return_motion_strategy_en
人力资源管理师英语HRM2英语单词课件
PPT学习交流
8
* Occupation：职业
* Post：岗位、职位
* Position analysis questionnaire (PAQ)：
职
位分析问卷调查
* Questionnaire：调查问卷 后缀-aire表名词
* Reengineering：流程再造 前缀re-表示“再…、重新…”
* Successor：后任 反义词 Predecessor 前任
* Person characteristics：个人特征
Characteristics – 特征、特性
Staffing tables：人员配置表 * Retention plan：(核心人员)保持计划
PPT学习交流
16
* Replacement charts：替换表 v. replace, n. replacement 替换、替代 * Outplacement counseling：重新谋职咨询
adj. 功能的、职能的 n. function
* Guidelines：指导方针
PPT学习交流
6
* Human capital：人力资本 * Human resource information system (HRIS)：
人力资源信息系统
* Human resource management：人力资源管理 * Human resources planning (HRP)：人力资源计
PPT学习交流
21
* Team leader training：团队领导培训 * Training administration：培训管理 * Training outcomes ：培训结果 * Web-based training：网上培训 * IT (Information Technology) ：信息技术
OSG_王锐《最长的一帧》
viewer.frame(); 就这样，用一个循环结构来反复地执行 frame()函数，直到 done()函数的返回值为 true 为止。每一次执行 frame()函数就相当于完成了 OSG 场景渲染的一帧，配置较好的计算机可 以达到每秒钟一二百帧的速率，而通常仿真程序顺利运行的最低帧速在 15~25 帧/秒即可。 很好，看来笔者的机器运行 frame()函数通常只需要 8~10ms 左右，比一眨眼的工夫都要 短。那么本文就到此结束吗？ 答案当然是否定的，恰恰相反，这篇繁琐且可能错误百出的文字，其目的正是要深入 frame()函数，再深入函数中调用的函数……一直挖掘下去，直到我们期待的瑰宝出现；当然 也可能是一无所获，只是乐在其中。 这样的探索要到什么时候结束呢？从这短短的 10 毫秒中引申出来的，无比冗长的一帧， 又是多么丰富抑或无聊的内容呢？现在笔者也不知道，也许直到最后也不会明了，不过相信 深入源代码的过程就是一种享受，希望读者您也可以同我一起享受这份辛苦与快乐。 源代码版本：OpenSceneGraph 2.6.0；操作系统环境假设为 Win32 平台。为了保证教程 的篇幅不致被过多程序代码所占据，文中会适当地改写和缩编所列出的代码，仅保证其执行 效果不变，因此可能与实际源文件的内容有所区别。 由于作者水平和精力所限，本文暂时仅对单视景器（即使用 osgViewer::Viewer 类）的 情形作出介绍。 转载请注明作者和 本文在写作过程中将会用到一些专有名词，它们可能与读者阅读的其它文章中所述有所 差异，现列举如下： 场景图形-SceneGraph；场景子树-Subgraph；节点-Node；摄像机-Camera；渲染器-Renderer； 窗口-Window；视口-Viewport；场景-Scene；视图-View；视景器-Viewer；漫游器-Manipulator； 访问器-Visitor；回调-Callback；事件-Event；更新-Update；筛选-Cull；绘制-Draw。
Quake3的config常用命令解释及建议
Q3的CFG常用命令解释及建议//由于大部分内容都是我自己翻译的所以难免有错，还请见谅seta scr_conspeed "10000" //设置控制台的下拉速度最快seta s_volume "0.8" //游戏音量seta s_usingA3D "0" //不使用a3d效果seta s_musicvolume "0" //关闭游戏中的音乐seta s_mixPreStep "0.055"seta s_mixahead "0.08" //以上两项设置游戏声音品质（适合单挑，2V2）如果超过4人请用0.05，0.12seta s_loadas8bit "1" //使用8位声音采样seta s_khz "11" //使用11千赫声音采样速率seta s_doppler "0" //关闭多普勒效应（1.27/1.29,就是某扭曲er所说的撕破裤子的声音=___=) seta s_compression "1" //低品质声音seta r_vertexLight "1" //使用顶点照明seta r_textureMode "GL_LINEAR_MIPMAP_NEAREST" //使用双线性过滤seta r_texturebits "16" //强制使用16位色深纹理seta r_swapInterval "0" //关闭垂直同步刷新seta r_lodCurveError "50"seta r_subdivisions "120" //以上设置圆弧精细度，值得说的是seta r_lodCurveError越大圆弧品质越//高，seta r_subdivisions相反，但2者起的作用并不相同seta r_subdivisions的优先级应高于seta//r_lodCurveError，也就是说如果seta r_subdivisions "999"的话，seta r_lodCurveError大概就没甚//么用了。
sap bsp开发高级教程
Brian McKellar, Thomas Jung AdvancedBSP ProgrammingContentsIntroduction15Target Audience (15)On What Releases Can You Use BSP? (16)BSP vs. Web Dynpro ABAP (16)Acknowledgements (17)1What is BSP?211.1Internet Communication Manager (21)1.2Internet Communication Framework (24)1.3BSP Development Environment (25)1.4HTMLB Rendering Family (26)1.5BSP Compiler (27)1.6BSP Runtime (28)1.7BSP Debugger (29)1.8MIME Repository (30)1.9Summary (30)2HTTP and HTML312.1Viewing the HTTP Traffic (32)2.2Structure of HTTP (32)2.2.1The HTTP Request Status Line (35)2.2.2HTTP Request Headers (35)2.2.3HTTP Header/Body Separator (37)2.2.4HTTP Request Body (37)2.2.5The HTTP Response Status Line (37)2.2.6HTTP Response Headers (38)2.2.7HTTP Response Body (39)2.3Server Objects for HTTP Request and Response (39)2.4HTML Forms and Data Handling (41)2.5Mapping of HTML onto HTTP Requests (46)2.5.1Input Fields (46)2.5.2Checkboxes, Radio Buttons and Dropdown List Boxes (48)2.5.3File Upload and Download (49)5Contents2.6Cookies (54)2.7HTTP Redirects (58)2.8Handling of HTML Resources in HTTP (59)2.9Troubleshooting Examples (62)2.9.1Missing Resource (62)2.9.2Non-Secure Warnings (63)2.9.3Relative URLs That Become Invalid (63)2.9.4Estimating Performance (65)3HTTP Handler673.1URL Handling in the ICF Tree (67)3.2URL Mapping (68)3.3Sample Handler for Reading Images (69)3.3.1URL Syntax (71)3.3.2Handler Coding (72)3.4Alias Handling (74)3.5Handler Example—Table Query (77)3.5.1Table Query Handler Implementation (78)4URLs in BSP834.1URL Mangling (83)4.1.1What is URL Mangling? (83)4.1.2How is URL Mangling Done? (84)4.1.3Attempting to Hide the URL Mangling (85)4.2Fully Qualified Domain Names (89)4.2.1Motivation for FQDN (90)4.2.2ICM Configuration (91)4.2.3Browser Requirements (91)4.3Namespace Mapping (92)4.4URL Parameters (93)4.5URL Escaping (95)5Authentication975.1Basic Authentication (98)5.2Single Sign-On (102)5.3Digital Certificates (105)5.4Anonymous Services (108)5.5Form-Based Authentication (109)6Contents5.6Implementing a Simple Logon Application (110)5.7De-Authentication (113)6Session Management1156.1Session Identification (115)6.2Session Timeout (118)6.2.1Catching and Handling a Session Timeout (119)6.2.2Session Timeout in Browser (120)6.3Confusion with Processing Timeout (121)6.4Catching and Handling a Restart after Timeout (123)6.5Session Management from the Browser (125)6.6Warning the User of a Pending Timeout (128)6.7Summary (131)7Using BSP Applications in SAP GUI1337.1Using a BSP Application in a Dynpro (133)7.2Pitfalls when Using BSP Applications with SAP GUI (136)7.2.1Communication Path (136)7.2.2The Second Authentication (137)7.2.3The Second Session (138)7.2.4Window Open Behavior (139)7.2.5Effects of SAP’s New Visual Design (141)7.2.6Loading HTML Pages Directly (142)7.3Interaction between SAP GUI and BSP Applications (144)7.3.1BSP Application Event to SAP GUI (144)7.3.2SAP GUI Event to BSP Application (147)7.4Starting a New Browser Outside the SAP GUI (149)8Performance Measurements1518.1Test Applications (152)8.2Quick Sizing with HTTP Trace Tool (153)8.3Network Latency (154)8.4Server Processing Time (155)8.5Browser Rendering Time (157)8.6Determining Hotspots (159)8.7Load Testing (161)8.8SQL Traces (165)7Contents9BSP Extensions1679.1Extension Overview (167)9.1.1Extension Technology (168)9.1.2Using BSP Extensions (168)9.1.3Finding Details about the Extensions (169)9.1.4Available Extensions (172)9.1.5Extensions Designs (172)9.1.6High Level Elements (174)9.2HTMLB Event System (180)9.2.1Event Dispatching (180)9.2.2Manually Handling Events (181)9.3Common Extension Elements (186)9.3.1<htmlb:tableView> (187)9.3.2<htmlb:tree> (192)9.3.3<phtmlb:matrix> (194)9.3.4<xhtmlb:protectDoubleSubmit> (196)9.3.5<phtmlb:containerTabStrip> (197)9.3.6<phtmlb:formLayout> (200)10BSP Element Expressions and Iterators20510.1BSP Element Expressions (205)10.1.1What is a BEE? (205)10.1.2N=1, Using Any BSP Element as BEE (206)10.1.3HTML BEE (209)10.1.4Table BEE (211)10.1.5XML BEE (212)10.1.6Errors and Error Handling (215)10.2Table View Iterators (215)10.2.1What is a Table View Iterator? (217)10.2.2Method GET_COLUMN_DEFINITIONS (218)10.2.3Method RENDER_ROW_START (220)10.2.4Method RENDER_CELL_START (222)10.2.5Finished Output (225)11Creating your own BSP Extension Element22711.1Creating a BSP Extension Element (227)11.1.1Extension Framework Hierarchy (227)11.1.2User-Defined Validation (228)11.1.3Element Content (230)11.2Writing a Composite Element (231)11.2.1Designing a New Composite Element (231)11.2.2Processing Other BSP Elements (233)8Contents11.2.3Writing the Composite BSP Element (237)11.2.4Handling of Inner Data BSP Elements (238)11.3 A Deeper Look at BSP Extensions Events (239)11.3.1Introduction to BSP Extension Events (239)11.3.2Rendering Events (240)11.3.3Handling Incoming Events (243)11.3.4Rendering an Event via the <bsp:htmlbEvent> Element (243)11.4Event Handling in Composite Elements (244)11.4.1Extending the Design of the Composite Element (245)11.4.2Using the Composite Element (245)11.4.3Use of IDs (246)11.4.4Integrating into the HTMLB Manager (247)11.4.5Data-Handling (249)11.4.6Event-Handling (250)12Additional BSP Extensions25312.1Business Text Framework (253)12.1.1SAP Example (253)12.1.2BTF Functionality (254)12.1.3Database Storage (255)12.1.4BSP Extension Element (256)12.1.5BTF Editor in the Page Layout (257)12.1.6Preparing the BTF Document (258)12.1.7Retrieving BTF Content on Input (258)12.2Internet Graphics Service (260)12.2.1IGS Setup and Administration (260)12.2.2SAP Examples (261)12.2.3IGS BSP Extension (261)12.2.4Chart Data (262)12.2.5Chart Model Classes (264)12.2.6IGS Customizing (266)12.2.7Image Click Event Handling (267)12.2.8Image Conversion (268)12.3BSP Library (268)12.3.1findAndReplace Element (268)12.3.2htmlbEvent Element (269)12.3.3Portal Integration (270)13MVC—Model View Controller27513.1MVC Design Paradigm (275)13.2Application Structure (275)13.2.1Model (276)13.2.2Controller (277)13.2.3View (283)9Contents13.3.1Getter/Setter methods (286)13.4Dynamic Model Binding (288)13.5Stateless MVC (291)13.5.1XML Serialization of ABAP Objects (291)13.5.2Server Cookie Storage of the XML Stream (292)13.5.3Controller Modifications to Support Serialized Models (293)13.6Building a Pattern Engine with MVC (295)13.6.1The Final ESS Application (297)13.6.2Writing the ESS Application (298)13.6.3Writing the Pattern Engine (301)14Help Systems30714.1F1—Field Level Help (307)14.1.1The Help UI (307)14.1.2Implementing the BSP Extension Element (311)14.1.3BSP Element Properties (311)14.1.4BSP Element Attributes (312)14.1.5Element Handler Class (312)14.1.6BSP F1 Help Controller Method—DO_REQUEST (318)14.1.7Implementing the BSP F1 Help Application—Model (318)14.2Dialog Windows (319)14.3F4—Value Help (322)14.3.1Value Help Requirements (322)14.3.2The Solution (323)14.3.3The New BSP Element (324)14.3.4Input Help Controller (325)14.3.5Input Help View (326)14.3.6Input Help Model (329)15Internationalization33715.1Multiple Language Support (337)15.2Logon Language (338)15.3Unicode (341)15.3.1What is Unicode? (341)15.3.2Unicode in BSP (343)15.4Online Text Repository (OTR) (346)15.4.1Types of OTR: Alias and Long (347)15.4.2Working with OTR from ABAP Code (348)15.4.3Special Note about using OTR (349)10Contents15.5.1OTR (350)15.5.2Field Labels and Quick Info (351)15.6Date Format (352)16Document Handling in BSP35516.1MIME Repository (355)16.2ICM File Handler (357)16.3Handling Non-HTML Documents (358)16.3.1Test Program (359)16.3.2Display Document Inline (361)16.3.3Display Document Inside HTML Page (363)16.3.4Display Document in New Window (366)16.4Data Manipulation (366)16.5Microsoft Excel Download (367)16.5.1Excel Files (368)16.5.2Excel Unicode Text File (369)16.5.3Unicode Formats and Endians with Excel (369)16.5.4Conversion to Binary String (370)16.5.5Addition of the Byte Order Mark (371)16.6Pushing the Excel Content back through the browser (371)16.6.1Push Using the Current RESPONSE Object (371)16.6.2Push Using a Cached Response (372)16.7BSP Extension Element for Excel Download (374)16.7.1The Download Element User Interface (374)16.7.2The Element Properties and Attributes (375)16.7.3Compile Time and Runtime Checks (376)16.7.4Rendering Logic (377)16.7.5Trapping Events (379)16.7.6Calling the Element from a Page Layout (380)16.7.7Event Handler (381)16.7.8Get Structure Definition (385)16.7.9Process Excel Download (386)16.8Alternatives to the MIME Repository (389)16.8.1ICM File Handler (389)16.8.2SAP Content and Cache Server (390)16.9ZIP Tool (392)17Customization39517.1Customization Overview (395)17.2Export—Modify—Import (395)17.3NetWeaver Theme Editor (397)11Contents17.4ALFS—ABAP Look-and-Feel Service (398)17.4.1ALFS Tool Scope (399)17.4.2What is ALFS? (399)17.4.3How Does Customization Normally Work? (401)17.4.4 A New Theme from Five Colors (401)17.4.5Integration into Web AS (402)17.4.6The Source Code: Making It Work (404)17.4.7ALFS Theme Editor in Detail (405)17.5Configure a Theme Root (406)17.6Theme Root White List (406)17.7Error Pages (408)17.7.1Historical BSP Error Pages (408)17.7.2Error Pages—New Approach (409)17.8Logon Application (412)18Skilled in the Art41718.1Field History (417)18.1.1Working with <phtmlb:comboBox> (417)18.1.2Processing the Field History (419)18.2Server-Side Printing (422)18.2.1PRINT Method Interface (423)18.2.2PRINT Method Coding (424)18.2.3Printer Dialog (426)18.3Select-Options/Parameters (429)18.3.1UI Design (430)18.3.2Solution Structure (431)18.3.3Select-Option Controller Class Attributes (432)18.3.4Select-Option Controller Class Coding (432)18.3.5Select-Option Model Class Attributes (434)18.3.6Select-Option Model Class Coding (436)18.3.7Recreating Transaction SE16 (442)19Breaking Out of the Mold44919.1Interactive Excel (449)19.2RSS Feeds (451)19.2.1Consuming an RSS Feed (451)19.2.2HTTP Client (452)19.2.3XML (453)19.2.4BSP Output (454)19.2.5XSLT (456)19.2.6Creating an RSS Feed (457)12Contents19.3Mini-Portal (458)19.3.1Mini-Portal Example 1—Common Page Header (458)19.3.2Mini-Portal Example 2—Portal with Navigation (460)19.3.3Portal within the SAP GUI (464)19.3.4Current Weather Display (466)20Closing471A Appendix—BSP Utility Classes473B The Authors483Index48513ContentsIntroductionThe history of BSP began in the late 1990s. Back then, the SAP Internet Transac-tion Server (ITS) and the SAP Workplace—SAP’s first attempt at a portal—depended heavily on the use of external Web servers. These solutions neither lev-eraged the inherent strengths of the ABAP technology nor re-used current devel-opers’ skill sets.Therein lay the greatest technical challenge to SAP as Web-based technologies became essential to all businesses. Companies began to realize that E-business was still just business and therefore expected their ERP solutions to transition eas-ily into this brave new world.Starting with Release 6.10, SAP began a major overhaul of its ABAP technology stack. The company broke the traditional Basis layer away from the applications that ran on it and renamed this new technology layer Web Application Server (Web AS). But this name change was far more than a marketing move. With this release, SAP had begun to build native Web server technology into the ABAP Ker-nel. No longer would SAP technology be dependent upon external Web serversor programming languages. ABAP itself was now HTTP-enabled!Naturally, ABAP was extended with a new Web development environment, called Business Server Pages (BSP). Like all other ABAP programming tools, BSP is integrated into the ABAP Workbench (SE80) and fully supports the Transport Management System (TMS). And, given its recent birth, BSP also fully embracesthe new ABAP object-oriented technology.Target AudienceThe target audience for this book is anyone who is currently an ABAP developeror who is interested in becoming an ABAP developer. BSP is another tool in the developer’s tool box, one that adds value to any ABAP development team.It does not matter if you have never done BSP development, are a novice BSP developer, or have several years of BSP development under your belt; there should be something for everyone in this book. We attempted to make this the definitive work on the subject of BSP, revealing behind-the-scenes aspects and discussing features in a new way.This book is not based solely on the underlying technology. Several years of expe-rience building real-world BSP applications at a customer site were also used in writing this book. Therefore, you will find solutions and sample source code to15Introductionhelp you overcome common development hurdles. Toward that goal, you will find all the example source code presented in this book on the accompanying CD.On What Releases Can You Use BSP?BSP has been shipped as an integrated part of the ABAP technology stack since Web AS Release 6.10. Release 6.10 contains the functionality to create basic BSP pages with flow logic.With Web AS Release 6.20, SAP introduced major enhancements to the BSP technology: Model View Controller and BSP Extension Elements. With Release6.20, Service Pack 34, a new HTML rendering engine, and a complete new BSPExtension library, PHTMLB, were added. Because of these additional enhance-ments to BSP, customer development should really only be done on Web AS 6.20 with SP34 or higher.SAP continued to enhance BSP with SAP NetWeaver ’04 (Web AS 6.40) and SAP NetWeaver ’04S (Web AS 7.0); however, nearly every feature of BSP is in sync between the major releases. This means that even if you are on an older Web AS6.20, you still reap the benefits of new developments within the NetWeaverreleases. Although you will rarely find in this book that a feature is limited to a specific release, we will point this out when it occurs.With the coverage for BSP within the latest technology releases of ABAP, you will find BSP present in the equivalent releases of the SAP application components as well. This means, for instance, that R/3 Enterprise (with or without Extension Set1.10 and2.00) and mySAP ERP 2005 (also known as Enterprise Core Component5.00 or ECC 5.00) both contain the technology necessary to create BSP applica-tions.BSP vs. Web Dynpro ABAPIn the past year, much of the attention within the SAP world has focused on SAP’s next generation technology: Web Dynpro. As this book goes to print, Web Dyn-pro for ABAP is scheduled for general availability in spring of 2006.In truth, Web Dynpro contains many of the enhancements that BSP developers have always wanted. Enhancements like built-in value-help and select options will become standard in Web Dynpro, but must be added by the customer into the BSP environment. Do not worry, however: The task of adding many of these enhancements to BSP is the subject of the last one-third of this book.All this begs the question: If Web Dynpro ABAP (WDA) is so great, why continue to use BSP (or for that matter why write a book about it?). There are several archi-16Introductiontectural differences between BSP and WDA. WDA may have some more advanced features compared to BSP, but it is a far more restrictive framework. First of all, WDA is stateful only. BSP supports both stateful and stateless pro-gramming models. Stateless programming is essential to high-performance Inter-net-facing applications.WDA is also designed to be future-proof, obscuring the specific client’s rendering technology. As a consequence, the tool does not allow low-level access to include your own custom HTML, JavaScript, or other controls. WDA targets the browser today, but tomorrow it might well be running within a smart client using entirely different technologies (such as XML and native UI controls). To keep this technol-ogy switch possible, the rendering logic is completely hidden from the developer, presenting only an abstract UI layer with abstract controls. On the other hand, BSP has no such restrictions. BSP is strictly centered on browser-based deploy-ment and therefore allows an extreme level of custom rendering. This makes BSPa perfect platform for applications that require pixel-perfect layout or specializedUI elements.The other aspect to consider is that Web Dynpro ABAP will not be available until NetWeaver ’04S. Therefore, you must upgrade your existing system to be able to use these new development tools. BSP, on the other hand, has been available for several years and is included in the vast majority of supported SAP product releases. For several more years, BSP may be your only choice for Web develop-ment using the ABAP language.AcknowledgementsFirst, we would like to thank the SAP Developer Network (SDN) content team, particularly Mark Finnern and Craig Cmehil, for not only providing a great servicein the form of SDN, but also making sure that BSP has its comfortable little home there.This book itself has deep roots within SDN. In fact, it is doubtful that it would exist at all if were not for SDN. Several sections of the book have their roots as SDN weblogs. The two authors of this book (who to this day have never met in person or even spoken on the phone) would likely never have crossed paths wereit not for the virtual community that is SDN.For their support, guidance and suggestions, Thomas would like to thank co-workers and friends: Chris Cassidy, Sam Mason, Lynn Scheu, and Sandy Smith. A special thanks goes to Steffen Knoeller, who behind the scenes has influenced many chapters in this book, without even knowing it!17AcknowledgementsBrian would wish to thank the complete team that made BSP happen. There is Albert Becker, who showed a team can work across many groups, and who taught the lesson late one night that VPs still know how to debug ABAP code. There are the ICM colleagues, Oliver Luik and Bernhard Braun, who measured performance in CPU cycles and give a new appreciation for “blazing fast.” Not to be forgotten are their partners in crime, the ICF colleagues: Masoud Aghadavoodi, Christoph Hofmann, and Daniel Walz, who has helped many hours so that we could write our first Web-based logon application. Then there are the men in black, the secu-rity group: Wolfgang Janzen and Martin Rex. The last import group required to start the project was the ABAP Language Group: Andreas Blumenthal, who fights like a lion for anything with ABAP stamped on it and who did a lot for BSP (even although it was not called ABAP Server Pages!); Holger Janz, who taught me the elegance of ABAP programming; Jürgen Lehmann and Peter Januschke, who taught me the complexities of compiler writing in ABAP and that it is actually quiet easy; Klaus Ziegler and Kay Mueller-Silva, who integrated JavaScript, Ulrich Elsaesser, who always used a short pencil for the pre-compiler; and the x-team, Karsten Bohlmann (XSLT) and Rupert Hieble (XML).In building BSP itself, the Workbench needed minor tweaking, plus some hard development by: Sigrun Wintzheimer, Michael Wenz, Margarethe Czarnecki, Andreas Herrmann, and, of course, Jürgen Remmel. The runtime was done by our small group: Rüdiger Kretschmer, who had the idea (and together with a col-league wrote the first ABAP book, and always knows the answers to everything or knows someone that knows); Björn Goerke who hacked the runtime years ago;Regina Breuer who did MVC; Jutta Bindewald, and Arndt Rosenthal.And then there is Steffen Knoeller, who shared my office for years and taught me HTML. Quality management was done by Michael Lottbrein, who rolled the first sneak preview out the door, Judith Rabetge, and Rainer Liebisch. Heidi von Gei-sau and Tina Haug wrote all documentation. Our first support steps were handled by Dongyan Zhao. Not to be forgotten is our extended support troop: Artem Gratchev, Vitaly Romanko, Yulia Kuznetsova, Dmitry Vladimirov, and Andrey Ali-mov. They not only taught me two words in Russian, but they also showed each and every time that the trickiest problems are theirs to solve! Finally, a good product required a few good salesmen: Axel Kurka (who passed away unexpect-edly and before his time; we will remember him fondly) and Dirk Feeken, who came up with the BSP name over lunch!Brian can only say: It is still a great team!For his guidance and patience, we wish to thank our publisher from Galileo Press, Florian Zimniak. Although we broke every rule and deadline he gave us, he stuck18Introductionwith us till the end. We also thank John Parker of SAP PRESS America for his edi-torial skills and for also putting up with our rule-breaking nature.Finally we must thank our families who put up with us through this experience. Without the support of our wives, Shari and Anja, we would never have pulled it through.19Acknowledgements11Creating your own BSP ExtensionElementWe already have seen in the last few chapters how powerful the BSPExtension Framework is. Fortunately, this is also an open technologyframework that allows SAP’s customers to build their own BSP exten-sions and to combine existing extensions to create composite ele-ments.11.1Creating a BSP Extension ElementIn Chapter 9, we took a close look at how BSP extension elements are structuredin order to better understand how to use them. However, this only scratched the surface of what lies within the BSP extension element. Before we begin the pro-cess of writing our own elements, it is important to study in detail the most important part of an extension element: its element-handler class.11.1.1Extension Framework HierarchyThe element-handler class actually represents an inherited hierarchy of class objects that all come together to form the extension framework. It is important to build this inheritance hierarchy correctly, because much of the functionality wewill code within our handler will be placed inside of redefinitions of inherited methods.The core extension framework comprises two objects, IF_BSP_ELEMENT and CL_BSP_ELEMENT. IF_BSP_ELEMENT defines all the core methods and attributes forthe extension framework. CL_BSP_ELEMENT implements the IF_BSP_ELEMENT interface and provides the basic functions that support all BSP extension ele-ments.There are two more objects within this hierarchy, both specific to the individual extension element. The first is a generated basis class, usually created with the fol-lowing naming standard:(Z)CL G_<EXTENSION>_<ELEMENT>This class is automatically generated by the BSP development environment. Whenyou define attributes for your extension element inside the BSP extension editor, these attributes will be generated as public attributes of this basis class. This class should also inherit from CL_BSP_ELEMENT and provide the specific constructorfor the element. By dynamically generating this class, all the attributes of your ele-ment can be strictly typed and checked at compile time.227Creating your own BSP Extension ElementThe final object is the core handler class itself. It should inherit from the generated basis class, and its name is completely user definable. However it is probably good form to following a naming standard such as the following:(Z)CL_<EXTENSION>_<ELEMENT>This class is where you will be spending most of your time as an element author.This class has the method redefinitions and any specific methods or attributes needed to implement the element.11.1.2User-Defined ValidationBSP extension elements are unique among the ABAP language tools in their approach to input validation. The extension runtime gives you the opportunity to code different validation routines that will be executed at runtime and compile time. That means that the syntax check of a BSP page will fire validation code that you can write. This gives you the ability to throw compiler errors for your own elements.In order to implement user-defined validation, we must redefine two methods in our handler class that were inherited down from IF_BSP_ELEMENT.The first method is COMPILE_TIME_IS_VALID. This is where we will code our compile time checks. SAP provides a series of validation methods (in class CL_ BSP_ELEMENT_CT_ATTR_VALID), which assist in this process. In addition to pro-viding simple checks, these methods also properly convert attribute-input string values into Boolean and integers values where necessary.What follows are coding examples for the validation routines of a fictional BSP Extension Element. They contain common types of checks in order to demon-strate the different possible techniques.METHOD if_bsp_element~compile_time_is_valid .validator->to_enum( name = 'Color'enums = 'RED/BLUE/GREEN' ).validator->to_enum( name = 'alignment'enums = 'LEFT/RIGHT' ).validator->to_boolean( name = 'disabled' ).validator->to_integer( name = 'size' ).valid = validator->m_all_values_valid.ENDMETHOD.We also have the method RUNTIME_IS_VALID. This method is useful for checking attribute values that are supplied dynamically, such as through BSP expressions228Creating your own BSP Extension Element(<%=...%>) only at runtime, or for attributes whose values are transformed into another data type.METHOD if_bsp_element~runtime_is_valid.get_class_named_parent(class_name = 'CL_HTMLB_CONTENT' ).IF runtime_parms = '/*/' OR runtime_parms CS 'alignment'.alignment = m_validator->to_enum(name = 'alignment'value = alignmentenums = 'LEFT/RIGHT'required = space ).ENDIF.IF runtime_parms = '/*/' OR runtime_parms CS 'disabled'.disabled = m_validator->bindable_to_boolean(name = 'disabled'value = disabledbinding_path = _disabledpage_context = m_page_context ).ENDIF.IF runtime_parms = '/*/' OR runtime_parms CS 'size'.size = m_validator->bindable_to_integer(name = 'size'value = sizebinding_path = _sizepage_context = m_page_context ).ENDIF.ENDMETHOD.The first line in the runtime validation method checks that this BSP element is used with an <htmlb:content> element. It is not possible to check this at com-pile time, as different elements can be used in different views, and these are com-piled separately. We surround each of our dynamic value checks with an IF checkfor performance. That way we only perform validation routines on attributes that actually have values set dynamically.It is important to note that these two validation methods will only be called if the User-Defined Validation option is selected in the BSP Element Properties. That way, if you have no validations that you wish to perform in your element, you can save the time that it would have taken for the framework to make calls into simply empty methods.229Creating a BSP Extension Element。
2015英语常用词根词缀总结材料
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Marketing市场营销专业词汇中英文对照表
Marketing市场营销专业词汇中英文对照表市场营销专业词汇中英文对照表Marketing Management营销管理New Products Development 新产品开发Service Industry Marketing服务业营销Advertising广告Business Negotiation商业谈判International Marketing国际市场营销Sales Channels销售渠道Public Relationship公共关系Consumer Behavior消费者行为Systems of Management Information管理信息系统Marketing Research营销调研accessibility 可进入性accessory equipment markets 附属设备市场account management policies 客户管理策略positioning定位market segmentation市场细分sales promotion销售促进advertising feedback 广告反馈advertising frequency 广告频率advertising media 广告媒体advertising reach 广告接受人数advertising message 广告信息advertising source 广告信息来源agent middleman 代理商allowance 折让alteration 退换American Marketingbuyers' bargaining power 买方的讨价还价能力buyers 采购者buying behavior 购买行为buying center 采购中心buying inertia 购买惯性buying intention 购买意图buying offices 连锁商店的进货中心buying situation 采购情况/类型buying task 采购任务capital gains 资本收益capital invested in product 产品投入资本Carnival 嘉年华cash cows 现金牛类cash discounts 现金折扣catalogue sales 目录销售categorization of perception 感知分类categorization 分门别类centralization 集中化chameleons/followers 变色龙/跟随者channel alternatives 可选择的营销渠道channel conflicts 渠道冲突channel decisions 渠道决策channel functions 渠道功能channel institutions 渠道组织结构channel management 渠道管理channel objectives 渠道目标channel of distribution 分销渠道channel power 渠道权力channel-control strategies 渠道控制战略channel-design decisions 渠道设计决策channel-management decisions 渠道管理决策channels of communication 传播渠道choice criteria 选择标准closing a sale 结束销售clothing retailers 服装零售商co-branding 联合品牌code of ethics （职业）道德标准coercive power 强制权cognitive dissonance 认识的不协调collection of data 数据收集collection 收款co-marketing alliances 联合营销联盟combination compensation plan 结合式薪酬方案commitment 承诺communication channels 传播渠道communication process 传播过程communication 信息交流/沟通communications media 传播媒体company personnel 公司员工comparative advertisements 比较广告comparison of brands 品牌比较compensation deals 补偿处理compensation plan 酬金方案compensation/rewards 酬金/奖励compensatory 补偿性的competition-orientated pricing 竞争导向定价法competitive advantage竞争优势competitive (supply-side) evolution 竞争（供方）演变competitive factors 竞争因素competitive intelligence 竞争情报/信息competitive parity promotion budgeting 竞争均势促销预算法competitive strategy 竞争战略competitive strength 竞争优势/能力competitor analysis 竞争者分析complaint handling 投诉处理component materials and parts markets 组成材料和零部件市场computerized ordering 计算机化的订购conclusive research 确定性研究conditions of demand 需求情况conformance to specifications 与规格一致conformance 一致性confrontation strategy 对抗战略conjoint measurement 联合测度法conjunctive model 联合模型consumer decision-making 消费者（购买）决策consumer goods channels 消费品分销渠道consumer goods 消费品consumer markets 消费品市场consumer needs 消费者需求consumer packaged-goods firms 消费者包装食品公司consumer promotion 消费者促销consumer tests 消费者测试consumer/household market 消费者/家庭市场consumers' perceptions 消费者感知consumption 消费contests 竞赛contingency planning 权变计划contract construction 契约建筑业contract manufacturing 契约制造业contraction/strategic withdrawal strategy 收缩/战略性撤退战略contractual entry modes 契约式进入模式contractual vertical marketing systems 合约式垂直营销系统contribution margin analysis 边际贡献（贡献毛利）分析contribution margin 边际贡献control strategies 控制战略convenience food stores 便利食品商店convenience goods 便利品convenience 服务的便利性core benefit proposition (CBP) 核心利益方案/提议corollary-data method 推定数据法corporate HQ 公司总部corrective action 矫正行动cost analysis 成本分析cost effectiveness 成本有效性cost leadership strategy 成本领先战略cost of capital 资本成本cost of goods sold (COGS) 产品销售成本cost reductions 降低成本产品cost-and-volume relationship 成本-数量关系cost-oriented pricing 成本导向定价法cost-plus/mark-up pricing 成本加成/溢价定价法costs and benefits of marketing functions 营销职能的成本和效益costs of competitors 竞争者成本costs of distribution 分销成本counter trade 对等贸易courtesy 礼貌coverage of geographic market 地域性市场的范围coverage of relevant retailers 相关零售商的销售范围credibility 信誉credit terms 信贷条款critical assumptions 关键假设cross-elasticity 交叉弹性customary pricing 习惯性定价法customer analysis 顾客分析customer contact 顾客接触customer demand 顾客需求customer intimacy 顾客亲密度customer loyalty 顾客忠诚度customer need 顾客需要customer organization of sales force 按客户组织销售队伍customer retention 顾客维系/保留customer satisfaction 顾客满意度customer segment pricing 顾客细分市场定价customer service 顾客服务customer-oriented pricing 顾客导向定价法customers' perception 顾客感知data confidentiality 数据保密data research 数据研究data sources 数据来源dealers 经销商deceptive advertisements 欺骗性广告deciders 决策者declining markets 衰退市场decoding 解码defect rate 缺陷率defender strategy 防御型战略defensive new-product development strategy 防御性新产品开发战略defensive positioning 防御性定位delivery time 交付时间delivery 配送demand characteristics 需求特征demand curve 需求曲线demand-oriented pricing 需求导向定价法demographic environment 人口统计环境department stores 百货商店dependability 可靠性deregulation 放松管制descriptive research 描述性研究design decisions 设计决策desired percentage mark-up on retail 预期零售利润率desired percentage return 预期回报率determinant attributes 关键属性determinants 决定因素different responses 差别反应differentiated marketing 差异化营销differentiation over time 不同时间的差异differentiation strategy 差异化战略differentiation 差异化diffusion of innovation theory 创新扩散理论dimension 因素dimensions of quality 质量维度direct costing profitability analysis 直接成本盈利性分析direct mail 直接邮寄direct marketing via advertising media 通过广告媒体的直接营销direct marketing 直接营销direct productprofitability (DPP) 直接产品盈利性/利润率direct selling 直销discount rate 贴现率discount stores 折扣商店discount 折扣discount/premium price policies 折扣/溢价策略discriminant analysis 差异分析法discriminatory adjustments 歧视价格调整discriminatory pricing adjustments 歧视定价调整disjunctive model 分离模型display space 陈列空间disposable income 可支配收入dissonance-attribution hierarchy 不和谐-归属层次结构distribution channel designs 分销渠道设计distribution channel objectives 分销渠道的目标distribution channel 分销渠道distribution decisions 分销决策distribution policies 分销策略distribution 分销distributor/store (private labels) brands 分销商/私有品牌distributors 分销商diversification 多元化divest 撤退divest 出让divestment or liquidation 收回投资或清算dividend 红利domestic target marketing strategies 国内目标市场定位的营销战略dropping products 放弃产品dual/two channel distribution systems 双重分销系统durability 耐用性early vs late adoption 早期采购与后期采购earnings per share 每股收益economic and technological factors 经济技术因素economic power 经济权economies of scale 规模经济education services 教育服务effectiveness 有效性efficiency 效率emergency goods 急需品emotional appeals 情感诉求empathy 移情作用empirical evidence 经验性实例empowerment 授权encoding 编码end use 最终使用endorsement 赞同engineering （产品）工程设计entrepreneurial strategy 企业家战略entry strategies 进入战略environment and packaging disposal 环境与包装处理environment factors 环境因素environmental scanning 环境扫描/分析environmental strategy 环境战略establishment 机构ethical audit （公司）伦理审计ethics of marketing 营销伦理道德ethnic composition 种族构成European Community 欧共体evaluation and reward systems 评估与奖励体系evaluation and selection of supplier 评估和选择供应商evaluation of alternatives 评估替代品/各种选择evaluation of brands 品牌评估event sponsorship 事件赞助event 活动everyday low-price (EDLP) 天天低价evoked set 引发的组合evolution of market 市场演变exchange 交换exclusive dealing 独家销售exclusive distribution 独家分销executive summary 执行摘要exhibition media 展示广告媒体existing market 现有市场exit barriers 退出壁垒expansion path 扩张途径expectation measures （顾客）预期测度expectations of customers 顾客期望expected unit sales 预计产量expected value 期望价值experience curve 经验曲线experimental research 实验性研究expert power 专长权exploratory research 探索性研究export agents 出口代理（商）export jobbers 出口批发商export management company 出口管理公司export merchants 出口贸易商export 出口exporting 出口商品extended use strategy 扩大使用战略extending volume growth 扩大市场份额external data sources 外部数据来源external environment 外部环境extrapolation of past sales trends 过去销售趋势推测法facilitating agencies 辅助/中介机构factor analysis 因素分析法fads 时尚family branding 家族品牌family life cycle 家庭生命周期family structure 家庭结构farm products 农产品fast-moving consumer goods (FMCG) 快速变动的消费品fear appeals 恐惧/顾虑诉求features 特征Federal Department Stores 联邦百货商店Federal Trade Code （FTC) 联邦贸易法案FedEx (Federal Express) 联邦快递feedback data 反馈数据field test marketing 实地市场测试financing 融资fisheries 渔业fit and finish 结实度与外观fixed costs 固定成本fixed salary 固定工资flanker strategy 侧翼进攻战略flanker/fighting brand 战斗品牌flanking and encirclement strategies 侧翼进攻与围堵战略flat organizational structure 扁平的组织结构FOB origin pricing FOB产地定价法focus strategy 集中战略followers 追随者Ford 福特公司foreign middlemen 国外中间商forestry 林业formalization 形式/规范化formulate 制定fortress/position-defen ce strategy 防御堡垒战略Fortune 《财富》杂志forward integration 向前一体化franchise systems 特许系统franchising 特许经营free call numbers 免费电话号码free goods 免费商品freight-absorption pricing 免收运费定价法fringe benefits 小额津贴frontal attack strategy 正面进攻战略full costingprofitability analysis 全成本盈利性分析full-service wholesalers 全方位服务的批发商functional competencies and resource allocation 职能能力与资源分配functional efficiency 职能效率functional organization of sales force 按销售职能组织销售队伍functional organizational structure 职能型组织结构functional performance 功能性能functional strategy 职能战略games 比赛gap 差距gatekeepers 信息传递者general behavioral descriptors 一般行为变量General Electric (GE) 通用电气General Foods Corporation 通用食品general merchandise discount chains 大众商品折扣连锁店General Motors 通用汽车geodemographics 区域人口统计特征geographic adjustments 地理调整geographic distribution 地理分布geographical organization of sales force 按地区组织销售队伍Gillette 吉列剔须刀global adjustments 全球调整global elite consumer segment 全球精英消费品市场global expansion 全球扩张global marketing control 全球营销控制global markets 全球市场global niche strategy 全球机会战略global standardization strategy 全球标准化战略global teenage segment 全球青少年市场globalization 全球化global-market expansion 全球市场扩张goals 总目标going-rate/competitive parity pricing 竞争性平价定价法goods producers 产品制造商Goodyear 固特异轮胎government agencies 政府机构government buyers 政府采购者government market 政府市场government regulation 政府管制greenhouse effect 温室效应grey market 灰色市场gross domestic product (GDP) 国内生产总值gross margin 毛利gross national product (GNP) 国民生产总值gross profit 毛利gross rating points (GRPs) 总级别指数group/category product manager 类别产品经理growing markets 成长市场growth rate of market 市场增长率growth stage of product life cycle 产品生命周期的成长阶段growth-extension strategies 增长扩张战略growth-market strategies for market leaders 市场领导者的市场增长战略growth-market strategy 成长性市场战略growth-market targetingstrategy 成长性市场定位战略guarantee/warranty 保证/担保guarantees 保证Gucci 古琦（世界著名时装品牌）Haagen-Dazs 哈根达斯hard technology 硬技术Harvard Business Review 《哈佛商业评论》harvest 收获harvesting pricing 收获定价法harvesting strategy 收获战略health care 医疗保健health maintenance organizations (HMOs) （美国）卫生保健组织heavy buyer 大客户Heileman Brewing Company Heinz 亨氏食品helpfulness 有益性Henkel 汉高Hertz 赫兹（美国汽车租赁巨头）Hewlett-Packard 惠普公司hierarchy of strategy 战略的层次high margin/low-turnover retailers 高利润/低周转率的零售商high market share global strategy 高市场份额全球战略high-contact service system 高接触服务系统high-involvement product 高参与产品high-involvement purchase 高参与购买hight market share 高市场份额战略Hilton 希尔顿Holiday Inns 假日旅馆homogeneous market 同质市场Honda 本田household/family life cycle 家庭生命周期household 家庭hybrid technology 混合技术idea generation 创意的产生/生成ideas for new products 新产品创意/构想idea-screening process 创意筛选过程identification of segments 识别细分市场Illinois Tool Works 伊利诺斯工具厂image pricing 形象定价imitative positioning 模仿定位imitative strategy 模仿战略impact evaluation 影响评估impersonal sources 非个人的信息来源implementation and control of marketing programs 营销计划的执行和控制implementation 实施improvements in or revisions of existing products 现有产品的改良或修正impulse buying 冲动购买impulse goods 冲动购买品incentives 激励income 收入increased penetration strategy 增加渗透战略indirect costing profitability analysis 间接成本盈利性分析individual brand 个别品牌individual value 个人价值industrial goods & services 工业产品和服务industrial goods channels 工业品分销渠道industry attractiveness 行业吸引力industryattractiveness-business position matrix 行业吸引力-业务地位矩阵industry dynamics 产业动态industry evaluation 产业评估industry evolution 产业演变inelastic 缺乏价格弹性influences 影响者info-communications industry 信息通信行业infomercials 商业信息广告information age 信息时代information search 信息搜集information technology 信息技术information 信息informative 告知性的ingredient 成份in-home personal interview 个人家庭访谈in-house use tests 内部使用测试innovation 创新innovativeness 创新性installation 设施in-store display 店内展示in-store positioning 店内布局in-store promotion 店内促销intangibles 无形integrated marketing communication plan (IMC) 整合营销传播计划integration of perception 感知整合integration 整合Intel 因特尔intensity of market position 市场地位的集中程度intensity 集中程度intensive distribution 密集型分销interactions across multiple target markets 多目标市场间的相互作用interactive media 交互式媒体interest rates 利率internal data sources 内部数据来源internal marketing 内部营销internal organizational structure 内部组织结构international advertising 国际广告international channels 国际分销渠道international division 国际分部international marketing国际营销international organizational design 国际组织设计internationalization of services 服务的国际化introductory stage of product life cycle 产品生命周期的推出阶段inventory level 库存水平investor relations advertising 投资关系广告issue advertising 观点广告jobbers 批发商Johnson & Johnson 强生joint ventures 合资jury of executive opinion 行政管理人员群体意见法just noticeable difference (JND) 恰巧注意到的差异just-in-time (JIT) management system 准时制管理体系just-in-time purchasing arrangements 及key account management 主要客户管理key accounts 关键客户key benefits 核心利益key environmental issue identification 确定主要的环境问题key variables 关键变量key/house accounts 关键/机构客户laboratory tests 实验室测试leapfrog strategy 蛙跳战略learning hierarchy 学习层级结构legal services 法律服务legislation 立法legitimate power 法定权level of compensation 酬金水平level of technical sophistication 技术的复杂程度Levi Strauss 李维·史特劳斯Levi's 列维斯（全球最大的牛仔服制造商）lexicographic model 词典编纂模型lifestyle 生活方式limited-service wholesalers 有限服务的批发商line extension 产品线扩展line filling 产品线填充line stretching 产品线延伸list price 订价Loyd's of London 伦敦劳埃德保险公司localization strategy 本地化战略location pricing 场所定价location 位置lodging 房屋出租logistical alliances 后勤联盟long-term memory 长期记忆lost customer 失去的顾客Louis Vuitton 路易·威登（法国著名时尚品牌）low-contact service system 低接触服务系统low-cost defender 低成本防御型low-cost position 低成本地位low-involvement hierarchy 低参与程度层级结构macro risks 宏观风险macro-environment 宏观环境macro-segmentation 宏观细分mail-order retailers 邮购零售商maintaining market share 保持市场份额maintenance strategy 保持战略management overhead 管理费mandatory adaptation 强制性适应manufacturer brand 制造商/全国性品牌manufacturers'agents/representatives 生产商的代理商/销售代表manufacturers' export agents (MEA) 制造商出口代理manufacturers' sales offices/branches 生产商的销售办事处/分支机构manufacturing process 制造过程manufacturing 制造业market aggregation strategy 整体市场战略market attractiveness factors 市场吸引力因素market attractiveness 市场吸引力marketattractiveness/business position matrix 市场吸引力/业务地位矩阵market circumstances 市场环境market demographics 市场人口分布/统计特征market dimension 市场量度market entry strategies 市场进入战略market exclusion 市场排斥market expansion strategy 市场扩张战略market factors 市场因素market followers 市场跟随者market growth rate 市场增长率market hierarchy 市场等级market inclusion 市场纳入market leaders 市场领导者market measurement 市场测量market opportunity analysis 市场机会分析market oriented 以市场为导向的market position factors 市场地位因素market positioning analysis 市场定位分析market potential measurements 市场潜力测度market research 市场研究market segment 细分市场market segmentation 市场细分market share 市场份额market targeting 目标市场选择market 市场marketability 市场开拓能力market-entry strategies 市场进入战略marketing action plan 营销行动计划marketing audit 营销审计marketing channel 营销渠道marketing codes of conduct 营销行为规范marketing communication 营销沟通/传播marketing concept 营销观念marketing control 营销控制marketing decision support systems (MDSS) 营销决策支持系统marketing environment audit 营销环境审计marketing flows and functions 营销过程和职能marketing function area audit 营销功能领域的审计marketing implications of 对营销的影响marketing information system 营销信息系统marketing institutions 营销机构marketing management 营销管理marketing message 营销信息marketing mix 营销组合marketing policy 营销策略marketing productivity area audit 营销生产力领域的审计marketing program components 营销计划内容marketing program 营销计划/方案marketing relationship 营销关系marketing research 营销研究marketing strategy 营销战略market-management organizational structure 市场管理组织结构mark-up price 产品/溢价价格Marlboro 万宝路Marriott Hotel 万豪酒店mass-market penetration strategy 大规模市场渗透战略mass-market strategy 大市场战略matrix organizational structure 矩阵组织结构Mitsubishi 日本松下电子mature conformists 成熟的随大流者mature markets 成熟市场mature stage of product life cycle 产品生命周期的成熟阶段McDonald's 麦当劳McDonnell Douglas 麦道公司MCI电讯公司（前世界通信公司）MDSS (Marketing-Decision Support System) 市场决策支持系统measurability 可测度性measure or index 测量指标measurement criteria 计量标准media audiences 媒体受众medical and health services 医疗卫生服务Medico Containment Servicesmemory of consumers 消费者记忆Mercedes-Benz 梅赛德斯-奔驰Mercer Management Consulting 美国美智管理顾问公司merchandising 推销merchant middlemen 国内贸易中间商merchant wholesalers 商业批发商message structure 信息结构Michael Porter 迈克尔-波特micro risks 微观风险microsegmentation 微观细分Miller Tyding ACT, USA 米勒·泰丁法案minging 矿业Minnesota Mining and Manufacturing Company (3M) 明尼苏达矿业和制造公司Minolta 美能达miscellaneous sources 多方面来源mission 宗旨missionary selling 推销式销售Mitsubishi Heavy Industries 三菱重工modified rebuy 调整再购mono segment positioning单一细分市场定位Monsanto 孟山都农业生物技术公司moral appeals 伦理/道德诉求morals 道德Motorola 摩托罗拉multichanneldistribution 多渠道分销multidimensional scaling 多维等级法multilevel selling 多级销售multinational corporations (MNCs) 跨国公司multiple test markets 多测试市场multiple-brand strategy 多品牌战略multiple-factor index 多因素指数法multisegment positioning 多重细分市场定位mutual trust 相互信任national account management 全国性客户管理national market 国内市场National Semiconductor 美国国家半导体公司natural products 天然产品NEC 日本电子Nescafé 雀巢咖啡Nestlé雀巢net sales 净销售额network computer (NC) 网络计算机new business selling 新业务销售new buy 购入新产品new entrants 新进入者new markets 新市场new materials 新材料New Prod screening model 新普罗德筛选模型new product lines 新产品线new products 新产品new-product development 新产品开发new-product ideas 新产品创意Newsweek 《新闻周刊》new-task buying 全新采购new-to-the-world products 世界性新产品niche penetration strategy 壁龛/机会市场渗透战略niche-market strategy 壁龛市场战略Nike 耐克Nissan 尼桑no-brand brand name 无品牌的品牌名称no-frills product 无虚饰产品noise in communication system 传播系统中的噪音non-financial rewards 非物质性奖励措施non-probability sampling 非概率抽样non-profit organization 非盈利组织non-store retailing 无店铺零售业number of stock-outs 迟滞数目object-and-task method of promotion budgeting 目标-任务促销预算法objectives and strategy area audit 目标与战略领域的审计objectives 具体目标observation 观察法occupancy costs 房屋占用成本occupation/position 职业/职位odd pricing 奇/余数定价法OEM (original equipment manufacturer) 原始设备制造商overall quality 总体质量off-invoice discounts 发票之外的折扣offsets 抵消交易Omega 欧米加on-air testing 广播测试OPEC (Organization of Petroleum Exporting Countries) 欧佩克（石油输出国组织）opening relationships 建立关系operating supplies 生产供应品operational excellence 运作管理水平opinion leaders 意见领导者opportunity cost 机会成本opportunity identification 机会识别opportunity/threat matrix 机会/威胁矩阵order cycle time 订货周期order processing 订单处理organizational level 组织层次organizationalrequirement planning 组织需求计划organization area audit 组织领域的审计organization buying center 组织采购中心organizational customer 组织顾客organizational direct selling 组织直销organizational markets 组织市场organizational purchasing 组织采购organizational structure 组织结构outdoor enthusiasts 户外运动爱好者out-of-home media 户外广告媒体overall cost leadership 全面成本领先overheads 日常开支overseas direct investment 海外直接投资ownership of new product 新产品所有权packaging 包装panel of experts 专家小组parentage 渊源parties involved 交换中的各方payment terms 支付条款pay-off control 支出控制penetration pricing 渗透定价Pepsi-Cola 百事可乐perceived customer value 顾客感知价值perceived quality 感知到的质量perceived value 感知到的价值percentage of sales promotion budgeting method 销售额百分比促销预算法perceptions of consumers 消费者感知/理解perceptual (product) positioning 感知（产品）定位perceptual map 感知图perceptual organization 感知组织perceptual vigilance 感性的警惕performance dimension 业绩标准performance evaluation 业绩评估performance measures 表现/业绩测度performance objective 绩效目标performance standards 绩效标准performance 功能perish ability 非持久性personal selling 人员推销personal sources 个人的信息来源personnel development 人力资源开发persuasive 说服性的pharmaceuticals industry 医药行业physical (product) positioning 物理（产品）定位physical descriptors 物理变量physical distribution 实物分销Pillsbury 皮尔斯博瑞pioneers 先入者Pizza Hut 必胜客place utility 地点效用planning and control system area audit 计划与控制系统领域的审计point of sale information 销售点信息point-of-purhcase (POP) promotion 采购点促销point-of-sales (POS) data 销售点数据pontificator 保守派popularity 通用性population trends 人口趋势portfolio models for resource allocation 资源配置的资产组合模式position intensity 地位集中程度positioning 定位possession utility 拥有效用post-purchase dissonance 购买后的不协调post-purchase evaluation 购买后评估post-purchase/after-sal e service 售后服务potential advantages 潜在优势potential customer 潜在顾客potential market 潜在市场potential target market 潜在目标市场power in distribution 分销权力power of buyers 购买者能力power of suppliers 供应商能力predatory pricing 掠夺性定价法pre-empting scarce resources 先占稀缺资源preferential treatment 特惠待遇premiums 额外奖励present competitors 现有的竞争者presenting sales message 提供销售信息pre-test market research 测试前市场研究price discrimination 价格歧视price elasticity of demand 需求的价格弹性price fixing 价格设定price leaders 价格领导者price lining 价格排列定价法price promotion 价格促销price quotation 报价price sensitivity 价格敏感度price structure 价格结构price 价格price/earnings ration 价格/收益比price-off promotions 降价促销price-setting process 定价过程pricing adjustments 定价调整pricing policies 价格策略pricing 定价primary demand 基本需求primary sources 第一类/主要数据print media 印刷媒体private/for-profit organization 私营/盈利性组织PRIZM (Potential Rating Index for Zip Markets) 按邮政区划为基础的潜力等级指数proactive new-product development strategy 进取型新产品开发战略probability sampling 概率抽样problem formulation 界定问题problem identification 确定问题process management 过程管理Procter & Gamble (P&G) 宝洁公司product line 产品线product availability 产品的可获得性product category 产品类别product class 产品类别product decisions 产品决策product design 产品设计product development 产品开发product dimension or attributes 产品维度/属性product evolution 产品演变product features 产品特征product intent share 产品倾向份额product leadership 产品领导能力product life cycle (PLC) 产品生命周期product life cycle curve 产品生命周期曲线product line 产品线product manager audit 产品经理审计product offering 供应品product organizaiton of salesforce 按产品组织销售队伍product policies 产品策略product positioning 产品定位product quality 产品质量product scope 产品范围product space 产品位置product specifications 产品规格product systems 产品体系product type 产品类型product usage 产品用途product 产品product(ion)-oriented organization 产品/生产导向型组织production 生产product-line pricing adjustments 产品线定价调整product-management organizational structure 产品管理组织结构product-market entry control 产品－市场进入控制product-related behavioral descriptors 与产品相关的行为变量product's market characteristics 产品的市场特征product-use testing 产品使用测试pro-environment 环保profit impact of market strategy (PIMS) 市场战略的利润影响profitability analysis 盈利性分析profitability 盈利性/盈利能力profitable survivor strategy 有利可图的生存者战略project-company resource compatibility 项目与公司资源的协调性projectedprofit-and-loss statement 预计损益表projective tests 投影测试promotion decisions 促销决策promotion mix 促销组合promotion policies 促销策略promotion 促销promotional allowance 促销折让promotional effort 促销努力promotional pricing 促销定价promptness 及时性propector strategy 探索型战略prospecting for customers 寻找顾客psycho-graphics 心理统计特征psychological cost 心理成本psychological pricing 心理定价法public organization 公共组织public relations 公共关系public utilities 公共设施publicity 公共宣传pull strategy for control of distribution channels 分销渠道控制的拉式战略pupil dilation 瞳孔扩张purchase predisposition 购买倾向purchasing agent 采购代理purchasing contract 采购合同purchasing manager/agent 采购经理／代理purchasing power parity (PPP) 购买力平价指数push money/spiffs 佣金push strategy for control of distribution channels 分销渠道控制的推式战略qualifying prospects 审查潜在顾客资格quality dimensions 质量维度quality 质量quantity discount 数量折扣question marks 问题类questioning 询问法quotas 定额R & D expenditure 研究开发战略race and ethnic origin 种族和民族rack jobbers 供应超级市场的批发商radio 无线电广播rank ordering 排序rate of adoption 采购率rate-of-return/target return pricing 回报率/目标回报定价法rational appeals 理性诉求rationale 基本原理raw materials 原材料reactive and proactive responses 反应及前摄策略reactive new-product development strategy reactor strategy 反应型战略real estate 房地产rebates 回扣recall tests 记忆测试receiver 接收者reciprocity 利益互惠recognition ofproblem/need 发现问题/需求recognition tests 认知测试recreation 娱乐业recruitment and selection 招聘与选拔recycling of packaging 包装回收（利用）Reebok 锐步reference group 参照群体referent power 参照权refocus 巩固refunds 退款refusal to deal 拒绝经营regression analysis 回归分析法regulation 管制related/concentric diversification 相关/同心多元化relational VMSs 相关式垂直营销系统relative attractiveness of declining markets 衰退市场的相对吸引力relative marketpotential 相对市场潜力relative market share 相对市场份额reliability 可靠性repeat purchase behavior 重复购买行为repetition 重复repositionings 重新定位产品requirements planning 需求计划re-seller 中间商resident buyers 常驻采购员resourceallocation/deployment资源配置response strategies 反应策略response to communication 传播响应responsive strategy 反应型新产品开发战略responsiveness 响应性retail coverage strategy 零售范围战略Retail Index 零售指数retail outlets 零售店retail sales 零售额retailer co-operatives 零售商合作社retailer 零售商retailing trends 零售趋势Return on Equity (ROE) 权益回报率Return on Investment (ROI) 投资回报率Return on Net Assets (RONA) 净资产回报率reverse engineering 反向工程reward systems 奖励系统rivalry determinants 竞争决定因素rivalry 竞争对手Robert Miles 罗伯特·迈尔斯Rockwell 洛克威尔Rolex 劳力士Rolls-Royce 劳斯莱斯roster 名册salary 薪金sales agents 销售代理商sales analysis by customer 顾客销售分析sales analysis by order size 订货规模的销售分析sales analysis by product 产品销售分析sales analysis by territory 区域销售分析sales analysis 销售分析sales forcasting 销售预测sales force estimates 销售人员估计sales force size 销售队伍规模sales force 销售队伍sales forecasting 销售预测sales management 销售管理sales organization 销售组织sales performance 销售表现/业绩sales personnel incentives 销售人员激励sales personnel 销售人员sales planning 销售计划sales potential 销售潜力sales promotion 销售促进/促销sales territory 销售地区sales trends 销售趋势sales 销售额sales/price reduction 销售/价格下降sample design 样本设计sample size 样本大小sampling 抽样sampling 提供样品scale efficiency 规模效率scaled measures 比例测度scoring models 评判模型screening of ideas 创意筛选sealed bidding 招标Sears 西尔斯secondary sources 第二类/次要数据second-but-betternew-product development strategy 后者居上型新产品开发战略security 证券业segmentation and targeting 细分与目标选择segmentationcriteria 细分标准segmentation descriptors 市场细分变量segmentation 市场细分Seiko 日本精工株式会社（全球著名的打印机生产商）selective demand 选择性。
管理学英语专业词汇
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目标mission/objective 内部环境internal environment 外部环境external environment 集体目标 group objective 计划 planning 组织 organizing 人事 staffing 领导 leading 操纵 controlling 步骤 process 原理 principle 方法 technique 经理manager 总经理 general manager 行政人员 administrator 主管人员 supervisor 企业enterprise 商业business 产业industry 公司company 效果effectiveness 效率efficiency 企业家 entrepreneur 权利 power 职权 authority 职责 responsibility 科学管理 scientific management 现代经营管理 modern operational management 行为科学behavior science 生产率 productivity 激励 motivate 动机 motive 法律 law 法规regulation 经济体系 economic system 管理职能 managerial function 产品 product 服务 service 利润 profit 满意 satisfaction 归属 affiliation 尊敬 esteem 自我实现self-actualization 人力投入 human input 盈余 surplus 收入 income 成本 cost 资本货物 capital goods 机器 machinery 设备 equipment 建筑 building 存货 inventory 经验法 the empirical approach 人际行为法 the interpersonal behavior approach 集体行为法 the group behavior approach 协作社会系统法 the cooperative social syst ems approach 社会技术系统法 the social-technical systems approach 决策理论法 the decision theory approach 数学法the mathematical approach 系统法the systems approach 随机制宜法 the contingency approach 管理任务法 the managerial roles approach 经营法the operational approach 人际关系human relation 心理学psychology 态度 attitude 压力 pressure 冲突 conflict 招聘 recruit 鉴定 appraisal 选拔select 培训train 报酬compensation 授权delegation of authority 协调coordinate 业绩 performance 考绩制度 merit system 表现 behavior 下级 subordinate 偏差 deviation 检验记录 inspection record 误工记录 record of labor-hours lost 销售量 sales volume 产品质量 quality of products 先进技术 advanced technology 顾客服务customer servi ce 策略strategy 结构structure 领先性primacy 普遍性pervasiveness 担忧 fear 忿恨 resentment 士气 morale 解雇 layoff 批发 wholesale 零售 retail 程序 procedure 规则 rule 规划 program 预算 budget 共同作用 synergy 大型联合企业 conglomerate 资源 resour ce 购买 acquisition 增长目标 growth goal 专利产品 proprietary product 竞争对手 riva l 晋升 promotion 管理决策 managerial decision 商业道德business ethics 有竞争力的价格competitive price 供货商supplier 小贩 vendor 利益冲突 conflict of interests 派生政策 derivative policy 开支帐户expense account 批准程序approval procedure 病假sick leave 休假vacation 工时 labor-hour 机时 machine-hour 资本支出 capital o utlay 现金流量 cash flow 工资率 wage rate 税收率 tax rate 股息 dividend 现金状况 cash position 资金短缺capital shortage 总预算overall budget 资产负债表balance sheet 可行性feasibility 投入原则 the commitment principle 投资回报 return on investment 生产能力 capacityto produce 实际工作者 practitioner 最终结果 end result 业绩 performance 个人利益 personal interest 福利 welfare 市场占有率 market share 创新 innovation 生产率 productivity 利润率 profitability 社会责任 public responsibility 董事会 board of director 组织规模 size of the organiza tion 组织文化 organizational culture 目标管理 management by objectives 评价工具 a ppraisal tool 激励方法 motivational techniques 操纵手段 control device 个人价值 pers onal worth 优势 strength 弱点weakness 机会opportunity 威胁threat 个人责任personal responsibility 顾问counselor 定量目标 quantitative objective 定性目标 qualitative objective 可考核目标 verifiable objective 优先 priority 工资表 payroll 策略 strategy 政策 policy 灵活性 discretion 多种经营 diversification 评估 assessment 一致性 consistency 应变策略 consistency strategy 公共关系 public relation 价值 value 抱负 aspiration 偏见 prejudice 审查 review 批准 approval 要紧决定 major decision 分公司总经理divisio n general manager 资产组合距阵 portfolio matrix 明星 star 问号 question mark 现金牛 cash cow 赖狗 dog 采购 procurement 人口因素 demographic factor 地理因素 geo graphic factor 公司形象 company image 产品系列 product line 合资企业joint venture 破产政策 liquidation strategy 紧缩政策 retrenchment strategy 战术tactics 追随 followership 个性 individuality 性格 personality 安全 safety 自主权latitude 悲观的 pessimistic 静止的 static 乐观的 optimistic 动态的 dynamic 灵活的 flexible 抵制 resistance 敌对 an tagonism 折中 eclectic 激励 motivation 潜意识subconscious 地位status 情感affecti on 欲望desire 压力pressure 满足satisfaction 自我实现的需要 needs for self-actualization 尊敬的需要 esteem needs 归属的需要 affi liation needs 安全的需要 security needs 生理的需要 physiological needs 维持 mainten ance 保健 hygiene 激励因素 motivator 概率 probability 强化理论 reinforcement theor y 反馈 feedback 奖金 bonus 股票期权 stock option 劳资纠纷labor dispute 缺勤率 a bsenteeism 人员流淌turnover 奖励reward 特许经营franchise 热诚 zeal 信心 confid ence 鼓舞 inspire 要素 ingredient 忠诚 loyalty 奉献 devotion 作风 style 品质 trait 习惯性 adaptability 进取性 aggressiveness 热情 enthusiasm 毅力 persistence 人际交往能力 interpersonal skills 行政管理能力administrative ability 智力 intelligence 专制式领导 autocratic leader 民主式领导democratic leader 自由放任式领导 free-rein leader 管理方格图 the managerial grid 工作效率 work efficiency 服从 obedience 领导行为 leader behavior 支持型领导supportive leadership 参与型领导 participative leadership 指导型领导 instrumental leadership 成就取向型领导 achievement-oriented leadership Automated inspection 自动化检验 automatic assembly system 自动化装配系统 applied biomechanics 应用生物力学 CAD/CAM 计算机辅助设计与制造 computer integrated manufacturing system 计算机整合制造系统 data structure 数据结构data base management system 数据库管理系统decision analysis 决策分析engineering economy 工程经济 engineering statistics 工程统计 facilities planning 设施规划 factory diagnoisis and improvement method 工厂诊断与改善方法 financial and cost analysis 财务与成本分析 fuzzy theory and application 模糊理论与应用human-computer interaction (HCI)人因工程与计算机系统 human factors engineering 人因工程 human information processing 人类讯息处理 human-machine system design 人机系统设计human resource management 人力资源管理human system diagnosis and improvement 人体系统诊断与改善 industrial environment evaluation 工业环境评估industrial organizations and management 工业组织与管理 industrial safety 工业安全information technology 信息技术 intellectual property laws 智慧财产权法 knowledge engineering 知识工程 linear algebra 线性代数 manufacturing automation 制造自动化manufacturing engineering 制造工程manufacturing management 制造管理manufacturing process 制造程序 manufacturing systems and management 制造系统与管理market and marketing 市场与行销material flows automation 物流自动化mathematical programming 数学规划multicriteria decision making 多目标规划multi-criteria decision methods 多准则决策分析network analysis 网络分析numerical analysis 数值分析 organization and management 组织与管理 product and technology development management 产品与技术开发管理 production management 生产管理 production planning and control 生产计划与管制 quality control 质量管理 quality engineering 品质工程 quality management techniques and practice 品质管理 queueing theory 等候线理论 reliability engineering 可靠度工程 research，development and innovation management 研究进展管理 semiconductor production management 半导体生产管理sequencing and scheduling 排序与排程 simulation 模拟分析 statistical method 统计方法 stochastic processes 随机系统 strategic management of technology 技术策略 system analysis and design in large scale 大型系统分析与设计 system performance evaluation 系统绩效评估技术 system quality assurance engineering 系统品质保证工程systems engineering 系统工程 systems simulation 系统仿真 vision and colors 视觉与色彩 work physiology 工作生理学 work study 工作研究 Accounting Assistant 会计助理Accounting Clerk 记帐员 Accounting Manager 会计部经理 Accounting Stall 会计部职员Accounting Supervisor 会计主管 Administration Manager 行政经理 Administration Staff 行政人员 Administrative Assistant 行政助理 Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员 Application Engineer 应用工程师 Assistant Manager 副经理 Bond Analyst 证券分析员 Bond Trader 证券交易员 Business Controller 业务主任Business Manager 业务经理 Buyer 采购员 Cashier 出纳员 Chemical Engineer 化学工程师Civil Engineer 土木工程师Clerk/Receptionist 职员/接待员Clerk Typist & Secretary 文书打字兼秘书 Computer Data Input Operator 计算机资料输入员 Computer Engineer 计算机工程师 Computer Processing Operator 计算机处理操作员 Computer System Manager 计算机系统部经理 Copywriter 广告文字撰稿人 Deputy General Manager 副总经理 Economic Research Assistant 经济研究助理Electrical Engineer 电气工程师 Engineering Technician 工程技术员 English Instructor/Teacher 英语教师 Export Sales Manager 外销部经理 Export Sales Staff 外销部职员Financial Controller 财务主任Financial Reporter 财务报告人 F.X. (Foreign Exchange)Clerk 外汇部职员 F.X. Settlement Clerk 外汇部核算员 Fund Manager 财务经理 General Auditor 审计长 General Manager/ President 总经理 General Manager Assistant 总经理助理 General Manager's Secretary 总经理秘书 Hardware Engineer 计算机硬件工程师Import Liaison Staff 进口联络员Import Manager 进口部经理Insurance Actuary 保险公司理赔员 International Sales Staff 国际销售员 Interpreter 口语翻译 Legal Adviser 法律顾问 Line Supervisor 生产线主管 Maintenance Engineer 维修工程师Management Consultant 管理顾问Manager 经理Manager for Public Relations 公关部经理 Manufacturing Engineer 制造工程师 Manufacturing Worker 生产员工Market Analyst 市场分析员Market Development Manager 市场开发部经理Marketing Manager 市场销售部经理 Marketing Staff 市场销售员 Marketing Assistant 销售助理 Marketing Executive 销售主管 Marketing Representative 销售代表 Marketing Representative Manager 市场调研部经理Mechanical Engineer 机械工程师Mining Engineer 采矿工程师 Music Teacher 音乐教师 Naval Architect 造船工程师 Office Assistant 办公室助理Office Clerk 职员Operational Manager 业务经理Package Designer 包装设计师Passenger Reservation Staff 乘客票位预订员Personnel Clerk 人事部职员Personnel Manager 人事部经理 Plant/ Factory Manager 厂长 Postal Clerk 邮政人员Private Secretary 私人秘书 Product Manager 生产部经理 Production Engineer 产品工程师 Professional Staff 专业人员 Programmer 电脑程序设计师 Project Staff 项目策划人员 Promotional Manager 推售部经理 Proof-reader 校对员 Purchasing Agent 采购进货员Quality Control Engineer 质量管理工程师Real Estate Staff 房地产职员Recruitment Co-ordinator 招聘协调人Regional Manger 地区经理Research ＆.Development Engineer 研究开发工程师 Restaurant Manager 饭店经理 Sales and Planning Staff 销售计划员 Sales Assistant 销售助理 Sales Clerk 店员、售货员 Sales Coordinator 销售协调人 Sales Engineer 销售工程师 Sales Executive 销售主管 Sales Manager 销售部经理Salesperson 销售员Seller Representative 销售代表Sales Supervisor 销售监管 School Registrar 学校注册主任 Secretarial Assistant 秘书助理Secretary 秘书 Securities Custody Clerk 保安人员 Security Officer 安全人员 Senior Accountant 高级会计 Senior Consultant/Adviser 高级顾问 Senior Employee 高级雇员Senior Secretary 高级秘书 Service Manager 服务部经理 Simultaneous Interpreter 同声传译员 Software Engineer 计算机软件工程师 Supervisor 监管员 Systems Adviser 系统顾问Systems Engineer 系统工程师 Systems Operator 系统操作员 Technical Editor 技术编辑 Technical Translator 技术翻译 Technical Worker 技术工人 Telecommunication Executive 电讯（电信）员 Telephonist / Operator 电话接线员、话务员 Tourist Guide 导游 Trade Finance Executive 贸易财务主管 Trainee Manager 培训部经理 Translation Checker 翻译核对员 Translator 翻译员 Trust Banking Executive 银行高级职员 Typist 打字员 Wordprocessor Operator 文字处理操作员A access discrimination 进入歧视 action research 动作研究 adjourning 解散adhocracy 特别结构administrative principle 管理原则artifacts 人工环境artificial intelligence 人工智能工巧匠 avoiding learning 规避性学习 ambidextrous approach 双管齐下策略B balance sheet 资产负债表 bcg matrix 波士顿咨询集团矩阵bona fide occupation qualifications 善意职业资格审查 bounded rationality 有限理性bureaucracy 官僚机构 benchmarking 标杆瞄准 bounded rationality perspective 有限理性方法boundary-spanning roles 跨超边界作用C computer-aided design and computer-automated manufacturing(cad/cam) 计算机辅助设计与计算机自动生产confrontation 对话 consortia 企业联合 change agent 变革促进者 chaos theory 混沌理论 charismatic leaders 魅力型领导者 charity principle 博爱原则 coercive power 强制权 cohesiveness 凝聚力 collaborative management 合作型管理 comparable worth 可比较价值competitive benchmarking 竞争性基准confrontation meeting 碰头会constancy of purpose 永久性目标 contingency approach 权变理论 corporate social performance 公司社会表现 corporate social responsibility 公司社会责任 corporate social responsiveness 公司社会反应 critical incident 关键事件 current assets 流淌资产 current liabilities 流淌负债culture strength 文化强度 creative department 制造性部门 craft technology 技艺性技术 contextual dimension 关联性维度 continuous process production 连续加工生产 collectivity stage 集体化阶段 clan control 小团体操纵 clan culture 小团体文化coalition 联合团体 collaborative 协作网络 centrality 集中性 centraliazation 集权化charismatic authority 竭尽忠诚的权力 D decentralization 分权democracy management 民主管理 departmentalization 部门化 differential rate system 差别报酬系统 dialectical inquiry methods 辩证探求法 division of labor 劳动分工 downward mobility 降职流淌 dynamic engagement 动态融合 dynamic network 动态网络 domain 领域 direct interlock 直接交叉 divisional form 事业部模式 differentiation strategy 差别化战略 decision premise 决策前提 dual-core approach 二元核心模式 E electronic data-processing(edp) 电子数据处理employee-oriented style 员工导向型风格empowerment 授权encoding 解码end-user computing 终端用户计算系统entrepreneurship 企业家精神 equity 净资产 equity theory 公平理论 espoused value 信仰价值 ethnocentric manager 种族主义的管理者 expectancy theory 期望理论 expense budget 支出预算expense center 费用中心external audit 外部审计external stakeholders 外部利益有关者 extrinsic rewards 外部奖励 ethic ombudsperson 伦理巡视官 external adaption 外部习惯性 elaboration stage 精细阶段 entrepreneurial stage 创业阶段 escalating commitment 顽固认同 F family group 家庭集团 financial statement 财务报表flat hierarchies 扁平型结构flexible budget 弹性预算force-field theory 场力理论 formal authority 合法权力 formal systematic appraisal 正式的系统评估 franchise 特许经营权 formalization stage 规范化阶段 functional grouping 职能组合 formal channel of communication 正式沟通渠道 G game theory 博弈论general financial condition 通常财务状况geocentric manager 全球化管理者general manager 总经理 globalization 全球化 gossip chain 传言链 grapevine 传言网global strategic partnership 全球战略伙伴关系general environment 通常环境generalist 全面战略geographic grouping 区域组合global company 全球公司global geographic structure 全球区域结构 H hawthorne effect 霍桑效应 heuristic principles 启发性原理 hierarchy 科层制度 hiring specification 招聘细则 horizontal linkage model 横向联系模型 hybrid structure 混合结构 high tech 高接触 high-velocity environments 高倍速环境 I impoverished management 放任式管理 income statement 损益表 information transformation 信息转换 infrastructure 基础设施 integrative process 整合过程intelligent enterprises 智力企业 internal audit 内部审计 internal stakeholder 内部有关者 internship 实习 intrapreneurship 内部企业家精神 intrinsic reward 内在报酬inventory 库存, 存货internal integration 内部整合interorganization relationship 组织间的关系 intergroup conflict 团体间冲突 interlocking directorate 交叉董事会 institutional perspective 机构的观点 intuitive decision making 直觉决策 idea champion 构思倡导者 incremental change 渐进式变革 informal organizational structure 非正式组织结构 informal performance appraisal 非正式业绩评价 J job description 职务描述job design 职务设计job enlargement 职务扩大化job enrichment 职务丰富化 job rotation 职务轮换 job specialization 职务专业化 K key performance areas 关键业务区 key result areas 关键绩效区 L labor productivity index 劳动生产力指数 laissez management 自由化管理 large batch production 大批量生产lateral communication 横向沟通leadership style 领导风格least preferred co-worker(lpc)最不喜欢的同事 legitimate power 合法权力 liability 负债 liaison 联络者 line authority 直线职权 liquidity 流淌性 liaison role 联络员角色 long-linked technology 纵向关联技术 losses from conflict 冲突带来的缺失 low-cost leadership 低成本领先 M management by objective 目标管理 Managerial Grid 管理方格 matrix bosses 矩阵主管management champion 管理倡导者materials-requirements planning(MRP) 物料需求计划 Mslow,s hierarchy of needs 马斯洛需求层次论 marketing argument 管理文化多元化营销观 multiculturalism 文化多元主义multidivisional firm 多部门公司 moral rules 道德准则 management by walking around(MBWA) 走动式管理 matrix structure 矩阵结构 multinational enterprise(MNE) 跨国公司moral relativism 道德相对主义mechanistic system 机械式组织middle-of-the-road management 中庸式管理meso theory 常态理论multidomestic strategy 多国化战略 mediating technology 调停技术 N na?ve relativism 朴素相对主义need-achievement 成就需要 norming 规范化 norms 规范 nonprogrammed decisions 非程序化决策 nonsubstitutability 非替代性 nonroutine technology 非例行技术 niche 领地 O off-the-job training 脱产培训 on-the-job training 在职培训 operational budget 运营预算order backlog 订单储备organic system 有机系统organizational development(OD) 组织进展 orientation 定位 outcome interdependence 结果的相互依靠性 outplacement services 外延服务 organization ecosystem 组织生态系统 P paradox of authority 权威的矛盾 paradox of creativity 制造力的矛盾 paradox of disclosure 开放的矛盾 paradox of identify 身份的矛盾 paradox of individuality 个性的矛盾paradox of regression 回归的矛盾 partial productivity 部分生产率 participative management 参与式管理path-goal model 路径目标模型peer recruiter 同级招聘political action committees(PACs) 政治活动委员会 polycentric manager 多中心管理者portfolio framework 业务组合框架portfolio investment 资产组合投资positive reinforcement 正强化production flexibility 生产柔性profitability 收益率programmed decisions 程序化决策 psychoanalytic view 精神分析法 paradigm 范式personal ratios 人员比例 pooled dependence 集合性依存 professional bureaucracy 专业官僚机构problem identification 问题识别problemistic search 问题搜寻population ecology model 种群生态模型Q quality 质量quality circle 质量圈question mark 问题类市场 quid pro quo 交换物 R rational model of decision making 理性决策模式 realistic job preview(RJP) 实际工作预览 reciprocal interdependence 相互依存性resource dependence 资源依靠理论 routine technology 例行技术 retention 保留rational approach 理性方法 rational model 理性模型 rational-legal authority 理性—合法权威 S semivariable cost 准可变成本 sense of potency 力量感 sensitivity training 敏感性训练 sexual harassment 性骚扰 short-run capacity changes 短期生产能力变化 single-strand chain 单向传言链 situational approach 情境方法 situational force 情境力量 situational leadership theory 情境领导理论 sliding-scale budget 移动规模预算 small-batch production 小规模生产 sociotechnical approaches 社会科技方法 span of management 管理幅度 staff authority 参谋职权 standing plan 长设计划step budget 分步预算 stewardship principle 管家原则 stimulus 刺激 storming 调整阶段strategic management 战略管理strategic partnering 战略伙伴关系strategy formulation 战略制定 strategy implementation 战略实施 strategic control 战略操纵strategic contingencies 战略权变 satisficing 满意度 subsystems 子系统 subunits 子单位 synergy 协同 system boundary 系统边界 structure dimension 结构性维度sequential interdependence 序列性依存self-directed team 自我管理型团队specialist 专门战略 strategy and structure changes 战略与结构变革 symptoms of structural deficiency 结构无效的特征T tall hierarchies 高长型科层结构 task force or project team 任务小组或者项目团队 task independence 任务的内部依靠性 task management 任务型管理 task-oriented style 任务导向型管理风格 total productivity 全部生产率 Total Quality Management 全面质量管理 training positions 挂职培训 training program 培训程序 transactional leaders 交易型领导 transformational leaders 变革型领导 treatment discrimination 歧视待遇 two-factory theory 双因素理论 two-boss employees 双重主管员工 technical or product champion 技术或者产品的倡导者 U unfreezing 解冻 unit production 单位产品V variation 变种子 variety 变量 valence 效价 variable costs 可变成本 vertical communication 纵向沟通 vertical integration 纵向一体化 vestibule training 仿真培训 volume flexibility 产量的可伸缩性vertical linkage 纵向连接 venture team 风险团队 value based leadership 基于价值的领导W win-lose situation 输赢情境win-win situation 双赢情境workforce literacy 员工的读写能力 work in progress 在制品 work flow redesign 工作流程再造成work flow automation 工作流程自动化 whistle blowing 揭发 Z zero-sum 零与 zone of indifference(area of acceptance) 无差异区域(可同意区域)1。
7_KMC_start_up_procedure_en
2.3 Check gear ratio - Do travel path and display match?
2.8 Optimization of control parameters - Then record TRACEs
06/2006
2
KMC_mastering_de.ppt © Copyright by KUKA Roboter GmbH College
Start-up procedure (3)
Start-up (cont.):
2.6 Check transformation - Jog in WORLD - Check motion directions in WORLD
2.7 TOOLs, BASEs and kinematic systems - Define TOOLs - Test TCP - Define reference points if required - Define bases if required - Define kinematic systems and offsets if required
$RAISE_TIME[ ] must be determined with the max. load! The corresponding axis must not exceed the current limitation during measurement.
$RAISE_TIME[ ] >= DEF_FLT_PTP (do not modify!) min. 96 ms
Actiontec 模组配置指南说明书
Configuration avancée de votre modem ActiontecTable des matièresConfiguration du nom d’utilisateur et du mot de passe (3)Configuration avancée sans fil (6)Changement du nom du réseau sans fil (8)Changement du mot de passe et de type de sécurité (9)Configuration d’une adresse IP statique (10)Configuration d’une zone démilitarisée (DMZ) (12)Redirection de ports (14)Configuration du nom d’utilisateuret du mot de passeAvant de commencerCes fonctions avancées sont destinées à un utilisateur intermédiaire ou expert. Une mauvaise configuration pourrait empêcher votre accès Internet de fonctionner.Nous vous recommandons d’avoir suivie les étapes du guide de configuration de base de votre modem-routeur TELUS fourni lors de la réception de votre modem ou disponible en ligne au /soutien1. Dans la barre d’adresse de votre navigateur, entrez http://192.168.1.254Après cette étape, vous verrez la page ci-dessous.2. Dans les cases Nom de l’utilisateur et Mot de passe, entrez le nomd’utilisateur et le mot de passe qui apparaissent sur l’autocollant apposé sous votre modem-routeur.3. Cliquez sur le bouton Ouvrir la session.4. Dans la fenêtre qui s’affiche à l’écran, sélectionnez Oui pour effectuer lamodification du mot de passe. Cette fenêtre s’affichera uniquement lors de la configuration initiale.5. Dans la fenêtre qui s’affiche à l’écran, entrez le mot de passe inscrit sous lemodem-routeur dans la case Ancien mot de passe. Si le numéro de série vous est demandé, celui-ci figure également sur l’autocollant apposé sous lemodem-routeur.6. Entrez le nouveau mot de passe désiré dans les cases Nouveau mot de passeet Ressaisir pour confirmer, puis cliquez sur le bouton Appliquer.7. Une fenêtre vous confirmera que les modifications ont été enregistrées.Une fois les étapes complétées, la page de configuration de votremodem-routeur TELUS s’affichera. Vous devrez ouvrir une nouvelle session à la page http://192.168.1.254 si vous voulez modifier la configuration de l’appareil.Configuration avancée sans filAvertissement – Reconfiguration de tous les autres appareils sans fil.Le fait de changer le nom du réseau sans fil ainsi que la clé de sécurité entrainera une déconnexion de tous les appareils configurés. Il sera nécessaire de reconnecter vos appareils au réseau en utilisant les nouveaux renseignements.LAN 11. Pour faciliter la configuration avancée sans fil de votre appareil, il est fortementrecommandé de brancher l’ordinateur dans le connecteur LAN 1 à l’arrière du modem-routeur.2. Rendez-vous à la page de configuration du modem routeur à l’adressehttp://192.168.1.254. Ouvrez une session en utilisant le nom d’utilisateur ainsi que le mot de passe choisi à l’étape 6, page 4 de la section Configuration du nom d’utilisateur et du mot de passe.3. Cliquez sur Configuration sans fil dans le menu principal. Une nouvelle pages’affichera afin de vous permettre de sélectionner les paramètres qui vousconviennent (voir page suivante).Signal sans-fil Permet d’activer le réseau sans fil ou non. Par défautcette option devrait être à Activer.Diffusion SSID Permet d’activer la diffusion du nom du réseau sans filou non tout en gardant le réseau sans fil fonctionnel.Type de clé de sécuritéVous pouvez sélectionner Utilisez la clé ou le motde passe par défaut pour utiliser le mot de passepréconfiguré dans l’appareil, soit celui qui est inscrit surl’autocollant apposé sous le modem.Si vous voulez utiliser un mot de passe de votre choix,sélectionnez la case Utilisez une clé ou un mot depasse personnalisé et entrez le mot de passe choisidans la case dessous.4. Cliquez finalement sur Appliquer. Une fenêtre vous confirmera que lesmodifications ont été enregistrées.Changement du nom du réseau sans filImportantLe nom du réseau est laissé à votre discrétion. Cependant, les noms se référant trop explicitement à vos données d’identification personnelle (nom de famille, adresse, etc.) sont à éviter.1. Dans la section Configuration sans fil du menu principal. Assurez-vous quel’option Signal sans-fil soit à Activer.2. Ensuite, entrez dans le champ Nom de l’identifiant SSID le nom que vousvoulez donner à votre réseau.3. Cliquez finalement sur Appliquer. Une fenêtre vous confirmera que lesmodifications ont été enregistrées.Changement du mot de passe etde type de sécurité1. Dans la section Configuration sans fil du menu principal, choisissezWPA / WPA2 dans le champ Sécurité.2. Le champ Type de WPA doit rester tel quel : WPA ou WPA2 – Personnel.3. Choisissez Tous sous Type de chiffrement.4. Dans le champ Type de clé de sécurité, un mot de passe est demandé.Cochez Utilisez une clé ou un mot de passe personnalisé, puis entrez un mot ou une phrase facile à retenir pour vous, mais difficile à deviner pourquelqu’un d’autre.5. Cliquez finalement sur Appliquer. Une fenêtre vous confirmera que lesmodifications ont été enregistrées.Configuration d’une adresse IP statique1. Une fois connecté à la page de configuration du modem routeur TELUS(http://192.168.1.254), cliquez sur Configuration avancée dans le menu principal. Vous verrez la page suivante.2. Cliquez sur Continuer pour accéder aux paramètres avancés(voir page suivante).3. Cliquez sur Réservation DHCP dans la section Adresse IP dans le menu àgauche de l’écran.4. À l’étape 1, sélectionnez l’adresse physique MAC de l’appareil que vous voulezconfigurer.5. À l’étape 2, sélectionnez l’adresse IP qui sera associée à cet appareil.6. Cliquez sur le bouton Appliquer.Recommencez ces étapes pour chaque appareil que vous voulez configurer.Une fois la configuration terminée, redémarrez le modem-routeur.Au bas de la page, vous verrez la liste des appareils avec leur adresse IP réservée.(DMZ) et la redirection de ports. Notez-les pour une utilisation ultérieure.Configuration d’une zone démilitarisée (DMZ)ImportantDans une zone démilitarisée (DMZ), tous les ports sont redirigés vers un ordinateur précis sur un réseau local. Le fait d’activer la fonction DMZ crée un risque de sécurité puisque l’ordinateur devient vulnérable à toute intrusion extérieure. TELUS se dégage de toute responsabilité quant à la sécurité de votre réseau.1. Dans la fenêtre qui s’affiche à l’écran, sélectionnez Pare-feu.2. Dans le menu à gauche de l’écran, cliquez sur Hébergement DMZ3. À l’étape 1, sélectionnez Activer4. Dans la case Entrez l’adresse IP, entrez l’adresse IP de l’ordinateur choisi quevous avez pris en note à l’étape 6, page 11.5. Cliquez sur le bouton Appliquer. Une fenêtre vous confirmera que lesmodifications ont été enregistrées.Ensuite, la fenêtre Hébergement DMZ s’ouvrira de nouveau. La règle sera maintenant présente au bas de la page.Redirection de portsLa redirection de ports consiste à rediriger l’information reçue sur un port donné d’un ordinateur ou d’un équipement vers un autre appareil, sur un port donné. Cela permet entre autres de proposer à des ordinateurs extérieurs d’accéder à des servicesrépartis sur plusieurs ordinateurs de ce réseau.1. Dans la fenêtre qui s’affiche à l’écran, sélectionnez Pare-feu.2. Dans le menu à gauche de l’écran, cliquez sur Réacheminement de port3. Dans le champ Adresse IP LAN, entrez l’adresse IP de l’ordinateur où vousdésirez que les paquets soient redirigés (pris en note à l’étape 6, page 11).4. Dans les cases Port de début interne et Port de fin externe, entrez le portde début et le port de fin.5. Dans la case Protocole, sélectionnez le protocole associé.6. Cliquez sur le bouton Appliquer. Une fenêtre vous confirmera que lesmodifications ont été enregistrées.Ensuite, la fenêtre Réacheminement de port s’ouvrira de nouveau. Les règles seront maintenant présentes au bas de la page, vous confirmant que les modifications sont appliquées.Besoin de soutien? Consultez /soutien ou composez le 310-1212.。
Indradrive 系列 故障代码
Error MessagesF9001 Error internal function call.F9002 Error internal RTOS function callF9003 WatchdogF9004 Hardware trapF8000 Fatal hardware errorF8010 Autom. commutation: Max. motion range when moving back F8011 Commutation offset could not be determinedF8012 Autom. commutation: Max. motion rangeF8013 Automatic commutation: Current too lowF8014 Automatic commutation: OvercurrentF8015 Automatic commutation: TimeoutF8016 Automatic commutation: Iteration without resultF8017 Automatic commutation: Incorrect commutation adjustment F8018 Device overtemperature shutdownF8022 Enc. 1: Enc. signals incorr. (can be cleared in ph. 2) F8023 Error mechanical link of encoder or motor connectionF8025 Overvoltage in power sectionF8027 Safe torque off while drive enabledF8028 Overcurrent in power sectionF8030 Safe stop 1 while drive enabledF8042 Encoder 2 error: Signal amplitude incorrectF8057 Device overload shutdownF8060 Overcurrent in power sectionF8064 Interruption of motor phaseF8067 Synchronization PWM-Timer wrongF8069 +/-15Volt DC errorF8070 +24Volt DC errorF8076 Error in error angle loopF8078 Speed loop error.F8079 Velocity limit value exceededF8091 Power section defectiveF8100 Error when initializing the parameter handlingF8102 Error when initializing power sectionF8118 Invalid power section/firmware combinationF8120 Invalid control section/firmware combinationF8122 Control section defectiveF8129 Incorrect optional module firmwareF8130 Firmware of option 2 of safety technology defectiveF8133 Error when checking interrupting circuitsF8134 SBS: Fatal errorF8135 SMD: Velocity exceededF8140 Fatal CCD error.F8201 Safety command for basic initialization incorrectF8203 Safety technology configuration parameter invalidF8813 Connection error mains chokeF8830 Power section errorF8838 Overcurrent external braking resistorF7010 Safely-limited increment exceededF7011 Safely-monitored position, exceeded in pos. DirectionF7012 Safely-monitored position, exceeded in neg. DirectionF7013 Safely-limited speed exceededF7020 Safe maximum speed exceededF7021 Safely-limited position exceededF7030 Position window Safe stop 2 exceededF7031 Incorrect direction of motionF7040 Validation error parameterized - effective thresholdF7041 Actual position value validation errorF7042 Validation error of safe operation modeF7043 Error of output stage interlockF7050 Time for stopping process exceeded8.3.15 F7051 Safely-monitored deceleration exceeded (159)8.4 Travel Range Errors (F6xxx) (161)8.4.1 Behavior in the Case of Travel Range Errors (161)8.4.2 F6010 PLC Runtime Error (162)8.4.3 F6024 Maximum braking time exceeded (163)8.4.4 F6028 Position limit value exceeded (overflow) (164)8.4.5 F6029 Positive position limit exceeded (164)8.4.6 F6030 Negative position limit exceeded (165)8.4.7 F6034 Emergency-Stop (166)8.4.8 F6042 Both travel range limit switches activated (167)8.4.9 F6043 Positive travel range limit switch activated (167)8.4.10 F6044 Negative travel range limit switch activated (168)8.4.11 F6140 CCD slave error (emergency halt) (169)8.5 Interface Errors (F4xxx) (169)8.5.1 Behavior in the Case of Interface Errors (169)8.5.2 F4001 Sync telegram failure (170)8.5.3 F4002 RTD telegram failure (171)8.5.4 F4003 Invalid communication phase shutdown (172)8.5.5 F4004 Error during phase progression (172)8.5.6 F4005 Error during phase regression (173)8.5.7 F4006 Phase switching without ready signal (173)8.5.8 F4009 Bus failure (173)8.5.9 F4012 Incorrect I/O length (175)8.5.10 F4016 PLC double real-time channel failure (176)8.5.11 F4017 S-III: Incorrect sequence during phase switch (176)8.5.12 F4034 Emergency-Stop (177)8.5.13 F4140 CCD communication error (178)8.6 Non-Fatal Safety Technology Errors (F3xxx) (178)8.6.1 Behavior in the Case of Non-Fatal Safety Technology Errors (178)8.6.2 F3111 Refer. missing when selecting safety related end pos (179)8.6.3 F3112 Safe reference missing (179)8.6.4 F3115 Brake check time interval exceeded (181)Troubleshooting Guide | Rexroth IndraDrive Electric Drivesand ControlsI Bosch Rexroth AG VII/XXIITable of ContentsPage8.6.5 F3116 Nominal load torque of holding system exceeded (182)8.6.6 F3117 Actual position values validation error (182)8.6.7 F3122 SBS: System error (183)8.6.8 F3123 SBS: Brake check missing (184)8.6.9 F3130 Error when checking input signals (185)8.6.10 F3131 Error when checking acknowledgment signal (185)8.6.11 F3132 Error when checking diagnostic output signal (186)8.6.12 F3133 Error when checking interrupting circuits (187)8.6.13 F3134 Dynamization time interval incorrect (188)8.6.14 F3135 Dynamization pulse width incorrect (189)8.6.15 F3140 Safety parameters validation error (192)8.6.16 F3141 Selection validation error (192)8.6.17 F3142 Activation time of enabling control exceeded (193)8.6.18 F3143 Safety command for clearing errors incorrect (194)8.6.19 F3144 Incorrect safety configuration (195)8.6.20 F3145 Error when unlocking the safety door (196)8.6.21 F3146 System error channel 2 (197)8.6.22 F3147 System error channel 1 (198)8.6.23 F3150 Safety command for system start incorrect (199)8.6.24 F3151 Safety command for system halt incorrect (200)8.6.25 F3152 Incorrect backup of safety technology data (201)8.6.26 F3160 Communication error of safe communication (202)8.7 Non-Fatal Errors (F2xxx) (202)8.7.1 Behavior in the Case of Non-Fatal Errors (202)8.7.2 F2002 Encoder assignment not allowed for synchronization (203)8.7.3 F2003 Motion step skipped (203)8.7.4 F2004 Error in MotionProfile (204)8.7.5 F2005 Cam table invalid (205)8.7.6 F2006 MMC was removed (206)8.7.7 F2007 Switching to non-initialized operation mode (206)8.7.8 F2008 RL The motor type has changed (207)8.7.9 F2009 PL Load parameter default values (208)8.7.10 F2010 Error when initializing digital I/O (-> S-0-0423) (209)8.7.11 F2011 PLC - Error no. 1 (210)8.7.12 F2012 PLC - Error no. 2 (210)8.7.13 F2013 PLC - Error no. 3 (211)8.7.14 F2014 PLC - Error no. 4 (211)8.7.15 F2018 Device overtemperature shutdown (211)8.7.16 F2019 Motor overtemperature shutdown (212)8.7.17 F2021 Motor temperature monitor defective (213)8.7.18 F2022 Device temperature monitor defective (214)8.7.19 F2025 Drive not ready for control (214)8.7.20 F2026 Undervoltage in power section (215)8.7.21 F2027 Excessive oscillation in DC bus (216)8.7.22 F2028 Excessive deviation (216)8.7.23 F2031 Encoder 1 error: Signal amplitude incorrect (217)VIII/XXII Bosch Rexroth AG | Electric Drivesand ControlsRexroth IndraDrive | Troubleshooting GuideTable of ContentsPage8.7.24 F2032 Validation error during commutation fine adjustment (217)8.7.25 F2033 External power supply X10 error (218)8.7.26 F2036 Excessive position feedback difference (219)8.7.27 F2037 Excessive position command difference (220)8.7.28 F2039 Maximum acceleration exceeded (220)8.7.29 F2040 Device overtemperature 2 shutdown (221)8.7.30 F2042 Encoder 2: Encoder signals incorrect (222)8.7.31 F2043 Measuring encoder: Encoder signals incorrect (222)8.7.32 F2044 External power supply X15 error (223)8.7.33 F2048 Low battery voltage (224)8.7.34 F2050 Overflow of target position preset memory (225)8.7.35 F2051 No sequential block in target position preset memory (225)8.7.36 F2053 Incr. encoder emulator: Pulse frequency too high (226)8.7.37 F2054 Incr. encoder emulator: Hardware error (226)8.7.38 F2055 External power supply dig. I/O error (227)8.7.39 F2057 Target position out of travel range (227)8.7.40 F2058 Internal overflow by positioning input (228)8.7.41 F2059 Incorrect command value direction when positioning (229)8.7.42 F2063 Internal overflow master axis generator (230)8.7.43 F2064 Incorrect cmd value direction master axis generator (230)8.7.44 F2067 Synchronization to master communication incorrect (231)8.7.45 F2068 Brake error (231)8.7.46 F2069 Error when releasing the motor holding brake (232)8.7.47 F2074 Actual pos. value 1 outside absolute encoder window (232)8.7.48 F2075 Actual pos. value 2 outside absolute encoder window (233)8.7.49 F2076 Actual pos. value 3 outside absolute encoder window (234)8.7.50 F2077 Current measurement trim wrong (235)8.7.51 F2086 Error supply module (236)8.7.52 F2087 Module group communication error (236)8.7.53 F2100 Incorrect access to command value memory (237)8.7.54 F2101 It was impossible to address MMC (237)8.7.55 F2102 It was impossible to address I2C memory (238)8.7.56 F2103 It was impossible to address EnDat memory (238)8.7.57 F2104 Commutation offset invalid (239)8.7.58 F2105 It was impossible to address Hiperface memory (239)8.7.59 F2110 Error in non-cyclical data communic. of power section (240)8.7.60 F2120 MMC: Defective or missing, replace (240)8.7.61 F2121 MMC: Incorrect data or file, create correctly (241)8.7.62 F2122 MMC: Incorrect IBF file, correct it (241)8.7.63 F2123 Retain data backup impossible (242)8.7.64 F2124 MMC: Saving too slowly, replace (243)8.7.65 F2130 Error comfort control panel (243)8.7.66 F2140 CCD slave error (243)8.7.67 F2150 MLD motion function block error (244)8.7.68 F2174 Loss of motor encoder reference (244)8.7.69 F2175 Loss of optional encoder reference (245)Troubleshooting Guide | Rexroth IndraDrive Electric Drivesand Controls| Bosch Rexroth AG IX/XXIITable of ContentsPage8.7.70 F2176 Loss of measuring encoder reference (246)8.7.71 F2177 Modulo limitation error of motor encoder (246)8.7.72 F2178 Modulo limitation error of optional encoder (247)8.7.73 F2179 Modulo limitation error of measuring encoder (247)8.7.74 F2190 Incorrect Ethernet configuration (248)8.7.75 F2260 Command current limit shutoff (249)8.7.76 F2270 Analog input 1 or 2, wire break (249)8.7.77 F2802 PLL is not synchronized (250)8.7.78 F2814 Undervoltage in mains (250)8.7.79 F2815 Overvoltage in mains (251)8.7.80 F2816 Softstart fault power supply unit (251)8.7.81 F2817 Overvoltage in power section (251)8.7.82 F2818 Phase failure (252)8.7.83 F2819 Mains failure (253)8.7.84 F2820 Braking resistor overload (253)8.7.85 F2821 Error in control of braking resistor (254)8.7.86 F2825 Switch-on threshold braking resistor too low (255)8.7.87 F2833 Ground fault in motor line (255)8.7.88 F2834 Contactor control error (256)8.7.89 F2835 Mains contactor wiring error (256)8.7.90 F2836 DC bus balancing monitor error (257)8.7.91 F2837 Contactor monitoring error (257)8.7.92 F2840 Error supply shutdown (257)8.7.93 F2860 Overcurrent in mains-side power section (258)8.7.94 F2890 Invalid device code (259)8.7.95 F2891 Incorrect interrupt timing (259)8.7.96 F2892 Hardware variant not supported (259)8.8 SERCOS Error Codes / Error Messages of Serial Communication (259)9 Warnings (Exxxx) (263)9.1 Fatal Warnings (E8xxx) (263)9.1.1 Behavior in the Case of Fatal Warnings (263)9.1.2 E8025 Overvoltage in power section (263)9.1.3 E8026 Undervoltage in power section (264)9.1.4 E8027 Safe torque off while drive enabled (265)9.1.5 E8028 Overcurrent in power section (265)9.1.6 E8029 Positive position limit exceeded (266)9.1.7 E8030 Negative position limit exceeded (267)9.1.8 E8034 Emergency-Stop (268)9.1.9 E8040 Torque/force actual value limit active (268)9.1.10 E8041 Current limit active (269)9.1.11 E8042 Both travel range limit switches activated (269)9.1.12 E8043 Positive travel range limit switch activated (270)9.1.13 E8044 Negative travel range limit switch activated (271)9.1.14 E8055 Motor overload, current limit active (271)9.1.15 E8057 Device overload, current limit active (272)X/XXII Bosch Rexroth AG | Electric Drivesand ControlsRexroth IndraDrive | Troubleshooting GuideTable of ContentsPage9.1.16 E8058 Drive system not ready for operation (273)9.1.17 E8260 Torque/force command value limit active (273)9.1.18 E8802 PLL is not synchronized (274)9.1.19 E8814 Undervoltage in mains (275)9.1.20 E8815 Overvoltage in mains (275)9.1.21 E8818 Phase failure (276)9.1.22 E8819 Mains failure (276)9.2 Warnings of Category E4xxx (277)9.2.1 E4001 Double MST failure shutdown (277)9.2.2 E4002 Double MDT failure shutdown (278)9.2.3 E4005 No command value input via master communication (279)9.2.4 E4007 SERCOS III: Consumer connection failed (280)9.2.5 E4008 Invalid addressing command value data container A (280)9.2.6 E4009 Invalid addressing actual value data container A (281)9.2.7 E4010 Slave not scanned or address 0 (281)9.2.8 E4012 Maximum number of CCD slaves exceeded (282)9.2.9 E4013 Incorrect CCD addressing (282)9.2.10 E4014 Incorrect phase switch of CCD slaves (283)9.3 Possible Warnings When Operating Safety Technology (E3xxx) (283)9.3.1 Behavior in Case a Safety Technology Warning Occurs (283)9.3.2 E3100 Error when checking input signals (284)9.3.3 E3101 Error when checking acknowledgment signal (284)9.3.4 E3102 Actual position values validation error (285)9.3.5 E3103 Dynamization failed (285)9.3.6 E3104 Safety parameters validation error (286)9.3.7 E3105 Validation error of safe operation mode (286)9.3.8 E3106 System error safety technology (287)9.3.9 E3107 Safe reference missing (287)9.3.10 E3108 Safely-monitored deceleration exceeded (288)9.3.11 E3110 Time interval of forced dynamization exceeded (289)9.3.12 E3115 Prewarning, end of brake check time interval (289)9.3.13 E3116 Nominal load torque of holding system reached (290)9.4 Non-Fatal Warnings (E2xxx) (290)9.4.1 Behavior in Case a Non-Fatal Warning Occurs (290)9.4.2 E2010 Position control with encoder 2 not possible (291)9.4.3 E2011 PLC - Warning no. 1 (291)9.4.4 E2012 PLC - Warning no. 2 (291)9.4.5 E2013 PLC - Warning no. 3 (292)9.4.6 E2014 PLC - Warning no. 4 (292)9.4.7 E2021 Motor temperature outside of measuring range (292)9.4.8 E2026 Undervoltage in power section (293)9.4.9 E2040 Device overtemperature 2 prewarning (294)9.4.10 E2047 Interpolation velocity = 0 (294)9.4.11 E2048 Interpolation acceleration = 0 (295)9.4.12 E2049 Positioning velocity >= limit value (296)9.4.13 E2050 Device overtemp. Prewarning (297)Troubleshooting Guide | Rexroth IndraDrive Electric Drivesand Controls| Bosch Rexroth AG XI/XXIITable of ContentsPage9.4.14 E2051 Motor overtemp. prewarning (298)9.4.15 E2053 Target position out of travel range (298)9.4.16 E2054 Not homed (300)9.4.17 E2055 Feedrate override S-0-0108 = 0 (300)9.4.18 E2056 Torque limit = 0 (301)9.4.19 E2058 Selected positioning block has not been programmed (302)9.4.20 E2059 Velocity command value limit active (302)9.4.21 E2061 Device overload prewarning (303)9.4.22 E2063 Velocity command value > limit value (304)9.4.23 E2064 Target position out of num. range (304)9.4.24 E2069 Holding brake torque too low (305)9.4.25 E2070 Acceleration limit active (306)9.4.26 E2074 Encoder 1: Encoder signals disturbed (306)9.4.27 E2075 Encoder 2: Encoder signals disturbed (307)9.4.28 E2076 Measuring encoder: Encoder signals disturbed (308)9.4.29 E2077 Absolute encoder monitoring, motor encoder (encoder alarm) (308)9.4.30 E2078 Absolute encoder monitoring, opt. encoder (encoder alarm) (309)9.4.31 E2079 Absolute enc. monitoring, measuring encoder (encoder alarm) (309)9.4.32 E2086 Prewarning supply module overload (310)9.4.33 E2092 Internal synchronization defective (310)9.4.34 E2100 Positioning velocity of master axis generator too high (311)9.4.35 E2101 Acceleration of master axis generator is zero (312)9.4.36 E2140 CCD error at node (312)9.4.37 E2270 Analog input 1 or 2, wire break (312)9.4.38 E2802 HW control of braking resistor (313)9.4.39 E2810 Drive system not ready for operation (314)9.4.40 E2814 Undervoltage in mains (314)9.4.41 E2816 Undervoltage in power section (314)9.4.42 E2818 Phase failure (315)9.4.43 E2819 Mains failure (315)9.4.44 E2820 Braking resistor overload prewarning (316)9.4.45 E2829 Not ready for power on (316)。
3GPP TS 36.331 V13.2.0 (2016-06)
3GPP TS 36.331 V13.2.0 (2016-06)Technical Specification3rd Generation Partnership Project;Technical Specification Group Radio Access Network;Evolved Universal Terrestrial Radio Access (E-UTRA);Radio Resource Control (RRC);Protocol specification(Release 13)The present document has been developed within the 3rd Generation Partnership Project (3GPP TM) and may be further elaborated for the purposes of 3GPP. The present document has not been subject to any approval process by the 3GPP Organizational Partners and shall not be implemented.This Specification is provided for future development work within 3GPP only. The Organizational Partners accept no liability for any use of this Specification. Specifications and reports for implementation of the 3GPP TM system should be obtained via the 3GPP Organizational Partners' Publications Offices.KeywordsUMTS, radio3GPPPostal address3GPP support office address650 Route des Lucioles - Sophia AntipolisValbonne - FRANCETel.: +33 4 92 94 42 00 Fax: +33 4 93 65 47 16InternetCopyright NotificationNo part may be reproduced except as authorized by written permission.The copyright and the foregoing restriction extend to reproduction in all media.© 2016, 3GPP Organizational Partners (ARIB, ATIS, CCSA, ETSI, TSDSI, TTA, TTC).All rights reserved.UMTS™ is a Trade Mark of ETSI registered for the benefit of its members3GPP™ is a Trade Mark of ETSI registered for the benefit of its Members and of the 3GPP Organizational PartnersLTE™ is a Trade Mark of ETSI currently being registered for the benefit of its Members and of the 3GPP Organizational Partners GSM® and the GSM logo are registered and owned by the GSM AssociationBluetooth® is a Trade Mark of the Bluetooth SIG registered for the benefit of its membersContentsForeword (18)1Scope (19)2References (19)3Definitions, symbols and abbreviations (22)3.1Definitions (22)3.2Abbreviations (24)4General (27)4.1Introduction (27)4.2Architecture (28)4.2.1UE states and state transitions including inter RAT (28)4.2.2Signalling radio bearers (29)4.3Services (30)4.3.1Services provided to upper layers (30)4.3.2Services expected from lower layers (30)4.4Functions (30)5Procedures (32)5.1General (32)5.1.1Introduction (32)5.1.2General requirements (32)5.2System information (33)5.2.1Introduction (33)5.2.1.1General (33)5.2.1.2Scheduling (34)5.2.1.2a Scheduling for NB-IoT (34)5.2.1.3System information validity and notification of changes (35)5.2.1.4Indication of ETWS notification (36)5.2.1.5Indication of CMAS notification (37)5.2.1.6Notification of EAB parameters change (37)5.2.1.7Access Barring parameters change in NB-IoT (37)5.2.2System information acquisition (38)5.2.2.1General (38)5.2.2.2Initiation (38)5.2.2.3System information required by the UE (38)5.2.2.4System information acquisition by the UE (39)5.2.2.5Essential system information missing (42)5.2.2.6Actions upon reception of the MasterInformationBlock message (42)5.2.2.7Actions upon reception of the SystemInformationBlockType1 message (42)5.2.2.8Actions upon reception of SystemInformation messages (44)5.2.2.9Actions upon reception of SystemInformationBlockType2 (44)5.2.2.10Actions upon reception of SystemInformationBlockType3 (45)5.2.2.11Actions upon reception of SystemInformationBlockType4 (45)5.2.2.12Actions upon reception of SystemInformationBlockType5 (45)5.2.2.13Actions upon reception of SystemInformationBlockType6 (45)5.2.2.14Actions upon reception of SystemInformationBlockType7 (45)5.2.2.15Actions upon reception of SystemInformationBlockType8 (45)5.2.2.16Actions upon reception of SystemInformationBlockType9 (46)5.2.2.17Actions upon reception of SystemInformationBlockType10 (46)5.2.2.18Actions upon reception of SystemInformationBlockType11 (46)5.2.2.19Actions upon reception of SystemInformationBlockType12 (47)5.2.2.20Actions upon reception of SystemInformationBlockType13 (48)5.2.2.21Actions upon reception of SystemInformationBlockType14 (48)5.2.2.22Actions upon reception of SystemInformationBlockType15 (48)5.2.2.23Actions upon reception of SystemInformationBlockType16 (48)5.2.2.24Actions upon reception of SystemInformationBlockType17 (48)5.2.2.25Actions upon reception of SystemInformationBlockType18 (48)5.2.2.26Actions upon reception of SystemInformationBlockType19 (49)5.2.3Acquisition of an SI message (49)5.2.3a Acquisition of an SI message by BL UE or UE in CE or a NB-IoT UE (50)5.3Connection control (50)5.3.1Introduction (50)5.3.1.1RRC connection control (50)5.3.1.2Security (52)5.3.1.2a RN security (53)5.3.1.3Connected mode mobility (53)5.3.1.4Connection control in NB-IoT (54)5.3.2Paging (55)5.3.2.1General (55)5.3.2.2Initiation (55)5.3.2.3Reception of the Paging message by the UE (55)5.3.3RRC connection establishment (56)5.3.3.1General (56)5.3.3.1a Conditions for establishing RRC Connection for sidelink communication/ discovery (58)5.3.3.2Initiation (59)5.3.3.3Actions related to transmission of RRCConnectionRequest message (63)5.3.3.3a Actions related to transmission of RRCConnectionResumeRequest message (64)5.3.3.4Reception of the RRCConnectionSetup by the UE (64)5.3.3.4a Reception of the RRCConnectionResume by the UE (66)5.3.3.5Cell re-selection while T300, T302, T303, T305, T306, or T308 is running (68)5.3.3.6T300 expiry (68)5.3.3.7T302, T303, T305, T306, or T308 expiry or stop (69)5.3.3.8Reception of the RRCConnectionReject by the UE (70)5.3.3.9Abortion of RRC connection establishment (71)5.3.3.10Handling of SSAC related parameters (71)5.3.3.11Access barring check (72)5.3.3.12EAB check (73)5.3.3.13Access barring check for ACDC (73)5.3.3.14Access Barring check for NB-IoT (74)5.3.4Initial security activation (75)5.3.4.1General (75)5.3.4.2Initiation (76)5.3.4.3Reception of the SecurityModeCommand by the UE (76)5.3.5RRC connection reconfiguration (77)5.3.5.1General (77)5.3.5.2Initiation (77)5.3.5.3Reception of an RRCConnectionReconfiguration not including the mobilityControlInfo by theUE (77)5.3.5.4Reception of an RRCConnectionReconfiguration including the mobilityControlInfo by the UE(handover) (79)5.3.5.5Reconfiguration failure (83)5.3.5.6T304 expiry (handover failure) (83)5.3.5.7Void (84)5.3.5.7a T307 expiry (SCG change failure) (84)5.3.5.8Radio Configuration involving full configuration option (84)5.3.6Counter check (86)5.3.6.1General (86)5.3.6.2Initiation (86)5.3.6.3Reception of the CounterCheck message by the UE (86)5.3.7RRC connection re-establishment (87)5.3.7.1General (87)5.3.7.2Initiation (87)5.3.7.3Actions following cell selection while T311 is running (88)5.3.7.4Actions related to transmission of RRCConnectionReestablishmentRequest message (89)5.3.7.5Reception of the RRCConnectionReestablishment by the UE (89)5.3.7.6T311 expiry (91)5.3.7.7T301 expiry or selected cell no longer suitable (91)5.3.7.8Reception of RRCConnectionReestablishmentReject by the UE (91)5.3.8RRC connection release (92)5.3.8.1General (92)5.3.8.2Initiation (92)5.3.8.3Reception of the RRCConnectionRelease by the UE (92)5.3.8.4T320 expiry (93)5.3.9RRC connection release requested by upper layers (93)5.3.9.1General (93)5.3.9.2Initiation (93)5.3.10Radio resource configuration (93)5.3.10.0General (93)5.3.10.1SRB addition/ modification (94)5.3.10.2DRB release (95)5.3.10.3DRB addition/ modification (95)5.3.10.3a1DC specific DRB addition or reconfiguration (96)5.3.10.3a2LWA specific DRB addition or reconfiguration (98)5.3.10.3a3LWIP specific DRB addition or reconfiguration (98)5.3.10.3a SCell release (99)5.3.10.3b SCell addition/ modification (99)5.3.10.3c PSCell addition or modification (99)5.3.10.4MAC main reconfiguration (99)5.3.10.5Semi-persistent scheduling reconfiguration (100)5.3.10.6Physical channel reconfiguration (100)5.3.10.7Radio Link Failure Timers and Constants reconfiguration (101)5.3.10.8Time domain measurement resource restriction for serving cell (101)5.3.10.9Other configuration (102)5.3.10.10SCG reconfiguration (103)5.3.10.11SCG dedicated resource configuration (104)5.3.10.12Reconfiguration SCG or split DRB by drb-ToAddModList (105)5.3.10.13Neighbour cell information reconfiguration (105)5.3.10.14Void (105)5.3.10.15Sidelink dedicated configuration (105)5.3.10.16T370 expiry (106)5.3.11Radio link failure related actions (107)5.3.11.1Detection of physical layer problems in RRC_CONNECTED (107)5.3.11.2Recovery of physical layer problems (107)5.3.11.3Detection of radio link failure (107)5.3.12UE actions upon leaving RRC_CONNECTED (109)5.3.13UE actions upon PUCCH/ SRS release request (110)5.3.14Proximity indication (110)5.3.14.1General (110)5.3.14.2Initiation (111)5.3.14.3Actions related to transmission of ProximityIndication message (111)5.3.15Void (111)5.4Inter-RAT mobility (111)5.4.1Introduction (111)5.4.2Handover to E-UTRA (112)5.4.2.1General (112)5.4.2.2Initiation (112)5.4.2.3Reception of the RRCConnectionReconfiguration by the UE (112)5.4.2.4Reconfiguration failure (114)5.4.2.5T304 expiry (handover to E-UTRA failure) (114)5.4.3Mobility from E-UTRA (114)5.4.3.1General (114)5.4.3.2Initiation (115)5.4.3.3Reception of the MobilityFromEUTRACommand by the UE (115)5.4.3.4Successful completion of the mobility from E-UTRA (116)5.4.3.5Mobility from E-UTRA failure (117)5.4.4Handover from E-UTRA preparation request (CDMA2000) (117)5.4.4.1General (117)5.4.4.2Initiation (118)5.4.4.3Reception of the HandoverFromEUTRAPreparationRequest by the UE (118)5.4.5UL handover preparation transfer (CDMA2000) (118)5.4.5.1General (118)5.4.5.2Initiation (118)5.4.5.3Actions related to transmission of the ULHandoverPreparationTransfer message (119)5.4.5.4Failure to deliver the ULHandoverPreparationTransfer message (119)5.4.6Inter-RAT cell change order to E-UTRAN (119)5.4.6.1General (119)5.4.6.2Initiation (119)5.4.6.3UE fails to complete an inter-RAT cell change order (119)5.5Measurements (120)5.5.1Introduction (120)5.5.2Measurement configuration (121)5.5.2.1General (121)5.5.2.2Measurement identity removal (122)5.5.2.2a Measurement identity autonomous removal (122)5.5.2.3Measurement identity addition/ modification (123)5.5.2.4Measurement object removal (124)5.5.2.5Measurement object addition/ modification (124)5.5.2.6Reporting configuration removal (126)5.5.2.7Reporting configuration addition/ modification (127)5.5.2.8Quantity configuration (127)5.5.2.9Measurement gap configuration (127)5.5.2.10Discovery signals measurement timing configuration (128)5.5.2.11RSSI measurement timing configuration (128)5.5.3Performing measurements (128)5.5.3.1General (128)5.5.3.2Layer 3 filtering (131)5.5.4Measurement report triggering (131)5.5.4.1General (131)5.5.4.2Event A1 (Serving becomes better than threshold) (135)5.5.4.3Event A2 (Serving becomes worse than threshold) (136)5.5.4.4Event A3 (Neighbour becomes offset better than PCell/ PSCell) (136)5.5.4.5Event A4 (Neighbour becomes better than threshold) (137)5.5.4.6Event A5 (PCell/ PSCell becomes worse than threshold1 and neighbour becomes better thanthreshold2) (138)5.5.4.6a Event A6 (Neighbour becomes offset better than SCell) (139)5.5.4.7Event B1 (Inter RAT neighbour becomes better than threshold) (139)5.5.4.8Event B2 (PCell becomes worse than threshold1 and inter RAT neighbour becomes better thanthreshold2) (140)5.5.4.9Event C1 (CSI-RS resource becomes better than threshold) (141)5.5.4.10Event C2 (CSI-RS resource becomes offset better than reference CSI-RS resource) (141)5.5.4.11Event W1 (WLAN becomes better than a threshold) (142)5.5.4.12Event W2 (All WLAN inside WLAN mobility set becomes worse than threshold1 and a WLANoutside WLAN mobility set becomes better than threshold2) (142)5.5.4.13Event W3 (All WLAN inside WLAN mobility set becomes worse than a threshold) (143)5.5.5Measurement reporting (144)5.5.6Measurement related actions (148)5.5.6.1Actions upon handover and re-establishment (148)5.5.6.2Speed dependant scaling of measurement related parameters (149)5.5.7Inter-frequency RSTD measurement indication (149)5.5.7.1General (149)5.5.7.2Initiation (150)5.5.7.3Actions related to transmission of InterFreqRSTDMeasurementIndication message (150)5.6Other (150)5.6.0General (150)5.6.1DL information transfer (151)5.6.1.1General (151)5.6.1.2Initiation (151)5.6.1.3Reception of the DLInformationTransfer by the UE (151)5.6.2UL information transfer (151)5.6.2.1General (151)5.6.2.2Initiation (151)5.6.2.3Actions related to transmission of ULInformationTransfer message (152)5.6.2.4Failure to deliver ULInformationTransfer message (152)5.6.3UE capability transfer (152)5.6.3.1General (152)5.6.3.2Initiation (153)5.6.3.3Reception of the UECapabilityEnquiry by the UE (153)5.6.4CSFB to 1x Parameter transfer (157)5.6.4.1General (157)5.6.4.2Initiation (157)5.6.4.3Actions related to transmission of CSFBParametersRequestCDMA2000 message (157)5.6.4.4Reception of the CSFBParametersResponseCDMA2000 message (157)5.6.5UE Information (158)5.6.5.1General (158)5.6.5.2Initiation (158)5.6.5.3Reception of the UEInformationRequest message (158)5.6.6 Logged Measurement Configuration (159)5.6.6.1General (159)5.6.6.2Initiation (160)5.6.6.3Reception of the LoggedMeasurementConfiguration by the UE (160)5.6.6.4T330 expiry (160)5.6.7 Release of Logged Measurement Configuration (160)5.6.7.1General (160)5.6.7.2Initiation (160)5.6.8 Measurements logging (161)5.6.8.1General (161)5.6.8.2Initiation (161)5.6.9In-device coexistence indication (163)5.6.9.1General (163)5.6.9.2Initiation (164)5.6.9.3Actions related to transmission of InDeviceCoexIndication message (164)5.6.10UE Assistance Information (165)5.6.10.1General (165)5.6.10.2Initiation (166)5.6.10.3Actions related to transmission of UEAssistanceInformation message (166)5.6.11 Mobility history information (166)5.6.11.1General (166)5.6.11.2Initiation (166)5.6.12RAN-assisted WLAN interworking (167)5.6.12.1General (167)5.6.12.2Dedicated WLAN offload configuration (167)5.6.12.3WLAN offload RAN evaluation (167)5.6.12.4T350 expiry or stop (167)5.6.12.5Cell selection/ re-selection while T350 is running (168)5.6.13SCG failure information (168)5.6.13.1General (168)5.6.13.2Initiation (168)5.6.13.3Actions related to transmission of SCGFailureInformation message (168)5.6.14LTE-WLAN Aggregation (169)5.6.14.1Introduction (169)5.6.14.2Reception of LWA configuration (169)5.6.14.3Release of LWA configuration (170)5.6.15WLAN connection management (170)5.6.15.1Introduction (170)5.6.15.2WLAN connection status reporting (170)5.6.15.2.1General (170)5.6.15.2.2Initiation (171)5.6.15.2.3Actions related to transmission of WLANConnectionStatusReport message (171)5.6.15.3T351 Expiry (WLAN connection attempt timeout) (171)5.6.15.4WLAN status monitoring (171)5.6.16RAN controlled LTE-WLAN interworking (172)5.6.16.1General (172)5.6.16.2WLAN traffic steering command (172)5.6.17LTE-WLAN aggregation with IPsec tunnel (173)5.6.17.1General (173)5.7Generic error handling (174)5.7.1General (174)5.7.2ASN.1 violation or encoding error (174)5.7.3Field set to a not comprehended value (174)5.7.4Mandatory field missing (174)5.7.5Not comprehended field (176)5.8MBMS (176)5.8.1Introduction (176)5.8.1.1General (176)5.8.1.2Scheduling (176)5.8.1.3MCCH information validity and notification of changes (176)5.8.2MCCH information acquisition (178)5.8.2.1General (178)5.8.2.2Initiation (178)5.8.2.3MCCH information acquisition by the UE (178)5.8.2.4Actions upon reception of the MBSFNAreaConfiguration message (178)5.8.2.5Actions upon reception of the MBMSCountingRequest message (179)5.8.3MBMS PTM radio bearer configuration (179)5.8.3.1General (179)5.8.3.2Initiation (179)5.8.3.3MRB establishment (179)5.8.3.4MRB release (179)5.8.4MBMS Counting Procedure (179)5.8.4.1General (179)5.8.4.2Initiation (180)5.8.4.3Reception of the MBMSCountingRequest message by the UE (180)5.8.5MBMS interest indication (181)5.8.5.1General (181)5.8.5.2Initiation (181)5.8.5.3Determine MBMS frequencies of interest (182)5.8.5.4Actions related to transmission of MBMSInterestIndication message (183)5.8a SC-PTM (183)5.8a.1Introduction (183)5.8a.1.1General (183)5.8a.1.2SC-MCCH scheduling (183)5.8a.1.3SC-MCCH information validity and notification of changes (183)5.8a.1.4Procedures (184)5.8a.2SC-MCCH information acquisition (184)5.8a.2.1General (184)5.8a.2.2Initiation (184)5.8a.2.3SC-MCCH information acquisition by the UE (184)5.8a.2.4Actions upon reception of the SCPTMConfiguration message (185)5.8a.3SC-PTM radio bearer configuration (185)5.8a.3.1General (185)5.8a.3.2Initiation (185)5.8a.3.3SC-MRB establishment (185)5.8a.3.4SC-MRB release (185)5.9RN procedures (186)5.9.1RN reconfiguration (186)5.9.1.1General (186)5.9.1.2Initiation (186)5.9.1.3Reception of the RNReconfiguration by the RN (186)5.10Sidelink (186)5.10.1Introduction (186)5.10.1a Conditions for sidelink communication operation (187)5.10.2Sidelink UE information (188)5.10.2.1General (188)5.10.2.2Initiation (189)5.10.2.3Actions related to transmission of SidelinkUEInformation message (193)5.10.3Sidelink communication monitoring (195)5.10.6Sidelink discovery announcement (198)5.10.6a Sidelink discovery announcement pool selection (201)5.10.6b Sidelink discovery announcement reference carrier selection (201)5.10.7Sidelink synchronisation information transmission (202)5.10.7.1General (202)5.10.7.2Initiation (203)5.10.7.3Transmission of SLSS (204)5.10.7.4Transmission of MasterInformationBlock-SL message (205)5.10.7.5Void (206)5.10.8Sidelink synchronisation reference (206)5.10.8.1General (206)5.10.8.2Selection and reselection of synchronisation reference UE (SyncRef UE) (206)5.10.9Sidelink common control information (207)5.10.9.1General (207)5.10.9.2Actions related to reception of MasterInformationBlock-SL message (207)5.10.10Sidelink relay UE operation (207)5.10.10.1General (207)5.10.10.2AS-conditions for relay related sidelink communication transmission by sidelink relay UE (207)5.10.10.3AS-conditions for relay PS related sidelink discovery transmission by sidelink relay UE (208)5.10.10.4Sidelink relay UE threshold conditions (208)5.10.11Sidelink remote UE operation (208)5.10.11.1General (208)5.10.11.2AS-conditions for relay related sidelink communication transmission by sidelink remote UE (208)5.10.11.3AS-conditions for relay PS related sidelink discovery transmission by sidelink remote UE (209)5.10.11.4Selection and reselection of sidelink relay UE (209)5.10.11.5Sidelink remote UE threshold conditions (210)6Protocol data units, formats and parameters (tabular & ASN.1) (210)6.1General (210)6.2RRC messages (212)6.2.1General message structure (212)–EUTRA-RRC-Definitions (212)–BCCH-BCH-Message (212)–BCCH-DL-SCH-Message (212)–BCCH-DL-SCH-Message-BR (213)–MCCH-Message (213)–PCCH-Message (213)–DL-CCCH-Message (214)–DL-DCCH-Message (214)–UL-CCCH-Message (214)–UL-DCCH-Message (215)–SC-MCCH-Message (215)6.2.2Message definitions (216)–CounterCheck (216)–CounterCheckResponse (217)–CSFBParametersRequestCDMA2000 (217)–CSFBParametersResponseCDMA2000 (218)–DLInformationTransfer (218)–HandoverFromEUTRAPreparationRequest (CDMA2000) (219)–InDeviceCoexIndication (220)–InterFreqRSTDMeasurementIndication (222)–LoggedMeasurementConfiguration (223)–MasterInformationBlock (225)–MBMSCountingRequest (226)–MBMSCountingResponse (226)–MBMSInterestIndication (227)–MBSFNAreaConfiguration (228)–MeasurementReport (228)–MobilityFromEUTRACommand (229)–Paging (232)–ProximityIndication (233)–RNReconfiguration (234)–RNReconfigurationComplete (234)–RRCConnectionReconfiguration (235)–RRCConnectionReconfigurationComplete (240)–RRCConnectionReestablishment (241)–RRCConnectionReestablishmentComplete (241)–RRCConnectionReestablishmentReject (242)–RRCConnectionReestablishmentRequest (243)–RRCConnectionReject (243)–RRCConnectionRelease (244)–RRCConnectionResume (248)–RRCConnectionResumeComplete (249)–RRCConnectionResumeRequest (250)–RRCConnectionRequest (250)–RRCConnectionSetup (251)–RRCConnectionSetupComplete (252)–SCGFailureInformation (253)–SCPTMConfiguration (254)–SecurityModeCommand (255)–SecurityModeComplete (255)–SecurityModeFailure (256)–SidelinkUEInformation (256)–SystemInformation (258)–SystemInformationBlockType1 (259)–UEAssistanceInformation (264)–UECapabilityEnquiry (265)–UECapabilityInformation (266)–UEInformationRequest (267)–UEInformationResponse (267)–ULHandoverPreparationTransfer (CDMA2000) (273)–ULInformationTransfer (274)–WLANConnectionStatusReport (274)6.3RRC information elements (275)6.3.1System information blocks (275)–SystemInformationBlockType2 (275)–SystemInformationBlockType3 (279)–SystemInformationBlockType4 (282)–SystemInformationBlockType5 (283)–SystemInformationBlockType6 (287)–SystemInformationBlockType7 (289)–SystemInformationBlockType8 (290)–SystemInformationBlockType9 (295)–SystemInformationBlockType10 (295)–SystemInformationBlockType11 (296)–SystemInformationBlockType12 (297)–SystemInformationBlockType13 (297)–SystemInformationBlockType14 (298)–SystemInformationBlockType15 (298)–SystemInformationBlockType16 (299)–SystemInformationBlockType17 (300)–SystemInformationBlockType18 (301)–SystemInformationBlockType19 (301)–SystemInformationBlockType20 (304)6.3.2Radio resource control information elements (304)–AntennaInfo (304)–AntennaInfoUL (306)–CQI-ReportConfig (307)–CQI-ReportPeriodicProcExtId (314)–CrossCarrierSchedulingConfig (314)–CSI-IM-Config (315)–CSI-IM-ConfigId (315)–CSI-RS-Config (317)–CSI-RS-ConfigEMIMO (318)–CSI-RS-ConfigNZP (319)–CSI-RS-ConfigNZPId (320)–CSI-RS-ConfigZP (321)–CSI-RS-ConfigZPId (321)–DMRS-Config (321)–DRB-Identity (322)–EPDCCH-Config (322)–EIMTA-MainConfig (324)–LogicalChannelConfig (325)–LWA-Configuration (326)–LWIP-Configuration (326)–RCLWI-Configuration (327)–MAC-MainConfig (327)–P-C-AndCBSR (332)–PDCCH-ConfigSCell (333)–PDCP-Config (334)–PDSCH-Config (337)–PDSCH-RE-MappingQCL-ConfigId (339)–PHICH-Config (339)–PhysicalConfigDedicated (339)–P-Max (344)–PRACH-Config (344)–PresenceAntennaPort1 (346)–PUCCH-Config (347)–PUSCH-Config (351)–RACH-ConfigCommon (355)–RACH-ConfigDedicated (357)–RadioResourceConfigCommon (358)–RadioResourceConfigDedicated (362)–RLC-Config (367)–RLF-TimersAndConstants (369)–RN-SubframeConfig (370)–SchedulingRequestConfig (371)–SoundingRS-UL-Config (372)–SPS-Config (375)–TDD-Config (376)–TimeAlignmentTimer (377)–TPC-PDCCH-Config (377)–TunnelConfigLWIP (378)–UplinkPowerControl (379)–WLAN-Id-List (382)–WLAN-MobilityConfig (382)6.3.3Security control information elements (382)–NextHopChainingCount (382)–SecurityAlgorithmConfig (383)–ShortMAC-I (383)6.3.4Mobility control information elements (383)–AdditionalSpectrumEmission (383)–ARFCN-ValueCDMA2000 (383)–ARFCN-ValueEUTRA (384)–ARFCN-ValueGERAN (384)–ARFCN-ValueUTRA (384)–BandclassCDMA2000 (384)–BandIndicatorGERAN (385)–CarrierFreqCDMA2000 (385)–CarrierFreqGERAN (385)–CellIndexList (387)–CellReselectionPriority (387)–CellSelectionInfoCE (387)–CellReselectionSubPriority (388)–CSFB-RegistrationParam1XRTT (388)–CellGlobalIdEUTRA (389)–CellGlobalIdUTRA (389)–CellGlobalIdGERAN (390)–CellGlobalIdCDMA2000 (390)–CellSelectionInfoNFreq (391)–CSG-Identity (391)–FreqBandIndicator (391)–MobilityControlInfo (391)–MobilityParametersCDMA2000 (1xRTT) (393)–MobilityStateParameters (394)–MultiBandInfoList (394)–NS-PmaxList (394)–PhysCellId (395)–PhysCellIdRange (395)–PhysCellIdRangeUTRA-FDDList (395)–PhysCellIdCDMA2000 (396)–PhysCellIdGERAN (396)–PhysCellIdUTRA-FDD (396)–PhysCellIdUTRA-TDD (396)–PLMN-Identity (397)–PLMN-IdentityList3 (397)–PreRegistrationInfoHRPD (397)–Q-QualMin (398)–Q-RxLevMin (398)–Q-OffsetRange (398)–Q-OffsetRangeInterRAT (399)–ReselectionThreshold (399)–ReselectionThresholdQ (399)–SCellIndex (399)–ServCellIndex (400)–SpeedStateScaleFactors (400)–SystemInfoListGERAN (400)–SystemTimeInfoCDMA2000 (401)–TrackingAreaCode (401)–T-Reselection (402)–T-ReselectionEUTRA-CE (402)6.3.5Measurement information elements (402)–AllowedMeasBandwidth (402)–CSI-RSRP-Range (402)–Hysteresis (402)–LocationInfo (403)–MBSFN-RSRQ-Range (403)–MeasConfig (404)–MeasDS-Config (405)–MeasGapConfig (406)–MeasId (407)–MeasIdToAddModList (407)–MeasObjectCDMA2000 (408)–MeasObjectEUTRA (408)–MeasObjectGERAN (412)–MeasObjectId (412)–MeasObjectToAddModList (412)–MeasObjectUTRA (413)–ReportConfigEUTRA (422)–ReportConfigId (425)–ReportConfigInterRAT (425)–ReportConfigToAddModList (428)–ReportInterval (429)–RSRP-Range (429)–RSRQ-Range (430)–RSRQ-Type (430)–RS-SINR-Range (430)–RSSI-Range-r13 (431)–TimeToTrigger (431)–UL-DelayConfig (431)–WLAN-CarrierInfo (431)–WLAN-RSSI-Range (432)–WLAN-Status (432)6.3.6Other information elements (433)–AbsoluteTimeInfo (433)–AreaConfiguration (433)–C-RNTI (433)–DedicatedInfoCDMA2000 (434)–DedicatedInfoNAS (434)–FilterCoefficient (434)–LoggingDuration (434)–LoggingInterval (435)–MeasSubframePattern (435)–MMEC (435)–NeighCellConfig (435)–OtherConfig (436)–RAND-CDMA2000 (1xRTT) (437)–RAT-Type (437)–ResumeIdentity (437)–RRC-TransactionIdentifier (438)–S-TMSI (438)–TraceReference (438)–UE-CapabilityRAT-ContainerList (438)–UE-EUTRA-Capability (439)–UE-RadioPagingInfo (469)–UE-TimersAndConstants (469)–VisitedCellInfoList (470)–WLAN-OffloadConfig (470)6.3.7MBMS information elements (472)–MBMS-NotificationConfig (472)–MBMS-ServiceList (473)–MBSFN-AreaId (473)–MBSFN-AreaInfoList (473)–MBSFN-SubframeConfig (474)–PMCH-InfoList (475)6.3.7a SC-PTM information elements (476)–SC-MTCH-InfoList (476)–SCPTM-NeighbourCellList (478)6.3.8Sidelink information elements (478)–SL-CommConfig (478)–SL-CommResourcePool (479)–SL-CP-Len (480)–SL-DiscConfig (481)–SL-DiscResourcePool (483)–SL-DiscTxPowerInfo (485)–SL-GapConfig (485)。
Glider Flying Handbook说明书
Glider Flying Handbook2013U.S. Department of TransportationFEDERAL AVIATION ADMINISTRATIONFlight Standards Servicei iPrefaceThe Glider Flying Handbook is designed as a technical manual for applicants who are preparing for glider category rating and for currently certificated glider pilots who wish to improve their knowledge. Certificated flight instructors will find this handbook a valuable training aid, since detailed coverage of aeronautical decision-making, components and systems, aerodynamics, flight instruments, performance limitations, ground operations, flight maneuvers, traffic patterns, emergencies, soaring weather, soaring techniques, and cross-country flight is included. Topics such as radio navigation and communication, use of flight information publications, and regulations are available in other Federal Aviation Administration (FAA) publications.The discussion and explanations reflect the most commonly used practices and principles. Occasionally, the word “must” or similar language is used where the desired action is deemed critical. The use of such language is not intended to add to, interpret, or relieve a duty imposed by Title 14 of the Code of Federal Regulations (14 CFR). Persons working towards a glider rating are advised to review the references from the applicable practical test standards (FAA-G-8082-4, Sport Pilot and Flight Instructor with a Sport Pilot Rating Knowledge Test Guide, FAA-G-8082-5, Commercial Pilot Knowledge Test Guide, and FAA-G-8082-17, Recreational Pilot and Private Pilot Knowledge Test Guide). Resources for study include FAA-H-8083-25, Pilot’s Handbook of Aeronautical Knowledge, FAA-H-8083-2, Risk Management Handbook, and Advisory Circular (AC) 00-6, Aviation Weather For Pilots and Flight Operations Personnel, AC 00-45, Aviation Weather Services, as these documents contain basic material not duplicated herein. All beginning applicants should refer to FAA-H-8083-25, Pilot’s Handbook of Aeronautical Knowledge, for study and basic library reference.It is essential for persons using this handbook to become familiar with and apply the pertinent parts of 14 CFR and the Aeronautical Information Manual (AIM). The AIM is available online at . The current Flight Standards Service airman training and testing material and learning statements for all airman certificates and ratings can be obtained from .This handbook supersedes FAA-H-8083-13, Glider Flying Handbook, dated 2003. Always select the latest edition of any publication and check the website for errata pages and listing of changes to FAA educational publications developed by the FAA’s Airman Testing Standards Branch, AFS-630.This handbook is available for download, in PDF format, from .This handbook is published by the United States Department of Transportation, Federal Aviation Administration, Airman Testing Standards Branch, AFS-630, P.O. Box 25082, Oklahoma City, OK 73125.Comments regarding this publication should be sent, in email form, to the following address:********************************************John M. AllenDirector, Flight Standards Serviceiiii vAcknowledgmentsThe Glider Flying Handbook was produced by the Federal Aviation Administration (FAA) with the assistance of Safety Research Corporation of America (SRCA). The FAA wishes to acknowledge the following contributors: Sue Telford of Telford Fishing & Hunting Services for images used in Chapter 1JerryZieba () for images used in Chapter 2Tim Mara () for images used in Chapters 2 and 12Uli Kremer of Alexander Schleicher GmbH & Co for images used in Chapter 2Richard Lancaster () for images and content used in Chapter 3Dave Nadler of Nadler & Associates for images used in Chapter 6Dave McConeghey for images used in Chapter 6John Brandon (www.raa.asn.au) for images and content used in Chapter 7Patrick Panzera () for images used in Chapter 8Jeff Haby (www.theweatherprediction) for images used in Chapter 8National Soaring Museum () for content used in Chapter 9Bill Elliot () for images used in Chapter 12.Tiffany Fidler for images used in Chapter 12.Additional appreciation is extended to the Soaring Society of America, Inc. (), the Soaring Safety Foundation, and Mr. Brad Temeyer and Mr. Bill Martin from the National Oceanic and Atmospheric Administration (NOAA) for their technical support and input.vv iPreface (iii)Acknowledgments (v)Table of Contents (vii)Chapter 1Gliders and Sailplanes ........................................1-1 Introduction....................................................................1-1 Gliders—The Early Years ..............................................1-2 Glider or Sailplane? .......................................................1-3 Glider Pilot Schools ......................................................1-4 14 CFR Part 141 Pilot Schools ...................................1-5 14 CFR Part 61 Instruction ........................................1-5 Glider Certificate Eligibility Requirements ...................1-5 Common Glider Concepts ..............................................1-6 Terminology...............................................................1-6 Converting Metric Distance to Feet ...........................1-6 Chapter 2Components and Systems .................................2-1 Introduction....................................................................2-1 Glider Design .................................................................2-2 The Fuselage ..................................................................2-4 Wings and Components .............................................2-4 Lift/Drag Devices ...........................................................2-5 Empennage .....................................................................2-6 Towhook Devices .......................................................2-7 Powerplant .....................................................................2-7 Self-Launching Gliders .............................................2-7 Sustainer Engines .......................................................2-8 Landing Gear .................................................................2-8 Wheel Brakes .............................................................2-8 Chapter 3Aerodynamics of Flight .......................................3-1 Introduction....................................................................3-1 Forces of Flight..............................................................3-2 Newton’s Third Law of Motion .................................3-2 Lift ..............................................................................3-2The Effects of Drag on a Glider .....................................3-3 Parasite Drag ..............................................................3-3 Form Drag ...............................................................3-3 Skin Friction Drag ..................................................3-3 Interference Drag ....................................................3-5 Total Drag...................................................................3-6 Wing Planform ...........................................................3-6 Elliptical Wing ........................................................3-6 Rectangular Wing ...................................................3-7 Tapered Wing .........................................................3-7 Swept-Forward Wing ..............................................3-7 Washout ..................................................................3-7 Glide Ratio .................................................................3-8 Aspect Ratio ............................................................3-9 Weight ........................................................................3-9 Thrust .........................................................................3-9 Three Axes of Rotation ..................................................3-9 Stability ........................................................................3-10 Flutter .......................................................................3-11 Lateral Stability ........................................................3-12 Turning Flight ..............................................................3-13 Load Factors .................................................................3-13 Radius of Turn ..........................................................3-14 Turn Coordination ....................................................3-15 Slips ..........................................................................3-15 Forward Slip .........................................................3-16 Sideslip .................................................................3-17 Spins .........................................................................3-17 Ground Effect ...............................................................3-19 Chapter 4Flight Instruments ...............................................4-1 Introduction....................................................................4-1 Pitot-Static Instruments ..................................................4-2 Impact and Static Pressure Lines................................4-2 Airspeed Indicator ......................................................4-2 The Effects of Altitude on the AirspeedIndicator..................................................................4-3 Types of Airspeed ...................................................4-3Table of ContentsviiAirspeed Indicator Markings ......................................4-5 Other Airspeed Limitations ........................................4-6 Altimeter .....................................................................4-6 Principles of Operation ...........................................4-6 Effect of Nonstandard Pressure andTemperature............................................................4-7 Setting the Altimeter (Kollsman Window) .............4-9 Types of Altitude ......................................................4-10 Variometer................................................................4-11 Total Energy System .............................................4-14 Netto .....................................................................4-14 Electronic Flight Computers ....................................4-15 Magnetic Compass .......................................................4-16 Yaw String ................................................................4-16 Inclinometer..............................................................4-16 Gyroscopic Instruments ...............................................4-17 G-Meter ........................................................................4-17 FLARM Collision Avoidance System .........................4-18 Chapter 5Glider Performance .............................................5-1 Introduction....................................................................5-1 Factors Affecting Performance ......................................5-2 High and Low Density Altitude Conditions ...........5-2 Atmospheric Pressure .............................................5-2 Altitude ...................................................................5-3 Temperature............................................................5-3 Wind ...........................................................................5-3 Weight ........................................................................5-5 Rate of Climb .................................................................5-7 Flight Manuals and Placards ..........................................5-8 Placards ......................................................................5-8 Performance Information ...........................................5-8 Glider Polars ...............................................................5-8 Weight and Balance Information .............................5-10 Limitations ...............................................................5-10 Weight and Balance .....................................................5-12 Center of Gravity ......................................................5-12 Problems Associated With CG Forward ofForward Limit .......................................................5-12 Problems Associated With CG Aft of Aft Limit ..5-13 Sample Weight and Balance Problems ....................5-13 Ballast ..........................................................................5-14 Chapter 6Preflight and Ground Operations .......................6-1 Introduction....................................................................6-1 Assembly and Storage Techniques ................................6-2 Trailering....................................................................6-3 Tiedown and Securing ................................................6-4Water Ballast ..............................................................6-4 Ground Handling........................................................6-4 Launch Equipment Inspection ....................................6-5 Glider Preflight Inspection .........................................6-6 Prelaunch Checklist ....................................................6-7 Glider Care .....................................................................6-7 Preventive Maintenance .............................................6-8 Chapter 7Launch and Recovery Procedures and Flight Maneuvers ............................................................7-1 Introduction....................................................................7-1 Aerotow Takeoff Procedures .........................................7-2 Signals ........................................................................7-2 Prelaunch Signals ....................................................7-2 Inflight Signals ........................................................7-3 Takeoff Procedures and Techniques ..........................7-3 Normal Assisted Takeoff............................................7-4 Unassisted Takeoff.....................................................7-5 Crosswind Takeoff .....................................................7-5 Assisted ...................................................................7-5 Unassisted...............................................................7-6 Aerotow Climb-Out ....................................................7-6 Aerotow Release.........................................................7-8 Slack Line ...................................................................7-9 Boxing the Wake ......................................................7-10 Ground Launch Takeoff Procedures ............................7-11 CG Hooks .................................................................7-11 Signals ......................................................................7-11 Prelaunch Signals (Winch/Automobile) ...............7-11 Inflight Signals ......................................................7-12 Tow Speeds ..............................................................7-12 Automobile Launch ..................................................7-14 Crosswind Takeoff and Climb .................................7-14 Normal Into-the-Wind Launch .................................7-15 Climb-Out and Release Procedures ..........................7-16 Self-Launch Takeoff Procedures ..............................7-17 Preparation and Engine Start ....................................7-17 Taxiing .....................................................................7-18 Pretakeoff Check ......................................................7-18 Normal Takeoff ........................................................7-19 Crosswind Takeoff ...................................................7-19 Climb-Out and Shutdown Procedures ......................7-19 Landing .....................................................................7-21 Gliderport/Airport Traffic Patterns and Operations .....7-22 Normal Approach and Landing ................................7-22 Crosswind Landing ..................................................7-25 Slips ..........................................................................7-25 Downwind Landing ..................................................7-27 After Landing and Securing .....................................7-27viiiPerformance Maneuvers ..............................................7-27 Straight Glides ..........................................................7-27 Turns.........................................................................7-28 Roll-In ...................................................................7-29 Roll-Out ................................................................7-30 Steep Turns ...........................................................7-31 Maneuvering at Minimum Controllable Airspeed ...7-31 Stall Recognition and Recovery ...............................7-32 Secondary Stalls ....................................................7-34 Accelerated Stalls .................................................7-34 Crossed-Control Stalls ..........................................7-35 Operating Airspeeds .....................................................7-36 Minimum Sink Airspeed ..........................................7-36 Best Glide Airspeed..................................................7-37 Speed to Fly ..............................................................7-37 Chapter 8Abnormal and Emergency Procedures .............8-1 Introduction....................................................................8-1 Porpoising ......................................................................8-2 Pilot-Induced Oscillations (PIOs) ..............................8-2 PIOs During Launch ...................................................8-2 Factors Influencing PIOs ........................................8-2 Improper Elevator Trim Setting ..............................8-3 Improper Wing Flaps Setting ..................................8-3 Pilot-Induced Roll Oscillations During Launch .........8-3 Pilot-Induced Yaw Oscillations During Launch ........8-4 Gust-Induced Oscillations ..............................................8-5 Vertical Gusts During High-Speed Cruise .................8-5 Pilot-Induced Pitch Oscillations During Landing ......8-6 Glider-Induced Oscillations ...........................................8-6 Pitch Influence of the Glider Towhook Position ........8-6 Self-Launching Glider Oscillations During Powered Flight ...........................................................8-7 Nosewheel Glider Oscillations During Launchesand Landings ..............................................................8-7 Tailwheel/Tailskid Equipped Glider Oscillations During Launches and Landings ..................................8-8 Aerotow Abnormal and Emergency Procedures ............8-8 Abnormal Procedures .................................................8-8 Towing Failures........................................................8-10 Tow Failure With Runway To Land and Stop ......8-11 Tow Failure Without Runway To Land BelowReturning Altitude ................................................8-11 Tow Failure Above Return to Runway Altitude ...8-11 Tow Failure Above 800' AGL ..............................8-12 Tow Failure Above Traffic Pattern Altitude .........8-13 Slack Line .................................................................8-13 Ground Launch Abnormal and Emergency Procedures ....................................................................8-14 Abnormal Procedures ...............................................8-14 Emergency Procedures .............................................8-14 Self-Launch Takeoff Emergency Procedures ..............8-15 Emergency Procedures .............................................8-15 Spiral Dives ..................................................................8-15 Spins .............................................................................8-15 Entry Phase ...............................................................8-17 Incipient Phase .........................................................8-17 Developed Phase ......................................................8-17 Recovery Phase ........................................................8-17 Off-Field Landing Procedures .....................................8-18 Afterlanding Off Field .............................................8-20 Off-Field Landing Without Injury ........................8-20 Off-Field Landing With Injury .............................8-20 System and Equipment Malfunctions ..........................8-20 Flight Instrument Malfunctions ................................8-20 Airspeed Indicator Malfunctions ..........................8-21 Altimeter Malfunctions .........................................8-21 Variometer Malfunctions ......................................8-21 Compass Malfunctions .........................................8-21 Glider Canopy Malfunctions ....................................8-21 Broken Glider Canopy ..........................................8-22 Frosted Glider Canopy ..........................................8-22 Water Ballast Malfunctions ......................................8-22 Retractable Landing Gear Malfunctions ..................8-22 Primary Flight Control Systems ...............................8-22 Elevator Malfunctions ..........................................8-22 Aileron Malfunctions ............................................8-23 Rudder Malfunctions ............................................8-24 Secondary Flight Controls Systems .........................8-24 Elevator Trim Malfunctions .................................8-24 Spoiler/Dive Brake Malfunctions .........................8-24 Miscellaneous Flight System Malfunctions .................8-25 Towhook Malfunctions ............................................8-25 Oxygen System Malfunctions ..................................8-25 Drogue Chute Malfunctions .....................................8-25 Self-Launching Gliders ................................................8-26 Self-Launching/Sustainer Glider Engine Failure During Takeoff or Climb ..........................................8-26 Inability to Restart a Self-Launching/SustainerGlider Engine While Airborne .................................8-27 Self-Launching Glider Propeller Malfunctions ........8-27 Self-Launching Glider Electrical System Malfunctions .............................................................8-27 In-flight Fire .............................................................8-28 Emergency Equipment and Survival Gear ...................8-28 Survival Gear Checklists ..........................................8-28 Food and Water ........................................................8-28ixClothing ....................................................................8-28 Communication ........................................................8-29 Navigation Equipment ..............................................8-29 Medical Equipment ..................................................8-29 Stowage ....................................................................8-30 Parachute ..................................................................8-30 Oxygen System Malfunctions ..................................8-30 Accident Prevention .....................................................8-30 Chapter 9Soaring Weather ..................................................9-1 Introduction....................................................................9-1 The Atmosphere .............................................................9-2 Composition ...............................................................9-2 Properties ....................................................................9-2 Temperature............................................................9-2 Density ....................................................................9-2 Pressure ...................................................................9-2 Standard Atmosphere .................................................9-3 Layers of the Atmosphere ..........................................9-4 Scale of Weather Events ................................................9-4 Thermal Soaring Weather ..............................................9-6 Thermal Shape and Structure .....................................9-6 Atmospheric Stability .................................................9-7 Air Masses Conducive to Thermal Soaring ...................9-9 Cloud Streets ..............................................................9-9 Thermal Waves...........................................................9-9 Thunderstorms..........................................................9-10 Lifted Index ..........................................................9-12 K-Index .................................................................9-12 Weather for Slope Soaring .......................................9-14 Mechanism for Wave Formation ..............................9-16 Lift Due to Convergence ..........................................9-19 Obtaining Weather Information ...................................9-21 Preflight Weather Briefing........................................9-21 Weather-ReIated Information ..................................9-21 Interpreting Weather Charts, Reports, andForecasts ......................................................................9-23 Graphic Weather Charts ...........................................9-23 Winds and Temperatures Aloft Forecast ..............9-23 Composite Moisture Stability Chart .....................9-24 Chapter 10Soaring Techniques ..........................................10-1 Introduction..................................................................10-1 Thermal Soaring ...........................................................10-2 Locating Thermals ....................................................10-2 Cumulus Clouds ...................................................10-2 Other Indicators of Thermals ................................10-3 Wind .....................................................................10-4 The Big Picture .....................................................10-5Entering a Thermal ..............................................10-5 Inside a Thermal.......................................................10-6 Bank Angle ...........................................................10-6 Speed .....................................................................10-6 Centering ...............................................................10-7 Collision Avoidance ................................................10-9 Exiting a Thermal .....................................................10-9 Atypical Thermals ..................................................10-10 Ridge/Slope Soaring ..................................................10-10 Traps ......................................................................10-10 Procedures for Safe Flying .....................................10-12 Bowls and Spurs .....................................................10-13 Slope Lift ................................................................10-13 Obstructions ...........................................................10-14 Tips and Techniques ...............................................10-15 Wave Soaring .............................................................10-16 Preflight Preparation ...............................................10-17 Getting Into the Wave ............................................10-18 Flying in the Wave .................................................10-20 Soaring Convergence Zones ...................................10-23 Combined Sources of Updrafts ..............................10-24 Chapter 11Cross-Country Soaring .....................................11-1 Introduction..................................................................11-1 Flight Preparation and Planning ...................................11-2 Personal and Special Equipment ..................................11-3 Navigation ....................................................................11-5 Using the Plotter .......................................................11-5 A Sample Cross-Country Flight ...............................11-5 Navigation Using GPS .............................................11-8 Cross-Country Techniques ...........................................11-9 Soaring Faster and Farther .........................................11-11 Height Bands ..........................................................11-11 Tips and Techniques ...............................................11-12 Special Situations .......................................................11-14 Course Deviations ..................................................11-14 Lost Procedures ......................................................11-14 Cross-Country Flight in a Self-Launching Glider .....11-15 High-Performance Glider Operations and Considerations ............................................................11-16 Glider Complexity ..................................................11-16 Water Ballast ..........................................................11-17 Cross-Country Flight Using Other Lift Sources ........11-17 Chapter 12Towing ................................................................12-1 Introduction..................................................................12-1 Equipment Inspections and Operational Checks .........12-2 Tow Hook ................................................................12-2 Schweizer Tow Hook ...........................................12-2x。
战略营销作业1
战略营销作业1.对战略学科的认识及发展现状？战略营销与营销管理的区别？2.谈谈对案例的分析，规范，方法。
3.对整合沟通的认识，以及如何整合沟通管理？4.战略营销的过程，以及相互关系？5.虚拟一家公司，拟订一个战略营销方案（公司现状，管理分析，规模，场地等）？6.列举印象深刻的战略营销理论，并简要说明？（3个）主要考察对书本的整体把握，且超越书本融入自己的分析。
1对战略学科的认识及发展现状？战略营销与营销管理的区别？1对战略学科的认识：战略营销学的内涵:企业运用战略学的理念、原理为指导，通过一系列的营销努力获取竞争优势并最终实现与顾客交易，以提升企业绩效，实现企业的可持续发展。
战略营销的提出是适应外部环境变化的结果。
资源的稀缺、环境污染、电子信息系统的发展、竞争的加剧、顾客的日益挑剔，所有这些变化，使得市场更具不确定性。
企业必须以战略的目光、长远的计划、用科学的方法和手段，才能解决所遇到的新问题。
战略营销是一种比以顾客为导向的营销观念更新、更深刻的理念。
它不同于以顾客为导向的营销观念，但又将其包容于自身。
战略营销的主要目的是满足顾客需要的前提下，寻找企业更大的生存空间。
战略营销是要通过企业本身价值的创造、资源的积累、合作关系的建立而赢得长久的竞争优势。
发展现状：1.消费者对市场营销有了初步的认识2.营销理念不明的情况还普遍存在3.企业的品牌意识不强4.市场营销人员素质较低。
5.市场营销前景广阔现有营销战略的基本类型，1.体验式营销2.一对一营销3.全球地方化营销4.关系营销5.连锁店到连锁店经营6.品牌营销7.深度营销8.网络营销9.兴奋点营销10.直销11.文化营销12.数据库营销。
3.对整合沟通的认识，以及如何整合沟通管理？整合营销沟通，即将不同要素混合，使其相互促进。
在这种背景下，注意力集中于应突出何种要素，使用程度如何，如何最有效的组合与协调各种活动。
整合营销沟通的特点：1.战术的连续性2.战略的导向性谓整合营销沟通,是指企业为营销沟通规划、实施和监督，进行跨部门的合作，目的是吸引客户，维系客户，扩大客户规模，最终为企业创造收益。
商务英语试卷
Part I. Words and Expressions in BusinessAsian Games is ______ by a lot of large companies, which would spend millions of dollars on advertising their products at this event.a. supportedb. sponsoredc. advocatedd. supervisor2. In a ______ economy, the seller and the buyer each must want something the other has to offer.a. barterb. socialc. capital b. communist3. The basic _______ unit of the United States is the dollar.a. financialb. monetaryc. economicald. commodity4. You can still withdraw money from ________ for urgent use.a. deposit accountb. cost accountc. stock exchanged. clearinghouse5. It is said that all salesmen from computer companies are ________, in order to make more sales.a. aggressiveb. friendlyc. indifferentd. indecisive6. Our price is already narrowly calculated and it leaves us only a small ________.a. saving rateb. profit marginc. exchange rated. domestic market7. Risks of theft, fire, and storm damage can only result in losses, and they are _______.a. changeableb. questionablec. considerabled.insurable8. The economy started to recover after years of _______..a. revivalb. prosperityc. recessiond. boom9. A _______ is backed by the issuer‟s pledge of buildings, land, and equipment as security.a. debenture bondb. mortgage bondc. common stockd. preferred stock10. ________ goods have physical qualities and uses that permit them to last a relatively long time, even while being used.a. durableb. consumerc. convenienced. specialtyPart II. Reading ComprehensionText AThe Coca-Cola Company's First Hundred YearsToday, the company‟s trademark is world-famous and its products average a staggering 400 million servings per day in more than 155 countries. It‟s a far cry from the humble beginnings of a hundred years ago when sales during the first year averaged a mere 13 drinks per day, and company products totaled a paltry $35.The product is Coca-Cola and, according to legend, it began in a three-legged kettle in the back yard of Atlanta pharmacist Dr. John Styth Pemberton who carried a jug of his concoction down the street to Jacob‟s Pharmacy where it was sold at the soda fountain for 5 cents a glass. Frank Robinson, Pemberton‟s partner and bookkeeper thought two “Cs” would look good in advertising and wrote “Coca-Cola” in theflowering script so famous today.It is significant that Pemberton spent almost twice as much money on advertising during the first years of operation as he made in profits, for the growth of Coke‟s popularity is as much due to the advertising and marketing strategy as it is to the quality of its pro duct. The Coca-Cola Co. has been guided by the words of its former president, Robert Woodruff, who said that “advertising must move with the times.” By continually monitoring changes in consumer attitudes and behavior, the Coca-Cola Co. has become a widely recognized leader in advertising.Pemberton could not foresee the greatest future awaiting his soft drink and sold out. After a succession of ownership changes over a three-year period, Asa Griggs Candler bought the business and organized the Coca-Cola Co. into a Georgia corporation. In 1893, he registered Coca-Cola as a trademark.Under Candler‟s leadership, the company began to grow quickly. In order to instigate a demand for the product, he spent heavily on advertising. Signs were put up from coast to coast and appeared on calendars, serving trays and other merchandising items, urging people to drink Coke. Candler‟s campaign paid off.By 1898, Americans were buying Coke everywhere in the United States as well as in Hawaii, Canada and Mexico.Candler was a creative whiz at advertising, but showed little imagination in understanding Coke‟ marketing potential. In 1899, he sold the right to bottle Coke throughout most of the United States for $1, which he never bothered to collect. Candler saw Coke primarily as a soda-fountain drink. But two far-sighted businessmen from Chattanooga, Tennessee, Benjamin Franklin Thomas and Joseph Brown Whitehead, understood the potential, and, for the unpaid dollar, bought a franchise that became worth millions.Their agreement with Candler began the franchising bottling system that still remains the foundation of the Coca-Cola Co.‟s soft drink operations. Thomas and Whitehead sold the rights to Bottle Coke to franchisers in every part of the country in return for the bottler‟s agreement to inve st in the necessary resources and effort to make the franchise a success. During the following decade, 179 bottling pants went into operation.In the early 20th century ,Coke blazed the advertising trail, developing innovative concepts that became accepted practices in the field. One of the most effective the distribution and redemption of complimentary tickets, entitling the holder to a glass of Coke free at the soda fountain of a dispenser.In 1909, the company flew an airship over Washington, D.C. with a huge Coke sign on the side of it, a foreshadowing of aerial adverting. Coke also originated one of the nation‟s earliest animated signs. Standing 32 feet high and located along the Pennsylvania Railroad line between Philadelphia and New York, it showed a young man drawing a glass of Coke from one of the crockery urns then used to dispense the beverage.Choose the right answer.1. The trademark Coca-Cola was originally coined by _____.A. PembertonB. a bookkeeper working for PembertonC. Frank RobinsonD. Asa Griggs Candler2. Coke‟s popularity grows steadily because of ______.A. its high quality of the productB. its advertisingC. its effective advertising and marketing strategyD. Both A and C3. Pemberton sold out his soft drink because _______.A. he was in bad need of moneyB. he failed to see the great potential of the productC. he quarreled with his partnerD. None of the above4. John Styth Pemberton and Asa Griggs Candler were alike in the respect that both of them _____.A. had a doctor‟s degreeB. were too short-sighted to see Coke‟s marketing potentialC. sold their business in order to raise moneyD. used money in a wasteful way5. All of the following were the company‟s successful examples of advertising EXCEPT that ______.A. the company distributed complimentary tickets for people to drink a glass of Coke free of chargeB. the company flew an airship over Washington, D.C. with a huge Coke sign on its sideC. the company sold the rights to bottle coke to franchisers in every part of the United StatesD. the company set up along Pennsylvania Railroad line huge animated signs that showed a young man drawing a glass of coke from a crockery urnMarketing Is All Around UsText BMarketing Is ProductsMarketing is all around us. We are surrounded by businesses, like Apple Computer, Inc., that carry goods – products grown or manufactured and prepared for ale. We also see many businesses that offer services- benefits or satisfactions that improve the personal appearance, health, comfort, or peace of mind of their users. Some products are used to make services available, such as the tools an auto mechanic uses in servicing a car.Marketing starts with people. Marketing businesses find out what customers want and work to supply those goods and services.Getting products from farms and factories to the people who will use them involvesmarketing at each step. Suppose a farmer recognizes the need for popcorn and decides to grow some. When the popcorn is harvested and ready for marketing, it may go to one of many places, depending on whether it is to be stored or used ring away. Marketing occurs at each step: when the farmer sells it , for example, to a storage warehouse and when the warehouse in turn sells it to a supermarket or amusement park. Marketing occurs most obviously, perhaps, at the movie theater where patrons are greeted with the sigh, sound, and aroma of fleshly popped corn as the pass into the theater.Marketing Is ServicesThe popcorn is a product. The movie theater where the popcorn was sold provides a service – the opportunity to see a movie. Other business marketing services include beauty solons, insurance agencies, driving schools, emergency care centers, and the telephone companies. Services are marketed as products. Services vary from other products in several ways. They are intangible and perishable. You cannot keep a plane flight, for example, nor can the airline gain income from an unsold seat. Services also vary in quality. One business-class flight may serve a hot meal while another offers only sandwiches. Finally service cannot be separated from the organization or person giving the service. You cannot buy a plane ride from a railroad. For these reasons, it is important that service businesses use marketing skills to find out what customers want and then supply it.Marketing involves many special activities. Among them are marketing research, product planning, advertising, and selling. These activities and others make up the world of marketing – a world of people, products, actions and ideas. Thus, marketers respond to the needs of people.To prove the statement “marketing is all around us”, we need only take a quick imaginary tour of your community.As you continue touring your community, the billboards on highways or streets may encourage you to “Try 7 Up” or “Visit Disneyland”.Now let us try to define marketing. Although marketing is sometimes called “distribution”, the terms actually have different meanings. Distribution is the total process of moving, handling and storing goods on the way from producers to consumers. Marketing, in contrast, is much broader. The American Marketing Association issued this definition after a year‟s study: Marketing is the process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives.Choose the right answer.1. The first step in marketing is to ______.A. supply goods and services to customersB. grow products on farmsC. manufacture products in factoriesD. find out what customers want2. Services differ from products in that ______.A. the former are inseparable from all people involved in themB. the latter have little to do with peopleC. the former remain unchanged while the latter vary in qualityD. the former are easier to obtain3. Marketing tries to meet the needs of ______.A. companiesB. manufacturersC. marketersD. people and organizations4. Which of the following is NOT true?A. A retailer is a business that sells goods and services to the people who use them.B. Marketing consists of a world of people, products, actions and ideas.C. Marketing involves only marketing research, product planning, advertising and selling.D. Successful marketers should respond to the needs of people.5. Billboards on highways serve to ______.A. advertise products and servicesB. attract drivers‟ attentionC. remind people to drive safelyD. invite people to stop and lookPart III. Choose the right meaning of the underlined part according to the context given in Part II.1. Dr. John Styth Pemberton carried a jug of his concoction down the street to Jacob‟s Pharmacy where it was sold at the soda fountain for 5 cents a glass.A. deviceB. preparationC. drinkD. materials2. Candler‟s campaign paid off.A. was unsuccessfulB. failedC. yielded returnsD. settled his debt3. Candler was a creative whiz at advertising.A. a strong-minded personB. a clever and successful personC. a foolish personD. a crazy person4 Services are intangible and perishable.A. untouchableB. short-livedC. invisibleD. unendurable5 Marketing is the process of planning and executing the conception….A. carrying outB. spreadingC. studyingD. publicizingPart IV. Fast Reading: Decide whether the following statements are true (T) or false (F).On the lower-level checkout counter at the Woolworth store on W. 125th St. yesterday, someone set out a small white bucket filled with ice scrapers. A little dusty. Two for a dollar.They weren‟t selling as fast as the small clip-on fans($9.99), about 20 feet away.But the mere fact you could walk from the 95-degree side walk into Woolworth and buy an ice scraper yesterday helps explain why America will mourn its passing.“You can come here and get things,” said Grandmother Claudia Simmons. “When my children were in school, I knew I could come here and get a pencil and paper. I didn‟t have to find an …office supply store‟.”“When I worked on 125th St. , I used to come in almost every day for something,” said her friend Josephine Denby. “Not anything fancy. Now that they‟re closing, if I want some hair gel, I‟ll probably have to go to some salon and pay three times more money.”All over Woolworth stores today are the signs of how the chain has never stopped trying to give the people what they want: fast-photo counters, lottery booths, checkcashing.When the heat wave hit, those stacks of fans went right up front. The 34th St. lunch counter has a salad bar. The 125th St. lunch features collard greens and yams.It just wasn‟t quite enough.And so Woolworth ends its life in a world where some of its goods don‟t cost enough while others cost too much.“We always called it the five-and-dime,” said Claudia Simmons. “I can‟t remember the last time I bought anything for a nickel or a dime.”Two items yesterday fell in that price range.A cup of ice sells for 10 cents. A small candy from the $4-a-pound bin –a kraft caramel – weighs 0.20 of pound, 8 cents.“We used to call that …penny candy‟,” said Claudia Simmons. “If I had a good report from school, my parents would give me a penny and let me pick … I felt like I had the riches of Sheba in front of me.”A century of Americans hang those kinds of memories on Woolworth signs. Whether it was Mayberry or 125th St., Woolworth was downtown. It was where you went for school supplies, or to pick out the fires present you ever bought for Mom all by yourself.It is not an America that‟ exactly vanished, but it‟s certainly chged, and in a wayit‟s fitting that as the 20th century reaches its final chapter, so does another institution that helped define it.“Do you know when they close?” asked Josephine Denby. “I hope I can get my Christmas things before they do.”She can get that ice scraper right now.Decide whether the following statements are true(T) or false(F).( )26. Woolworth stores hold memories of many Americans.( )27. Woolworth stores are going to close down, and many Americans will fell sorry for the news.( )28. Ice scrapers didn‟t sell as fast as small clip-on fans.( )29. A salon is a store where people can buy various kinds of cheap gods.( )30. Woolworth is a department store on W. 128th St.( )31. Woolworth stores have always been trying to satisfy pe ople‟s needs.( )32. Nowadays, the prices of goods are very reasonable.( )33. Claudia Simmons did not care about a penny at all when she was a child. ( )34. Woolworth has spent huge sum of money in advertising.( )35. Woolworth is closing down.Part V. read the following passage and answer the questions.Domino‟s Pizza Inc. is famous for its pledge to deliver pizzas to customers within 30 minutes. But some people criticize this policy on the grounds that it has resulted in a high rate of accidents involving Domino‟s delivery personnel. According to the critics, the firm‟s guarantee encourages delivery people to drive reckleesy. Domino‟s management denies that there is any connection between its fast-delivery policy and accidents involving its dr ivers. The company‟s delivery system is geared to give drivers ample time to deliver: pizzas are usually redy for delivery in 12 minutes , and delivery areas average 2 miles or less.To those who believe the friver is held responsible when a pizza is delivered lat, the company responds that the $3.00 refund to the customer is paid by Domino‟s, no by the delivery person. Domino‟s management also points out that each of the company‟s deliverers drives about 450miles a year. In total, they deliver an estimated 275 million pizzas in all kinds of weather. Despite these arguments, the Lafayette, California, city council voted to deny a business license to a Domino‟s franchisee, citing the high rate of traffic accidents, some of them fatal, involving Domino‟s delivery people. (Domino‟s drivers were involved in about 100 accidents in 1995 and in 1998 twenty people were killed in accidents involving Domino‟s vehicles. )In the Los Angeles area, Domino‟s has attempted to deflect some of the criticism by airing public-service radio spots on safe driving. The campaign features police officers discussing safety tips and warning people not to drive when they are drunk, upset, or tired.What does Domino‟s management claim?A. It is responsible for the accidents concerned.B. It admits that fast delivery entails fast driving.C. It gives its deliverers ample time for driving.D. It has always cautioned its deliverers to drive safely.3. What happens if a pizza is delivered late?A. It will be returned.B. The deliverer will have to pay for the refund.C. The deliverer will be fined later by Domino‟s.D. The deliverer will not be held responsible.4. What do the last two sentences of Para.2 suggest?A. Traffic accidents are inevitable.B. Pizzas are in large demand.C. The average delivery distance is short.D. The deliverers are experienced.5. Which of the following is NOT a reason for Domino‟s to air radio spots on safe driving?A. To build up a better image.1.What is the cause of the criticism?2.What does Domino‟s m anagement claim?3. What happens if a pizza is delivered late?4. What do the last two sentences of Para.2 suggest?5. What is the purpose for Domino‟s to air radio spots on safe driving?答案：1. Domino‟s delivery guarantee2. It gives its deliverers ample time for driving.3. The deliverer will not be held responsible.4. The average delivery distance is short.5. Domino hoped to deflect some of the criticism by airing public-service radio spots on safe driving.。
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常用的人力资源(HR)相关英文词汇
常用的人力资源（HR）相关英文词汇able 有才干的，能干的adaptable 适应性强的active 主动的，活跃的aggressive 有进取心的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的an alytical 善于分析的apprehe nsive 有理解力的aspiri ng 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的can did 正直的compete nt 能胜任的con structive 建设性的cooperative 有合作精神的creative 富创造力的dedicated 有奉献精神的depe ndable 可靠的diplomatic 老练的，有策略的discipli ned 守纪律的dutiful 尽职的well-educated 受过良好教育的efficie nt 有效率的en ergetic 精力充沛的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的gen erous 宽宏大量的gen teel 有教养的gen tle 有礼貌的humorous 有幽默impartial 公正的in depe ndent 有主见的in dustrious 勤奋的ingenious 有独创性的motivated 目的明确的in tellige nt 理解力强的lear ned 精通某门学问的logical 条理分明的methodical 有方法的modest 谦虚的objective 客观的precise 一丝不苟的pun ctual 严守时刻的realistic 实事求是的resp on sible 负责的sen sible 明白事理的sport ing 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的扌旨导型领导instrumental leadership成就取向型领导achievement-oriented leadership HR (Human Resource) 人力资源1. 人力资源管理：(Human Resource Management ,HRM)人力资源经理:(human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification lnstitute,HRCI)2. 夕卜部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司［(multinational corporation,MNC)管理多样性:(managing diversity)3. 工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法［(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)4. 人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测［(requirement forecast)供给预测:(availability forecast)管理人力储备［(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)5. 招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升［(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6. 选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线：(cutoff score)准确度:(aiming)业务知识测试：(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7. 组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究：(case study)会议方法［(conference method)角色扮演：(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8. 企业文化与组织发展企业文化［(corporate culture)组织发展［(organization development,。
Maintaining_Development_Momentum
41August 2023IN the vast and diverse landscapes of rural areas of Chongqing in southwest China, a remarkable transformation is unfolding. The combination of effective poverty alleviation strategies and comprehensive rural revitalization efforts has turned these once impoverished regions into thriving centersMaintaining Development MomentumChongqing adopts a four-fold strategy to prevent the return of poverty in rural areas.By DONATIEN NIYONZIMAof growth and development. As an African visitor to Chongqing, I was captivated by the unique approach taken to combat poverty and revitalize rural com-munities. During my recent visit to the municipality, I had the privilege of witnessing first-hand the remark-able progress being made in these areas.Here, I would share with readers what makes Chongqing’s model worth emulating by other devel-oping countries, particularly African countries seek-ing to address poverty and revitalize their rural areas. To fully appreciate the impact of poverty allevia-tion and rural revitalization efforts in Chongqing, it is important to understand the unique context of this region. Chongqing is a megacity encompassing both urban and rural areas. Historically, rural pov-erty has been a significant challenge for the region, with geographic barriers, limited access to resourc-es, and underdeveloped infrastructure contributing to the plight of rural communities. However, the government’s commitment to address these issuesthrough targeted policies and sustained efforts hasCopyright ©博看网. All Rights Reserved.42CHINA TODAYSpecial Reportled to remarkable progress.Integrated ApproachesTo consolidate the achievements and build a “de-fence line against the return of poverty,” Chongqing has comprehensively promoted the continuation of development efforts in four aspects, effectively linking the consolidation and expansion of poverty-alleviation achievements with rural revitalization. It’s therefore correct to say that Chongqing’s success can be attributed to the four interconnected aspects that form the core of its strategy, namely continued responsibilities, continued policy, continued assis-tance, and continued supervision.The municipality’s poverty alleviation and rural revitalization efforts are built on a foundation of continued responsibilities. The government has remained steadfast in its commitment to improving the lives of rural residents, ensuring that poverty reduction remains a top priority. Policies and pro-grams are consistently implemented and adjusted based on the evolving needs of the communities.This continuity ensures that progress is not short-lived but sustained over time.The above is supported by a key element which lies in the continuation of supportive policies. The government has implemented a range of policies that provide guidance and resources to uplift rural areas. These policies create an enabling environ-ment for development, promoting investment, in-novation, and entrepreneurship in the rural sectors. The long-term nature of these policies allows for stability and predictability, encouraging sustained growth and progress.Its poverty alleviation and rural revitalization efforts are complemented by continued assistance. The government provides targeted support tovulnerable populations, ensuring that no one is left behind. Assistance programs focus on providing training, financial aid, and social welfare benefits to those in need. By continuously assisting the most disadvantaged members of society, Chongqing strives to create an inclusive and equitable rural develop-ment landscape.The municipality’s poverty alleviation and rural revitali-zation efforts are built on a founda-tion of continued responsibilities.FOUNDATIONThe author takes a photo with a local villager on June 8, 2023.Copyright ©博看网. All Rights Reserved.To fully achieve the intended targets, Chongqing’s efforts are also accompanied by continued supervision. The government maintains oversight and account-ability to ensure that the implemented policies and programs are effective. Regular monitoring, evaluation, and feedback mechanisms allow for course corrections and improvements. This commitment to supervision ensures that resources are utilized optimally and that the intended outcomes of poverty reduction and rural development are achieved.Investing in Key SectorsOne of the key aspects of Chongqing’s rural revi-talization is the significant investment in infrastruc-ture development. Improved road networks, trans-portation systems, and access to electricity have not only connected rural areas with urban centers, but have also unlocked economic opportunities.The 2023 Implementation Plan for Promoting Effective Investment in Infrastructure issued by the Chongqing Municipal Commission of Housing and Urban-Rural Development sets Chongqing’s planned investment in infrastructure in 2023 at RMB 135 billion (US $18.9 billion), an increase of 12.5 percent compared with 2022. These infrastructure improve-ments have brought about a positive ripple effect, stimulating economic growth and creating jobs in the rural areas.Leveraging on infrastructure and recognizing the importance of agriculture in rural develop-ment, Chongqing has also implemented agricultural reforms and fostered innovation in this sector. The promotion of modern farming techniques, the intro-duction of advanced machinery and equipment, and the adoption of sustainable farming practices have increased agricultural productivity and improved the quality of rural livelihoods.During my tour, I also learned that education and healthcare are vital components of human de-velopment and poverty alleviation. Chongqing has made significant efforts to improve access to qual-ity education and healthcare services in rural areas. The establishment of schools, vocational training centers, and medical facilities has bridged the gap between rural and urban areas, ensuring that rural residents have better access to essential services.I was impressed by the training schools that teachyoung people from poor families the skill of forklift-ing. The schools have already trained more than1,268 young girls and boys from rural Chongqing.Chongqing’s rural revitalization efforts placegreat emphasis on fostering entrepreneurship andsupporting rural industries. By providing financialsupport, business training, and mentorship pro-grams, the government has encouraged the estab-lishment of small and medium-sized enterprises inrural areas. These initiatives have led to the emer-gence of thriving rural industries, such as tourism,handicrafts, agribusiness, and e-commerce.An Excellent Model forAfricaThe experiences and successesof Chongqing in poverty alleviationand rural revitalization offer valuablelessons for African countries strivingto overcome similar challenges. It’sworth mentioning that a compre-hensive and integrated approach iscrucial, addressing not only econom-ic poverty but also the underlyingfactors that perpetuate poverty. This includes investingin infrastructure, improving access to education andhealthcare, promoting agricultural reforms, fosteringrural industries, and harnessing technology.Strong leadership and political commitment areessential to poverty alleviation and rural revitaliza-tion. Chongqing’s progress can be attributed to theunwavering dedication of government officials andleaders in prioritizing poverty alleviation and ruraldevelopment. African countries should ensure thatpoverty reduction and rural revitalization remainthe top priority, backed by long-term policies andsustained efforts.Furthermore, partnerships are key. Chongqing’ssuccesses have been facilitated by cooperationamong the government, private sector, and otherorganizations. African nations can benefit fromforging partnerships with countries like China, le-veraging their expertise, resources, and experiencesin poverty alleviation and rural development. CDONATIEN NIYONZIMA is a reporter with ChinAfrica. The experiences andsuccesses of Chongqingin poverty alleviationand rural revitalizationoffer valuable lessonsfor African countriesstriving to overcomesimilar challenges.Copyright©博看网. All Rights Reserved.43 August 2023。
红警2英文代码及注释ini修改必看
红警2英⽂代码及注释ini修改必看;veteran factors 等级因素VeteranRatio=3.0 上升⼀次兵种所必须破坏的价值为⾃⾝价值的3倍VeteranCombat=1.1 ⼀星兵种攻击⼒为原来的1.1倍VeteranSpeed=1.2 它的速度为原1.2倍VeteranSight=0.0 他的视野(建议不要修改)VeteranArmor=1.5 它的⽣命为原1.5倍VeteranROF=0.6 他的射速（例如原来1秒⼀次现在0.6秒⼀次）VeteranCap=2 最⼤可升2级(建议不要修改)InitialVeteran=no 是否开始时为⼀星(不知道是不是这个意思); repair and refit 出售与修理RefundPercent=50% 出售价格为建造的50%ReloadRate=.3 航空器重装弹时间:0.3分钟RepairPercent=15% 把⼀个东西由0修到满⾎耗费的钱为建造钱的15%RepairRate=.016 每2次扳⼿闪动的时间间隔为0.016分钟(建筑)RepairStep=8 每次扳⼿闪动时恢复8点⾎(建筑)URepairRate=.016 每2次维修的时间间隔为0.016分钟(维修⼚)IRepairRate=.001 每2次恢复的时间间隔为0.001分钟(医院)IRepairStep=20 每次恢复的⾎为20点(医院)TiberiumHeal=.010 在泰伯利亚之⽯中每2次恢复的间隔为0.01分钟(⽆效) SelfHealInfantryFrames=50 步兵每2次⾃我恢复的时间间隔为50秒SelfHealInfantryAmount=20 步兵每次⾃我恢复能恢复20⽣命SelfHealUnitFrames=75 ⾃疗单位每2次⾃我恢复的时间间隔为75秒SelfHealUnitAmount=5 ⾃疗单位每次⾃我恢复能恢复5⽣命; income and production 收⼊与产量;BailCount=28 矿车所能携带单位原料量←我曾修改为28000BuildSpeed=.7 制作建筑时每⽤1000元要花费的时间为0.7分钟←我⼀般修改为.2 BuildupTime=.06 ⼀个建筑制作完成展开时要花费0.06分钟GrowthRate=5 泰伯利亚矿⽯每5分钟⽣长⼀次(⽆效)TiberiumGrows=yes 泰伯利亚矿⽯可以⽣长(⽆效)TiberiumSpreads=yes 泰伯利亚矿⽯可以延伸到本来没有的地⽅(⽆效)SeparateAircraft=yes 第⼀架飞机购买前需要⼀个机场SurvivorRate=0.4 ⼀个建筑出售掉原本制造的钱*0.4换算为残兵出现AlliedSurvivorDivisor=500 盟军制造的建筑出售掉原本花的钱/500为兵数SovietSurvivorDivisor=250 苏军制造的建筑出售掉原本花的钱/250为兵数ThirdSurvivorDivisor=750 尤⾥制造的建筑出售掉原本花的钱/750为兵数PlacementDelay=.05 展开时间为0.05分钟WeedCapacity=56 weed需要被⼀个房⼦收获⽤来制造化学飞弹的数量; computer and movement controls 电脑与活动控制CurleyShuffle=yes 直升机是否可以在发射2发炮弹间移动位置BaseBias=2 敌⼈距我⽅基地过近时避免炮⽕误击我⽅单位参数BaseDefenseDelay=.25 接到友⽅的求助后推迟0.25分钟出兵?CloseEnough=2.25 假如距离⽬的地⼩于2.25单位长就认定为靠近DamageDelay=1 低电⼒时每分钟所造成的伤害0.25?GameSpeedBias=1.6 单⼈游戏中物体速度1.6倍于原来速度Stray=2.0 队伍成员间的距离低于2时就会重新排布RelaxedStray=3.0 ;gs Gather commands will use this number instead, allowing for bigger teams in AIT 不严格的游离;为了顾及到AIT中的较⼤的团队，Gether指令被该数替代CloakDelay=.02 强制延迟以使在允许下潜之前能在⽔⾯上停留SuspendDelay=2 中⽌的AI队伍将会保持中⽌的时间为2分钟SuspendPriority=1 当基本防御展开时低优先权(<1)任务将被中⽌FlightLevel=1500 飞机飞⾏的⾼度←我⼀般修改为540ParachuteMaxFallRate=-3 降落伞最⼤下降速度NoParachuteMaxFallRate=-100 ⽆降落伞最⼤下降速度GuardModeStray=2.0 保护其他单位的警戒距离MissileSpeedVar=.25 导弹加速百分⽐MissileROTVar=.25 导弹转弯速率MissileSafetyAltitude=750 导弹安全⾼度;-RTOTeamDelays=2000,2500,3500 创造部队间隔时间为?秒(困难,中等,简单) ←我⼀般修改为200,250,300 AIHateDelays=30,50,70 AI选择敌⼈的时间(困难,中等,简单) AIAlternateProductionCreditCutoff=1000 AI在拥有多少钱时开始造兵NodAIBuildsWalls=no 当电脑作为NOD时候是否制造墙壁(⽆效)AIBuildsWalls=no 电脑是否建造墙壁←我⼀般修改为yes; -RTO*MultiplayerAICM=400,0,0 单机游戏中AI产⽣钱数量的系数(困难,中等,简单),应该是每分钟AIVirtualPurifiers=4,2,0 从困难到简单电脑收获的红利(不包括战役) ←我⼀般修改为10,8,6 AISlaveMinerNumber=4,3,2 奴⾪矿车数←我⼀般修改为12,10,8HarvestersPerRefinery=2,2,1每矿最多矿车数←我⼀般修改为12,10,8AIExtraRefineries=2,1,0额外矿车数←我⼀般修改为4,2,1HealScanRadius=10 医疗兵种能⾃动医疗的范围FillEarliestTeamProbability=100,100,100 制造最早编队的概率为100%;-RTOMinimumAIDefensiveTeams=1,1,1 最少电脑防御编队1队MaximumAIDefensiveTeams=2,2,2 最⼤电脑防御编队2队TotalAITeamCap=30,30,30 电脑编队总和30队?UseMinDefenseRule=yes 使⽤最低编队规则DissolveUnfilledTeamDelay=5000 电脑制造的第⼀队不被解决的前提下等待多少时间(秒)制造第⼆队LargeVisceroid=VISC_LRGSmallVisceroid=VISC_SML离⼦风暴规则LightningDeferment=250 离⼦风暴从警告到降临的间隔桢数LightningDamage=250 闪电打击的伤害←我⼀般修改为25000LightningStormDuration=180 离⼦风暴的持续时间←我⼀般修改为180000LightningWarhead=IonWH 离⼦风暴⽤的弹头LightningHitDelay=10 每多少时间进⾏⼀次打击LightningScatterDelay=5 每2个闪电打击之间的暂停桢数LightningCellSpread=10 离⼦风暴的范围⼤⼩LightningSeparation=3 每两个云/闪电间的距离为3?IonStorms=no 没有随即闪电风暴←我⼀般修改为yes;*** ForceShield Control ***⼒场护盾控制ForceShieldRadius=4 ;⼒场护盾的有效范围←我⼀般修改为18ForceShieldDuration=500 ;⼒场护盾的作⽤时间←我⼀般修改为1800秒ForceShieldBlackoutDuration=1000 ;使⽤⼒场护盾后的停电时间←我⼀般修改为8000秒MutateExplosion=yes 基因变异爆炸?; Prism Cannon control ; SJMPrismType=**** 该武器的单位名称（光陵塔）PrismSupportModifier=150% 每增加⼀个反射光塔就增加150%的威⼒←我⼀般修改为300% PrismSupportMax=8 最多能同时反射8个←我⼀般修改为40PrismSupportDelay=45 反射光延迟45桢PrismSupportDuration=15 发射出的光的消失时间15桢(像残留)PrismSupportHeight=420 该光传到光塔⾼420⽶的地⽅←我⼀般修改为4200⽶V3RocketPauseFrames=0 发射前延迟0桢V3RocketTiltFrames=60 从V3导弹开始上移到真正点⽕为60桢V3RocketPitchInitial=0.21 导弹初始倾斜为0.21 *90度V3RocketPitchFinal=0.5 导弹点⽕倾斜为0.5 *90度V3RocketTurnRate=0.05 导弹拐弯速率V3RocketRaiseRate=1 每次导弹升⾼多少只对巡航导弹有效V3RocketAcceleration=0.4 发射加速度0.4V3RocketAltitude=768 达到这么⾼后⽔平移动/V3RocketDamage=200 伤害200 ←我⼀般修改为800V3RocketEliteDamage=400 精英伤害400 ←我⼀般修改为1000V3RocketBodyLength=256 导弹长256V3RocketLazyCurve=yes 是否是曲线弹道; Paratroop Drop control 伞兵控制ParadropRadius=1024 降落半径1024象素FogOfWar=no 是否使战争迷雾消散←我⼀般修改为yes（这样就不需要现探图了）Visceroids=no 是否飞机随机从地图边缘飞出←我⼀般修改为yes（飞机从四⾯⼋⽅来）Meteorites=no 随机被核弹砸CrewEscape=50% 乘车⼈员有50%机会从被毁车中逃⽣CameraRange=9 间谍飞机探开地图宽度9 ←我⼀般修改为100FineDiffControl=no 有5个难度级别实际上显⽰3个Pilot=E1 飞机上跳伞的兵种是E1(飞机被毁如果有兵)AlliedCrew=E1 盟军被毁建筑中出来的是E1 ←我⼀般修改为TANY（谭雅）SovietCrew=E2 苏⽅被毁建筑中出来的是E2 ←我⼀般修改为SHK（磁暴兵）ThirdCrew=INIT 尤⾥被毁建筑中出来的是INIT ←我⼀般修改为YURI（尤⾥）Technician=CTECH 中⽴建筑被毁出来的是CTECH ←我⼀般修改为YURIPR（尤⾥改）Engineer=ENGINEER 特殊建筑被毁出来的是ENGINEERPParatrooper=E1 步兵部队将和伞兵E1⼀样;*** Spy stuff *** 间谍AlliedDisguise=E1 对盟军假装为E1SovietDisguise=E2 对苏⽅假装为E2ThirdDisguise=INIT 对尤⾥假装为INIT这⾥的假装不包括直接点兵进⾏的假装SpyPowerBlackout=1000 进⼊电场让其停电1000/900分钟←我⼀般修改为60000SpyMoneyStealPercent=.5 进⼊矿⼭可偷其现⾦的0.5倍(对⽅也减少这么多) ←我⼀般修改为50 AttackCursorOnDisguise=yes 对可进⾏假装的⼈/物光标可以变为攻击样式; SJM: Default disguise for the Mirage Tank (object type)DefaultMirageDisguises=TREE01,TREE02,TREE03,TREE04 幻影坦克可以变幻的物体←我⼀般修改为ROCK01,ROCK02（幻影坦克会变成⽯头）InfantryBlinkDisguiseTime=20 被破了幻影后要20桢后才能重新幻化。
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Once an application program has been created and tested under realistic conditions, the following question then arises:
“How will the program react to faults?”
Faults can include: • periphery faults signaled by the PLC, • direct periphery faults, • KR C faults.
Return motions must be freely programmable.
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OR
A robot loses the part it is supposed to be machining. Should the robot be braked immediately or can the process be completed without interruption?
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ቤተ መጻሕፍቲ ባይዱ
Program section 3
Program section 2
Global points, which are used for more than one return motion, should also be possible.
01/2006
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
OR
Operating personnel must move the robot manually (T1 mode) out of the problem area and into the home position.
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
OR
If, depending on the position at which the fault has occurred, there are various obstacles between the robot and the home position, then the robot must be moved around these without collision.
Each individual system imposes its own specific requirements. One possible approach for machine loading (e.g. machine tools) is to abort the loading process and then start the process again from a defined starting point.
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
Fault strategies
In the event of a fault, the robot should not continue the application program, but move to the home position, following a return motion assigned to the particular motion path section, and await a new command to start the task.
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
Fault strategies
Program start Program section 1
Position at which the program was interrupted Return motion path
Fault strategies – motion path
Is a global return motion strategy possible?
If there is always sufficient space above the robot to enable the robot to move free, e.g. in the case of palletizing, it can move to a global return motion position and resume program execution from there.
A robot uses a vacuum gripper to pick up a part and the vacuum fails when the robot starts to move away. Should the gripper operation be repeated or should the process be stopped immediately by means of a fault procedure?
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
Fault strategies – periphery
Must certain I/Os or variables be reset?
Following a fault, as a result of which a part has been lost, the part counter must not be incremented.
OR
When the component check signals the loss of the part, the vacuum valve can be deactivated immediately.
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
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return_motion_strategy_en.ppt © Copyright by KUKA Roboter GmbH College
Fault strategies – process
What procedure should be adopted in the event of a fault?
Fault strategies – automatic vs. operating personnel
Which fault strategy is required?
Once the problem has been eliminated, the robot should automatically restart or resume the corresponding process. Operating personnel use only the PLC to acknowledge the fault and start the process.