11-Organizing
Unit 11 Organising Paragraphs
Well-organized Paragraph
• Help readers to understand the argument • Help writers to structure their ideas effectively
Paቤተ መጻሕፍቲ ባይዱagraph
Advantages
1 topic Prisons appear to offer society three benefits.
2 detail Firstly, they punish prisoners by depriving them of freedom. 3 detail In addition, offenders are segregated from society so they cannot commit further crimes. 4 detail Finally, they offer the possibility of reform through training programs.
• A paragraph is a collection of sentences that deal with one subject. • Topic sentence • Definitions (usually in introductory para.) • Detail (usually in descriptive para.) • Examples • Reasons • Restatements
• The topic sentence is the one that states what the paragraph speaking of. "I had a beautiful organic garden last summer" is the topic sentence, as it expresses the focus of the paragraph.
organize的过去式和用法例句
organize的过去式和用法例句organize做动词有组织;安排;筹办等意思，那么你知道organize 的过去式是什么吗?下面为大家带来的organize的过去式和用法例句，希望对大家的学习有所帮助!organize的过去式和其他时态：过去式: organized过去分词: organized现在分词: organizingorganize的用法：organize的用法1：organize的基本意思是“组织”,即组织某人或某事物,将某人或某事物编入组织或系统,使之相互联系,且每一个体在组织中都有其恰当的作用或职责。
引申则可表示“创办”“安排”“整理”等。
organize的用法2：organize既可用作及物动词,也可用作不及物动词。
用作及物动词时,接名词、代词, that从句作宾语,也可接以动词不定式作补足语的复合宾语。
organize的用法3：organize在英式拼法中也可拼作organise。
organize的过去式例句：1. These people are very efficient, very organized and excellent time managers.这些人做事效率很高，井井有条，并且十分善于管理时间。
2. Thousands of American citizens have informed on these organized crime syndicates.数以千计的美国公民检举过这些有组织的犯罪团伙。
3. Filmmakers have often been accused of glamorizing organized crime.电影制片人常常被指责美化了集团犯罪。
4. Offe also challenges the postulate of an "organized capitalism".奥费也质疑“有组织的资本主义”的假设。
管理学罗宾斯(第11版)第10章知识
●设计组织结构组织（Organizing）：安排和设计工作任务以实现组织目标组织结构：一个组织内正式的工作安排组织设计：一个涉及以下六项关键要素的决策过程·工作专门化、部门化、指挥链、管理跨度、集权和分权、正规化●组织结构工作专门化：把工作活动划分为各项单独的工作任务，以便由不同的人员来完成。
部门化：工作岗位组合到一起，从而使员工能够以一种协调的、整体的方式。
指挥链：从组织的最高层延伸到最底层、用以界定谁向谁汇报工作的职权链。
管理跨度：一位管理者能够有效率、有效果地监管多少名直接下属。
集权：决策发生在组织高层的程度；分权：组织允许直接负责行动的管理者制定决策的程度正规化：一个组织中各项工作的标准化程度以及员工受规则和程序指导的程度●工作专门化过度专门化能够导致人力的非经济性，例如枯燥、疲劳、压力、糟糕的质量、更高的缺勤率和离职率●部门化的类型职能部门化：根据职能来组合工作岗位产品部门化：根据产品线来组合工作岗位地区部门化：根据地理区域来组合工作岗位过程部门化：根据产品或顾客的流动来组合工作岗位顾客部门化：根据顾客特定或独特的需求来组合工作岗位●指挥链职权：某个管理岗位所固有的发布命令和希望命令得到执行的权利·直线职权--向管理者授予直接指挥下属工作的权利·幕僚职权—提供帮助、支援和建议，并总体上减少他们在信息和情报方面的负担。
职责：履行任务的义务或期望统一指挥：一个人应该有且只有一位顶头上司●影响管理跨度的因素管理者的能力和技能员工的特征员工所从事的工作的特征下属工作任务的相似性下属工作任务的复杂性下属工作地点的间隔距离下属工作任务的标准化程度组织信息系统的先进程度组织文化的强度管理者偏好的管理风格●集权和分权集权·最高层管理者制定所有决策，而低层员工只是执行命令，这在组织中是非常普遍的现象分权·员工授权--增强员工的决策权●正规化高度正规化的工作岗位对员工如何从事工作任务只提供很少的自主权较低的正规化程度意味着对员工如何从事工作任务的约束较少●机械式和有机式结构机械式组织：综合前述六项组织设计要素的自然产物。
管理学罗宾斯第11版
– Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
• Explain why managers are important to organizations
• Tell who managers are and where they work
• Describe the functions, roles, and skills of managers
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-14
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
robbins_mgmt11_tb01
Management, 11e (Robbins/Coulter)Chapter 1 Management and Organizations1) A great manager makes a job more enjoyable and productive.3) Today's managers are just as likely to be women as they are men.5) A manager's job is all about personal achievement.7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.9) Efficiency is described as "doing things right."11) Determining who reports to whom is part of the controlling function of management.13) When a manager performs the controlling function of management, he must monitor and evaluate performance.15) Disturbance handler is one of Mintzberg's interpersonal roles.17) Technical skills become less important as a manager moves into higher levels of management.19) In order for organizations to survive successfully, managers must create a customer-responsive organization.21) Management is universally needed in all organizations.23) Which of the following statements regarding managers in today's world is accurate?A) Their age range is limited to between 30 and 65 years.B) They are found only in large corporations.C) They can be found exclusively in for-profit organizations.D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.25) Supervisor is another name for which of the following?A) team leaderB) middle managerC) first-line managerD) top manager29) ________ have titles such as executive vice president, chief operating officer, and chief executive officer.A) Team leadersB) Middle managersC) First-line managersD) Top managers31) Which of the following is an example of an efficient manufacturing technique?A) cutting inventory levelsB) increasing the amount of time to manufacture productsC) increasing product reject ratesD) meeting customers' rigorous demand35) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.A) effectiveness; efficiencyB) efficiency; effectivenessC) effectiveness; effabilityD) efficiency; experience38) Today, the basic management functions have been condensed to ________.A) planning, organizing, commanding, and coordinatingB) planning, organizing, coordinating, and controllingC) planning, organizing, commanding, and controllingD) planning, organizing, leading, and controlling39) Establishing strategies for achieving organizational goals is a part of the ________ function.A) leadingB) coordinatingC) planningD) organizing40) Organizing includes ________.A) setting organizational goalsB) hiring organizational membersC) motivating organizational membersD) determining who does what tasks43) The process of monitoring, comparing, and correcting is called ________.A) controllingB) planningC) leadingD) organizing46) The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.A) interpersonalB) informationalC) technicalD) decisional50) The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle- or top-level managers.A) leaderB) figureheadC) negotiatorD) disseminator52) Katz proposed that managers need ________ skills.A) technical, human, and financialB) human, empirical, and mechanicalC) technical, interpersonal, and legalD) technical, human, and conceptual55) Understanding building codes would be considered a(n) ________ skill for a building contractor.A) humanB) technicalC) conceptualD) empirical57) Which of the following is true concerning the three managerial skills?A) Technical skills tend to be most important for middle-level managers.B) Conceptual skills are most important for lower-level managers.C) Human skills remain equally important to all levels of management.D) Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart.59) Conceptual skills involve ________.A) managing employees who use tools to produce the organization's productsB) communicating with customersC) thinking about abstract and complex situationsD) inspiring enthusiasm and trust among employeesAnswer: CPage Ref: 13Topic: What Do Managers Do?Objective: 3Difficulty: ModerateClassification: Conceptual62) Which of the following is true regarding a manager's job with respect to customers?A) Today, the majority of employees in developed countries work in product sectors.B) Managers have not yet recognized the importance of delivering consistent high-quality customer services.C) Managers must create a customer-responsive organization in order to survive successfully in today's environment.D) Employees play an insignificant role in delivering quality customer services.63) From a business perspective, a company's ability to achieve its business goals and increaselong-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies is known as ________.A) accountabilityB) universalityC) equitabilityD) sustainability64) Which of the following is true regarding the changes that a manager's job is undergoing?A) Managers practicing sustainability integrate economic, environmental, and social opportunities into the business strategy.B) Digitization hardly affects a manager's responsibilities.C) According to managers, employees contribute the least to the success of a customer service organization.D) Innovative efforts are exclusively important for managers serving in high-tech organizations. Answer: APage Ref: 16Objective: 4Difficulty: ModerateClassification: Conceptual65) Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they are located. This principle is known as the ________.A) impartiality of managementB) neutrality of managementC) universality of managementD) reality of management68) Which of the following represents one of the challenges of management?A) enjoy relatively easy workB) support, coach, and nurture othersC) have little influence on organizational outcomesD) have to deal with a variety of personalitiesManagerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.70) The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.A) directorsB) managersC) subordinatesD) line workers71) Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager's job focuses on ________.A) performing clerical dutiesB) personal achievementC) helping others accomplish their work goalsD) supervising groups rather than individual employees72) The engineers need to be informed that supervisors may frequently be referred to as ________.A) middle managersB) top managersC) project leadersD) first-line managers73) After the merger, the management then makes a deliberate arrangement of people to accomplish specific purposes. Such an arrangement makes up a(n) ________.A) trustB) coalitionC) organizationD) affinity groupAnswer: CPage Ref: 6Topic: What Is an Organization?Objective: 2Difficulty: EasyClassification: ConceptualThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.74) Kelly is a ________.A) top managerB) nonmanagerial employeeC) middle managerD) first-line manager75) Ben and Dan are ________.A) top managersB) middle managersC) supervisorsD) first-line managers76) McKenna is a ________.A) top managerB) supervisorC) middle managerD) first-line manager77) Kelly, Ben, Dan, and McKenna are part of an organization that has a ________.A) traditional committee structureB) traditional pyramid structureC) modern matrix structureD) modern jury structureJoe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce. He also decides which employee will operate which machine. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units that have to be produced. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.82) When Joe decides as to how many units of output his employees should produce, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing83) When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing84) When Joe tells the employees that he is sure they can fulfill the schedule because they are good and skilled employees, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing。
管理学-管理学关键词中英文对照
管理学关键词中英文对照1．管理Manage2．管理的目标Management goal3．组织绩效Organization performance4．效益Effectiveness5．效率Efficiency6．管理的二重性Twoness of management7．管理职能Management functions8．计划Plan9．组织Organize10．指挥Command11．协调Coordinate12．控制Control13．计划职能Planning14．组织职能Organizing15．领导职能Leading16．控制职能Controlling17．管理学Management18．管理者Manager19．高层管理者Top managers20．中层管理者Middle managers21．基层管理者Fist-line managers22．组织层次Organizational levels23．管理者的角色The Role of the manager24．人际关系角色Interpersonal roles25．信息情报方面的角色Informational roles26．挂名首脑Figurehead27．监听者Monitor28．谈判者Negotiator29．决策方面的角色Decisional roles30．组织规模Organizational sale31．价值取向Value orientation32．管理者的素质Stuff of managers33．智力商数Intelligence Quotient, IQ34．情商Emotional Intelligence, EI35．情绪Mood36．情感智力Emotional Quotient, EQ37．管理技能Management skill38．技术技能Technical skill39．人际技能Human skill40．概念技能Conceptual skill41．劳动分工Divide of labor42．劳动生产力Prolificacy of work43．劳动时间Time of work44．科学管理理论Scientific management theory 45．工业革命Industrial revolution46．泰罗制Taylor’s Principles47．时间研究Labor time study48．动作研究Motion study49．一般管理理论General administrative theory 50．管理原则Principles of management51．行政组织理论Administrative organization theory 52．古典组织理论Classical organization theory 53．行政管理Administrative management54．官僚制Bureaucracy55．官僚行政组织Bureaucracy56．行为科学Behavior science57．霍桑效应Hawthorne effect58．组织行为Organization behavior59．行为科学理论Behavior school60．X –Y 理论Theory X Y61．X理论Theory X62．Y理论Theory Y63．管理理论丛林Management theory jungle64．管理过程学派Management process school 65．人际关系学派Human relation school66．人际关系Human relation67．群体行为学派Group behavior school68．经验（或案例）学派Experience school69．社会合作系统学派Social technical systems theory 70．社会技术系统学派Social technical systems theory 71．系统管理学派Systems theory school72．决策理论学派Decision theory school 73．管理科学学派Management science school 74．权变理论学派Contingencies theory school 75．权变Contingencies76．经理角色学派Manager role school77．企业文化Organization culture78．愿景Vision79．共同愿景Shared vision80．文化冲击Culture shock81．公司再造Company Reengineering82．准时生产（JIT）Just-in-time83．计算机集成制造系统（CIM）Computer integrated manufacturing 84．精益生产Lean manufacturing85．学习型组织Learning organization86．管理环境Managerial environment87．外部环境External environment88．内部环境Internal environment89．一般环境因素General environmental factors90．宏观环境因素Macro environmental factors91．直接作用因素Direct-action factors92．间接作用因素Indirect-action factors93．环境的复杂性Environmental complexity94．动态环境Dynamic environment95．PEST分析法, PEST(polictial,economic,social,technological) 96．政治与法律环境Political & Legal environment97．特殊任务环境Specific environment98．供应商Suppliers99．服务对象Service object100．顾客Customer101．竞争对手Competitors102．潜在竞争对手Potential competitors103．竞争环境Competitive environment104．竞争意识Competitive intelligence105．进入障碍Barriers to entry106．规模经济Economies of scale107．范围经济Economies of scope108．政府管理部门Government Management department109．特殊利益团体Special-interest groups110．组织内部环境Organizational environment111．组织文化Organizational culture112．使命Mission113．凝聚力Cohesiveness114．合作Collaboration115．核心竞争力Core competence116．环境设计Design for environment117．组织设计Organizational design118．社会责任Social responsibility119．社会义务Social obligation120．社会响应Social responsiveness121．管理道德Management ethics122．道德规范Morality rule123．伦理Ethics124．可持续发展Sustainable development125．全球化Globalization126．全球组织模式Global organization model127．全球性组织Global organization128．全球性外包Global outsourcing129．全球战略Global strategy130．组织利益相关者Stakeholders131．组织Organization132．组织绩效Organizational performance133．生产型组织Manufacture organization134．服务型组织Service organization135．私人组织Private organization136．公共组织Commonality organization137．正式组织Formal organization138．非正式组织Informal organization139．实体组织Entity organization140．虚拟组织Virtual organization141．商业计划Business plan142．企业家Entrepreneur143．企业家才能Entrepreneurship144．创业Entrepreneurship145．创业机会分析Opportunity analysis146．组织目标Organizational goals147．研究与开发(R&D)Research and development 148．目标管理（MBO）Management by objective 149．企业Enterprise150．小企业Small business151．企业法人Corporation152．组织的法律形式Legal forms of organization 153．独资企业Solely- invested enterprise154．个人业主制企业 Sole proprietorship155．合伙制企业Partnership enterprise156．公司制企业Corporation157．有限责任公司Limited liability partnership 158．股份有限公司Limited liability Company 159．无限公司Unlimited company160．两合公司Limited partnership161．企业集团Group company162．劳动密集型企业Labor denseness enterprise 163．资金密集型企业Capital denseness enterprise 164．知识密集型企业Knowledge denseness enterprise 165．股东Shareholder166．董事Director167．董事会Directorate168．监事Monitor169．总经理General manager170．首席执行官（CEO）Chief executive officer171．非营利性组织Nonprofit organitation172．企业生命周期The corporate lifecycles173．发展Development174．萌芽阶段Embryonic stage175．衰退阶段Decline stage176．环境的不确定性Environmental uncertainty 177．组织变革Organization transform178．障碍Obstacle179．核心能力Core competencies180．战略Strategy181．战略管理Strategic management182．战略单位Strategic business units183．企业战略Enterprise strategy184．业务战略Business stratagem185．战略实施Strategy implementation186．差异化Differentiation187．差异化战略Differentiation strategy188．集中战略Concentration strategy189．一体化Intgeration190．纵向一体化V ertical integration191．同业多样化战略Concentric diversification strategy 192．战略联盟Strategic alliance193．合作战略Cooperative strategies194．机会Opportunities195．威胁Threats196．优势Strengths197．劣势Weaknesses198．风险Venture199．SWOT分析SWOT analysis200．成长战略Growth strategies201．稳固战略Stability strategies202．撤退战略Retrenchment strategies203．战略方针Strategic policy204．战略目标Strategic goles205．战略步骤Strategic process206．战略重点Strategic keystone207．战略措施Strategic measure208．预测Forecasting209．长期预测Long-time forecast210．中期预测Metaphase forecast211．短期预测Short-time forecast212．定性预测方法Qualitative forecast213．定量预测方法Quantitative forecast214．德尔菲法Dalphi Method215．讨论Discussion216．集合意见法Jury of opinion217．头脑风暴法Brainstorming218．时间序列法Time series analysis models 219．因果分析法Cause and effect analysis models 220．回归分析预测法Regression modals221．决策Decision222．决策过程Decision –making process 223．问题Problem224．决策标准Decision criteria225．权重Weights226．备选方案Alternatives227．最优化决策Optimum decision228．满意Satisfied229．评价Evaluating230．直觉决策Intuitive decision231．定性决策Qualitative decision232．定量决策Quantitative decision233．战略决策Stratagem decision making234．战术决策Tactics decision235．程序化决策Programmed decision236．非程序化决策Nonprogrammed decision 237．确定型决策Certain decision238．风险型决策Risk decisions239．不确定型决策Uncertain decision240．长期决策Long-term decision241．中期决策Intermediate-term decision242．短期决策Short-term decision243．个人决策Person decision244．集体决策Group decision245．有限理性Bounded rationality246．量本利分析法Breakeven analysis247．盈亏平衡点Breakeven point248．固定成本Fixed costs249．变动成本Variable costs250．决策树Decision tree251．悲观决策法Pessimistic decision252．乐观决策法Optimistic decision253．折衷决策法Compromise decision254．机会均等决策法Occasion equalization decision 255．最小后悔值决策法Regardless decision 256．计划Plan257．执行计划Execute plan258．宗旨Aim259．使命Mission260．目标Goal261．战略Stratagem262．政策Policy263．程序Process264．规则Rule265．规划Program266．项目Project267．预算Budget268．环境扫描Environmental scanning269．长期计划Long-term plans270．中期计划Intermediate-term plans271．短期计划Short-term plans272．战略计划Strategic plans273．业务计划Operational plans274．综合计划Synthetic plans275．局部计划Department plans276．项目计划Project plans277．高层管理计划Top management plans278．中层管理计划Middle management plans279．基层管理计划Fist-line management plans280．生产计划Manufacture281．供应计划Provide plans282．新产品开发计划New product plan283．营销计划Marketing plans284．财务计划Finance plans285．人事计划Human plans286．情境计划Scenario planning287．后勤保障计划Service ensure plans288．指令性计划Mandatory plans289．指导性计划Directional plans290．派生（辅助）计划Derivative plans291．甘特图Gantt chart292．滚动计划方法Rolling plan technique293．网络计划技术Network plan technique294．项目评审法(PERT) Program Evaluation and review techniques 295．线性规划Linear programming296．组织Organizing297．组织结构Organizational structure298．组织工作Organize299．劳动分工Division of labor300．统一指挥Unity of command301．职权Authority302．职责Accountability303．直线权力Line authority304．参谋权力Staff authority305．职能权力Function authority306．组织设计Organizational design307．组织结构设计Organizational structure design 308．组织手册Organization handbook309．职位说明书Job description310．组织系统图Organization system chart 311．组织规模Organization scale312．机械式的结构Mechanistic organization 313．单件生产Unit production314．小量生产Small production315．成批生产Process production316．大量生产Mass production317．连续生产Continuum production318．目标原则Goal principle319．管理幅度Span of control320．指控链Chain of command321．管理层次Chain of command322．岗位设定Job design323．工作分析Job analysis324．岗位设定Job design325．岗位轮换Job rotation326．多样化培训Diversity training327．岗位扩大化Job enlargement328．岗位丰富化Job enrichment329．部门划分Departmentalization330．部门化Departmentalization331．职能部门Functional department332．产品部门化Product departmentalization 333．地区划分部分Geographical departmentalization 334．顾客划分部门Customer departmentalization 335．管理者的能力Ma nager’s ability336．扁平型组织Flattening organization337．锥型组织Awl organization338．组织构架Organizational architecture339．机械式组织Mechanistic organization340．有机式组织Organic organization341．集权Centralization of state power342．集权组织Centralized organization343．分权Decentralization of state power344．分权组织Decentralized organization345．委员会制Committee system346．直线制组织结构Line strcture347．职能制组织结构Functional structure348．直线职能制组织结构Line-functional structure349．事业部制组织机构Divisional structure350．矩陈制组织结构Matrix structure351．专门工作组Bottlegging352．模拟分权制组织Simulation Decentralized organization 353．网络结构Network structure354．领导Leading355．领导Leadership356．职位权力Position power357．个人影响Referent power358．合法权Legitimate authority359．奖赏权Reward power360．惩罚权Punish right361．模范权Exemplary right362．专长权Specialty right363．魅力权Glamour right364．感情权Affection right365．士气Morale366．领导风格Leadership styles367．专制作风Autocratic styles368．民主作风Democratic styles369．放任作风Laissez-faire styles370．领导行为理论Behavioral approach371．管理方格图Managerial grid chart372．贫乏型管理Impoverished management373．任务型管理Task management374．俱乐部型管理Country club management375．中庸型的管理Middle –of –the- road management 376．团队型的管理Team management377．领导权变理论Contingency theory378．菲德勒的权变理论Fiedler contingency model379．“任务导向型”的领导方式Task –oriented leadership 380．“关系导向型”的领导方式Relationship-oriented leadership 381．菲德勒模型The Fiedler model382．情境领导理论Situational leadership theory383．途径——目标理论Path –goal theory384．教练Coach385．指导Coaching386．授权Authorization387．沟通Communicate388．消息Message389．渠道Channel390．传言链Grapevine chains391．语言沟通Verbal communication392．非语言沟通Nonverbal communication393．身体语言Body language394．过滤Filtering395．正式沟通Formal communication396．非正式沟通Informal communication397．小道消息Grapevine398．横向沟通Horizontal communication399．单向沟通One –way communication400．对上沟通Upward communication401．对下沟通Downward communication402．斜向沟通Diagonal communication403．沟通网络Communication network404．链式沟通网络Chain communication network 405．环式沟通网络Round communication network 406．Y式沟通网络Y communication network407．纵向沟通网络Vertical communication network 408．轮式沟通网络Wheel communication network 409．全通道式沟通网络All channel communication network 410．团队管理Team management411．激励Motivation412．激励因素Motivators413．需求Needs414．诱因Inducement415．动机Motivation416．行为Action417．绩效Performance418．激励理论Motivation theory419．内容型激励理论Content motivation theory420．积极性Enthusiasm421．需求层次理论Hierarchy of needs theory422．需求Need423．需求层次Need hierarchy424．生理需要Physiological needs425．安全需要Safety needs426．社交需要Social need427．尊重需要Esteem need428．自我实现需要Self –actualization needs 429．“ERG”理论ERG theory430．存在需要Existence need431．关系需要Relatedness need432．成长需要Growth need433．成就激励论Three-need theory434．成就需要Need for achievement435．权力需要Need for power436．合群需要Need for affiliation437．双因素理论Two –factors theory438．激励——保健理论Motivation –Hygiene theory 439．保健因素Hygiene factors440．激励因素Motivation factors441．满意Satisfaction442．不满意Dissatisfaction443．过程型激励理论Process motivation theory 444．期望Expectancy445．期望理论Expectancy theory446．效价Valence447．努力Make great efforts448．期望Expectation449．公平理论Equity theory450．投入Input451．产出Outcomes452．公平Equity453．不公平Inequity454．外在强化Extrinsic rewards455．内在强化Intrinsic rewards456．强化理论Reinforcement theory457．正强化Positive reinforcement458．负强化Negative reinforcement459．规避性学习Avoidance learning460．修正行为Behavior modification461．搭便车Hitchhike462．投机心理Venture psychology463．消退Fade away464．目标激励法Goal –setting theory465．报酬激励法Reward –setting theory466．工资Wage467．津贴Allowance468．认可Certificate469．赞赏Admiration470．奖惩Rewards and punishment471．惩罚Punishment472．考评Appraise473．控制Control474．控制系统Control system475．信息Information476．反馈Feedback477．信息反馈Information feedback478．控制论Cybernectics479．偏差Warp480．纠正Rectify481．前馈控制Feedforward control482．实时控制Real-time control483．反馈控制Feedback control484．业绩考核Performance appraisals 485．财务报表Financial statement486．资产负债表Balance sheet487．损益表Income statement488．现金流量表Statement of cash flow 489．预算Budgeting490．预算控制Budgeting control491．财务预算Financial budget492．业务预算Operation budget493．销售预算Sell budget494．生产预算Production budget495．生产进度日程表Production schedule table 496．内部审计Internal audit497．外部审计External audit498．创新Innovation499．技术创新Technoiogical innovations 500．产品创新Product innovation501．流程再造Process reengineering502．产品设计Product design503．首席技术官Chief technology officier。
英语七下11单元笔记和作文
英语七下11单元笔记和作文Learning a new language can be a challenging yet rewarding experience. For many students, the journey of mastering English often begins in the classroom, where they are exposed to various units and lessons designed to build their linguistic skills. One such unit, the eleventh unit in the English textbook for grade 7, provides a comprehensive exploration of important topics and concepts that can greatly enhance a student's understanding and proficiency in the language.The first section of this unit delves into the fascinating world of adjectives. Students are introduced to the role of adjectives in describing nouns and how they can be used to convey specific qualities, characteristics, and attributes. They learn to identify different types of adjectives, such as descriptive, possessive, and demonstrative, and understand how to employ them effectively in their written and spoken communication.One of the key aspects of this unit is the emphasis on comparative and superlative forms of adjectives. Students explore how to usethese grammatical structures to compare and contrast different objects, people, or situations, allowing them to express their thoughts and opinions more precisely. They practice forming comparative and superlative adjectives, both regular and irregular, and learn to apply them in various contexts.In addition to the study of adjectives, the eleventh unit also covers the important topic of adverbs. Learners discover the function of adverbs in modifying verbs, adjectives, and other adverbs, and they learn to distinguish between different types of adverbs, such as those of manner, time, and place. The unit encourages students to experiment with adverbs in their writing and speaking, helping them to convey their ideas more effectively and with greater nuance.One of the most engaging aspects of this unit is the inclusion of reading comprehension exercises. Students are presented with a variety of texts, ranging from short stories and articles to poetry and dialogues, which they must read and analyze. These exercises not only improve their reading skills but also expose them to different styles of writing and diverse perspectives. By engaging with these texts, students develop a deeper understanding of the English language and its many applications.Moreover, the unit incorporates various vocabulary-building activities, such as word games, puzzles, and contextual exercises.These activities are designed to expand the students' lexical repertoire, ensuring that they can express themselves with a more extensive and precise vocabulary. The unit also emphasizes the importance of using context clues and word roots to decipher the meaning of unfamiliar terms, equipping students with strategies to navigate the complexities of the English language.In the writing component of the unit, students are challenged to apply their newfound knowledge of adjectives, adverbs, and vocabulary in crafting their own compositions. They are given prompts and guided through the writing process, from brainstorming and outlining to revising and editing. This hands-on experience allows students to put their learning into practice, developing their skills in organizing their thoughts, constructing coherent paragraphs, and expressing their ideas effectively in written form.Furthermore, the unit includes activities that foster collaborative learning, such as group discussions and presentations. These interactive exercises encourage students to engage with their peers, share their insights, and learn from one another. By working together, students not only improve their communication skills but also gain a deeper appreciation for the diverse perspectives and experiences that their classmates bring to the table.Throughout the unit, the instructional materials are designed to cater to various learning styles, ensuring that all students can access and engage with the content. Visual aids, such as diagrams, charts, and illustrations, complement the textual information, making the concepts more accessible and engaging. Additionally, the inclusion of audio and video resources, such as recordings of native speakers and interactive multimedia activities, provides students with opportunities to practice their listening and comprehension skills.One of the standout features of this unit is the emphasis on real-world application. The lessons and activities are carefully crafted to help students understand how the skills and knowledge they are acquiring can be applied in everyday situations, both in and outside the classroom. This practical approach helps to reinforce the relevance and importance of what they are learning, motivating them to continue their language learning journey.As students progress through the eleventh unit, they not only develop a stronger command of the English language but also cultivate essential critical thinking and problem-solving skills. The unit challenges them to analyze, synthesize, and apply their knowledge in creative and meaningful ways, preparing them for the academic and professional demands they may face in the future.In conclusion, the eleventh unit of the English textbook for grade 7 isa comprehensive and engaging exploration of key language concepts and skills. From the study of adjectives and adverbs to the development of reading, writing, and collaborative abilities, this unit provides students with a well-rounded foundation for their continued growth and success in mastering the English language. By embracing the opportunities presented in this unit, students can unlock a world of linguistic possibilities and set themselves on a path towards becoming confident and proficient communicators in English.。
管理学罗宾斯第11版10
Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
©2012 Pearson Education, Inc. publishing as Prentice Hall
10-14
Span of Control
• Span of Control - the number of employees who can be effectively and efficiently supervised by a manager.
10-11
Exhibit 10-3: The Five Common Forms of Departmentalization (cont.)
Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
10-7
Organizational Structure (cont.)
• Chain of Command - the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom.
Algebra1中英版对照目录
分步和混合运算解一元一次方程 P92—P99 2—4：Solving Equations with Variables on Both Sides
变量在两边的一元一次方程的解法 P100—P106 2—5：Solving for a Variable 求变量的值（一元一次）P107—P113
指数幂的乘法运算（同底数幂相乘和积的乘方运算）P460—P466 7—4：Division Properties of Exponents 指数幂的除法 P467—P474 Quiz for Lessons 7-1 through 7-4 第七章 1—4 课小测试 P474—P475 7—5：Polynomials 多项式 P476—P483 7—6：Adding and Subtracting Polynomials 多项式的加减运算 P484—P491 7—7：Multiplying Polynomials 多项式的乘法（单项式与多项式相乘、多项
Algebra 1 与中文数学课本内容在顺序上的对照
Algebra 1
中教数学
CHAPTER 0---- To The Student 0—1：Geometry Formulas
几何公式（s quare，rec tangle,triangle,c irc le）Z3— Z4 0—2：Tree Diagrams 树状图 Z4—Z6 0—3：The Coordinate Plane 直角坐标系 Z7—Z8 0—4：Rounding and Estimating 四舍五入 Z9—Z11 0—5：Adding and Subtracting Decimals 小数的加减运算 Z12—Z13 0—6：Multiplying and Dividing Decimals 小数的乘除运算 Z14—Z16 0—7：Prime and Composite Numbers 素数与合数 Z17—Z18 0—8：Factoring 因数 Z19—Z20 0—9：GCF and LCM 最大公约数和最小公倍数 Z21—Z22
Oracle数据集成器12c：集成与管理（第一卷）学生指南 - 版本2.0说明书
Oracle Data Integrator 12c: Integration and AdministrationStudent Guide – Volume ID82167GC20Edition 2.0 | August 2016 | D97384Learn more from Oracle University at /education/Copyright © 2016, Oracle and/or its affiliates. All rights reserved. Disclaimer This document contains proprietary information and is protected by copyright and other intellectual property laws. You may copy and print this document solely for your own use in an Oracle training course. The document may not be modified or altered in any way. Except where your use constitutes "fair use" under copyright law, you may not use, share, download, upload, copy, print, display, perform, reproduce, publish, license, post, transmit, or distribute this document in whole or in part without the express authorization of Oracle. The information contained in this document is subject to change without notice. If you find any problems in the document, please report them in writing to: Oracle University, 500 Oracle Parkway, Redwood Shores, California 94065 USA. This document is not warranted to be error-free. Restricted Rights Notice If this documentation is delivered to the United States Government or anyone using the documentation on behalf of the United States Government, the following notice is applicable: U.S. GOVERNMENT RIGHTS The U.S. Government’s rights to use, modify, reproduce, release, perform, display, or disclose these training materials are restricted by the terms of the applicable Oracle license agreement and/or the applicable U.S. Government contract. Trademark NoticeOracle and Java are registered trademarks of Oracle and/or its affiliates. Other namesmay be trademarks of their respective owners.AuthorsElio BonazziSteve FriedbergTechnical Contributorsand ReviewersJulien TestutAlex KotopoulisEditorsRaj KumarVijayalakshmi NarasimhanNikita AbrahamGraphic DesignerSeema BopaiahPublishersGiri VenugopalJoseph FernandezContents1 Introduction to Integration and AdministrationCourse Objectives 1-2Lesson Objectives 1-3Agenda of Lessons 1-4Agenda 1-7Why Oracle Data Integrator? 1-8Conventional Integration Process: ETL 1-10Extract Load Transform (E-LT) 1-11ODI Architecture and Components 1-13ODI Architecture 1-14ODI Components: Overview 1-16Using ODI Studio 1-17Designer Navigator (Work Repository) 1-18Operator Navigator (Work Repository) 1-19Topology Navigator (Master Repository) 1-20Security Navigator (Master Repository) 1-21What Is an Agent? 1-22ODI Agents 1-23Three Types of Agents: Java EE, Standalone, Collocated Standalone 1-24 Using the Three Types of Agents 1-25Standalone Agent: Example 1-26ODI Console 1-27Enterprise Manager FMW Console 1-28Management Pack for ODI for Enterprise Manager Cloud Control 1-29 Management Pack for ODI for EM CC ODI Home Page 1-30Agenda 1-31ODI Repositories 1-32Master and Work Repositories 1-33Repository Setup: Example 1-35Repository Setup: Multiple Master Repositories 1-36Components: Global View 1-37Possible ODI Methodology 1-38Checklist of Practice Activities 1-39Starting Oracle Data Integrator 1-40Using Online Help 1-41Quiz 1-42Summary 1-44Practice 1-1 Overview: Logging In and Using Help 1-452 Administering ODI RepositoriesObjectives 2-2Agenda 2-3Initial Repository Administration Tasks 2-4Steps to Set Up the ODI Repositories 2-51. Run Repository Creation Utility 2-61a. Create Schemas 2-71b. Create Passwords and Tablespaces 2-82. Connect to the Master/Work Repository3. Create a Wallet 2-9Connecting to the Master/Work Repository 2-10Exporting the Master Repository 2-11Importing the Master Repository 2-13Creating a Work Repository – 1 2-14Creating a Work Repository – 2 2-15Changing the Work Repository Password 2-16Quiz 2-17Summary 2-18Checklist of Practice Activities 2-19Practice 2-1 Overview: Creating and Connecting to ODI Master and Work Repositories 2-203 ODI Topology ConceptsObjectives 3-2Agenda 3-3What Is Topology? 3-4What Is in the Topology? 3-5Agenda 3-6What Is a Data Server? 3-7Data Servers: Examples 3-8Important Guideline 1 3-9What Is a Physical Schema? 3-10Physical Schemas: Properties 3-11Technology Terminology Among Vendors 3-12Important Guideline 2 3-13Agenda 3-14Infrastructure for Two Production Sites: Example 3-15ODI Design: Physical Architecture of the Two Production Sites 3-16Logical Schemas and Contexts 3-17What Is a Logical Schema? 3-18Important Guideline 3 3-19Logical Versus Physical Architecture 3-20Design Time Versus Run Time 3-21What Is a Context? 3-22A Context Maps a Logical to a Physical Schema 3-23Defining Contexts 3-24Mapping Logical and Physical Resources 3-25Agenda 3-27ODI Physical Agents 3-28Creating a Physical Agent 3-29ODI Agent Parameters 3-30Launching a Stand-Alone Agent: Examples 3-32Stopping the ODI Agent 3-33Deploying and Configuring a Java EE Agent 3-34Load Balancing: Example 3-37Important Guideline 5 3-39Infrastructure with Agents: Example 3-40Defining Agents: Example 3-41Special Case: Fragmentation Problem 3-42Special Case: Important Guideline 6 3-44Special Case: Defining the Physical Architecture 3-45Special Case: The Infrastructure 3-46Special Case: Physical Architecture in ODI 3-47Agenda 3-48Planning the Topology 3-49Matrix of Logical and Physical Mappings 3-50Quiz 3-51Summary 3-54Checklist of Practice Activities 3-55Practice 3-1 Overview: Configuring a Standalone Agent by Using the Common Administration Model 3-564 Describing the Physical and Logical ArchitectureObjectives 4-2Agenda 4-3What Topology Navigator Contains 4-4Topology Navigator: Overview 4-5Review: Context Connects Logical to Physical 4-7Objects You Create in the Practice 4-8Defining a Context 4-9Physical Architecture View 4-11Prerequisites for Connecting to a Server 4-12Important Note 4-13Creating a Data Server 4-14Creating a Data Server: JDBC 4-15JDBC Driver 4-16JDBC URL 4-17Creating a Data Server: JNDI 4-18Testing a Data Server Connection 4-19Creating a Physical Schema 4-20Agenda 4-21Logical Architecture and Context Views 4-22Creating a Logical Schema 4-23Creating a Logical Agent 4-24Editing a Context to Link Logical and Physical Agents 4-25 Quiz 4-26Summary 4-28Checklist of Practice Activities 4-29Practice 4-1 Overview: Working with Topology 4-305 Setting Up a New ODI ProjectObjectives 5-2Agenda 5-3What Is a Project? 5-4Oracle Data Integrator Projects: Overview 5-5How to Use ODI Projects in Your Work 5-6Creating a New Project 5-7Agenda 5-8What Is a Folder? 5-9Creating a New Folder 5-10Organizing Projects and Folders 5-11Agenda 5-12What Is a Knowledge Module? 5-13Types of Knowledge Modules 5-14Which Knowledge Modules Are Needed? 5-15Knowledge Modules: Examples 5-16Importing Knowledge Modules 5-17Replacing Existing KMs 5-18Knowledge Module Editor 5-20Editing a Knowledge Module 5-21Exporting and Importing 5-23Exporting an Object 5-24Importing an Object 5-25ID Numbers: Overview 5-26Import Types 5-27Choosing the Import Mode 5-28Import Report 5-29Agenda 5-30What Is a Marker? 5-31Tagging Objects with Markers 5-32Removing Markers 5-33Marker Groups 5-34Project and Global Markers 5-35Creating a Marker Group 5-36Quiz 5-37Summary 5-39Checklist of Practice Activities 5-40Practice 5-1 Overview: Setting Up a New ODI Project 5-416 Oracle Data Integrator Model ConceptsObjectives 6-2What Is a Model? 6-3Agenda 6-4Relational Model 6-5Relational Model: Tables and Columns 6-6Relational Model: Keys 6-7Relational Model: Foreign Keys 6-8Relational Model: Constraints 6-9Relational Model: Indexes 6-11Relational Model Support in ODI 6-12Additional Metadata in ODI 6-13FlexFields 6-15Agenda 6-16What Is Reverse-Engineering? 6-17Methods for DBMS Reverse-Engineering 6-18Other Methods for Reverse-Engineering 6-19Standard Versus Customized Reverse-Engineering 6-20 Reverse-Engineering Life Cycle 6-21Agenda 6-22Creating a Model by Reverse-Engineering 6-23Step 1: Creating and Naming a New Model 6-24Note: Creating and Naming a New Model 6-25Step 2: Defining a Reverse-Engineering Strategy 6-26Step 3: Starting the Reverse-Engineering Process 6-28Using RKM for Customized Reverse-Engineering 6-29Selective Reverse-Engineering 6-31Step 4: Fleshing Out Models 6-32Shortcuts 6-33Smart Export and Import 6-34Quiz 6-35Summary 6-37Checklist of Practice Activities 6-38Practice 6-1 Overview: Creating Models by Reverse-Engineering 6-397 Organizing ODI Models and Creating ODI DatastoresObjectives 7-2Agenda 7-3What Is a Model Folder? 7-4Creating a Model Folder 7-5What Is a Submodel? 7-6Creating a Submodel 7-7Organizing Datastores into Submodels 7-8Setting Up Automatic Distribution 7-9Agenda 7-10Creating Datastores 7-11Creating a Datastore in a Model 7-12Adding Columns to a Datastore 7-13Agenda 7-14What Is a Constraint in ODI? 7-15Constraints in ODI 7-16Creating a Mandatory Column 7-17Agenda 7-18Creating a Key 7-19Checking a Key 7-20Creating a Reference 7-21Creating a Simple Reference 7-22Creating a Complex Reference 7-23Checking a Reference 7-24Agenda 7-25Creating a Condition 7-26Checking a Condition 7-27Agenda 7-28Audit/Explore: When and Why 7-29Audit/Explore Process: Overview 7-30Agenda 7-31Displaying the Contents of a Datastore 7-32Viewing the Distribution of Values 7-33Analyzing the Contents of a Datastore 7-34Agenda 7-35Defining Business Rules in ODI 7-36From Business Rules to Constraints 7-37Deducing Constraints from Data Analysis 7-38Testing a Constraint 7-39Auditing a Model or Datastore 7-40Reviewing Erroneous Records 7-41Quiz 7-42Summary 7-44Checklist of Practice Activities 7-45Practice 7-1 Overview: Checking Data Quality in the Model 7-468 ODI Mapping ConceptsObjectives 8-2Agenda 8-3What Is a Mapping? 8-4Business Rules for Mappings 8-5Where Are the Rules Defined? 8-6Agenda 8-7What Is an Expression? 8-8What Is a Join? 8-9What Is a Filter? 8-10What Is a Lookup? 8-11What Is a Set? 8-12What Are Some of the Others? 8-13New with Patch: Pivot and Unpivot 8-14Agenda 8-15How Does ODI Implement Business Rules? 8-16Business Problem 8-17Implementing the Rules 8-18Integration Process 8-19Process Details 8-20Process Implementation: Example 1 8-21Process Implementation: Example 2 8-22Process Implementation: Example 3 8-23Agenda 8-24What Is a Staging Area? 8-25Execution Location 8-26Agenda 8-27From Business Rules to Processes 8-28Knowledge Modules 8-29What Is a Knowledge Module? 8-30Code Generation 8-31KM Types Used in Mappings 8-32Agenda 8-33Purpose of a Mapping 8-34What Is an Expression? 8-35Creating a One-to-One Mapping 8-36Creating and Naming a Mapping 8-37Defining the Target Datastore 8-38Multiple Targets 8-39Defining the Source Datastore 8-40Connecting the Ports to Make the Map 8-41Defining the Expressions 8-42Valid Expression Types 8-43Saving the Mapping 8-44Running the Mapping 8-45Quiz 8-46Summary 8-48Checklist of Practice Activities 8-49Practice 8-1 Overview: Mapping: Simple Transformations 8-509 Designing MappingsObjectives 9-2Agenda 9-3Multiple-Source Datastores 9-4Creating a Join Manually 9-5Advanced Joins 9-6Types of Joins 9-7Setting Up a Join 9-8Creating Lookups 9-10Using Lookups 9-11Agenda 9-13Filters in ODI 9-14Defining a Filter Manually 9-15Setting Up a Filter 9-16Agenda 9-17Physical Mapping Diagram 9-18Flow in the Physical Diagram 9-20What Defines the Flow? 9-21Scenario 9-22Basic Process 9-23Agenda 9-24Purpose of a Staging Area 9-25Placing the Staging Area 9-26Important Note 9-27Specifying the Staging Area 9-28Agenda 9-29Options for Expressions 9-30Setting Options for Expressions 9-31Disabling an Expression 9-32Enabling a Mapping for Inserts or Updates 9-33Agenda 9-34Execution Location and Syntax 9-35Why Change the Execution Location? 9-36Changing the Execution Location 9-37ODI Mapping Execution Simulation 9-38Agenda 9-39Which KMs for Which Flow? 9-40Knowledge Modules: Additional Information 9-42Identifying IKMs and LKMs 9-43IKMs and LKMs: Strategies and Methods 9-44Specifying an LKM 9-45Specifying an IKM 9-46Common KM Options 9-47Flow: Example 1 9-48Flow: Example 2 9-49Flow: Example 3 9-50Quiz 9-51Summary 9-52Checklist of Practice Activities 9-53Practice 9-1 Overview: Mapping: Complex Transformations 9-54 Practice 9-2 Overview: Mapping: Implementing Lookup 9-5510 Mappings: Monitoring and TroubleshootingObjectives 10-2Agenda 10-3Operator Navigator: Viewing the Log 10-4Using the Operator Navigator 10-5Hierarchy: Sessions, Steps, Tasks 10-6Viewing Details of Sessions, Steps, and Tasks 10-7Monitoring Execution of a Mapping 10-8Troubleshooting a Session 10-91. Identifying the Error 10-102. Reviewing the Code 10-113. Fixing the Code and Restarting the Session 10-124. Fixing the Mapping 10-13Keys to Reviewing the Generated Code 10-14Agenda 10-15Common Errors and Symptoms 10-16Important Note 10-18Tips for Preventing Errors 10-19Using the Attributes Panel for Quick Edits 10-20Quiz 10-21Summary 10-23Checklist of Practice Activities 10-24Practice 10-1 Overview: Creating ODI Mapping: Exporting a Flat File to a Relational Table 10-2511 Designing Mappings: Advanced Topics 1Objectives 11-2Agenda 11-3Business Rules in Mappings 11-4Business Rule Elements 11-5More Elements 11-6Expression Editor 11-7Agenda 11-9Using a Variable in Code 11-10Binding Versus Substitution 11-12Case Sensitivity 11-13Agenda 11-14Defining a Dataset 11-15Using Set-Based Operators 11-16Example of SET: UNION 11-17Agenda 11-18Types of Sequences 11-19Support for Native Sequences 11-20Creating a Native Sequence 11-21Referring to Sequences 11-22Note: Sequences Updated by Agent 11-23Using Standard Sequences in Mappings Correctly 11-24Using ODI Standard Sequences in Mappings 11-25Populating Native Identity Attributes 11-26Sequences: Best Practices 11-27Automatic Temporary Index Management 11-28Tracking Variables and Sequences 11-29How Variable and Sequence Tracking Works 11-30Variable Actions 11-31Definition Tab of Session Step or Session Task 11-32Quiz 11-33Summary 11-34Checklist of Practice Activities 11-35Practice 11-1: Using Native Sequences with ODI Mapping 11-36 Practice 11-2: Using Temporary Indexes 11-37Practice 11-3: Using Sets with ODI Mapping 11-3812 Designing Mappings: Advanced Topics 2Objectives 12-2Agenda 12-3Partitioning 12-4Definition in Datastore After Reverse-Engineering 12-5Using Partitioning in a Mapping 12-6Agenda 12-7Reusable Mappings 12-8Using Reusable Mappings: Example 12-9Derived Select (Subselect) for Reusable Mappings 12-10Agenda 12-11What Is a User Function? 12-12Why Use User Functions? 12-13Properties of User Functions 12-15Using User Functions 12-16Creating a User Function 12-17Defining an Implementation 12-18Syntax and Implementations 12-19User Functions at Design Time 12-20User Functions at Run Time 12-21Note: Functions in Execution Log 12-22Agenda 12-23Using Substitution Methods 12-24Substitution Methods: Examples 12-26Agenda 12-27Description of KM Steps 12-28Details of the Steps 12-29Setting KM Options 12-30Developing Your Own KM: Guidelines 12-31Complex File Technology 12-33Quiz 12-34Summary 12-35Checklist of Practice Activities 12-36Practice 12-1: Creating and Using Reusable Mappings 12-37 Practice 12-2: Developing a New Knowledge Module 12-3813 Using ODI ProceduresObjectives 13-2Agenda 13-3What Is a Procedure? 13-4Procedure: Examples 13-5Creating Procedures: Overview 13-7Agenda 13-8Creating a New Procedure 13-9Agenda 13-10Creating a Command 13-11Arranging Tasks in Order 13-13Which Parameters Should Be Set? 13-14Valid Types of Commands 13-15More Elements 13-16Why Use a Source Command? 13-17Agenda 13-18Types of Options 13-19Creating a New Option 13-20Making a Command Optional 13-21Using an Option Value in a Command 13-22Agenda 13-23Procedure Execution 13-24Using the Operator Navigator to View Results 13-25Quiz 13-26Summary 13-28Checklist of Practice Activities 13-29Practice 13-1: Creating an ODI Procedure 13-3014 Using ODI PackagesObjectives 14-2Agenda 14-3What Is a Package? 14-4Creating a Package 14-5Agenda 14-6Creating and Naming a Package 14-7Package Diagram 14-8Package Diagram Toolbar 14-9Agenda 14-11Package Steps 14-12Creating a Package Step 14-13What Is an ODI Tool? 14-14Creating an ODI Tool Step 14-15Tool Steps: Best Practices 14-16Agenda 14-17Sequencing Steps 14-18A Simple Package 14-19Sequencing Package Steps 14-20Agenda 14-21Executing a Package 14-22Agenda 14-23Basic Step Types 14-24Advanced Step Types 14-25Agenda 14-26Creating Model, Submodel, and Datastore Steps 14-27 Models, Submodels, and Datastore Steps 14-28Agenda 14-30Creating a Variable Step 14-31Variable Steps 14-32Agenda 14-34Controlling Execution 14-35Error Handling 14-36Creating a Loop 14-37The Advanced Tab 14-38Quiz 14-39Summary 14-41Checklist of Practice Activities 14-42Practice 14-1: Creating an ODI Package 14-43Practice 14-2: Using ODI Packages with Variables and User Functions 14-4415 Step-by-Step DebuggerObjectives 15-2Agenda 15-3Overview 15-4Agenda 15-5Process Overview 15-6Starting a Session in Debug mode 15-7Specifying Debug Properties 15-8Control Execution Flow 15-9Screen Step Numbering 15-10Agenda 15-11New Functionalities 15-12Benefits for End Users 15-15Agenda 15-16Debug Toolbar 15-17Toolbar: Current Cursor 15-18Toolbar: Get Data 15-19Toolbar: Step Into 15-20Toolbar: Run to Task End 15-21Toolbar: Run to Next Task 15-22Toolbar: Run to Step End 15-23Toolbar: Run to Next Step 15-24Toolbar: Pause 15-25Toolbar: Resume 15-26Summary 15-27Checklist of Practice Activities 15-28Practice 15-1: Debugging Mappings 15-2916 Managing ODI ScenariosObjectives 16-2Agenda 16-3What Is a Scenario? 16-4Properties of Scenarios 16-5Agenda 16-6Scenario-Related Tasks 16-7Generating a Scenario 16-8Regenerating a Scenario 16-9Generation Versus Regeneration 16-10Executing a Scenario from the GUI 16-11Executing a Scenario from a Command Line 16-12Executing a Scenario from a Package 16-13Exporting a Scenario 16-14Agenda 16-15Preparing Scenarios for Deployment 16-16Automating Scenario Management 16-17Scheduling the ODI Scenario 16-18Scheduling ODI Scenario with External Scheduler 16-21Managing Schedules 16-22Quiz 16-23Summary 16-24Checklist of Practice Activities 16-25Practice 16-1: Creating and Scheduling an ODI Scenario 16-2617 Using Load PlansObjectives 17-2Should You Organize Executions with Load Plans? 17-3What Are Load Plans? 17-4Load Plan Editor 17-5Load Plan Steps 17-6Defining the Restart Behavior 17-7Are Load Plans Substitutes for Packages or Scenarios? 17-9 Benefits of Using Load Plans 17-10Handling Failed Load Plans 17-11Quiz 17-12Summary 17-13Checklist of Practice Activities 17-14Practice 17-1 Overview: Using Load Plans 17-1518 Enforcing Data Quality with ODIObjectives 18-2Agenda 18-3Why Data Quality? 18-4When to Enforce Data Quality 18-5Data Quality in Source Applications 18-6Data Quality Control in the Integration Process 18-7Data Quality in the Target Applications 18-8Agenda 18-9Data Quality Business Rules 18-10From Business Rules to Constraints 18-11Agenda 18-12Data Quality System: Overview 18-13Static and Flow Controls: Differences 18-14Data Quality Control: Properties 18-15Synchronous Control 18-16What Is a Constraint? 18-17What Can Be Checked? 18-18Enforcing Data Quality in a Mapping 18-19Agenda 18-20Setting Up Static or Flow Control 18-21Enabling Static or Flow Control 18-22Agenda 18-23Setting the Physical Options 18-24Setting the Logical Options 18-25Agenda 18-26Selecting Which Constraints to Enforce 18-27Selecting Which Constraints to Check 18-28Differences Between Control Types 18-29Agenda 18-30Reviewing Erroneous Records 18-31EnterpriseDataQuality Tool 18-32Using the EDQ Tool 18-33Quiz 18-34Summary 18-36Checklist of Practice Activities 18-37Practice 18-1: Enforcing Data Quality with ODI Mappings 18-3819 Working with Changed Data Capture (CDC)Objectives 19-2Why Changed Data Capture? 19-3CDC Techniques 19-4Changed Data Capture in ODI 19-5Journalizing Components 19-6CDC Infrastructure in ODI 19-7Simple Versus Consistent Set Journalizing 19-8Limitations of Simple CDC Journalizing: Example 19-9Consistent CDC Journalizing 19-10Consistent CDC: Infrastructure 19-11Setting Up Journalizing 19-12Setting CDC Parameters: Example 19-13Adding a Subscriber: Example 19-14Starting Journal: Example 19-15Journalizing Status 19-16Viewing Data/Changed Data: Example 19-17Using Changed Data 19-18Oracle GoldenGate Integration 19-20Oracle GoldenGate Integration in ODI 12c 19-21Quiz 19-22Summary 19-24Checklist of Practice Activities 19-25Practice 19-1: Implementing Changed Data Capture 19-2620 Advanced ODI AdministrationObjectives 20-2Agenda 20-3Introduction to ODI Security Navigator 20-4Security Concepts: Overview 20-6Defining Security Policies 20-8Creating Profiles 20-9Using Generic and Nongeneric Profiles 20-10Built-in Profiles 20-11Creating Users 20-12Assigning a Profile to a User 20-13Assigning an Authorization by Profile or User 20-14Defining Password Policies 20-15Setting User Preferences 20-17ODI Security Integration: Overview 20-18Implementing External Authentication (OPSS) 20-19Implementing External Authentication (OPSS): Switching the Authentication Mode 20-21 Implementing External Password Storage 20-22Agenda 20-24Types of ODI Reports 20-25Generating Topology Reports 20-26Generated Topology Report: Example 20-27Version Comparison Report: Example 20-28Generating Object Reports 20-29Agenda 20-30Integration of ODI with Enterprise Manager 20-31Java EE Agent and Enterprise Manager Configuration with WebLogic Domain: Overview 20-32Using ODI Console: Example 20-33Quiz 20-34Summary 20-35Checklist of Practice Activities 20-36Practice 20-1: Setting Up ODI Security 20-37Practice 20-2: Integration with Enterprise Manager and Using ODI Console 20-3821 Integrating ODI with SubversionObjectives 21-2Agenda 21-3ODI-VCS Integration 21-4ODI-VCS Integration Features 21-5ODI: Selecting the Required VCS 21-6ODI Repository Change 21-7Agenda 21-8SVN Connections 21-9Creating an SVN Connection 21-10Configuring ODI Subversion Settings 21-11Configuring the Subversion Repository with ODI 21-12Creating a Default Subversion Project Structure 21-13Configuring the Subversion Repository with ODI: Options 21-14SVN Configuration Options 21-15Creating the Default Project Structure 21-16Disconnection from ODI (Required) 21-17Agenda 21-18Adding ODI Objects to SVN: Options 21-19Adding a Single Non-Versioned Object to SVN: 1 21-20Adding a Single Non-Versioned Object to SVN: 2 21-21Adding Multiple Non-Versioned Objects to SVN: 1 21-22Adding Multiple Non-Versioned Objects to SVN: 2 21-23Creating a New Version for an Object 21-24Adding a Version Comment 21-25Agenda 21-26Creating Full or Partial Tags in the Subversion Repository 21-27Creating a Full Tag 21-28Full Tag Parameters 21-29Creating a Partial Tag 21-30Partial Tag: Adding a Subset of ODI Objects 21-31Agenda 21-32Version History 21-33Comparing Versions 21-34Version Search Criteria 21-35Version Compare Results 21-36Display Color Options 21-37Display Version Tree 21-38Agenda 21-39Performing a Branch Merge 21-40Merge Summary Report 21-41Merge Results Window 21-42Resolving Merge Conflicts 21-43Merge Conflict Resolution 21-44Quiz 21-45Summary 21-46Practice 21-1: Subversion ODI Setup 21-47Practice 21-2: Branch and Label Management 21-4822 Integrating Big Data with ODIObjectives 22-2Agenda 22-3Big Data 22-4Google BigTable, a Big Data Pioneer 22-5Emergence of Apache Hadoop 22-6Agenda 22-7Apache Hadoop 22-8Hadoop Ecosystem 22-9Apache HBASE 22-10Apache Hive 22-11Apache Pig 22-12Apache Spark 22-13Apache Sqoop 22-14Apache Oozie 22-15Agenda 22-16Hadoop Data Integration: Overview 22-17Big Data Knowledge Modules Matrix:1 22-18Big Data Knowledge Modules Matrix: 2 22-19Big Data Knowledge Modules Matrix: 3 22-20ODI: Hadoop Integration Process 22-21ODI: Further Processing After Hadoop Analysis 22-22 ODI: Code Generation 22-23Agenda 22-24Apache Oozie and ODI Integration 22-25ODI to Oozie Workflow Tasks 22-26Agenda 22-27ODI Support for Unstructured Data 22-28ODI Support for Complex Data 22-29 Summary 22-30。
管理学罗宾斯第11版01
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
Common Characteristics of Organizations
Have a distinct purpose (goal) Are composed of people Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-3
Who Are Managers?
Manager
行政部岗位每日工作流程及时间安排
行政部岗位每日工作流程及时间安排1.早上8点到岗，先整理办公桌。
I arrive at the office at 8 am and start by organizing my desk.2. 8:30分开始检查今日行政会议的议程安排。
At 8:30, I start reviewing the agenda for today's administrative meeting.3. 9点与其他部门沟通，确认部门之间的协调安排。
At 9 am, I communicate with other departments to confirm coordination arrangements between departments.4. 9:30与财务部门核对今日的资金支出情况。
At 9:30, I cross-check the daily financial expenditure with the finance department.5. 10点与行政助理商讨及时的文件整理工作。
At 10 am, I discuss with the administrative assistant about timely document organization.6. 10:30分审核员工的请假申请和其他假期安排。
At 10:30, I review employees' leave applications and other holiday arrangements.7. 11点安排办公室内的日常巡检工作。
At 11 am, I arrange for the daily office inspection.8. 11:30与供应商沟通，确认物品采购和供应情况。
At 11:30, I communicate with the suppliers to confirm the procurement and supply of items.9.中午12点休息一小时用餐。
九年级全一册英语书第十一单元课堂笔记
九年级全一册英语书第十一单元课堂笔记Title: Classroom Notes for Unit 11 of Ninth Grade English TextbookIntroduction:In this article, we will provide comprehensive classroom notes for Unit 11 of the ninth-grade English textbook. This unit covers various topics and skills that are essential for English language learners at this level. The notes will be structured into six main points, each consisting of several sub-points, followed by a conclusion summarizing the key takeaways from the unit.Main Points:1. Vocabulary Expansion:1.1. Introduction to new words and phrases in the unit.1.2. Definitions and usage examples of the introduced vocabulary.1.3. Practice activities to reinforce understanding and retention of the new vocabulary.1.4. Strategies for effective vocabulary acquisition, such as using flashcards or creating word associations.1.5. Additional resources for further vocabulary development, such as online word games or word lists.2. Reading Comprehension:2.1. Reading passages in the unit and their main themes.2.2. Strategies for active reading, including skimming, scanning, and making predictions.2.3. Techniques for identifying key information, such as understanding context clues or recognizing main ideas.2.4. Practice exercises to enhance reading comprehension skills.2.5. Tips for improving reading speed and accuracy, such as regular reading practice or using a dictionary for unknown words.3. Grammar and Sentence Structure:3.1. Grammar rules covered in the unit, including tenses, parts of speech, and sentence structures.3.2. Examples and explanations of the grammar rules.3.3. Practice exercises to reinforce understanding and application of the grammar concepts.3.4. Common mistakes to avoid and tips for improving grammatical accuracy.3.5. Additional resources for further grammar practice, such as online grammar quizzes or grammar textbooks.4. Writing Skills:4.1. Types of writing tasks introduced in the unit, such as essays, letters, or reports.4.2. Step-by-step guidance on the writing process, including brainstorming, outlining, drafting, revising, and editing.4.3. Techniques for organizing ideas and developing coherent paragraphs.4.4. Strategies for improving sentence structure, vocabulary, and grammar in writing.4.5. Peer review and self-assessment techniques to enhance writing skills.5. Speaking and Listening:5.1. Oral communication activities in the unit, such as dialogues or presentations.5.2. Tips for effective speaking, including clear pronunciation and appropriate intonation.5.3. Strategies for active listening, such as note-taking or asking clarifying questions.5.4. Techniques for participating in discussions and expressing opinions.5.5. Practice exercises to improve speaking and listening skills, such as role-playing or listening to authentic English audio materials.6. Cultural Awareness:6.1. Cultural aspects covered in the unit, including customs, traditions, or famous landmarks.6.2. Discussion points to promote intercultural understanding and appreciation.6.3. Comparisons between different cultures to foster a global perspective.6.4. Activities to encourage students to share their own cultural experiences.6.5. Additional resources for exploring different cultures, such as documentaries or online cultural exchange platforms.Conclusion:In conclusion, the classroom notes for Unit 11 of the ninth-grade English textbook covered various aspects of language learning, including vocabulary expansion, reading comprehension, grammar and sentence structure, writing skills, speaking and listening, and cultural awareness. By following the guidance provided in these notes, students will be equipped with the necessary tools to succeed in their English language studies. Continuous practice and exploration of additional resources will further enhance their language proficiency.。
归纳归档文件整理工作的流程11步
归纳归档文件整理工作的流程11步Organizing and archiving files can be a tedious task, but it is crucial in order to maintain a well-organized system within a company or organization. The process of sorting through documents, categorizing them, and storing them properly is not only essential for easy access to information, but also for ensuring data security and compliance with regulations.整理和归档文件可能是一项乏味的任务，但这对于保持公司或组织内部的良好组织系统至关重要。
整理文件、分类文件并妥善存储文件的过程不仅对信息的方便获取至关重要，还有助于确保数据的安全性并符合法规。
The first step in the process of organizing and archiving files is to gather all relevant documents and files in one central location. This may involve collecting physical papers from different departments or compiling digital files from various electronic devices. Having all documents in one place makes it easier to assess the volume of work involved and determine the best approach to sorting and categorizing them.整理和归档文件的第一步是将所有相关文件和文档收集到一个中心位置。
人教版初中英语九年级Unit11知识点
人教版初中英语九年级Unit11知识点Unit 11: Making a DifferenceIn the ninth grade textbook of People's Education Press, Unit 11 revolves around the theme of "Making a Difference." This unit aims to help students understand the importance of taking actions to create positive changes in the world we live in. Here, we will explore some of the key knowledge points covered in this unit.Firstly, the unit introduces the concept of volunteering. It encourages students to actively engage in volunteer work to contribute to their communities. Volunteer work not only benefits the recipients but also provides personal growth and fulfillment. By participating in activities such as cleaning up the environment or caring for the elderly, students can learn valuable life skills such as teamwork, empathy, and responsibility.Next, the unit emphasizes the significance of education in making a difference. Education empowers individuals with knowledge and skills necessary to address various social issues. As students, it is crucial to recognize the importance of staying informed and educated about global events and ongoing challenges. By staying updated, we canactively participate in discussions, raise awareness, and propose possible solutions.In Unit 11, students are introduced to various environmental issues, such as pollution and global warming. They learn about the adverse effects of these problems on our planet, as well as the potential solutions and efforts being made to combat them. By gaining a deeper understanding of these issues, students can become more conscious of their own behaviors and adopt sustainable practices in their daily lives. For example, they can reduce water and energy consumption, recycle waste, and participate in tree-planting activities.Furthermore, the unit highlights the importance of empathy and compassion. Students are encouraged to put themselves in the shoes of others and develop a sense of empathy towards those who are less fortunate. By understanding the struggles of others, students can actively seek ways to help, such as participating in fundraising events for the underprivileged or donating essential items. Through these experiences, students can develop a sense of social responsibility and become more caring individuals.In addition to personal actions, the unit also introduces the concept of advocacy. Students learn about influential figures who have madesignificant contributions to society through their advocacy work. By studying the efforts of individuals like Malala Yousafzai and Greta Thunberg, students can gain inspiration and understand the power of their own voices. Encouraging students to speak up and advocate for causes they believe in can lead to meaningful change in their communities and beyond.Lastly, the unit emphasizes the importance of teamwork and collaboration. It highlights the idea that making a difference often requires collective efforts. By working together with classmates, friends, and family members, students can amplify their impact and achieve greater results. Whether it's organizing a charity event or initiating a social project, teamwork and collaboration are essential for achieving long-lasting change.In conclusion, Unit 11 of the ninth-grade textbook from People's Education Press provides students with valuable knowledge and concepts related to making a difference. By emphasizing volunteering, education, environmental awareness, empathy, advocacy, and teamwork, the unit encourages students to take action and contribute positively to society. By internalizing these key points, students can become informed global citizens who are capable of creating meaningful changes in the world around them.。
英汉对照表
英汉Aβα-Pruning, βα-剪枝, (2) Acceleration Coefficient, 加速系数, (8) Activation Function, 激活函数, (4) Adaptive Linear Neuron, 自适应线性神经元,(4)Adenine, 腺嘌呤, (11)Agent, 智能体, (6)Agent Communication Language, 智能体通信语言, (11)Agent-Oriented Programming, 面向智能体的程序设计, (6)Agglomerative Hierarchical Clustering, 凝聚层次聚类, (5)Analogism, 类比推理, (5)And/Or Graph, 与或图, (2)Ant Colony Optimization (ACO), 蚁群优化算法, (8)Ant Colony System (ACS), 蚁群系统, (8) Ant-Cycle Model, 蚁周模型, (8)Ant-Density Model, 蚁密模型, (8)Ant-Quantity Model, 蚁量模型, (8)Ant Systems, 蚂蚁系统, (8)Applied Artificial Intelligence, 应用人工智能, (1)Approximate Nondeterministic Tree Search (ANTS), 近似非确定树搜索, (8) Artificial Ant, 人工蚂蚁, (8)Artificial Intelligence (AI), 人工智能, (1) Artificial Neural Network (ANN), 人工神经网络, (1), (3)Artificial Neural System, 人工神经系统，(3) Artificial Neuron, 人工神经元, (3) Associative Memory, 联想记忆, (4) Asynchronous Mode, 异步模式, (4) Attractor, 吸引子, (4)Automatic Theorem Proving, 自动定理证明,(1)Automatic Programming, 自动程序设计, (1) Average Reward, 平均收益, (6) Axon, 轴突, (4)Axon Hillock, 轴突丘, (4)BBackward Chain Reasoning, 逆向推理, (3) Bayesian Belief Network, 贝叶斯信念网, (5) Bayesian Decision, 贝叶斯决策, (3) Bayesian Learning, 贝叶斯学习, (5) Bayesian Network贝叶斯网, (5)Bayesian Rule, 贝叶斯规则, (3)Bayesian Statistics, 贝叶斯统计学, (3) Biconditional, 双条件, (3)Bi-Directional Reasoning, 双向推理, (3) Biological Neuron, 生物神经元, (4) Biological Neural System, 生物神经系统, (4) Blackboard System, 黑板系统, (8)Blind Search, 盲目搜索, (2)Boltzmann Machine, 波尔兹曼机, (3) Boltzmann-Gibbs Distribution, 波尔兹曼-吉布斯分布, (3)Bottom-Up, 自下而上, (4)Building Block Hypotheses, 构造块假说, (7) CCell Body, 细胞体, (3)Cell Membrane, 细胞膜, (3)Cell Nucleus, 细胞核, (3)Certainty Factor, 可信度, (3)Child Machine, 婴儿机器, (1)Chinese Room, 中文屋, (1) Chromosome, 染色体, (6)Class-conditional Probability, 类条件概率,(3), (5)Classifier System, 分类系统, (6)Clause, 子句, (3)Cluster, 簇, (5)Clustering Analysis, 聚类分析, (5) Cognitive Science, 认知科学, (1) Combination Function, 整合函数, (4) Combinatorial Optimization, 组合优化, (2) Competitive Learning, 竞争学习, (4) Complementary Base, 互补碱基, (11) Computer Games, 计算机博弈, (1) Computer Vision, 计算机视觉, (1)Conflict Resolution, 冲突消解, (3) Conjunction, 合取, (3)Conjunctive Normal Form (CNF), 合取范式,(3)Collapse, 坍缩, (11)Connectionism, 连接主义, (3) Connective, 连接词, (3)Content Addressable Memory, 联想记忆, (4) Control Policy, 控制策略, (6)Crossover, 交叉, (7)Cytosine, 胞嘧啶, (11)DData Mining, 数据挖掘, (1)Decision Tree, 决策树, (5) Decoherence, 消相干, (11)Deduction, 演绎, (3)Default Reasoning, 默认推理（缺省推理）,(3)Defining Length, 定义长度, (7)Rule (Delta Rule), 德尔塔规则, 18(3) Deliberative Agent, 慎思型智能体, (6) Dempster-Shafer Theory, 证据理论, (3) Dendrites, 树突, (4)Deoxyribonucleic Acid (DNA), 脱氧核糖核酸, (6), (11)Disjunction, 析取, (3)Distributed Artificial Intelligence (DAI), 分布式人工智能, (1)Distributed Expert Systems, 分布式专家系统,(9)Divisive Hierarchical Clustering, 分裂层次聚类, (5)DNA Computer, DNA计算机, (11)DNA Computing, DNA计算, (11) Discounted Cumulative Reward, 累计折扣收益, (6)Domain Expert, 领域专家, (10) Dominance Operation, 显性操作, (7) Double Helix, 双螺旋结构, (11)Dynamical Network, 动态网络, (3)E8-Puzzle Problem, 八数码问题, (2) Eletro-Optical Hybrid Computer, 光电混合机, (11)Elitist strategy for ant systems (EAS), 精化蚂蚁系统, (8)Energy Function, 能量函数, (3) Entailment, 永真蕴含, (3) Entanglement, 纠缠, (11)Entropy, 熵, (5)Equivalence, 等价式, (3)Error Back-Propagation, 误差反向传播, (4) Evaluation Function, 评估函数, (6) Evidence Theory, 证据理论, (3) Evolution, 进化, (7)Evolution Strategies (ES), 进化策略, (7) Evolutionary Algorithms (EA), 进化算法, (7) Evolutionary Computation (EC), 进化计算,(7)Evolutionary Programming (EP), 进化规划,(7)Existential Quantification, 存在量词, (3) Expert System, 专家系统, (1)Expert System Shell, 专家系统外壳, (9) Explanation-Based Learning, 解释学习, (5) Explanation Facility, 解释机构, (9)FFactoring, 因子分解, (11)Feedback Network, 反馈型网络, (4) Feedforward Network, 前馈型网络, (1) Feasible Solution, 可行解, (2)Finite Horizon Reward, 横向有限收益, (6) First-order Logic, 一阶谓词逻辑, (3) Fitness, 适应度, (7)Forward Chain Reasoning, 正向推理, (3) Frame Problem, 框架问题, (1)Framework Theory, 框架理论, (3)Free-Space Optical Interconnect, 自由空间光互连, (11)Fuzziness, 模糊性, (3)Fuzzy Logic, 模糊逻辑, (3)Fuzzy Reasoning, 模糊推理, (3)Fuzzy Relation, 模糊关系, (3)Fuzzy Set, 模糊集, (3)GGame Theory, 博弈论, (8)Gene, 基因, (7)Generation, 代, (6)Genetic Algorithms, 遗传算法, (7)Genetic Programming, 遗传规划（遗传编程）,(7)Global Search, 全局搜索, (2)Gradient Descent, 梯度下降, (4)Graph Search, 图搜索, (2)Group Rationality, 群体理性, (8) Guanine, 鸟嘌呤, (11)HHanoi Problem, 梵塔问题, (2)Hebbrian Learning, 赫伯学习, (4)Heuristic Information, 启发式信息, (2) Heuristic Search, 启发式搜索, (2)Hidden Layer, 隐含层, (4)Hierarchical Clustering, 层次聚类, (5) Holographic Memory, 全息存储, (11) Hopfield Network, 霍普菲尔德网络, (4) Hybrid Agent, 混合型智能体, (6)Hype-Cube Framework, 超立方体框架, (8)IImplication, 蕴含, (3)Implicit Parallelism, 隐并行性, (7) Individual, 个体, (6)Individual Rationality, 个体理性, (8) Induction, 归纳, (3)Inductive Learning, 归纳学习, (5) Inference Engine, 推理机, (9)Information Gain, 信息增益, (3)Input Layer, 输入层, (4)Interpolation, 插值, (4)Intelligence, 智能, (1)Intelligent Control, 智能控制, (1) Intelligent Decision Supporting System (IDSS), 智能决策支持系统，(1) Inversion Operation, 倒位操作, (7)JJoint Probability Distribution, 联合概率分布,(5) KK-means, K-均值, (5)K-medoids, K-中心点, (3)Knowledge, 知识, (3)Knowledge Acquisition, 知识获取, (9) Knowledge Base, 知识库, (9)Knowledge Discovery, 知识发现, (1) Knowledge Engineering, 知识工程, (1) Knowledge Engineer, 知识工程师, (9) Knowledge Engineering Language, 知识工程语言, (9)Knowledge Interchange Format (KIF), 知识交换格式, (8)Knowledge Query and ManipulationLanguage (KQML), 知识查询与操纵语言，(8)Knowledge Representation, 知识表示, (3)LLearning, 学习, (3)Learning by Analog, 类比学习, (5) Learning Factor, 学习因子, (8)Learning from Instruction, 指导式学习, (5) Learning Rate, 学习率, (6)Least Mean Squared (LSM), 最小均方误差,(4)Linear Function, 线性函数, (3)List Processing Language (LISP), 表处理语言, (10)Literal, 文字, (3)Local Search, 局部搜索, (2)Logic, 逻辑, (3)Lyapunov Theorem, 李亚普罗夫定理, (4) Lyapunov Function, 李亚普罗夫函数, (4)MMachine Learning, 机器学习, (1), (5) Markov Decision Process (MDP), 马尔科夫决策过程, (6)Markov Chain Model, 马尔科夫链模型, (7) Maximum A Posteriori (MAP), 极大后验概率估计, (5)Maxmin Search, 极大极小搜索, (2)MAX-MIN Ant Systems (MMAS), 最大最小蚂蚁系统, (8)Membership, 隶属度, (3)Membership Function, 隶属函数, (3) Metaheuristic Search, 元启发式搜索, (2) Metagame Theory, 元博弈理论, (8) Mexican Hat Function, 墨西哥草帽函数, (4) Migration Operation, 迁移操作, (7) Minimum Description Length (MDL), 最小描述长度, (5)Minimum Squared Error (MSE), 最小二乘法,(4)Mobile Agent, 移动智能体, (6)Model-based Methods, 基于模型的方法, (6) Model-free Methods, 模型无关方法, (6) Modern Heuristic Search, 现代启发式搜索,(2)Monotonic Reasoning, 单调推理, (3)Most General Unification (MGU), 最一般合一, (3)Multi-Agent Systems, 多智能体系统, (8) Multi-Layer Perceptron, 多层感知器, (4) Mutation, 突变, (6)Myelin Sheath, 髓鞘, (4)(μ+1)-ES, (μ+1) -进化规划, (7)(μ+λ)-ES, (μ+λ) -进化规划, (7) (μ,λ)-ES, (μ,λ) -进化规划, (7)NNaïve Bayesian Classifiers, 朴素贝叶斯分类器, (5)Natural Deduction, 自然演绎推理, (3) Natural Language Processing, 自然语言处理,(1)Negation, 否定, (3)Network Architecture, 网络结构, (6)Neural Cell, 神经细胞, (4)Neural Optimization, 神经优化, (4) Neuron, 神经元, (4)Neuron Computing, 神经计算, (4)Neuron Computation, 神经计算, (4)Neuron Computer, 神经计算机, (4) Niche Operation, 生态操作, (7) Nitrogenous base, 碱基, (11)Non-Linear Dynamical System, 非线性动力系统, (4)Non-Monotonic Reasoning, 非单调推理, (3) Nouvelle Artificial Intelligence, 行为智能,(6)OOccam’s Razor, 奥坎姆剃刀, (5)(1+1)-ES, (1+1) -进化规划, (7)Optical Computation, 光计算, (11)Optical Computing, 光计算, (11)Optical Computer, 光计算机, (11)Optical Fiber, 光纤, (11)Optical Waveguide, 光波导, (11)Optical Interconnect, 光互连, (11) Optimization, 优化, (2)Optimal Solution, 最优解, (2)Orthogonal Sum, 正交和, (3)Output Layer, 输出层, (4)Outer Product, 外积法, 23(4)PPanmictic Recombination, 混杂重组, (7) Particle, 粒子, (8)Particle Swarm, 粒子群, (8)Particle Swarm Optimization (PSO), 粒子群优化算法, (8)Partition Clustering, 划分聚类, (5) Partitioning Around Medoids, K-中心点, (3) Pattern Recognition, 模式识别, (1) Perceptron, 感知器, (4)Pheromone, 信息素, (8)Physical Symbol System Hypothesis, 物理符号系统假设, (1)Plausibility Function, 不可驳斥函数（似然函数）, (3)Population, 物种群体, (6)Posterior Probability, 后验概率, (3)Priori Probability, 先验概率, (3), (5) Probability, 随机性, (3)Probabilistic Reasoning, 概率推理, (3) Probability Assignment Function, 概率分配函数, (3)Problem Solving, 问题求解, (2)Problem Reduction, 问题归约, (2)Problem Decomposition, 问题分解, (2) Problem Transformation, 问题变换, (2) Product Rule, 产生式规则, (3)Product System, 产生式系统, (3) Programming in Logic (PROLOG), 逻辑编程, (10)Proposition, 命题, (3)Propositional Logic, 命题逻辑, (3)Pure Optical Computer, 全光计算机, (11)QQ-Function, Q-函数, (6)Q-learning, Q-学习, (6)Quantifier, 量词, (3)Quantum Circuit, 量子电路, (11)Quantum Fourier Transform, 量子傅立叶变换, (11)Quantum Gate, 量子门, (11)Quantum Mechanics, 量子力学, (11) Quantum Parallelism, 量子并行性, (11) Qubit, 量子比特, (11)RRadial Basis Function (RBF), 径向基函数,(4)Rank based ant systems (ASrank), 基于排列的蚂蚁系统, (8)Reactive Agent, 反应型智能体, (6) Recombination, 重组, (6)Recurrent Network, 循环网络, (3) Reinforcement Learning, 强化学习, (3) Resolution, 归结, (3)Resolution Proof, 归结反演, (3) Resolution Strategy, 归结策略, (3) Reasoning, 推理, (3)Reward Function, 奖励函数, (6) Robotics, 机器人学, (1)Rote Learning, 机械式学习, (5)SSchema Theorem, 模板定理, (6) Search, 搜索, (2)Selection, 选择, (7)Self-organizing Maps, 自组织特征映射, (4) Semantic Network, 语义网络, (3)Sexual Differentiation, 性别区分, (7) Shor’s algorithm, 绍尔算法, (11)Sigmoid Function, Sigmoid 函数（S型函数）,(4)Signal Function, 信号函数, (3)Situated Artificial Intelligence, 现场式人工智能, (1)Spatial Light Modulator (SLM), 空间光调制器, (11)Speech Act Theory, 言语行为理论, (8) Stable State, 稳定状态, (4)Stability Analysis, 稳定性分析, (4)State Space, 状态空间, (2)State Transfer Function, 状态转移函数,(6)Substitution, 置换, (3)Stochastic Learning, 随机型学习, (4) Strong Artificial Intelligence (AI), 强人工智能, (1)Subsumption Architecture, 包容结构, (6) Superposition, 叠加, (11)Supervised Learning, 监督学习, (4), (5) Swarm Intelligence, 群智能, (8)Symbolic Artificial Intelligence (AI), 符号式人工智能（符号主义）, (3) Synapse, 突触, (4)Synaptic Terminals, 突触末梢, (4) Synchronous Mode, 同步模式, (4)TThreshold, 阈值, (4)Threshold Function, 阈值函数, (4) Thymine, 胸腺嘧啶, (11)Topological Structure, 拓扑结构, (4)Top-Down, 自上而下, (4)Transfer Function, 转移函数, (4)Travel Salesman Problem, 旅行商问题, (4) Turing Test, 图灵测试, (1)UUncertain Reasoning, 不确定性推理, (3)Uncertainty, 不确定性, (3)Unification, 合一, (3)Universal Quantification, 全称量词, (4) Unsupervised Learning, 非监督学习, (4), (5)WWeak Artificial Intelligence (Weak AI), 弱人工智能, (1)Weight, 权值, (4)Widrow-Hoff Rule, 维德诺-霍夫规则, (4)。
英语单词精解系列[高中外研选修11单元6]第一百篇
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英语单词精解系列[高中外研选修11单元6]第一百篇diplomat音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’dɪpləmæt] 美[’dɪpləmæt]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 外交家，外交官；有外交手腕的人；处事圆滑机敏的人短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Independent Diplomat:独立外交组织;独立外交官Envoy Diplomat:特使LE DIPLOMAT:国宾馆酒店diplomat the:外交家;社交家Diplomat Pkwy:街道地址Greece Diplomat:希腊外交官Economic Diplomat:经济外交官例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-COUNT A diplomat is a senior official who discusses affairs with another country on behalf of his or her own country, usually working as a member of an embassy. 外交官ensure音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[ɪn’ʃɔː; -’ʃʊə; en-] 美[ɪn’ʃʊr]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 过去式ensured 过去分词ensured 现在分词ensuring ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vt. 保证，确保；使安全短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ to ensure:保证;以保证;表示目的performance ensure:建设保障Ensure health:确保健康Ensure efficiency:保证效率ensure measure:保障措施quality ensure:质量保障;销售网络Ensure profitability:确保盈利例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T To ensure something, or to ensure that something happens, means to make certain that it happens. 确保[正式]vulnerable音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[ˈvʌlnərəbl] 美[’vʌlnərəbl]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ adj. 易受攻击的，易受…的攻击；易受伤害的；有弱点的短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Vulnerable groups:弱势群体;易受伤害的群体;强势集体;弱势社群vulnerable species:渐危种;易危种;害物种vulnerable slope:易生危险的斜坡Amigo Vulnerable:脆弱的朋友;感性的朋友vulnerable area:易损面积;脆弱区;薄弱环节;薄弱部分vulnerable part:易损件expectedly vulnerable:预计弱势;果然脆弱vulnerable option:脆弱期权Vulnerable women:脆弱的女人;容易受伤的女人例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.ADJ Someone who is vulnerable is weak and without protection, with the result that they are easily hurt physically or emotionally. 易受伤害的2.vulnerability N-VAR 脆弱3.ADJ If a person, animal, or plant is vulnerable to a disease, they are more likely to get it than other people, animals, or plants. 容易患…病的4.vulnerability N-UNCOUNT 患病的可能性5.ADJ Something that is vulnerable can be easily harmed or affected by something bad. 易受损害的6.vulnerability N-UNCOUNT 易受攻击性charter音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’tʃɑːtə] 美[’tʃɑrtɚ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 宪章；执照；特许状；（法律或政策的）漏洞；（飞机、船等的）租用v. 包租；发给特许执照adj. 包租的n. (Charter) （美、英）查特（人名）短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Earth Charter:地球宪章Charter transport:租船运输;运输合同open charter:货港未定的租船合同;普通租船契约;公开招标Standard Charter:渣打集团;渣打银行Old Charter:老宪章波本威酒;老租船;老租船老租约;老租船老租船老租约Charter Communications:特许通讯公司;特许通讯;查特通信公司bank charter:银行执照;银行业务的文件;翻译trip charter:定程租船;航次租船合同;航次租船;程租船new charter:新租约;新执照;新租船契约新执照例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-COUNT A charter is a formal document describing the rights, aims, or principles of an organization or group of people. 宪章2.ADJ A charter plane or boat is one which is rented for use by a particular person or group and which is not part of a regular service. 包租的[ADJ n]3.V-T If a person or organization charters a plane, boat, or other vehicle, they rent it for their own use. 包租rage音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[reɪdʒ] 美[redʒ]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 过去式raged 过去分词raged 现在分词raging ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 愤怒；狂暴，肆虐；情绪激动vi. 大怒，发怒；流行，风行n. (Rage)人名；(丹)拉厄短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Chrono Rage:时光愤怒;超时空狂怒Road Rage:路怒症;道路暴怒者;道路狂飙white rage:震怒;白色的愤怒;白瑞奇web rage:网络戾气;网怒Grizzly Rage:狂暴之熊;熊逃末路;熊Penguin Rage:愤怒的企鹅Silent Rage:无声的愤怒;第四类杀手Ripsaw Rage:第二十五关例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-VAR Rage is strong anger that is difficult to control. 盛怒2.V-I You say that something powerful or unpleasant rages when it continues with great force or violence. 肆虐3.V-I If you rage about something, you speak or think very angrily about it. 发怒; 怒斥4.N-UNCOUNT You can refer to the strong anger that someone feels in a particular situation as a particular rage , especially when this results in violent or aggressive behaviour. (尤指导致暴力或侵略性行为的) 狂怒5.→ see also road rage6.→ see also ragingimplement音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’ɪmplɪm(ə)nt] 美[’ɪmplɪmɛnt]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vt. 实施，执行；实现，使生效n. 工具，器具；手段短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Implement Improvements:执行改进implement shed:农具房manicure implement:修指甲用具;修指甲器具faithfully implement:认真执行system implement:系统实施;系统实现;体系实施;系统的实现Implement Solution:推展解决方案;实施方案;实现方案cleansing implement:清洗实施;清洗执行;实施清洁Implement processes:执行流程;让过程有效;实现过程;实施过程design implement:设计实现例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T If you implement something such as a plan, you ensure that what has been planned is done. 实施; 执行2.implementation N-UNCOUNT 实施; 执行3.N-COUNT An implement is a tool or other piece of equipment. 器具[正式]administer音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[əd’mɪnɪstə] 美[əd’mɪnɪstɚ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vt. 管理；执行；给予vi. 给予帮助；执行遗产管理人的职责；担当管理人短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _E Administer:进阶管理Facture Administer:制作执行专员administer structure:治理结构administer medicine:给予药品administer drugs:用药administer administration:两字river administer:河流治理administer claim:解决索赔案件integrated administer:综合管理例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T If someone administers something such as a country, the law, or a test, they take responsibility for organizing and supervising it. 监管(国家、法律、考试等)2.V-T If a doctor or a nurse administers a drug, they give it to a patient. (医生、护士) 派发(药物) [正式]launch音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[lɔːntʃ] 美[lɔntʃ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ v. 发射（导弹、火箭等）；发起，发动；使……下水；开始；起飞n. 发射；发行，投放市场；下水；汽艇短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ launch window:发射窗口;Rocket Launch:发射窗;发射时限;打开浏览器窗口launch out:火箭发射product launch:开始新事情;下水;开到水深之处;开始新的事情Launch stage:产品发布;产品投放市场;新产品发布会;发布产品launch manager:发布阶段silo launch:宏基快捷键驱动;投产经理;新产品导入;产品投放经理Launch Options:井下发射launch on:启动选项;发射选项;启动参数里例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T To launch a rocket, missile, or satellite means to send it into the air or into space. 发射2.N-VAR Launch is also a noun. 发射3.V-T To launch a ship or a boat means to put it into water, often for the first time after it has been built. 使(新船等) 下水4.N-COUNT Launch is also a noun. 下水5.V-T To launch a large and important activity, for example, a military attack, means to start it. 发起6.N-COUNT Launch is also a noun. 发起7.V-T If a company launches a new product, it makes it available to the public. 推出(新产品)8.N-COUNT Launch is also a noun. 推出9.N a motor driven boat used chiefly as a transport boat 摩托艇fare音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[feə] 美[fɛr]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 过去式fared 过去分词fared 现在分词faring ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vi. 经营；进展；遭遇；过活n. 票价；费用；旅客；食物n. (Fare)人名；(瑞典)法勒；(法、意)法尔短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Fare evasion:逃票flat fare:单一票制power fare:电费taxi fare:出租车费fare register:计费器;里程时Lens Fare:镜头光晕;眩耀光reture fare:来回路费Zonal fare:分区费率;分区票价FARE tABLE:收费表例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-COUNT A fare is the money that you pay for a trip that you make, for example, in a bus, train, or taxi. 车费2.V-I If you say that someone or something fares well or badly, you are referring to the degree of success they achieve in a particular situation or activity. 进展transformation音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[trænsfə’meɪʃ(ə)n; trɑːns-; -nz-] 美[,trænsfɚ’meʃən]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. [遗] 转化；转换；改革；变形短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Lorentz transformation:洛伦兹变换;洛仑兹变换;洛伦茨变换;劳仑兹变换affine transformation:仿射变换;仿射转换;仿射变化;相似转换canonical transformation:正则变换;正则调动;正准变换;正则变换英语infinitesimal transformation:无穷小变换;无限小转换;微差变换;翻译Legendre transformation:勒壤得转换;勒让德变换;勒氏转换;Legendre变换Dqo transformation:派克变换social transformation:社会变革;社会转型;社会转变;社会改革Logarithmic transformation:对数变换;对数转换modal transformation:模态变换;模量变换;范式转换;模态转换ecology音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[ɪ’kɒlədʒɪ; e-] 美[ɪ’kɑlədʒi]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 生态学；社会生态学短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Agricultural ecology:农业生态学;曾任森Environmental Ecology:环境生态学;情况生活习性学ecology environment:生活习性环境ecology movement:生态运动Environment ecology:环境生态;political ecology:环境生态学shallow ecology:政治生态学;政治生态;生态政治学;生态政治Quantitative ecology:浅生态学;浅层生态学;浅薄生态学Wetland Ecology:数量生态学;数量生态例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-UNCOUNT Ecology is the study of the relationships between plants, animals, people, and their environment, and the balances between these relationships. 生态学2.N-VAR When you talk about the ecology of a place, you are referring to the pattern and balance of relationships between plants, animals, people, and the environment in that place. 生态capacity音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[kə’pæsɪtɪ] 美[kə’pæsəti]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 复数capacities ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 能力；容量；资格，地位；生产力短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ capacity :才能vital capacity:肺活量;肺活量;生存能力;生活力capacity building:能力建设;能力建构;建立能力;能力建立storage capacity:存储容量;存储能力;储存容量;贮存量Maximum Capacity:最大容量;最高能力;最大称量;Buffer Capacity:最大能力actual capacity:缓冲容量;thermal capacity:缓冲能力;缓衡容量;缓动能量Data capacity:实际能力;例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-VAR Your capacity for something is your ability to do it, or the amount of it that you are able to do. 能力2.N-VAR The capacity of a container is its volume, or the amount of liquid it can hold, measured in units such as quarts or gallons. 容量3.N-UNCOUNT The capacity of something such as a factory, industry, or region is the quantity of things that it can produce or deliver with the equipment or resources that are available. 产量4.N-COUNT The capacity of a piece of equipment is its size or power, often measured in particular units. 负载量5.N-COUNT If you do something in a particular capacity , you do it as part of a particular job or duty, or because you are representing a particular organization or person. 身份[书面]6.N-SING The capacity of a building, place, or vehicle is the number of people or things that it can hold. Ifa place is filled to capacity , it is as full as it can possibly be. 容纳力[also no det, oft ’to’ N]7.ADJ A capacity crowd or audience completely fills a theatre, sports stadium, or other place. 满座的[ADJ n]testimony音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’testɪmənɪ] 美[’tɛstə’moni]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 复数testimonies ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. [法] 证词，证言；证据短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ retract testimony:取消声明active testimony:主动作证主动作证Testimony Revision:证词修正contradictory testimony:矛盾的证据英语;翻译testimony y:证据;证言;证明;说明positive testimony:积极证言Geithner testimony:美国财政部长盖特纳medical testimony:医学鉴定例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-VAR In a court of law, someone’s testimony is a formal statement that they make about what they saw someone do or what they know of a situation, after having promised to tell the truth. (法庭上的) 证词2.N-UNCOUNT If you say that one thing is testimony to another, you mean that it shows clearly that the second thing has a particular quality. 明证[also ’a’ N, usu N ’to’ n]veto音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’viːtəʊ] 美[’vito]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 复数vetoes 过去式vetoed 过去分词vetoed 现在分词vetoing ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 否决权vt. 否决；禁止vi. 否决；禁止短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Pocket veto:搁置否决权;袋中否决;搁置否决suspensive veto:暂时否决权;致使停顿的否决;翻译veto player:否决者Veto effect:否决效应judicial veto:司法否决权veto proof:否定证明veto bill:否决议案Veto legislation:否决国会通过的提案例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T If someone in authority vetoes something, they forbid it, or stop it from being put into action. 否决2.N-COUNT Veto is also a noun. 否决3.N-UNCOUNT Veto is the right that someone in authority has to forbid something. 否决权indispensable音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[ɪndɪ’spensəb(ə)l] 美[’ɪndɪ’spɛnsəbl]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ adj. 不可缺少的；绝对必要的；责无旁贷的n. 不可缺少之物；必不可少的人短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ indispensable a:不可缺少的;必不可少的;必需的An indispensable:一个不可或缺的;不可或缺;一个不可缺少;不可缺少的indispensable financing:必要理财活动indispensable product:必需的产品indispensable elements:必需元素indispensable patterns:必要格局indispensable party:必不可少的当事人Not indispensable:可有可无例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.ADJ If you say that someone or something is indispensable , you mean that they are absolutely essential and other people or things cannot function without them. 必不可少的fulfillment音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[fʊl’fɪlmənt] 美[fʊl’fɪlmənt]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 履行；实行；满足（感）短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Order fulfillment:订单执行;订单履行;订单满足;理系统task fulfillment:完整性;完成任务;任务的完成情况fulfillment centers:订单履行中心certification fulfillment:认证实践;验证完成;认证完成Fulfillment Buyer:采购员Fulfillment Fees:执行费fulfillment date:履行日期fulfillment theory:满足理论self fulfillment:自我实现;个人抱负be involved in释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 包括……中，被卷入……中；涉及到……短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ be actively involved in:活跃参与To be actively involved in:积极地参与其中;牢牢地抓住be deeply involved in debt:债台高筑to be involved in:卷入;波及他人be involved in something:与某事有牵连be involved in debt:债务缠身sb be involved in:把某人卷入某事中be involved in dileemas:陷入左右为难的境地Be involved in sth:参与某事;与;有牵挂;某人被牵涉进某事中dynamic音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[daɪ’næmɪk] 美[daɪ’næmɪk]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ adj. 动态的；动力的；动力学的；有活力的n. 动态；动力短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ dynamic equilibrium:动态平衡;动平衡;Dynamic DNS:动力平衡;dynamic balance:动态均衡Dynamic rope:动态DNS;动态域名;动态域名解析;动态域名解析服务Dynamic Memory:动平衡;Dynamic Binding:动态平衡;动力平衡;防尘罩dynamic inconsistency:编织绳;动力绳的构造dynamic soaring:动态内存;例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.ADJ If you describe someone as dynamic , you approve of them because they are full of energy or full of new and exciting ideas. (人) 有活力的; 有创新思维的[表赞许]2.dynamically ADV 有活力地; 有创新思维地3.ADJ If you describe something as dynamic , you approve of it because it is very active and energetic. (事物)有活力的[表赞许]4.ADJ A dynamic process is one that constantly changes and progresses. 动态的5.N-COUNT The dynamic of a system or process is the force that causes it to change or progress. 动力6.N-PLURAL The dynamics of a situation or group of people are the opposing forces within it that cause it to change. (引发变革的) 反动力synergy音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’sɪnədʒɪ] 美[’sɪnɚdʒi]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 协同；协同作用；增效n. 协同效果（游戏术语）短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ synergy theory:协同理论;协同学理论SYNERGY CAPITAL:盛富资本;盛富资本国际有限公司Hind Synergy:鹿女精灵Synergy WorldWide:美商理想家Synergy Innovation:协同创新Elekta Synergy:加速器;弧旋刀Camaro Synergy:大黄蜂Sales synergy:销售协同Perfect synergy:理想的协同合作例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-VAR If there is synergy between two or more organizations or groups, they are more successful when they work together than when they work separately. 协同作用[商业]multilateral音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[mʌltɪ’læt(ə)r(ə)l] 美[,mʌltɪ’lætərəl]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ adj. [数] 多边的；多国的，多国参加的短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ multilateral agreement:多边协定;多边协议;旋转式排字印刷机;多边合约multilateral diplomacy:多边外交;多变外交multilateral disarmament:多边裁军multilateral disciplines:多边规定multilateral trading:多边交易Multilateral Fund:多边基金multilateral lending:多边借贷;翻译multilateral clearing:多边清算multilateral wells:多分支井;多底井例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.ADJ Multilateral means involving at least three different groups of people or nations. 多边的; 多国的commemorate音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[kə’meməreɪt] 美[kə’mɛməret]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 过去式commemorated 过去分词commemorated 现在分词commemorating ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vt. 庆祝，纪念；成为…的纪念短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ nto commemorate:纪念commemorate vt:纪念for commemorate:为了纪念Commemorate Edition:独一无二commemorate victories:庆祝胜利commemorate return:纪念凯旋commemorate ĥ:纪念例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T To commemorate an important event or person means to remember them by means of a special action, ceremony, or specially created object. 纪念memoration N-VAR 纪念enforce音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[ɪn’fɔːs; en-] 美[ɪn’fɔrs]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 过去式enforced 过去分词enforced 现在分词enforcing ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vt. 实施，执行；强迫，强制短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Enforce restriction:强化约束;强化束缚;巩固约束Strictly Enforce:严格执行;严格实行;厉行enforce upon:强迫Enforce Temperature:强加温度enforce silence:强令安静to enforce:强制;强迫执行enforce vt:实施;强迫Enforce Security:强制安全性strategy enforce:战略执行例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T If people in authority enforce a law or a rule, they make sure that it is obeyed, usually by punishing people who do not obey it. 施行2.V-T To enforce something means to force or cause it to be done or to happen. 强制执行exploit音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[ˈeksplɔɪt;ɪkˈsplɔɪt] 美[ɛksplɔɪt; ɪkˈsplɔɪt]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ vt. 开发，开拓；剥削；开采n. 勋绩；功绩短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ exploit code:漏洞检测代码;漏洞利用代码;漏洞入侵代码Exploit Weakness:利用弱点;弱点攻击running exploit:运行利用漏洞;运行利用;运行漏洞exploit loopholes:钻空子Generating exploit:创收利用;发电利用;利用此漏洞的生成software exploit:软件开发exploit vulnerability:可攻击漏洞;恶意探索漏洞Exploit danger:使用危险exploit fully:充分地利用;充分开发例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.V-T If you say that someone is exploiting you, you think that they are treating you unfairly by using your work or ideas and giving you very little in return. 利用; 剥削2.exploitation N-UNCOUNT 利用; 剥削3.V-T If you say that someone is exploiting a situation, you disapprove of them because they are using it to gain an advantage for themselves, rather than trying to help other people or do what is right. 利用(某种情势) [表不满]4.exploitation N-SING (对某种情势的) 利用5.V-T If you exploit something, you use it well, and achieve something or gain an advantage from it. 充分利用6.V-T To exploit resources or raw materials means to develop them and use them for industry or commercial activities. 开发利用(资源、原材料)7.exploitation N-UNCOUNT (对资源、原材料的) 开发利用8.N-COUNT If you refer to someone’s exploits , you mean the brave, interesting, or amusing things that they have done. 英勇事迹budget音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’bʌdʒɪt] 美[’bʌdʒɪt]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ n. 预算，预算费vt. 安排，预定；把…编入预算vi. 编预算，做预算adj. 廉价的短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Budget line:预算线;所以又称为;预算行;预算限制线budget committee:预算委员会;算委员会;翻译Budget Management:预算管理;计划任务管理;预算治理;预算办理Personal budget:个人预算;人预算production budget:生产预算;生产预算过程;制作预算;对生产数量进行预测的预算comprehensive budget:全面预算;administrative budget:综合预算;Advertising budget:总预算;翻译supplementary budget:行政管理预算;管理费预算;行政预算;行政办理预算例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.N-COUNT Your budget is the amount of money that you have available to spend. The budget for something is the amount of money that a person, organization, or country has available to spend on it. 预算[商业]2.N-COUNT The budget of an organization or country is its financial situation, considered as the difference between the money it receives and the money it spends. (机构、政府等的) 财政收支状况[商业]3.V-T/V-I If you budget certain amounts of money for particular things, you decide that you can afford to spend those amounts on those things. 安排开支; 编制预算4.budgeting N-UNCOUNT 预算5.ADJ Budget is used in advertising to suggest that something is being sold cheaply. 价格低廉的[ADJ n]delicate音标_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 英[’delɪkət] 美[ˈdɛlɪkɪt]附加_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ [ 比较级more delicate 最高级most delicate ]释义_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ adj. 微妙的；精美的，雅致的；柔和的；易碎的；纤弱的；清淡可口的短语_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Delicate Balance:微妙的平衡;微妙平衡;灵敏度高的天平delicate a:精细的;精美的delicate cargo:精致货;精细货Delicate on:上微妙;玲珑上;关于微妙delicate cleanser:洁面乳Delicate Water:水玲珑Delicate Administration:精致管理Delicate Wives:纤弱娇妻delicate living:奢侈的生活例句_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _1.ADJ Something that is delicate is small and beautifully shaped. 精巧的; 精美的2.delicately ADV 精巧地; 精美地[ADV adj/-ed]3.ADJ Something that is delicate has a colour, taste, or smell which is pleasant and not strong or intense. 柔和的(颜色); 清淡可口的(味道)4.delicately ADV 清淡可口地[ADV -ed/adj]5.ADJ If something is delicate , it is easy to harm, damage, or break, and needs to be handled or treated carefully. 易碎的; 脆弱的6.ADJ Someone who is delicate is not healthy and strong, and becomes ill easily. 病弱的7.ADJ You use delicate to describe a situation, problem, matter, or discussion that needs to be dealt with carefully and sensitively in order to avoid upsetting things or offending people. 微妙的8.delicately ADV 微妙地[ADV with v]9.ADJ A delicate task, movement, action, or product needs or shows great skill and attention to detail. 棘手的; 需要小心处理的10.delicately ADV 棘手地[ADV with v]。
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More Task Oriented
More Relationship Oriented Agreement Rate Across Countries
US Germany Sweden Netherlands UK Spain Italy France Japan PRC Indonesia
17% 26%
Organic Organization
Decentralized
Authority
Mechanistic Organization
Centralized
Rules and Procedures
Few
Many
Ambiguous
Division of Labor Precise
Wide
Span of Control
Sweden US UK France Netherlands Germany Indonesia Italy PRC Spain
26% 32% 35% 43%
44%
45%
51% 56% 59% 74%
Source: From André Laurent, “The Cultural Diversity of Western Conceptions of Management,” in International Studies of Management and Organization, vol. 13, no. 1-2 (Spring-Summer 1983), pp. 75-96.
“In Order to Have Efficient Work Relationships, It Is Often necessary to Bypass the Hierarchical Line.”
More Task Oriented
More Relationship Oriented Agreement Rate Across Countries
Potential Benefits and Problems of Informal Org’s
Benefits
▪ Tends to encourage cooperation
▪ Gives satisfaction and stability to work groups
▪ Improves communication ▪ Provides a safety valve for
Area C Division
Production
Marketing
Finance
Human resources
Departmentalization by Geographic Area
CEO
Production Marketing Finance
R&D
Project manager Project manager Project manager
30%
31%
34% 34% 42% 43% 50% 70% 83%
Source: From André Laurent, “The Cultural Diversity of Western Conceptions of Management,” in International Studies of Management and Organization, vol. 13, no. 1-2 (Spring-Summer 1983), pp. 75-96.
Narrow
Informal/personal
Coordination
Formal/impersonal
IV. Factors Influencing Structure
Strategy Technology People Environment
“The Main Reason for a Hierarchical Structure Is So That Everybody Knows Who Has Authority Over Whom.”
HQ
Product A Division
Product B Division
Product C Division
Production
Marketing
Finance
Human resources
Departmentalization by Product
HQ
Area A Division
Area B Division
employee emotions ▪ Encourages manages to plan
and act more carefully ▪ Helps to get work done
Problems
▪ Develops undesirable rumor ▪ Encourages negative attitudes ▪ Resists change ▪ Rejects and harasses some
Lecture Topic 11: ORGANIZATIONAL DESIGN
I. Legal Forms of Businesses
Sole proprietorship Partnership Corporation
II. Basic Forms of Organizational Structure
Matrix Structure
HQ
Product division
Product division
Product division
Product division
Area division
Area division
Area division
Permanent Matrix Structure
Independent research and development consulting firm
Executive Group
Advertising agency
Factories in South Korea
Commissioned sales
representatives
A Virtual Organization
III. A Continuum of Organizational Design
employees ▪ Supports conformity ▪ Develops role conflicts ▪ Leads to inter-group conflicts
Functional structure Product structure Geographic structure Matrix structure
CEO
Production
Marketing
Finance
Human resources
Departmentalization by Function
V. Informal Organization
Informal organization is a network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.