may be able to make a rough estimate of the dollar amount of the impact on R&D expenditure from these decisions, but s/he does not have perfect information about it.6 Therefore, managers face uncertainty when they execute real activities manipulation. After the fiscal year end, the realized amount of the real activities manipulation could be higher or lower than the amount originally anticipated.On the other hand, after the fiscal year end but before the earnings announcement date, managers can still adjust the accruals by changing the accounting estimates or methods. In addition, unlike real activities manipulation, which distorts earnings by executing transactions6 Another example is reducing travelling expenditures by requiring employees to fly economy class instead of allowing them to fly business class. This change could be suboptimal because employees might reduce the number of visit they make to important clients or because employees’ morale might be adversely impacted, leading to greater turnover. The manager cannot know for certain the exact amount of SG&A being cut, as s/he does not know the number of business trips taken by employees during the year.。
反刍思维量表的英文
反刍思维量表的英文英文回答:The Rumination Response Scale (RRS) is a widely used self-report measure of rumination, a cognitive process characterized by repetitive and passive thoughts aboutone's problems. The RRS is designed to assess the frequency and intensity of ruminative thoughts, as well as the degree to which individuals engage in specific ruminative behaviors.The RRS consists of 22 items that are rated on a 4-point Likert scale, ranging from 1 (almost never) to 4 (almost always). The items cover a range of ruminative thoughts and behaviors, including:Repetitive thoughts: "I go over and over the same thoughts in my head."Passive thoughts: "I just can't seem to stop thinkingabout my problems."Focusing on negative aspects: "I focus on the worst possible outcomes."Self-blaming thoughts: "I blame myself for everything that goes wrong."Brooding: "I dwell on my problems and can't seem tolet them go."The RRS has been extensively validated in numerous studies and has been shown to have good reliability and validity. It has been used to assess rumination in avariety of populations, including clinical and non-clinical samples. The RRS is a valuable tool for researchers and clinicians who are interested in understanding and measuring rumination.中文回答:反刍思维量表(RRS)是一种广泛使用的自我报告反刍思维的测量工具,反刍思维是一种以重复和消极地思考自己的问题为特征的认知过程。
压裂基础知识
Optimum Fracture Geometry?
Yes
Design Treatment for Optimum Fracture Geometry Using Fracture Simulator
No
Preliminary Treatment Schedule
SRT Schedule Minifrac Schedule
式中: m =
162.6 qm
kh
API 表皮系数计算公式:-
根据测试数据计算
表皮系数
大多数井的表皮系数在2~50之间, 尽管有的高渗井可能高达200
S = 0 理想井 S > 0 真实 (被伤害的) 井 S < 0 增产井(采取增产措施后)
支撑剂
6.闭合应力
01
添加标题
闭合应力越大,渗透率越低,
02
添加标题
通常是支撑剂产生的粉末造成的
03
添加标题
闭合应力越大,需要的材料强度越高
支撑剂
非达西流 在高流速下发现附加压降 圆球度越低、颗粒尺寸分布越不均匀 则附加压降越大
支撑剂
8.多相流
相对渗透率影响 与非达西流一样,降低有效渗透率
支撑剂
Example Treatments
Obtain Well data: Logs, DST’s, Mud Logs, Production History (if any), PVT Data, Completion Diagram, Previous Treatments
Use Frac Model Production Simulator
0% 压裂液,防砂液
至
聚合物浓度
水基压裂液
EXECUTIVE SUMMARY..........................................................................
The ITS-IDEA program is jointly funded by the U.S. Department of Transportation’s Federal Highway Administration, National Highway Traffic Safety Administration, and Federal Railroad Administration. For information on the IDEA Program contact Dr. K. Thirumalai, IDEA Program Manager, Transportation Research Board, 2101 Constitution Avenue N.W., Washington, DC 20418 (phone 202-334-3568 fax 202-334-3471).IDEA PROJECT FINAL REPORTContract ITS-6IDEA ProgramTransportation Research BoardNational Research CouncilNovember 28, 1995LASER VEHICLEPrepared by:Richard Wangler Schwartz Electra-Optics, Inc.Orlando, FloridaINNOVATIONS DESERVING EXPLORATORY ANALYSIS (IDEA) PROGRAMS MANAGED BY THETRANSPORTATION RESEARCH BOARD (TRB)This investigation was completed as part of the ITS-IDEA Program, which is one of three IDEA programs managed by the Transportation Research Board (TRB) to foster innovations in surface transportation. It focuses on products and results for the development and deployment of intelligent transportation systems (ITS), in support of the U.S. Department of Transportation’s national ITS program plan. The other two IDEA programs areas are TRANSIT-IDEA, which focuses on products and results for transit practice in support of the Transit Cooperative Research Program (TCRP), and NCHRP-IDEA, which focuses on products and results for highway construction, operation, and maintenance in support of the National Cooperative Highway Research Program (NCHRP). The three IDEA program areas are integrated to achieve the development and testing of nontraditional and innovative concepts, methods, and technologies, including conversion technologies from the defense, aerospace, computer, and communication sectors that are new to highway, transit, intelligent, and intermodal surface transportation systems.The publication of this report does not necessarily indicate approval or endorsement of the findings, technical opinions, conclusions, or recommendations, either inferred or specifically expressed therein, by the National Academy of Sciences or the sponsors of the IDEA program from the United States Government or from the American Association of State Highway and Transportation Officials or its member states.TABLE OF CONTENTSEXECUTIVE SUMMARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1PROBLEM STATEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 VEHICLE-SENSOR SURVEY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 PRODUCT DESIGN SPECIFICATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4RESEARCH APPROACH. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 RESULTS (8)CONCLUSION (9)GLOSSARY (10)REFERENCES (10)APPENDIX A: VEHICLE-SENSOR SURVEY (11)APPENDIX B:VEHICLE SPEED AND LENGTH MEASUREMENT ACCURACY (14)EXECUTIVE SUMMARYThis report describes a diode-laser-based vehicle detector and classifier (VDAC) developed by Schwartz Electro-Optics (SEO) under the Transportation Research Board (TRB) Intelligent Vehicle-Highway Systems (IVHS), now Intelligent Transportation Systems (ITS), Innovations Deserving Exploratory Analysis (IDEA) Program. The VDAC uses a scanning laser rangefinder to measure three-dimensional vehicle profiles that can be used for accurate vehicle classification. The narrow laser beam width permits the detection of closely spaced vehicles moving at high speed; even a 2-in.-wide tow bar can be detected. The VDAC shows great promise for applications involving electronic toll collection from vehicles at freeway speeds, where very high detection and classification accuracy is mandatory.The extensive network of modem highways in the United States today offers a fast, safe, convenient means of transporting goods and people within and between the major cities of the country. However, the U.S. highway system is under considerable stress. The traffic congestion that currently pervades metropolitan areas threatens future gridlock if mitigating steps are not soon taken. According to ITS America (I), “The percent of peak hour travel on urban interstates that occurred under congested conditions reached 70 percent in 1989, up from 41 percent in 1975 .”If this trend continues, all peak-hour traffic will be congested by 2000; there is good reason to believe that the trend will continue. FHWA data show that since about 1965 the number of vehicle miles traveled has been increasing at a faster rate than expenditures on highway maintenance and that total capital spending for highways, streets, roads, and bridges has declined by more than 50 percent. It is assumed that the growth in traffic and decline in new roadway construction will continue and that a worsening traffic congestion problem can be expected.One of the goals for ITS in the United States is to reduce congestion. Through areawide traffic management, ITS can use existing facilities to improve traffic-flow efficiency. Advanced sensor technology is needed to provide accurate, real-time traffic-parameter data, such as volume, occupancy, speed, and classification, which are required to optimize the performance of areawide traffic management systems. Information on real-time traffic conditions can be used for rapid incident detection and en-route driver navigation.The sensors of choice for many future ITS applications will undoubtedly be mounted overhead. Although inductive loops are simple, low-cost devices, they are not as easily installed or maintained because of their in-pavement location. Several types of overhead vehicle detectors are being developed (2), including video detection systems, microwave radar detectors, ultrasonic detectors, passive infrared sensors, and active infrared sensors. Of these, only the active infrared sensor, using a laser rangefmder, has the capability for accurate vehicle profiling as a result of the narrow angular beam width of the laser.This profiling capability, a dual-beam configuration that permits speed measurement, and efficient vehicle-recognition software combine to produce a sensor that can classify vehicles as well as measure their presence and speed. The outstanding utility of such a sensor became good motivation for its development as a practical device.VDAC relies on an inherent laser characteristic-narrow angular beam width--to provide the high resolution required for accurate vehicle, profiling. The VDAC beam-scan geometry is shown in Figure 1. The SCANNING BEAMSFIGURE 1 VDAC beam-scan geometry.1system scans two narrow laser beams, at a fixed angularseparation, across the width of a lane at a rate of up to 720scans/sec. Pulsed time-of-flight range measurementsprovide accurate _ (+ 3 in.) transverse height profiles of avehicle on each scan. The vehicle speed, determined fromthe time interval between the interceptions of the two laserbeams by the vehicle, is used to space the transverseprofiles appropriately to obtain the full three-dimensionalvehicle profile. An algorithm similar to those developedfor military target recognition is applied to the three-dimensional profile for vehicle-classification purposes.An example of the VDAC three-dimensional profilingcapability is provided by the range image shown in Figure2. This range image of a van pulling a boat traveling at aspeed of 45 mph was obtained by the VDAC operatingwith a scan rate of 360 scans/sec. The pixel spacingresulting from the l-degree scan resolution is more thanadequate for vehicle identification.VDAC uses a rotating polygon as shown in Figure 3 toline scan a diode-laser rangefmder across a 12-ft-widelane of highway. The polygon scanner rotatescontinuously in one direction at a constant speed. Theangle between each facet and the base of the polygonalternates between 87.5 and 92.5 degrees for adjacentfacets; as a result, successive scans are made with anangular separation of 10 degrees, which provides the twoseparate beams needed for speed measurements. Asshown in Figure 4, the 0.5- by 12-mrad laser beamilluminates a 5- by 120-mm spot on the pavement thatprovides good m-lane resolution and optimum cross-lanecoverage when the laser is pulsed once per degree of scanangle.Applications for VDAC are many and include thefollowing:l Vehicle classification for toll charging.l Use with wireless smart cards to prevent cheating byverifying vehicle classification.l Vehicle road location and timing determination forlicense plate photography.l Wide-area real-time surveillance for signalizedintersections and freeway monitoring.l Traffic parameter measurement such as average speed, road occupancy, traffic count by type of vehicle, and queue length at lights.l Very accurate vehicle presence detection.l Vehicle height measurement for bridge, tunnel, or overpass warning.l Road and freeway accident detection by traffic speed measurement.l Temporary emergency replacement for disabled in-pavement inductive loops.l Operation where inductive loops are impractical:bridges, parking garages, or cobblestone or brick streets.PROBLEM STATEMENT Because ITS is such a new program, a set of precise requirements for VDAC does not exist. The first several months of the project were used to establish these requirements through the aid of a vehicle sensor survey and phone conversations with potential users. After the survey results were analyzed, a detailed product design specification was generated.FIGURE 3 VDAC hardware showing rotating polygon.FIGURE 2 Three-dimensional range image of a van pulling a boat.23 6 9 12 15 18NUMBER OF VEHICLE CLASSESFIGURE 5 Example histogram showing number of vehicle classes required.The survey revealed that the most common VDAC requirements not satisfied by current sensors are vehicle separation and classification, particularly under high-volume, high-speed traffic conditions. Survey responses indicated interest in the following areas of application (in order of interest): (a) traffic data collection, (b) traffic signal control, (c) temporary installations, and (d) electronic toll collection. For the most part, it was not possible to categorize questionnaire response according to application area because respondents indicated an interest in more than one area. This was not true for the electronic toll collection area, however, which was of singular interest in three of four cases (e.g., Hughes Transportation Management Systems, Amtech Systems Corporation, and MFS Network Technologies). These potential VDAC users want sensors that are very accurate (99.9 to 99.9999 percent detection accuracy, 95 to 99.95 percent classification accuracy), highly reliable, and have a long lifetime (2.3 to 5 years). They are concerned about the effect of environmental conditions on sensor performance, particularly weather (rain, fog, snow) and temperature (minus 40o to 85o C). On the basis of their need for high detection and classification accuracy, the electronic toll collection companies appear to be prime customers for VDAC systems.4PRODUCT DESIGN SPECIFICATIONThe product design specification presented in Table 1 was established on the basis of (a) the results of a vehicle-sensor survey implemented via questionnaires mailed to potential VDAC users, (b) discussions with major ITS companies (e.g., MFS Network Technologies and Hughes Transportation Management Systems), and (c) previous SEO experience in developing diode-laser-based vehicle sensors.RESEARCH APPROACHA schematic diagram of the VDAC system is shown in Figure 6. The VDAC’s laser rangefmder uses an InGaAs diode-laser transmitter and a silicon avalanche photodiode (APD) receiver in a side-by-side configuration. The transmitter consists of the diode laser and its driver circuit and a collimating lens. The optical receiver is composed of an objective lens, narrow-band optical filter, detector-amplifier, and threshold detector.The laser diode used in the VDAC is an InGaAs injection laser diode having 12-W output at 10 A pulsed current drive. The laser driver produces a 10-A peak current pulse with a 3-nsec rise time and an 8-nsec pulseTABLE 1 VDAC SpecificationsSCAN RATEFIELD-OF-REGARDSCAN RESOLUTIONBEAM SEPARATIONRANGE MEASUREMENTS PER SCAN MAXIMUM RANGEMINIMUM RANGERANGE ACCURACYRANGE RESOLUTIONINTERFACELASER BEAM GEOMETRYLASER WAVELENGTHLASER EYE SAFETYPOWER SUPPLY VOLTAGE TEMPERATURE RANGEVEHICLE CLASSIFICATIONSPEED ACCURACY 360 SCANS / SEC / BEAM30”1”IO”3050 FT5 FT3 IN3 INRS422, RS232SOLID STATE RELAY- PRESENCE LOGIC-LEVEL (l-l-L) PRESENCEIN-LANE AXIS - 0.5 mradCROSS-LANE AXIS - 16 mrad904 nm“EYE SAFE”IN COMPLIANCE WlTH 21 CFR 1040 CDRH115VAC, 24VDAC-40o C TO 60o C11 CLASSESSPEED DEPENDENT (see Appendix B)width. A trigger pulse from the scanner control circuit triggers the laser at the proper scan angles. The 904-nm laser emission is at an ideal wavelength for the silicon APD receiver used.The optical detection circuitry converts optical radiation reflected from the vehicle and road to, first, an equivalent electrical analog of the input radiation and, finally, a logic-level signal. The logic-level signals are processed within the range counter logic to yield analog range data, which are read by the microprocessor.An analog range-measurement technique was chosen for VDAC because of its better resolution, smaller size, simpler circuitry, lower power consumption, and lower cost when compared with digital techniques. The analog range measurement circuit, know as a time-to-amplitude converter (TAC), has an accuracy of 1 percent of measured range and a resolution of plus or minus 3 in. TAC uses a constant-current source to charge a capacitor to obtain a linear voltage ramp whose instantaneous value is a measure of elapsed time. The circuit is designed so5that the voltage across the range measurement capacitor begins ramping down from the positive power supply when the laser fires. The ramp is stopped when either a reflected pulse is received or the end of the measurement period is reached. The TAC output is then converted to digital by a fast 1 O-bit analog-to-digital converter.The VDAC sofiware processes the range data and outputs vehicle classification, vehicle speed, and so forth, via a serial interface to a remote computer. The major software functions are identified in the block diagram shown in Figure 7. The algorithms that must be implemented for each function were developed and tested, to some extent, in previous projects. The vehicle detector and speed calculator are used in SEO’s Autosense I unit. The real-time range loop, calibration, and gain adjustment routines have been used in several other projects. The vehicle profiler and vehicle classifier are related to algorithms that have been designed and tested under military research programs. The VDAC rule-based classification algorithm will classify the 11 different types of vehicles shown in Figure 8.Speed, Etc. to PCSelf Tests,Calibration,Gain Adjustment,Threshold Adjust,Dew SenseFIGURE 7 Block diagram for major VDAC software functions.P CARMOTORCYCLE PICKUP TRUCK DELIVERY TRUCK BUSTRACTOR WITHOUT TRAILERTRACTOR WITH 1 TRAILERTRACTOR WITH 2 TRAILERSTRACTOR WITH 3 TRAILERSFIGURE 8 Eleven vehicle types classified by VDAC.Range data are used by the vehicle detection algorithmto determine when a vehicle is present. The vehicledetection algorithm first calculates the range to the roadand then sets a threshold above the road that is used todetermine the presence of a vehicle. A certain number ofconsecutive range samples above the detection thresholdare required to accurately detect the presence of a vehicleand reduce false alarms.RESULTSSE0 tested VDAC at a site in front of the SE0 facilitieson Florida SR 441. VDAC was mounted to a mast armextending over the curb lane of this major arterial asshown in Figure 9. Testing was carried out 24 hr/day foran extended period of time. This permitted testing undervaried traffic conditions, including peak-hour, off-peak,and stop and go, and under varied environmentalconditions such as rain, fog, and high temperature.During testing, the VDAC algorithm was modified asrequired to optimize vehicle detection and classificationcapabilities. The program code was uploadable to VDACvia the serial interface, making possible the real-timeoptimization of VDAC performance.FIGURE 9 VDAC mounted on mast arm.FIGURE 10 Computer display of real-time VDAC classification data.The vehicle profiles were collected and organized in adata base. By using the data base, specific vehicle typeswere extracted and used for vehicle-classificationalgorithm development. After the classification algorithmwas developed, a search of the data base provided datafrom similar vehicles for classification algorithm testing.The data base contains fields that include vehicle class,height, length, speed, and so forth, corresponding to eachvehicle detected. A video image was captured and storedfor each vehicle for easy verification of the vehicle-classification algorithm. A computer display of VDACclassification data, including vehicle profile and videoimage, is shown in Figure 10. Approximately 1,200vehicles per hour can be verified using the data basedisplay software. Currently 50,000 vehicles are logged inthe data base.vehicles. The top matrix shows the vehicle count and the bottom matrix the percentage of classification. The numbers along the diagonal of the bottom matrix show the percentage of classification for each vehicle class. Off-diagonal numbers show the possibility of confusion between specific vehicle classes. For example, 5.04percent of pickups were confused with passenger cars.The overall percentage of classification for all vehicle classes is shown in the lower right comer of Figure 11.CONCLUSION Tests performed have included detection accuracy,classification accuracy, and speed accuracy. Detection of100 percent was visually confirmed in a test of 10,000vehicles. The detection accuracy tests were performed infair weather with some light rain and therefore theaccuracy might degrade some during extended tests orduring severe weather conditions. Classification accuracyof 95.5 percent for 10 vehicle classes was achieved usingthe 50,000~vehicle data base. The confusion matrix(Figure 11) shows the classification results for the 50,000Schwartz Electra-Optics has developed a diode-laser-based vehicle detector-classifier that can accurately detect and classify vehicles moving at freeway speeds. Several major ITS companies have expressed a desire to purchase VDACs when they become available for electronic toll and traffic management (ETTM) applications. Such applications require sensors that are very accurate and highly reliable and have a long lifetime. SEO is confident that VDAC will prove useful for traffic surveillance and signal control as well as ETTM applications.VDAC may find its first implementation as part of the Toronto Highway 407 project for Hughes Traffic Management Systems, where 300 to 400 VDACs will be used as part of a completely automated overhead tollcollection system. In this ETTM application VDAC isrequired to provide accurate vehicle detection,classification, separation, lane position, and cameratrigger information to the roadside toll collection system.Production of VDACs for this project was to begin in thelast quarter of 1995.GLOSSARYSeparation-the ability to detect closely spaced vehicles Camera trigger-a signal generated by the VDAC when it detects the end of a vehicle. This signal can beused to trigger a video camera to capture an image ofthe vehicle’s license plate.as individual vehicles.Transverse height profile-the height profile measured across the vehicle from side to side.Classification-the capability of differentiating among types of vehicles.REFERENCESDetection-the ability to sense that a vehicle, whether moving or stopped, has appeared in the detector’s field of view.Detection response time-the time it takes to sense that a vehicle is in the detector’s field of view.1. Strategic Plan for intelligent Vehicle-Highway Systems,Report ITS-AMER-92-3. ITS America, Washington,D.C., 1992.2. Kell, J.H., I.J. Fullerton, and M.K. Mills. TrafficDetector Handbook, 2nd ed. Report FHWA-IP-90-002,U.S. Department of Transportation, July 1990.Electronic toll collection-the completely automated process of billing on toll roads using electronic communication with the ser-a device that amplifies light and produces an intense monochromatic beam.Scan resolution-the angle between successive range measurements.iscTrck/Bus/RV 0 0. .Tractor TrailerPickup 0.001 0.000.001 2.841FIGURE 11Vehicle classification confusion matrix.APPENDIX A:VEHICLE-SENSOR SURVEY Currently used sensor(s)TYPEREQUIREMENTS METREQUIREMENTS NOT METFUTURE REQUIREMENTSApplicationq Traffic signal controlq Traffic data collection[] Electronic toll collectionq Temporary Installations[]O t h e rCHARACTERISTICS DESIRED INVEHICLE DETECTOR/CLASSIFIER 1. Please rate the importance of these functional characteristics:LOW DETECT VEHICLE PRESENCE 1 2 3 MEASURE VEHICLE SPEED 1 2 3 MEASURE VEHICLE HEIGHT 1 2 3 MEASURE VEHICLE LENGTH 1 2 3 MEASURE VEHICLE WIDTH 1 2 3 VEHICLE CLASSIFICATION 1 2 3 SEPARATE CLOSE-SPACED VEH 1 2 3 DETECT TOW BARS 1 2 3 MULTIPLE LANE COVERAGE 1 2 3HIGH 4 5 6 7 4 5 6 7 4 5 6 7 4 5 6 7 4 5 6 7 4 5 6 7 4 5 6 7 4 5 6 7 4 5 6 76. Please specify required environmental conditions:AMBIENT TEMPERATURE RANGESHOCKVIBRATION7. Please circle the appropriate value for these general characteristics:PRICE 1 2 3 4 5 6 7 8 9 10 K$ SIZE 200 400 600 800 1000. 3m WEIGHT 2 4 6 8 10 12 14 16 18 20 lb POWER 1 2 3 4 5 6 7 8 9 10 W120 VAC 24VDAC 12VDAC OTHERAdditional Comments:。
转速测量平均值英文
转速测量平均值英文Alright, let's get into it.You know, when it's all about getting the average speed of rotation, we just call it the average rotational speed. But hey, sometimes in our shop, we just say "avg RPM" for short. That's right, RPM stands for "revolutions per minute", and it tells us how many times a thing spins around in a minute.To get that average, we usually take a few readings over a period of time and then divide the total number of revolutions by the total time. It's pretty straightforward, but it gives us a good idea of how steady or how variable the speed is.Oh, and sometimes, we might use a tool or a machine to do the measuring for us. You know, those fancy devices that have digital displays and can give us the exact numbers in an instant. But even then, it's always good to take a fewreadings and average them out to be sure.So yeah, when someone asks for the average rotational speed, they're basically asking for the avg RPM. And we're here to give them just that!。
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9 Optical ow models 10 The transformation interpretation of optical ow
10.1 Translation : : : : : : : : 10.2 Rotation : : : : : : : : : : 10.2.1 Pitch : : : : : : : : 10.2.2 Yaw : : : : : : : : 10.2.3 Roll : : : : : : : : 10.2.4 Arbitrary rotation
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墨菲物流学英文版第12版题库答案第3章
TEST BANKCHAPTER 3: STRATEGIC AND FINANCIAL LOGISTICSMultiple Choice Questions (correct answers are bolded)1. Depending on industry and product type, reverse logistics costs as a percent of revenue can range between ___________ and ___________ percent.a. 5; 10b. 4; 8c. 3; 6d. 2; 4[LO: material at beginning of the chapter; Moderate; Application; AACSB Category 3: Analytical thinking]2. Which of the following is not a level at which strategy can be formulated?a. corporateb. business unitc. functionald. individual location[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Synthesis; AACSB Category 3: Analytical thinking]3. ___________ strategy is focused on determining the goals for the company, the types of businesses in which the company should compete, and the way the company will be managed.a. Functional levelb. Business unit levelc. Divisional leveld. Corporate level[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Easy; Concept; AACSB Category 3: Analytical thinking]4. Strategy at a ___________ level is primarily focused on the products and services provided to customers and on finding ways to develop and maintain a sustainable competitive advantage with these customers.a. functionalb. business unitc. divisionald. corporatefinancial outcomes; Easy; Concept; AACSB Category 3: Analytical thinking]5. Which of the following is not one of the generic strategies that can be pursued by an organization, as identified by strategist Michael Porter?a. value enhancementb. differentiationc. cost leadershipd. focus[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Synthesis; AACSB Category 3: Analytical thinking]6. A ___________ strategy entails an organization developing a product and/or service that offers unique attributes that are valued by customers and that the customer perceives to be distinct from competitor offerings.a. focusb. differentiationc. value enhancementd. market orientation[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Easy; Concept; AACSB Category 3: Analytical thinking]7. Which generic strategy concentrates an organization’s effort on a narrowly defined market to achieve either a cost leadership or differentiation strategy?a. hybridb. market orientationc. tailoredd. focus[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Easy; Concept; AACSB Category 3: Analytical thinking]8. A(n) ___________ entails the functional units of an organization providing input into the other levels of strategy formulation.a. supply chainb. differentiation strategyc. hierarchy of strategyd. enterprise resource systemfinancial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]9. Which of the following represents the preferred hierarchy of strategy (i.e., from the first strategy to be developed to the last to be developed)?a. corporate→business unit→functionalb. functional→business unit→corporatec. corporate→business unit→divisionald. business unit→divisional→functional[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Difficult; Synthesis; AACSB Category 3: Analytical thinking]10. ___________ strategy decisions involve issues such as the number and location of warehouses and the selection of appropriate transportation modes.a. Marketingb. Productionc. Financed. Logistics[LO 3.1: To understand how logistics decisions can infl uence an organization’s strategic financial outcomes; Moderate; Application; AACSB Category 3: Analytical thinking]11. Which of the following is not a potential type of logistics strategy decision?a. investments in technology that support logistics activitiesb. selection of appropriate transportation modesc. deployment of inventoryd. product availability[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Synthesis; AACSB Category 3: Analytical thinking]12. When developing logistics strategy, a(n) ___________ strategy refers to the management of logistics activities with a focus on costs.a. marketb. processc. differentiationd. information[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]13. A(n) ___________ strategy refers to management of logistical activities with a goal of achieving coordination and collaboration through the channel.a. marketb. processc. differentiationd. information[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]14. A(n) ___________ strategy allows retail customers to order products anywhere, any time, and on any device, while also allowing them to take delivery when and where they want.a. value co-creationb. omnichannelc. hybrid logisticsd. information-centric[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]15. The ___________ shows revenues, expenses, and profit for a period of time.a. balance sheetb. current ratioc. income statementd. statement of cash flows[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]16. In general, the ___________ measures the profitability of the products and/or services provided by a company.a. balance sheetb. Strategic Profit Model (SPM)c. Balanced Scorecard (BSC)d. income statement[LO 3.2: To review basic financial terminology used by logistics managers; East; Application; AACSB Category 3: Analytical thinking]17. The ___________ reflects the assets, liabilities, and owners’ equity at a given point in time.a. Balanced Scorecard (BSC)b. balance sheetc. income statementd. Strategic Profit Model (SPM)[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]18. The balance sheet reflects the assets, liabilities, and ___________ at a given point in time.a. costs of goods soldb. net incomec. owners’ equityd. asset turnover[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]19. Which of the following does not appear on the balance sheet?a. assetsb. owners’ equityc. liabilitiesd. net income[LO 3.2: To review basic financial terminology used by logistics managers; Moderate; Synthesis; AACSB Category 3: Analytical thinking]20. Which of the following does not affect cash flows within an organization?a. revenue growthb. asset utilizationc. inventoryd. accounts receivable[LO 3.2: To review basic financial terminology used by logistics managers; Moderate; Synthesis; AACSB Category 3: Analytical thinking]21. The ___________ Act has implications for logistics managers in terms of internal controls, off balance sheet obligations, and timely reporting of material events.a. Glass-Steagallb. Financial Managersc. Sarbanes-Oxleyd. Regulatory Accountability[LO 3.3: To explain organizational financial reporting requirements affected by logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]22. The current ratio is calculated by dividing ___________ by ___________.a. total current assets; total current liabilitiesb. total current liabilities; total current assetsc. total assets; total liabilitiesd. total liabilities; total assets[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]23. Which of the following is a common measure of organizational financial success?a. Net profit marginb. Income statementc. Current ratiod. Return on Investment (ROI)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]24. What provides the framework for conducting return on assets (ROA) analysis by incorporating revenues and expenses to generate net profit margin, as well as inclusion of assets to measure asset turnover?a. Balanced Scorecard (BSC)b. Strategic Profit Model (SPM)c. Balance Sheetd. Supply Chain Operations Reference Model[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]25. Return on assets (ROA) equals:a. current assets divided by total assets.b. return on investment divided by return on net worth.c. net profit margin times asset turnover.d. total assets divided by costs of goods sold.[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]26. Suppose that a logistics manager is able to eliminate some unnecessary inventory, which reduces the value of current assets as well as total asset value. What is the corresponding impact on inventory turnover and return on assets (ROA)?a. Both inventory turnover and ROA increase.b. Inventory turnover increases and ROA decreases.c. Inventory turnover decreases and ROA increases.d. Both inventory turnover and ROA decrease.[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Difficult; Synthesis; AACSB Category 3: Analytical thinking]27. What is the formula for net profit margin?a. Gross Profit minus Interest Expensesb. Sales divided by Costs of Goods Soldc. Total Sales divided by Total Assetsd. N et Profit divided by Sales[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]28. With respect to net profit margin, the most relevant categories for logistics managers to consider are:a. sales, costs of goods sold, and asset turnover.b. accounts receivable, costs of goods sold, and total expenses.c. sales, costs of goods sold, and total expenses.d. inventory, accounts receivable, and total expenses.[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]29. What is the formula for asset turnover?a. total sales divided by total assetsb. net profit divided by total assetsc. return on assets divided by total assetsd. return on investment divided by return on net worth[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]30. With respect to asset turnover, ___________ is typically the most relevant logistics asset.a. warehousingb. inventoryc. transportation equipmentd. materials handling equipment[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]31. The Balanced Scorecard (BSC) approach is based on the belief that management should evaluate their business from ___________ distinct perspectives.a. twob. threec. fourd. five[LO 3.5: To consider the value of utilizing the Balanced Scorecard approach for examining the performance of a logistics system; Moderate; Concept; AACSB Category 3: Analytical thinking]32. The ___________ is based on the belief that management should evaluate their business from four different perspectives.a. Balanced Scorecard (BSC)b. Strategic Profit Model (SPM)c. Boston Consulting Group Matrixd. Gross Margin Return on Inventory[LO 3.5: To consider the value of utilizing the Balanced Scorecard approach for examining the performance of a logistics system; Moderate; Concept; AACSB Category 3: Analytical thinking]33. Logistics measurement systems have been traditionally designed to include information on how many types of performance?a. twob. threec. fourd. five[LO 3.6: To compare some of the common performance measures for logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]34. Performance measurement in ___________ is used to identify design and operations options that provide benefits in terms of increased speed or reduced costs.a. materials handlingb. warehousingc. packagingd. order management[LO 3.6: To compare some of the common performance measures for logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]35. ___________ looks at how long an organization’s cash is tied up in receivables, payables, and inventory.a. Cash-to-cash cycleb. Cash flowc. Gross margin return on investment (GMROI)d. Current ratio[LO 3.6: To compare some of the common performance measures for logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]True-False Questions1.Depending on the industry and product type, reverse logistics costs as a percentage of revenues can range between 2 and 4 percent. (False)[LO: material at beginning of the chapter; Moderate; Application; AACSB Category 3: Analytical thinking]2.Developing financial fluency is a critical skill for contemporary logistics managers. (True)[LO: material at beginning of the chapter; Moderate; Application; AACSB Category 3: Analytical thinking]3.Logistics performance is important for achieving competitive advantage for many firms. (True)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Easy; Application; AACSB Category 3: Analytical thinking]4.Strategy can be formulated at a corporate level, a business unit level, and a functional level. (True)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Synthesis; AACSB Category 3: Analytical thinking]5.Strategy at a business unit level is primarily focused on the types of businesses in which the company should compete and the way the company should be managed. (False)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]6.Strategist Michael Porter identified three generic strategies that can be pursued by an organization—namely, cost leadership, differentiation, and value enhancement. (False)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Synthesis; AACSB Category 3: Analytical thinking]7. A differentiation strategy entails an organization developing a product and/or service that offers unique attributes that are valued by customers and that customers perceive to be distinct from competitor offerings. (True)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]8.The hierarchy of strategy entails the functional units of an organization providing input into the other levels of strategy formulation. (True)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Concept; AACSB Category 3: Analytical thinking]9.Functional level strategies exist in marketing and production, but not in logistics. (False) [LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Application; AACSB Category 3: Analytical thinking]10.Marketing goals in areas such as product availability, desired customer service levels, and packaging design have limited influence on logistics decisions. (False)[LO 3.1: To unde rstand how logistics decisions can influence an organization’s strategic financial outcomes; Moderate; Application; AACSB Category 3: Analytical thinking]11. A process strategy refers to management of logistics activities across business units witha focus on reducing complexity for customers. (False)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Easy; Concept; AACSB Category 3: Analytical thinking]12.Research indicates a positive benefit to aligning functional strategies, such as marketing or logistics, with the overall corporate strategy. (True)[LO 3.1: To understand how logistics decisions can influence an org anization’s strategic financial outcomes; Moderate; Application; AACSB Category 3: Analytical thinking]13.An omnichannel strategy allows retail customers to order products anywhere, any time, and on any device, while also allowing them to take delivery when and where they want. (True)[LO 3.1: To understand how logistics decisions can influence an organization’s strategic financial outcomes; Easy; Concept; AACSB Category 3: Analytical thinking]14.An understanding of financial terminology can help logisticians to manage logistical activities to improve their company’s financial performance. (True)[LO 3.2: To review basic financial terminology used by logistics managers; Moderate; Application; AACSB category 3: Analytical thinking]15.The income statement is the same thing as the balance sheet. (False)[LO 3.2: To review basic financial terminology used by logistics managers; Moderate; Application; AACSB category 3: Analytical thinking]16.In general, the income statement measures the profitability of the products and/or service provided by a company. (True)[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]17.Superior logistics service can have a positive influence on an organization’s financial performance. (True)[LO 3.2: To review basic financial terminology used by logistics managers; Moderate; Application; AACSB Category 3: Analytical thinking]18.The balance sheet reflects the assets, liabilities, and costs of goods sold at a given point in time. (False)[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB category 3: Analytical thinking]19.Long-term assets have a useful life of more than two years. (False)[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]20.Owners’ equity is the difference between what a company owns and what it owes at any particular point in time. (True)[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]21.The income statement details how an organization generates cash and where cash is used during a defined period of time. (False)[LO 3.2: To review basic financial terminology used by logistics managers; Easy; Concept; AACSB Category 3: Analytical thinking]22.In terms of the statement of cash flows, the connections between logistics activities and cash flows occur primarily in the operating and financing areas. (True)[LO 3.2: To review basic financial terminology used by logistics managers; Moderate; Application; AACSB Category 3: Analytical thinking]23.Three primary areas where the Sarbanes-Oxley Act (SOX) has implications for logistics managers are internal controls, off balance sheet obligations, and timely reporting of material events. (True)[LO 3.3: To explain organizational financial reporting requirements affected by logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]24.The current ratio is calculated by dividing total current liabilities by total current assets. (False)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Easy; Concept; AACSB Category 3: Analytical thinking]25. A common measure of organizational financial success is return on investment (ROI). (True)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]26.Return on assets (ROA) equals net profit margin times asset turnover. (True)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Easy; Concept; AACSB Category 3: Analytical thinking]27.The Balanced Scorecard (BSC) provides the framework for conducting return on assets (ROA) analysis by incorporating revenues and expenses to generate net profit margin, as well as inclusion of assets to measure asset turnover. (False)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]28. A reduction in inventory would increase inventory turnover, which means an increase in that organization’s return on assets (ROA). (True)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]29.Operationally, net profit margin is net profit divided by cost of goods sold. (False) [LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]30.With respect to net profit margin, the most relevant categories for logistics managers to consider are sales, costs of goods sold, and asset turnover. (False)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]31.The primary influence of logistics activities on sales would be through the improvement of customer service. (True)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]32.Asset turnover is calculated by dividing return on assets by total assets. (False)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Easy; Concept; AACSB Category 3: Analytical thinking]33.With respect to asset turnover, inventory is typically the most relevant logistics asset. (True)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]34. A decision to invest in an electronic data interchange system that would increase invoice accuracy should result in a lower amount of accounts receivable. (True)[LO 3.4: To employ the strategic profit model to highlight the financial impact of logistics activities; Moderate; Application; AACSB Category 3: Analytical thinking]35.The Balanced Scorecard (BSC) is based on the belief that management should evaluate their business from five different perspectives. (False)[LO 3.5: To consider the value of utilizing the Balanced Scorecard approach for examining the performance of a logistics system; Moderate; Application; AACSB Category 3: Analytical thinking]36.According to the Balanced Scorecard (BSC) approach, the financial perspective is considered the best indicator of whether or not logistics strategy is being properly implemented and executed. (False)[LO 3.5: To consider the value of utilizing the Balanced Scorecard approach for examining the performance of a logistics system; Moderate; Application; AACSB Category 3: Analytical thinking]37.The measures associated with the Balanced Scorecard (BSC) can be at a strategic or tactical level. (True)[LO 3.5: To consider the value of utilizing the Balanced Scorecard approach for examining the performance of a logistics system; Moderate; Synthesis; AACSB Category 3: Analytical thinking]38.Best in Class companies tend to use transportation scorecards less frequently than other companies. (False)[LO 3.6: To compare some of the common performance measures for logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]39.The cash-to-cash cycle looks at how long an organization’s cash is tied up in receivables, payables, and inventory. (True)[LO 3.6: To compare some of the common performance measures for logistics activities; Moderate; Concept; AACSB Category 3: Analytical thinking]40.When applying performance measures to logistics activities, determination of the key measures should be tailored to the individual organization and level of decision making. (True) [LO 3.6: To compare some of the common performance measures for logistics activities; Moderate; Synthesis; AACSB Category 3: Analytical thinking]。
李克特量表英文表述
Locus of Control Scale (LoC) in EnglishIntroductionThe Locus of Control (LoC) scale is a psychological measurement toolthat assesses an individual’s perception of control over their own life and the events that occur. Developed by Julian B. Rotter in 1966, the LoC scale has been widely used in research and clinical settings to understand the causal attributions individuals make about their own behavior and the outcomes they experience.Understanding the Locus of ControlDefinition of Locus of ControlLocus of control refers to the extent to which individuals believe that they have control over the events that happen in their lives. It is a continuum ranging from internal locus of control (belief in personal control) to external locus of control (belief in external factors controlling their lives).Importance of Locus of ControlLocus of control has been found to be associated with various psychological and behavioral outcomes. Individuals with a stronginternal locus of control tend to have higher self-esteem, better coping strategies, and a greater sense of personal responsibility. On the other hand, individuals with a strong external locus of control may feel helpless, have lower self-efficacy, and attribute success or failure to luck or external factors.Scale DevelopmentRotter developed the LoC scale to measure an individual’s position on the locus of control continuum. The scale consists of a series of statements about control beliefs, and respondents are asked to indicatethe extent to which they agree or disagree with each statement. The scale includes both positively and negatively worded items to minimize response biases.Administering the Locus of Control ScaleInstructions for RespondentsWhen administering the LoC scale, it is essential to provide clear instructions to respondents. They should be instructed to read each statement carefully and indicate their agreement or disagreement on a Likert-type scale, typically ranging from 1 (strongly disagree) to 5 (strongly agree). It is important to emphasize that there are no right or wrong answers and that respondents should answer based on their personal beliefs and experiences.Scoring the ScaleAfter respondents have completed all the items, the scores are calculated by summing the responses. The possible score range depends on the number of items in the scale. A higher score indicates a stronger internal locus of control, whereas a lower score suggests a stronger external locus of control.Interpreting the ResultsInterpreting the results of the LoC scale requires comparing an individual’s score to the population norms or conducting further statistical analyses. It is important to note that locus of control is not a categorical concept, but rather a continuous dimension. Therefore, it is more informative to consider an individual’s position on the continuum rather than assigning rigid categories.Applications of the Locus of Control ScaleResearchThe LoC scale is widely used in research studies across various disciplines, including psychology, education, and management. Researchers use the scale to investigate the relationships between locus of control and other variables, such as academic achievement, job performance, and health outcomes. By understanding an individual’s locus of control, researchers can gain insights into their behavior and decision-making processes.Counseling and TherapyIn clinical settings, the LoC scale can be used to assess anindividual’s attributional style and help therapists tailor interventions accordingly. For example, individuals with an external locus of control may benefit from interventions that focus on enhancing self-efficacy and promoting a sense of control, whereas those with an internal locus of control may require different strategies to address their specific concerns.Personal DevelopmentUnderstanding one’s locus of control can also be valuable for personal development. By recognizing whether one tends to attribute outcomes to internal or external factors, individuals can gain insights into their own patterns of thinking and behavior. This awareness can empower individuals to take proactive steps towards personal growth and increasing their sense of control over their lives.ConclusionThe Locus of Control (LoC) scale is a valuable tool for assessing an individual’s perception of control over their own life. It mea sures the degree to which individuals attribute events and outcomes to internal or external factors. The scale has various applications in research, counseling, and personal development. By understanding locus of control,we can gain insights into human behavior and empower individuals to take control of their lives.。
广告学 作业 ROI理论案例分析
用ROI理论分析Rowenta2100瓦吸尘器的广告
ROI理论的制造者威廉·伯恩克认为,广告是说服的艺术,广告“怎么说”比“说什么”更重要。
Rowenta2100瓦吸尘器的平面广告很好的演绎了这个原理。
从这个平面广告我们可以直观的看到,Rowenta吸尘器在动力性能方面无比的优越性。
它突出了Rowenta吸尘器的强劲动力,更是运用夸张的想象得到了这样的一个结论“动力强劲的吸尘器,是可以干很多事情的,比如——猎鸟。
”
首先,我们看看这则广告与产品的关联性。
我们知道吸尘器的功能主要是吸尘,但是现在居然还可以用它来猎鸟?你在惊奇这个吸尘器的特异用途之后就该惊异它的强大性能了,这也是广告商和厂商想要达到的效果——超乎其他同质产品的强劲动力!
其次,我们再来看看是它的原创性与震撼性。
不排除这则广告的夸张性,但同样的也不能否认它的原创性和震撼性。
前所未有的猎鸟方式,真可谓是只有想不到的没有你看不到的!同时,相较于前两位的全神贯注与严肃,第三位猎人就显得惬意多了,满脸的春风得意与潇洒从容。
我们看着这只被吸尘器猎获到的大鸟,任谁都会被它震撼到吧:这到底是一部动力多强劲的吸尘器啊?!这个认知给消费者留下深刻印象决不仅仅只是一个普通的吸尘器了。
综上所述,我认为这是一个优秀且创意十足的广告。
Rowenta吸尘器的平面广告:
“动力强劲的吸尘器,是可以干很多事情的,比如——猎鸟。
”
——Rowenta2100瓦吸尘器
08级涉外文秘2班易娜11。
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Rokon引擎主要类介绍com.stickycoding.rokon包:Rokon:提供静态函数和属性属性:circle,Polygon实例,圆形rectangle,Polygon实例,矩形。
Sprite类的polygon属性默认为该矩形函数:getActivity(),获取当前activity实例---------------------------------------------------------------------------------------------------------------------- RokonActivity:Activity子类,提供基本的引擎参数设置和视图转换onCreate(),入口函数,子类须覆写该函数,在该函数中设置全屏,横(竖)屏,界面尺寸,创建引擎,实例化自定义类createEngine(),创建只包含SurfaceView的引擎createEngine(boolean createRelativeLayout),参数为true创建包含SurfaceView和RelativeLayout的引擎,RalativeLayout可添加其他Android组件。
以下4个函数须在createEngine前调用:forceFullscreen(),全屏forceGameSize(float width, float height),设置游戏界面尺寸forceLandscape(),横屏,同时须在AndroidManifest.xml中设置属性android:screenOrientation="landscape"forcePortrait(),竖屏,同时须在AndroidManifest.xml中设置属性android:screenOrientation="portrait"onLoadComplete(),引擎创建成功后自动调用,须在子类中覆写,在该函数中初始化要使用到的所有图片Texture,以及调用setScene显示当前的Scenedispose(),退出游戏时自动调用进行垃圾回收,若子类有自定义的类实例,须覆写该函数并在函数体内设置object = nullgetGameHeight(),获取界面高getGameWidth(),获取界面宽getInterface(),获取createEngine中创建的RalativeLayout实例,可向其添加其他组件getScene(),获取当前显示的Scene实例setDrawPriority(int drawPriority),设置绘图模式,0-VBO模式,1-一般模式,默认为0,一般不需要自己调用setGameSize(float width, float height),设置游戏界面尺寸,和forceGameSize不同之处在于:若参数宽高与实际手机屏幕尺寸不一致,会根据屏幕宽高比重新设置界面宽,并返回宽度值setGraphicsPath(ng.String path),设置图片资源根目录路径,游戏图片资源均放在assets/graphics下setScene(Scene scene),设置当前要显示的Scene实例disableBack(),back键不起作用,若自定义了退出按钮事件,则可调用该函数屏蔽back键的退出功能enableBack(),back键起作用,默认值---------------------------------------------------------------------------------------------------------------------- Scene:场景类,包含若干层(Layer)属性:activity,RokonActivity实例引用构造函数:Scene(),创建默认只有1个层,该层最多包含32个绘制对象的场景Scene(int layerCount),创建layerCount个层,每个层都最多包含32个绘制对象的场景Scene(int layerCount, int layerObjectCount),创建layerCount个层,每个层都最多包含layerObjectCount个绘制对象的场景Scene(int layerCount, int[] layerObjectCount),创建layerCount个层,每个层包含的绘制对象个数由layerObjectCount数组指定抽象函数,须在子类中覆写,覆写的函数体可为空onReady(),在RokonActivity的setScene中自动调用,在该函数中可获取到activity,构造函数中获取activity为空onGameLoop(),游戏逻辑循环,一直都在调用onPause(),游戏暂停时调用,比如来电onResume(),游戏恢复时调用,比如挂断电话重新回到游戏add(GameObject drawableObject),添加一个GameObject到第一层(索引号为0)add(int layerIndex, GameObject drawableObject),添加一个GameObject到指定层(索引号)clear(),删除所有绘制对象clearLayer(int index),删除某层中的所有绘制对象moveLayer(int startIndex, int endIndex),移动层序switchLayers(int layer1, int layer2),互换层序例:初始层序〔0,1,2...〕,调用moveLayer(0,2)后,层序变为〔1,2,0...〕;调用switchLayer(0,2)后,层序变为〔2,1,0...〕getLayer(int index),根据索引号获取某层实例getWindow(),获取窗体实例getWorld(),获取World实例,box2d使用setBackground(Background background),设置界面背景,参数其实为FixedBackground实例(Background的子类)setLayer(int index, Layer layer),替换某层setWindow(Window window),设置游戏窗体setWorld(World world),设置box2d世界remove(DrawableObject drawableObject),删除某个绘制对象removeWindow(),删除游戏窗体removeWorld(),删除box2d世界onT ouch(float x, float y, MotionEvent event, int pointerCount, int pointerId),游戏区域点击onT ouchReal(float x, float y, MotionEvent event, int pointerCount, int pointerId),实际屏幕点击isPhysicsPaused(),物理引擎是否暂停pausePhysics(),暂停物理引擎resumePhysics(),恢复物理引擎noPhysics(),不使用物理引擎,默认设置usePhysics(),使用物理引擎,setWorld中会调用stopInvoke(),关闭类外函数调用useInvoke(),启动类外函数调用,在Sprite类中某些动作执行开始和结束时会调用Scene类的函数,函数名参看Sprite类源代码toastLong(ng.String message),显示长消息toastShort(ng.String message),显示短消息invoke(Callback callback)invoke(ng.String methodName)invoke(ng.String method,ng.Class<?>[] param,ng.Object[] pa ramVal)invoke(ng.String methodName, ng.Object[] paramValues)以上4个函数作用都是调用该类的方法,等同于直接:函数名(参数)的调用方式onFadeEnd(DrawableObject object),绘制对象渐现(失)完后调用,可在子类覆写onMoveEnd(DimensionalObject object),画布对象移动完后调用,可在子类覆写,注:只有调用DimensionalObject的move函数来移动对象,最后运动停止才会调用该方法onEndScene(),转换到另一场景时释放当前场景资源,自动调用,需在子类中覆写该函数以释放自定义类实例---------------------------------------------------------------------------------------------------------------------- Layer:层,包含在Scene中,所有绘制对象均添加于层中。
Layer实例已在Scene有初始化,若需要自定义子类继承Layer,则应调用Scene.setLayer函数设置为自定义层显示构造函数:Layer(Scene parentScene, int maximumDrawableObjects),创建位于父场景parentScene中,最多包含maximumDrawableObjects个绘制对象的层add(GameObject drawableObject),添加一个Gameobject对象clear(),删除层中的所有对象getGameObject(int index),获取某个绘制对象setDrawOrder(int type),设置绘图次序类型,一共6种类型,取值0,1,2,3,4,5,默认为0,详见DrawOrder类ignoreWindow(),忽略窗体绘制useWindow(),依赖窗体绘制,默认使用isUsingWindow(),是否依赖窗体---------------------------------------------------------------------------------------------------------------------- Sprite:精灵类,继承GameObject,该类为一层层继承下来,请熟悉其继承关系!子类包含:LineSprite, PhysicalSprite, PolygonSprite, TextSprite, TiledSprite构造函数:Sprite(float x, float y, float width, float height),根据坐标和宽高创建精灵onRemove(),精灵被删除时自动调用,子类需覆写该函数,设置类变量为null onUpdate(),状态属性更新函数,在该函数中改变精灵的位移,旋转角度等accelerate(float acceleration, float angle),沿某一角度(弧度为单位)加速运动,该角度相对于y轴accelerate(float acceleration, float angle, float terminalVelocity)沿某一角度(弧度为单位)加速运动,当线速度大于等于terminalVelocity时,以terminalVelocity值匀速运动accelerateX(float accelerationX),水平方向加速运动accelerateX(float accelerationX, float terminalSpeedX),水平方向加速运动,当线速度大于等于terminalSpeedX时,以terminalSpeedX值匀速运动accelerateY(float accelerationY),垂直方向加速运动accelerateY(float accelerationY, float terminalSpeedY) ,垂直方向加速运动,当线速度大于等于terminalSpeedY时,以terminalSpeedY值匀速运动addModifier(Modifier modifier),添加一个Modifier实例,最多能同时添加8个modifier。