A New Approach to Spreadsheet Analytics Management in Financial Markets
Oracle Crystal Ball Release 11.1.2.4.850 新功能简介说明书
Release 11.1.2.4.850C ONTENTS I N B RIEFFeature Changes, Release 11.1.2.4.850 (2)Features Introduced in Release 11.1.2.4.600 and Earlier Releases (3)Feature Changes, Release 11.1.2.4.850Subtopicsl Removal of Extreme Speedl Copying Linked Matrixesl Default Naming EnhancementsThe listed changes are included in release 11.1.2.4.850 of Oracle Crystal Ball products. Also see “Features Introduced in Release 11.1.2.4.600 and Earlier Releases” on page 3. Removal of Extreme SpeedStarting with Crystal Ball 11.1.2.4.850, The Extreme Speed feature from PSI Technology is removed. No enhancements to the Extreme Speed feature will be provided, and there are currently no plans to replace it.All Crystal Ball simulations and optimizations will continue to run in Normal Speed, which may be slower than Extreme Speed, depending on the model.Support for existing PSI Technology Extreme Speed functionality in Crystal Ball Professional, Crystal Ball Premium, Oracle Crystal Ball Decision Optimizer, Oracle Crystal Ball Suite, Crystal Ball Classroom Student Edition, and Crystal Ball Classroom Faculty Edition will follow the published Oracle Lifetime Support Policy.The Compare Run Modes tool also is removed; it is no longer necessary.Copying Linked MatrixesYou can now copy and paste cells that are part of a linked matrix. The links are carried over to new assumptions during the copy-paste operation. This feature is useful when you want to apply the same correlation matrix to different sets of assumptions. For details, see Appendix B of the Oracle Crystal Ball User's Guide.Default Naming EnhancementsAssumptions, decision variables, and forecasts are assigned an automatically-generated, default name when they are defined, either directly or by pasting. When defining these Crystal Ball data cells within tables, the default naming algorithm now includes the column and row headers of the table. For more information, see Chapter 3 of the Oracle Crystal Ball User's Guide.2Features Introduced in Release 11.1.2.4.600 andEarlier ReleasesSubtopicsl Support for Microsoft Excel 2016l Support for Microsoft Windows 10l Predictor Enhancementsl Cell Preferences Enhancementsl Localization in Additional Languagesl OptQuest Optimization Enhancementsl Damped Trend Exponential Smoothing Techniques for Forecastingl Crystal Ball EPM Integration with Strategic Financel Crystal Ball Decision Optimizer Integration with Strategic Financel Sorting Objects for SelectionThe listed topics describe features introduced in release 11.1.2.4.000 of Crystal Ball products.You can use the Cumulative Feature Overview tool to create reports of new features added inprior releases. This tool enables you to identify your current products, your current releaseversion, and your target implementation release version. With a single click, the tool quicklyproduces a customized set of high-level descriptions of the product features developed betweenyour current and target releases. This tool is available here:https:///oip/faces/secure/km/DocumentDisplay.jspx?id=1092114.1Support for Microsoft Excel 2016Beginning with release 11.1.2.4.600, Crystal Ball now supports Microsoft Excel 2016.Support for Microsoft Windows 10Beginning with release 11.1.2.4.600, Crystal Ball now supports Microsoft Windows 10. Predictor EnhancementsThe Predictor feature of Crystal Ball release 11.1.2.4.400 introduced the followingenhancements:l You can choose to paste predicted values as “random walk” formulas that refer to assumption cells on a separate support sheet. When you run a Crystal Ball simulation, theformulas generate random walks of the future values within the specified confidenceintervals.l After you run a prediction, you can view random walks of the predicted values for each series for analytic, training, and demonstration purposes. The random walks are shown asanimations in the future values section of the chart.3l By default, predicted data values are enclosed by lines that show the upper and lower predictions intervals. The space in between is shaded, similar to a fan chart.l The Predictor Results chart has new Chart Preferences settings that enable you to set line size as well as line color and type. The Simulation series is added to customize prediction animations described previously.Cell Preferences EnhancementsThe following enhancements to the Crystal Ball Cell Preferences dialog, introduced in release 11.1.2.4.400, support Predictor enhancements and further customize Crystal Ball performance: l A new Functions tab is added to determine whether spreadsheet functions calculate only during simulations or every time the spreadsheet recalculates. When not runningsimulations, values can be set to the distribution mean, median, or a specified percentile, or they can vary randomly.l Assumption values can also be set to the distribution mean, median, or a percentile.Localization in Additional LanguagesCrystal Ball was previously available in French, English, German, Japanese, Portuguese, and Spanish. It is now available in thirteen additional languages: Arabic, Chinese Simplified, Chinese Traditional, Danish, Dutch, Finnish, Italian, Korean, Norwegian, Polish, Russian, Swedish, and Turkish.Note:Documentation for release 11.1.2.4.850 currently is not translated.OptQuest Optimization EnhancementsThe OptQuest Linear Programming (LP) and Mixed Integer Programming (MIP) components are improved to increase their accuracy, efficiency, and robustness when used within Crystal Ball products. Effective LP and MIP solvers play an important role within OptQuest by providing the capacity to handle constraints consisting of systems of linear equations as well as inequalities that often accompany practical simulation applications.Damped Trend Exponential Smoothing Techniques for ForecastingThe Predictor component of Crystal Ball includes three new forecasting techniques: Damped Trend Smoothing Nonseasonal, Damped Trend Additive Seasonal, and Damped Trend Multiplicative Seasonal. Compared to smoothing models based on a linear trend, the damped trend techniques improve forecast accuracy, particularly with long lead times. Each technique includes standard, simple lead, weighted lead, and holdout methods.4Crystal Ball EPM Integration with Strategic FinanceSupport for the Oracle Smart View for Office interface for Oracle Hyperion Strategic Finance isnow included in Oracle Crystal Ball Enterprise Performance Management. Direct connectionthrough Smart View to Strategic Finance data providers replaces the previous wizard-basedintegration and enables you to define Crystal Ball variables and run simulations directly onStrategic Finance workbooks within Smart View.Crystal Ball Decision Optimizer Integration with Strategic FinanceIf you have Oracle Crystal Ball Decision Optimizer and Oracle Crystal Ball EnterprisePerformance Management, you can now perform OptQuest optimizations on Oracle Hyperion Strategic Finance workbooks within Oracle Smart View for Office. Oracle Crystal Ball Decision Optimizer enables you to automatically search for optimal solutions while accounting for uncertainty, constraints, and requirements.Sorting Objects for SelectionWhen selecting Oracle Crystal Ball variables or other objects for charts, data extraction, andsimilar operations, you can now sort items in order by name, by cell row, or by cell column.5COPYRIGHT NOTICECrystal Ball New Features, 11.1.2.4.850Copyright © 2017, Oracle and/or its affiliates. All rights reserved.Updated: January 2017Authors: EPM Information Development TeamThis software and related documentation are provided under a license agreement containing restrictions on use and disclosure and are protected by intellectual property laws. Except as expressly permitted in your license agreement or allowed by law, you may not use, copy, reproduce, translate, broadcast, modify, license, transmit, distribute, exhibit, perform, publish, or display any part, in any form, or by any means. 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高三英语学术研究方法创新不断探索单选题30题
高三英语学术研究方法创新不断探索单选题30题1. In academic research, a hypothesis is a ______ that is tested through experiments and observations.A. predictionB. conclusionC. theoryD. assumption答案:D。
本题考查学术研究中“假说”相关的基本概念。
选项A“prediction”意为“预测”,通常是基于现有信息对未来的估计;选项B“conclusion”指“结论”,是在研究后得出的最终判断;选项C“theory”是“理论”,是经过大量研究和验证形成的体系;选项D“assumption”表示“假定、设想”,更符合“假说”的含义,即在研究初期未经充分验证的设想。
2. The main purpose of conducting academic research is to ______ new knowledge and understanding.A. discoverB. createC. inventD. produce答案:A。
此题考查学术研究目的相关的词汇。
选项A“discover”意思是“发现”,强调找到原本存在但未被知晓的事物;选项B“create”意为“创造”,侧重于从无到有地造出新的东西;选项C“invent”指“发明”,通常指创造出新的工具、设备等;选项D“produce”有“生产、产生”的意思,比较宽泛。
在学术研究中,主要是“发现”新知识和理解,所以选A。
3. A reliable academic research should be based on ______ data and methods.A. accurateB. preciseC. correctD. valid答案:D。
本题关于可靠学术研究的基础。
选项A“accurate”侧重于“准确无误”,强调与事实完全相符;选项B“precise”意为“精确的、明确的”,更强调细节的清晰和明确;选项C“correct”指“正确的”;选项D“valid”表示“有效的、有根据的”,强调数据和方法具有合理性和可靠性。
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McKinsey onFinanceMcKinsey on Finance is a quarterly publication written by expertsand practitioners in McKinsey & Company’s Corporate Finance practice. This publication offers readers insights into value-creating strategiesand the translation of those strategies into company performance.This and archived issues of McKinsey on Finance are available online at .Editorial Contact: McKinsey_on_Finance@To request permission to republish an article send an e-mail to permission@.Editorial Board: James Ahn, Richard Dobbs, Marc Goedhart, Bill Javetski, Timothy Koller, Robert McNish, Herbert Pohl, Dennis SwinfordEditor: Dennis SwinfordExternal Relations: Joanne MasonDesign Director: Donald BerghDesign and Layout: Kim BartkoManaging Editor: Sue CatapanoEditorial Production: Roger Draper, Karina Lacouture, Scott Leff,Mary ReddyCirculation: Susan CockerCover illustration by Walter VasconcelosCopyright © 2006 McKinsey & Company. All rights reserved.This publication is not intended to be used as the basis for trading in the shares of any company or for undertaking any other complex or significant financial transaction without consulting appropriate professional advisers. No part of this publication may be copied or redistributed in any form without the prior written consent of McKinsey & Company.Learning to let go:Making better exit decisionsPsychological biases can make it difficult to get out ofan ailing business.John T. Horn, Dan P. Lovallo, and S. Patrick ViguerieWhen General Motors launched Saturn,in 1985, the small-car division was thecompany’s response to surging demandfor Japanese brands. At first, consumerswere very receptive to what was billed as“a new kind of car company,” but salespeaked in 1994 and then drifted steadilydownward. GM reorganized the division,taking away some of its autonomy in orderto leverage the parent company’s economiesof scale, and in 2004 GM agreed to investa further $3 billion to rejuvenate the brand.But 21 years and billions of dollars afterits founding, it has yet to earn a profit.1Similarly, Polaroid, the pioneer of instantphotography and the employer of morethan 10,000 people in the 1980s, failed tofind a niche in the digital market. A seriesof layoffs and restructurings culminated inbankruptcy, in October 2001.These stories illustrate a commonbusiness problem: staying too long witha losing venture. Faced with the prospectof exiting a project, a business, oran industry, executives tend to hang ondespite clear signs that it’s time to bailout. Indeed, when companies do finallyexit, the spur is often the arrival of anew senior executive or a crisis, such as aseriously downgraded credit rating.Research bears out the tendency ofcompanies to linger. One study showed thatas a business ages, the average total return toshareholders tends to decline.2 For mostof the divestitures in the sample, the sellerwould have received a higher price had itsold earlier. According to our analysis of abroad cross-section of US companies from1993 to 2004, the probability that a failingbusiness will grow appreciably or becomeprofitable within three years was less than35 percent. Finally, researchers who studiedthe entry and exit patterns of businessesacross industries found that companies aremore likely to exit at the troughs of businesscycles—usually the worst time to sell.3Why is it so difficult to divest a business atthe right time or to exit a failing project andredirect corporate resources? Many factorsplay a role, from the fact that managerswho shepherd an exit often must eliminatetheir own jobs to the costs that companiesincur for layoffs, worker buyouts, andaccelerated depreciation. Yet a primaryreason is the psychological biases that affecthuman decision making and lead executivesastray when they confront an unsuccessfulenterprise or initiative. Such biases routinelycause companies to ignore danger signs,to refrain from adjusting goals in the faceof new information, and to throw goodmoney after bad.In contrast to other important corporatedecisions, such as whether to make1 Alex Taylor III, “GM’s Saturn problem,” Fortune, December 13, 2004.2 Richard Foster and Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market—and How to Successfully Transform Them, New York: Currency, 2001.3 Richard E. Caves, “Industrial organization and new findings on the turnover and mobility of firms,” Journal of Economic Literature, 1998, Volume 36, Number 4, pp. 1947–82 (/journal.html).McKinsey on Finance Summer 2006acquisitions or enter new markets, bad timing in exit decisions tends to go in one direction, since companies rarely exit or divest too early. An awareness of this fact should make it easier to avoid errors— and does, if companies identify the biases at play, determine where in the decision-making process they crop up, and thenadopt mechanisms to minimize their impact. Techniques such as contingent road maps and tools borrowed from private equity firms can help companies to decide objectively whether they should halt afailing project or business and to navigate the complexities of the exit.The psychological biases at playThe decision-making process for exiting a project, business, or industry has three steps. First, a well-run company routinely assesses whether its products, internalprojects, and business units are meeting expectations. If they aren’t, the second step is the difficult decision about whether to shut them down or divest if they can’t be improved. Finally, executives tackle the nitty-gritty details of exiting.Each step of this process is vulnerable to cognitive biases that can undermine objective decision making. Four biases have significant impact: the confirmation bias, the sunk-cost fallacy, escalation of commitment, and anchoring and adjustment. We explore the psychology behind each one, as well as its influence on decisions (Exhibit 1).Analyzing the projectLet’s start with a brief test of a person’s ability to analyze hypotheses. Imagine that someone deals four cards from a deck,each with a number printed on one side and a letter on the other.4 Which pair would you choose given an opportunity to flip over just two cards to test the assertion, “If a card has a vowel on one side, then there must be an odd number on the other side”?Most people correctly choose the U but then incorrectly select 7. This patternillustrates the confirmation bias: people tend to seek information that supports their point of view and to discount information that doesn’t. An odd number opposite U confirms the statement, while an even number refutes it. But the 7 doesn’t provide any new information—a vowel on the other side confirms the assertion, but a consonant doesn’t reveal anything, since consonantsQ2 2006 Cognitive bias Exhibit 1 of 3Glance: Four cognitive biases significantly affect exit decisions.4This example comes from P. C. Wason,“Reasoning,” in B. M. Foss, ed., New Horizons in Psychology I, Harmondsworth, United Kingdom: Penguin, 1966, pp. 135–51.can have even or odd numbers on their flip sides. The correct choice is the 8 becauseit could reveal something: if there is a vowel on the other side, the statement is false. Now imagine a group of executives evaluat-ing a project to see if it meets performance hurdles and if its revenues and costs match the initial estimates. Just as most people choose cards that support a statement rather than those that could contradict it, business evaluators rarely seek datato disprove the contention that a troubled project or business will eventually come around. Instead, they seek market research trumpeting a successful launch, quality control estimates predicting that a product will be reliable, or forecasts of production costs and start-up times that would confirm the success of the turnaround effort. Indeed, reports of weak demand, tepid customer satisfaction, or cost overruns often give rise to additional reports that contradict the negative ones.Consider the fate of a US beer maker, Joseph Schlitz Brewing. In the early 1970s, executives at the company decided to usea cheaper brewing process, citing market research suggesting that consumers couldn’t tell beers apart. Although they received constant evidence, in the form of lower sales, that customers found the taste of thebeer brewed with the new process noticeably worse, the executives stuck with theirlow-cost strategy too long. Schlitz, once the third-largest brewer in the United States, went into decline and was acquired by rival Stroh in 1982. Likewise, when Unilever launched a new Persil laundry detergentin the United Kingdom, in 1994, the company tested the formula on new clothes successfully but didn’t seek disconfirming evidence, such as whether it would damage older clothing or react negatively to common clothing dyes. Consumers discovered that it did, and Unilever eventually had to return to the old formula.Deciding which projects to exitAt this stage, the sunk-cost fallacy isthe key bias affecting the decision-making process. In deciding whether to exit, executives often focus on the unrecoverable money already spent or on the project-specific know-how and capabilities already developed. A related bias is the escalationof commitment: yet more resources are invested, even when all indicators point to failure. This misstep, typical of failing endeavors, often goes hand in hand with the sunk-cost fallacy, since large investments can induce the people who make them to spend more in an effort to justify the original costs, no matter how bleak the outlook. When anyone in a meeting justifies future costs by pointing to past ones, red flags should go up; what’s required instead is a levelheaded assessment of the future prospects of a project or business.The Vancouver Expo 86 is a classic example.5 The initial budget,CAN $78 million in 1978, ballooned to CAN $1.5 billion by 1985, with a deficitof more than CAN $300 million. During those seven years, the expo received several cash infusions because of the provincial government’s commitment to the project. Outrageous attendance estimateswere used to justify the added expense (the confirmation bias at play). Predictionsof 12.5 million visitors, which would have stressed Vancouver’s infrastructure,grew at one point to 28 million—roughly Canada’s population at the time. Moreover, Canadians had seen budget deficits for big events before: the 1967 Montreal Exposition lost CAN $285 million—six times early estimates—and the 1976 Montreal Olympics lost more than CAN $1 billion, though no deficit had been expected.Learning to let go: Making better exit decisions5J erry Ross and Barry M. Staw, “Expo 86: Anescalation prototype,” Administrative ScienceQuarterly, Volume 31, Number 2, pp. 274–97.McKinsey on Finance Summer 2006Contrast that with the story of the Cincinnati subway. Construction began in 1920. When the $6 million budget ran out, in 1927, the leaders of the city decided that it no longer needed the subway, a point suggested by studies from independent experts. Further construction was stopped, though crews had finished building the tunnels.6 The idea for the subway had been conceived in 1884, and the project was supported by Republicans and Democrats alike, so this decision was not a whim; World War I and shifting demographic needs had altered the equation. Fortunatelyfor Cincinnatians, during the past 80 years, referendums to raise funds for completion have all failed.Proceeding with the cancellationThe final bias is anchoring and adjustment: decision makers don’t sufficiently adjust future estimates away from an initial value. Early estimates can influence decisions in many business situations,7 and this bias is particularly relevant in divestment decisions. There are three possible anchors. One is tied to the sunk cost, which the ownermay hope to recover. Another is a previous valuation, perhaps made in better times. The third—the price paid previously for other businesses in the same industry—often comes up during merger waves, as it did recently in the consolidation of dot-com companies. If the first company sold for, say, $1 billion, other owners may think that their companies are worth that much too, even though buyers often target the best, most valuable company first.The sale of PointCast, which in the 1990s was one of the earliest providers of personalized news and information overthe Internet, shows this bias at work.The company had 1.5 million users and $5 million in annual advertising revenue when Rupert Murdoch’s News Corporation (NewsCorp) offered $450 million to acquire it. The deal was never finalized, however, and shortly thereafter problems arose. Customers complained of slow serviceand began defecting to Yahoo! and other rivals. In the next two years, a numberof companies considered buying PointCast, but the offer prices kept dropping. In the end, it was sold to Infogate for $7 million. PointCast’s executives may well have anchored their expectations on the first figure, making them reluctant to accept subsequent lower offers.8Axing a project that flops is relatively straightforward, but exiting a business or an industry is more complex: companies can more easily reallocate resources—especially human resources—from terminated projects than from failed businesses. Higher investments, which loom larger in decision making, are typically tied up in an ongoing business rather than inan internal project. The anguish executives often feel when they must fire colleagues also partially explains why many closures don’t occur until after a change in the executive suite. Divestiture, however, is easier because of the possibility of selling the business to another owner. Selling a project to another company is much more difficult, if it is possible at all.When a company decides to exit an entire business, the characteristics of the company and the industry can influence the decision-making process (Exhibit 2). If a flagging division is the only problematic unit in an otherwise healthy company, for instance, all else being equal, managers can sell or close it more easily than they could if it werethe core business, where exit would likely mean the company’s death. (Managers might still sell in this case, but we recognize that it will be hard to do so.) It sometimes (though rarely) does make sense to hang on6 Allen Singer, The Cincinnati Subway: History of Rapid Transit, Chicago: Arcadia Publishing, 2003.7 John T. Horn, Dan P. Lovallo, and S. Patrick Viguerie, “Beating the odds in market entry,” The McKinsey Quarterly, 2005 Number 4, pp. 34–45 (/links/22192).8 L inda Himelstein, “Dusting cobwebs off a Web staple,” BusinessWeek, July 14, 2003.in a declining industry—for instance, if rivals are likely to exit soon, leaving the remaining company with a monopoly.Becoming unbiasedSeveral techniques can mitigate the effects of the human biases that confound exit decision making. One way of overcoming the confirmation bias, for instance, is to assign someone new from the management team to assess a project. At a multinational energy and raw-materials company, a manager who was not part of an initial proposal must sign off on the project. If the R&D department claims that a prototypeproduction process can ramp up to full speed in three months, for example, the production manager has to approve it. If the target isn’t met, the production manager too is held accountable. Making executives responsible for the estimates of other people is a powerful check: managers are unlikely to agree to a target they cannot reach or to overestimate the chances that a project will be profitable. The likely result is more honest opinions.Well-run private equity firms adopt these practices too. One leading US firm assigns independent partners to conduct periodic reviews of businesses in its portfolio. If Mr. Jones buys and initially oversees a company, for example, Ms. Smith is later charged with the task of reviewing the purchase and its ensuing performance. She takes her role seriously because she is also accountable for the unit’s final performance. Although the process can’t eliminatethe possibility that the partners’ collective judgment will be biased, the reviews not only make biases less likely but also make it more likely that underperformingcompanies will be sold before they drain the firm’s equity.Another tool that can help executivesovercome biases and make more objective decisions is a contingent road map that lays out signposts to guide decision makers through their options at predetermined checkpoints over the life of a projector business. Signposts mark the points when key uncertainties must be resolved, as well as the ensuing decisions and possible outcomes. For a contingent road map to be effective, specific choices must be assigned to each signpost before the project begins (or at least well before the project approaches the signpost). This system in effect supplies a precommitment that helps mitigate biases when the time to make the decision arrives.Learning to let go: Making better exit decisionsWhat influences exit decisions?Cognitive biasExhibit 2 of 3Glance: The type of industry or company matters in exit decisions.Declining vs growing industryDifferences• Different skills, capabilities required • Timing of exit differs• In mature industries, cost efficiency, operational excellence are necessary• In growing industries, growth, innovation, marketing, R&D are necessary• In declining industries, companies shouldstrive to outlast competitors only if profits from ultimate monopoly, cost advantage justify interim losses• In growing industries, companies should exit only if freeing up resources for better alternativesCurrently profitable vs unprofitable business• Corporate focus can be biased toward attention on unprofitable business• Company may overreact and sell unprofitablebusiness that should be kept, while hanging on to profitable business that should be sold • Unprofitable business unit frequently focuses on ‘should we sell?’ and profitable business unit focuses on ‘should we buy or expand?’ when both should focus on ‘are we the long-term natural owner of this business? How can we maximize long-term profits? How can we maximize the sale price?’Focused vsdiversified business• Focused company has harder time divestingcore business because it could result in death of entire enterprise• Diversified company has greater freedom to balance portfolio• Diversified company can cross-subsidize from other units• Focused company might be better at divesting because all their attention is on the main business• Diversified company could pay less attention to smaller, unprofitable business and neglect selling until too lateSimilarities• Focus on expected future profit,growth rates• Compare to current (and prospective) competitors• Ask periodically when is best time to exit industry• Establish timing of divestiture questions early and adhere to the schedule• Determine expected profitability; don’trely on current profit levels• Unprofitability does not necessarily point to exit• In declining industry, issue is whether business can survive as final monopolist • Determine natural owner of business• Biases are similar (eg, sunk-cost fallacy,optimism)• Executives likely to resist exit because of stigma of failureMcKinsey on Finance Summer 2006One petrochemical company, for instance, created a road map for an unprofitable business unit that proposed a newcatalyst technology in an attempt to turn itself around (Exhibit 3). The road map established specific targets—a tight range of outcomes—that the new technology had to achieve at a series of checkpoints over several years. It also set up exit rules if the business missed these targets.Road maps can also help to isolate the specific biases that may affect the corporate decision-making process. If a signpost suggests, for example, that a project or business should be shut down but executives decide that the company has invested too much time and money to stop, the sunk-cost fallacy and escalation-of-commitment bias are quite likely at work. Of course, the initial road map might have to be adjusted as new information arrives, but the changes, if any, should always be made solely to future signposts, not to the current one.Contingent road maps prevent executives from changing the decision criteria in midstream unless there is a valid, objective reason. They help decision makers to focus on future expectations (rather than past performance) and to recognize uncertainty in an explicit way through the use of multiple potential paths. They limit the impact of the emotional sunk costs of executives in projects and businesses. And they help decision makers by removing the blame for unfavorable outcomes that have been specified in advance: the explicit recognition of problems gives an organization a chance to adapt, while a failure to recognize problems beforehand requires a change in strategy that is often psychologically and politically difficult to justify. Before the invasion of Iraq in2003, for example, it was uncertain how US troops would be received there. If the Bush administration had publicly announced a contingency plan providing for thepossibility of increased troop levels should an insurgency erupt, the president would most likely have had the political cover to adopt that strategy.When companies are finally ready to sell a business, the decision makers can overcome any lingering anchoring and adjustment biases by using independentevaluators who have never seen the initial projections of its value. Uninfluenced by these earlier estimates, the reviews of such people will take into account nothing but the project’s actual experience, such as the evolution of market share, competition, and costs. One leading private equity firm overcomes anchoring and other biases in decision making by routinely hiring independent evaluators, who bring aCognitive bias Exhibit 3 of 3Glance: A contingent road map establishes targets.new set of eyes to older businesses inits portfolio.There are ways to ease the emotionalpain of shutting down or selling projects or businesses. If a company has several flagging ones, for example, they canbe bundled together and exited all at once or at least in quick succession—the business equivalent of ripping a bandage off quickly. Such moves ensure thatthe psychological sense of failure that often accompanies an exit isn’t revisited several times. A one-time disappointment is also easier to sell to stakeholders and capital markets, especially for a new CEO with a restructuring agenda.In addition, companies can focus on exiting businesses with products and capabilities that are far from their core activities, as P&G did in 2002, when it divested and spun off certain products in order to focus on others with stronger growth prospects and a more central position in its corporate portfolio.9 Although canceling a project or exitinga business may often be regarded as a sign of failure, such moves are really a perfectly normal part of the creative-destruction process. Companies need to realize that in this way they can free up their resources and improve their ability to embrace new market opportunities.By neutralizing the cognitive biases that make it harder for executives to evaluate struggling ventures objectively, companies have a considerably better shot at making investments in ventures with strong growth prospects. The unacceptable alternativeis to gamble away the company’s resources on endeavors that are likely to fail in the long run, no matter how much is invested in them.John Horn (John_Horn@) is a consultant in McKinsey’s Washington, DC, office; Dan Lovallo is a professor at the Australian Graduate School of Management (of the University of New South Wales) as well as an adviser to McKinsey; Patrick Viguerie (Patrick_Viguerie@ ) is a partner in the Atlanta office. Copyright © 2006 McKinsey & Company. All rights reserved.9 Procter & Gamble annual report, 2002.Learning to let go: Making better exit decisionsHabits of the busiest acquirersM&A executives at the most successful US companies understandnot only how acquisitions create value but also how to enlist the support of the organization.Robert N. Palter and Dev Srinivasan A thin line divides the kind of mergerthat nurtures a company’s growth fromone that destroys value. No surprise,then, that M&A practitioners go to greatlengths to tilt the odds in their favor. Theyhire world-class M&A teams, modify theorganizational design of their companies, oradd systems, tools, and processes to smoothintegration and to accelerate the captureof synergies. Yet a merger’s performance overtime is subject to so many variables thatit’s difficult to analyze whether such movesreally work.To unearth the practical insights that canhelp companies succeed in planningand executing acquisitions, we went directlyto the executives most responsible foroverseeing M&A at the top US acquirers.1Over the course of 20 interviews withbusiness-development officers, we exploredtheir thinking on what does and doesn’twork in M&A. Then, to see what companiesrewarded by the capital markets weredoing differently, we compared the differentapproaches of these companies withtheir general performance during an activeperiod of acquisitions.Our findings provide a road map for theway companies should think aboutand execute acquisitions to improve theirodds of success. We found, for example,that development officers at most of therewarded acquirers tend to treat M&Aas a tool to support strategy, not asa strategy in itself. Moreover, they useM&A to complement a company’sdistinct capabilities. They understand thelimitations of acquiring a company inorder to acquire its superior management oroperational know-how. And to implementthe details of integration, they involveindividual business units in different ways,depending on the type of merger.One lesson from the experts clasheddirectly with conventional M&A lore:world-class M&A teams made up offormer investment bankers and lawyersare not a differentiator of performance.Companies with talented M&A teams areas likely to be rewarded by the marketsas not. Moreover, talented teams are fairlycommon, and the professionals whobelong to them are abundant. Instead, thetenure of an executive was a differentiator;companies with longer-tenured executivesduring a period of acquisitions weremore likely to be rewarded. Other necessaryfactors—including organizational design,people, systems, tools, and processes—are insufficient without a solid approach toacquisitions and integration.M&A is a tool, not a strategyMany companies act as though acquisitionsare their growth strategy. These companies McKinsey on Finance Summer 20061 Of the top 75 US companies by market capitalization and the top 75 by revenues asof June 2005, 33 had accumulated at least30 percent of their market value through acquisitions. The executives most responsible for M&A activity at 20 of those companies agreed to sit down for a rigorous hour-long conversation covering more than 100 questions about the organizations, processes, tools, and metrics used in acquisitions and integration. We then compared the activities of acquirers that were rewarded by the markets—those whose total returns to shareholders exceeded the returns of their peer group from December 1994 to December 2004—with the activitiesof acquirers that were not rewarded during the same period.。
英语(二)历年翻译和阅读
考研英语(二)历年翻译真题2007年真题Powering the great ongoing changes of our time is the rise of human creativity as the defining feature of economic life. Creativity has come to be valued, because new technologies, new industries and new wealth flow from it. And as a result, our lives and society have begun to echo with creative ideas. It is our commitment to creativity in its varied dimensions that forms the underlying spirit of our age.Creativity is essential to the way we live and work today, and in many senses always has been. The big advances in standard of living—not to mention the big competitive advantages in the marketplace—always have come from “better recipes, not just more cooking.” One might argue that‟s not strictly true. One might point out, for instance, that during the long period from the early days on the Industrial Revolution to modern times, much of the growth in productivity and material wealth in the industrial nations came not just from creative inventions like the steam engine, but from the wide spread application of “cooking in quantity” business methods like massive division of labor, concentration of assets, vertical integration and economies of scale. But those methods themselves were creative developments.2008年真题The term “business model”first came into widespread use with the invention of personal computer and the spreadsheet (空白表格程序). Before the spreadsheet, business planning usually meant producing a single forecast. At best, you did a little sensitivity analysis around the projection. The spreadsheet ushered in a much more analytic approach to planning because every major line item could be pulled apart, its components and subcomponents analyzed and tested. You could ask what if questions about the critical assumptions on which your business depended-for example, what if customers are more price-sensitive than we thought? -and with a few keystrokes, you could see how any change would play out on every aspect of the whole. In other words, you could model the behavior of a business. Before the computer changed the nature of business planning, most successful business models were created more by accident than by elaborate design. By enabling companies to tie their marketplace insights much more tightly to the resulting economics, spread sheet made it possible to model business before they were launched.2009年真题With the nation‟s financial system teetering on a cliff, the compensation arrangements for executives of the big banks and other financial firms are coming under close examination again.Bankers‟ excessive risk-taking is a significant cause of this financial crisis and has contributed to others in the past. In this case, it was fueled by low interest rates and kept going by a false sense of security created by a debt-fueled bubble in the economy.Mortgage lenders gladly lent enormous sums to those who could not afford to pay them back, dividing the loans and selling them off to the next financial institution along the chain, which took advantage of the same high-tech securitization to load on more risky mortgage-based assets.Financial regulation will have to catch up with the most irresponsible practices that led banks down in this road, in hopes of averting the next crisis, which is likely to involve different financial techniques and different sorts of assets. But it is worth examining the root problem of compensation schemes that are tied to short-term profits and revenues, and thus encourage bankers to take irresponsible level of risk.2010年真题Sustainability has become a popular word these days, but to Ted Ning, the concept will always have personal meaning. Having endured a painful period of unsustainability in his own life made it clear to him that sustainability-oriented values must be expressed through everyday action and choice.Ning recalls spending a confusing year in the late 1990s selling insurance. He‟d been through the dot-com boom and bust and, desperate for a job, signed on with a Boulder agency.It didn‟t go well. “It was a really bad move because that‟s not my passion,” says Ning, whose dilemma about the job translated, predictably, into a lack of sales. “I was miserable. I had so much anxiety that I would wake up in the middle of the night and stare at the ceiling. I had no money and needed the job. Everyone said, …Just wait, you‟ll turn the corner, give it some time‟.”2011年真题Who would have thought that, globally, the IT industry produces about the same volume of greenhouse gases as the world‟s airlines do --- roughly 2 percent of all CO2 emissions?Many everyday tasks take a surprising toll on the environment. A Google search can leak between 0.2 and 7.0 grams of CO2, depending on how many attempts are needed to get the “right” answer. To deliver results to its users quickly, then, Google has to maintain vast data centers around the world, packed with powerful computers. While producing large quantities of CO2, these computers emit a great deal of heat, so the centers need to be well air-conditioned, which uses even more energy.However, Google and other big tech providers monitor their efficiency closely and make improvements. Monitoring is the first step on the road to reduction, but there is much more to be done, and not just by big companies.英语(二)历年翻译真题参考答案2007年人类创造力的不断进步已经成为我们经济生活中的突出特点,正是它在推动着我们时代中正在进行的各种变化。
Excel 使用指南说明书
Psy201Module 3 – Study and Assignment GuideUsing Excel to Calculate Descriptive and Inferential Statistics What is Excel?Excel is a spreadsheet program that allows one to enter numerical values or data into the rows or columns of a spreadsheet, and to use these numerical entries for such things as calculations, graphs, and statistical analyses.What is a spreadsheet?A spreadsheet is the computer equivalent of a paper ledger sheet. It consists of a grid made fromcolumns and rows. The spreadsheet environment can make number manipulation easy and somewhat painless. The advantage of Excel is that you can experiment with numbers without having to RE-DO all of the calculations. LET THE COMPUTER DO IT FOR YOU!!Spreadsheet Basics Spreadsheets are made up of…1.COLUMNS2.ROWS3.CELLSCOLUMNS:1.Vertical spaces going up & down.2.Letters are used to designate each COLUMN'S location.3.ROWS:1.Horizontal space going across.2.Numbers are used to designate each ROW'S location.3.CELLS:1.Space where row & column intersect.d according to COLUMN letter & ROW number.3.So here cell B6 is highlighted, where B = column and 6 = row.How to use Excel to Calculate Descriptive Statistics Psychologists can use Excel to organize, describe, present, and analyze data.Suppose you conducted an experiment testing the effects of a new memory drug (compared to a placebo) on the ability to remember a list of words, and you collected data and used Excel to organize, describe, and calculate some descriptive statistics. The independent variable (IV) is what the experimenter manipulates. In this case the IV is experimental drug vs. placebo. The dependent variable (DV) is what the experimenter measures as a result of the manipulation of the IV. In this case, the DV is the number of words recalled.You might enter the data into Excel like this:Types of DataIt is important to note that there are 3 basic types of data that can be entered into Excel:bels••In this example, the Labels include the names VariablePlacebo.2.Constants••numerical data (i.e. Dependent Variable -located in the columns beneath the labels.3.Formulas*•calculate a value to display•*ALL formulas MUST begin withan equal sign (=).•In this example, the following formula was entered into Cell B6, = sum(B2:B5).This formula calculates the total of the four memory scores in the Experimental Drug GroupUsing Excel to Calculate Descriptive StatisticsFormulas or FunctionsRemember that when creating formulas or functions, it is important that you BEGIN it with an equals sign (=).Psychology students will find the Statistics functions very useful!Common functions that you will use in Psychology statistics or research methods classesinclude descriptive statistics such as:1.The Sum function2.The Average function3.The Standard Deviation functionA list of formulas or functions is available within Excel under the menu Formula, down toInsert Function.You can also manually insert formulas by typing them directly into the cell where you want the result of the formula to appear.1. The SUM Function (SUM)The SUM FUNCTION takes all of the values in each of the specified cells and totals theirvalues.For example, in order to get the sum of all the words remembered in the Experimental Drug group, we would type in the following formula into cell B6, =SUM(B2:B5)Formulas or Functions, cont’d2. The Average Function (AVG)The AVERAGE is a measure of central tendencyand gives you an idea of the typical score.The AVERAGE FUNCTION finds the average ofthe specified data.For example, in order to get the average of all thewords remembered in the Experimental Drug group,we would type in the following formula into cell B6,=AVG(B2:B5).3. Standard Deviation Function (STDEV)The STANDARD DEVIATION is a measure of the spread of variance of the data and givesyou an idea of how different each score is from the average.The STANDARD DEVIATION FUNCTION finds the standard deviation of the specified data.For example, in order to get the standard deviation of all the words remembered in theExperimental Drug group, we would type in the following formula into cell B6, =STDEV(B2:B5).Making a Chart using Excel 2007 or Newer VersionAnother important feature of Excel that psychologists often utilize is the chart feature. A chart is also called a graph. Excel has a chart program built into its main program.1.First, enter the data to be graphed. Returning to our earlier example, enter the data labels(Experimental Drug and Placebo) and the average memory score for each as shown below:2.3.When labels and averages have been entered and your cursor is immediately below the entereddata, press the F11 key on the top row of your keyboard. A chart will appear.4.To change the Chart Type:a.Select your chartb.Click on the Change Chart Type button on the left to see all of the available chart types,click on Column, then click OK5.On the Chart Tools tab, the third section from the left is named Chart Layoutsa.Near the bottom right portion of that area you will see a small button that will allow you tosee all available layouts.b.Click one time on the button to see the layouts.c.Select the layout that will allow you to add a title to the top of the chart, and label thehorizontal X-axis and the vertical Y-axis.Here is a sample of what the chart should look like:Sample Chart of Example DataUsing Excel 2007 or Newer to Analyze DataLet’s return to our example to make this easier to understand.Suppose that you, the researcher, are interested in the effects of an experimental drug (vs. placebo) on memory for a list of words. You hypothesize that those taking the experimental drug will exhibit better memory after 8 weeks than those taking the placebo. So you randomly assign people to one of two groups:1. Experimental Drug Group: this group of 4 people takes the experimental drug for 8 weeks.****** OR ******2. Placebo Group: this group of four people takes a placebo drug for 8 weeks.At the end of the 8 weeks, you give them a list of words to study and then measure how many words they recall in 90 seconds and enter the data into Excel (as shown below):1. First, determine the Independent Variable and the Dependent Variable:A. The Independent Variable (IV) is the experimental condition (experimental drug vs. placebo).This IV is manipulated between-subjects (or independent samples), because 1 group onlyreceived the experimental drug & the other group only received the placebo.B. The Dependent Variable (DV) is the number of words recalled.2. Determine what statistical test you need to use:When we used Excel to compute the descriptive statistics, we discovered that the experimental drug group recalled more words on average (M = 7.25) than the Placebo Group (M = 3.50).Thus it would appear that our drug was effective at improving memory.BUT WAIT!! You CANNOT just look at the averages and say, “there is a difference between7.25 and 3.50!”Instead, you must conduct a statistical analysis to determine if there is a significantdifference.In psychology, we accept a Significance Level (or p-value) of .05 or less in order to conclude that the means are statistically, significantly different. If the statistical test reveals that thesignificant level (p-value) is less than .05, this means that there is less than a 5% chance that the differences occurred by chance.Because the IV is manipulated between-subjects, you will need to calculate an inferentialstatistic called the independent samples t-test (i.e. two-samples t-test) in order todetermine if the significance level is .05 or less. If the significance level is .05 or less, then we can conclude that there is a significant difference between the experimental drug groupaverage word recall of 7.25 and the placebo group average word recall of 3.50.3. Conduct the analysis:a.Click in a cell where you want the results of the statistical analysis to appear. In thisexample, the cell D7 was chosen.b.Click on the Formula Tab at the top of the Excel window.c.d.ae.In the Functions Arguments Window, enter the data for the first level of the IV (i.e. data forthe Experimental Drug group) located in cells B3, B4, B5, and B6 into the textbox called Array1. Entering “B3:B6” into the Array1 textbox tells Excel to use the constant values found in cells B3, B4, B5, and B6.f.Enter the data for the second level of the IV (i.e. the data for the placebo group) located incells C3, C4, C5, and C6 into the textbox called Array2. Entering “C3:C6” into the Array2 textbox tells Excel to use the constant values found in cells C3, C4, C5, and C6.g.Enter “1” into the textbox called Tails. This tells Excel to conduct a one-tailed test. Youuse a one-tailed test when you have a directional hypothesis. In this case, you have a directional hypothesis because you expect the results to go in a specific direction - that the experimental drug group will remember more words than the placebo.***For future reference: You use a two-tailed test when you have a non-directional hypothesis. If you expect memory differences between the groups, but make no predictions about which group would show enhanced memory performance, then you have a non-directional hypothesis. To conduct a two-tailed test, enter “2” into the textbox called Tails.h.Enter “2” into the textbox called Type. This tells Excel what kind of t-test to conduct. In thiscase we have a between-subjects manipulation of our IV, so we need to conduct anindependent samples (also called two-sample t-test). We are going to assume that we have equal variances.***For future reference: You use a paired samples t-test when you have a within-subjects manipulation of the IV. If you had a group of participants take the placebo for 8 weeks (then test their memory), and then had the same group take the experimental drug for 8 weeks (and then test their memory again), you would have two memory scores perparticipants (one score after taking the placebo and one score after taking the experimental drug). This is a within-subjects manipulation because all of the participants are exposed to all levels of the IV. To conduct a paired samples t-test, enter “1” into the textbox called Type.eghi.The formula result (= .001722369) appears in the window. This is the significant level.j.Click OK.The results of the formula will then appear in the Excel spreadsheet.k.4. Interpret the Result:The one-tailed, two samples t-test revealed a significance level of .0017.Remember the significance cut-off or alpha level that we use in the field of psychology is .05. Because .0017 is less than .05, there is less than a 5% chance that the differences in memory performance that we observed between the two groups occurred by chance.Therefore we can conclude that there is a significant difference between the word recall average bythe experimental group of 7.25 and the word recall average by the placebo group of 3.50.。
高二英语学科研究报告数据分析单选题50题
高二英语学科研究报告数据分析单选题50题1.The researcher analyzed a large amount of _____.Which one is correct?A.data rmation C.news D.knowledge答案:A。
data 是数据,通常指通过观察、测量等方式收集到的事实或数字;information 是信息,强调的是有意义的内容;news 是新闻;knowledge 是知识。
在这个语境中,研究者分析的是大量的数据,所以选A。
2.The report presents a detailed _____ of the experiment results.A.analysis B.explanation C.description D.summary答案:A。
analysis 是分析;explanation 是解释;description 是描述;summary 是总结。
报告中呈现的是对实验结果的详细分析,所以选A。
3.The study collected various kinds of _____.A.samples B.statisticsC.examplesD.cases答案:B。
samples 是样本;statistics 是统计数据;examples 是例子;cases 是案例。
研究中收集的是各种统计数据,所以选B。
4.The data shows a clear _____ between two variables.A.connectionB.relationshipC.linkageD.correlation答案:D。
connection、relationship、linkage 和correlation 都有联系的意思。
但是在数据分析中,correlation 更强调两个变量之间的相关性,所以选D。
5.The research aims to find the _____ factors that affect theresults.A.determining B.influencing C.controlling D.deciding答案:B。
高三英语英语学习大数据分析单选题40题
高三英语英语学习大数据分析单选题40题1.In the era of big data, we need to analyze large amounts of information _____.A.thoroughlyB.approximatelyC.randomlyD.occasionally答案:A。
thoroughly 意为“彻底地、完全地”;approximately 意为“大约、近似地”;randomly 意为“随机地、任意地”;occasionally 意为“偶尔、间或”。
在大数据时代,我们需要彻底地分析大量信息,所以选A。
2.Big data can provide _____ insights into customer behavior.A.preciousB.valuableC.worthlessD.trivial答案:B。
precious 意为“珍贵的、宝贵的”,通常用于形容物品或情感;valuable 意为“有价值的”,可用于形容信息、建议等;worthless 意为“无价值的”;trivial 意为“琐碎的、不重要的”。
大数据能提供有价值的关于客户行为的见解,所以选B。
3.The analysis of big data requires powerful _____ tools.putationalB.manualC.primitiveD.ineffective答案:A。
computational 意为“计算的”;manual 意为“手工的”;primitive 意为“原始的”;ineffective 意为“无效的”。
大数据分析需要强大的计算工具,所以选A。
4.Big data analytics can help businesses make more _____ decisions.rmedB.uninformedC.randomD.hasty答案:A。
informed 意为“有根据的、明智的”;uninformed 意为“无知的、未被通知的”;random 意为“随机的”;hasty 意为“匆忙的”。
水化学软件说明书
A User’s Guide toRockWare®Aq•QA®Version 1.1RockWare, Inc.Golden, Colorado, USACopyright © 2003–2004 Prairie City Computing, Inc. All rights reserved.Aq•QA® information and updates: Aq•QA® sales and support:RockWare, Inc.2221 East Street, Suite 101Golden, Colorado 80401 USASales: 303-278-3534, aqqa@Orders: 800-775-6745Fax: 303-278-4099Developer: Developed exclusively for RockWare, Inc. by:Prairie City Computing, Inc.115 West Main Street, Suite 400PO Box 1006Urbana, Illinois 61803-1006 USATrademarks: Aq•QA® and Prairie City Computing® are trademarks or registered trademarks of Prairie City Computing, Inc. RockWare® is a registered trademark of RockWare, Inc. All other trademarks used herein are the properties of their respective owners.Warranty: RockWare warrants that the original CD is free from defects in material and workmanship, assuming normal use, for a period of 90 days from the date of purchase. If a defect occurs during this time, you may return the defective CD to PCC, along with a dated proof of purchase, and RockWare will replace it at no charge. After 90 days, you can obtain a replacement for a defective CD by sending it and a check for $25 (to cover postage and handling) to RockWare. Except for the express warranty of the original CD set forth here, neither RockWare nor Prairie City Computing (PCC) makes any other warranties, express or implied. RockWare attempts to ensure that the information contained in this manual is correct as of the time it was written. We are not responsible for any errors or omissions. RockWare’s and PCC’s liability is limited to the amount you paid for the product. Neither RockWare not PCC is liable for any special, consequential, or other damages for any reason.Copying and Distribution: You are welcome to make backup copies of the software for your own use and protection, but you are not permitted to make copies for the use of anyone else. We put a lot of time and effort into creating this product, and we appreciate your support in seeing that it is used by licensed users only.End User License Agreement: Use of Aq•QA® is subject to the terms of the accompanying End User License Agreement. Please refer to that Agreement for details.ContentsA Guided Tour of Aq•QA®1About Aq•QA® (1)Data Sheet (1)Entering Data (2)Working With Data (4)Graphing Data (6)Replicates, Standards, and Mixing (11)The Data Sheet 13 About the Data Sheet (13)Creating a New Data Sheet (13)Opening an Existing Data Sheet (13)Layout of the Data Sheet (13)Selecting Rows and Columns (14)Reordering Rows and Columns (14)Adding Samples and Analytes (14)Deleting Samples and Analytes (15)Using Analyte Symbols (15)Data Cells (15)Entering Data (15)Changing Units (16)Using Elemental Equivalents (16)Notes and Comments (17)Flagging Data Outside Regulatory Limits (17)Saving Data (17)Exporting Data to Other Software (17)Printing the Data Sheet (18)Analytes 19 About Analytes (19)Analyte Properties (19)Changing the Properties of an Analyte (20)Creating a New Analyte (21)Analyte Libraries (21)Editing the Analyte Library (21)Updating Aq•QA Files (22)A User’s Guide to Aq•QA Contents • iData Analysis 23 About Data Analysis (23)Fluid Properties (23)Water Type (24)Dissolved Solids (24)Density (24)Electrical Conductivity (24)Hardness (25)Internal Consistency (25)Anion-Cation Balance (25)Measured TDS Matches Calculated TDS (26)Measured Conductivity Matches Calculated Value (26)Measured Conductivity and Ion Sums (26)Calculated TDS to Conductivity Ratio (26)Measured TDS to Conductivity Ratio (26)Organic Carbon Cannot Exceed Sum of Organics (26)Carbonate Equilibria (26)Speciation (27)Total Carbonate From Titration Alkalinity (27)Titration Alkalinity From Total Carbonate (27)Mineral Saturation (27)Partial Pressure of CO2 (27)Irrigation Waters (27)Salinity hazard (28)Sodium Adsorption Ratio (28)Exchangeable Sodium Ratio (28)Magnesium Hazard (28)Residual Sodium Carbonate (28)Reference (29)Geothermometry (29)Unit Conversion (30)Replicates, Standards, and Mixing 33 About Replicates, Standards, and Mixing (33)Comparing Replicate Analyses (33)Checking Against Standards (34)Fluid Mixing (34)Graphing Data 35 About Graphing Data (35)Time Series Plots (35)Series Plots (36)Cross Plots (37)Ternary Diagrams (37)Piper Diagrams (38)Durov Diagrams (39)Schoeller Diagrams (39)ii • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAStiff Diagrams (40)Radial Plots (40)Ion Balance Diagrams (41)Pie Charts (41)Copying a Graph to Another Document (42)Saving Graphs (42)Tapping Aq•QA®’s Power 43 About Tapping Aq•QA®’s Power (43)Template for New Data Sheets (43)Exporting the Data Sheet (43)Subscripts, Superscripts, and Greek Characters (44)Analyte Symbols (44)Colors and Markers (44)Calculated Ions (44)Hiding Analytes and Samples (44)Selecting Display Fonts (45)Searching the Data Sheet (45)Arrow Key Behavior During Editing (45)Sorting Samples and Analytes (45)“Tip of the Day” (45)Appendix: Carbonate Equilibria 47 About Carbonate Equilibria (47)Necessary Data (47)Activity Coefficients (47)Apparent Equilibrium Constants (48)Speciation (49)Titration Alkalinity (49)Mineral Saturation (50)CO2 Partial Pressure (51)Index 53 A User’s Guide to Aq•QA Contents • iiiA Guided Tour of Aq•QA®About Aq•QAImagine you could keep the results of your chemical analyses in aspreadsheet developed especially for the purpose. A spreadsheet thatknows how to convert units, check your analyses for internal consistency,graph your data in the ways you want it graphed, and so on.A spreadsheet like that exists, and it’s called Aq•QA. Aq•QA was writtenby water chemists, for water chemists. Best of all, it is not only powerfulbut easy to learn, so you can start using it in minutes. Just copy the datafrom your existing ordinary spreadsheets, paste it into Aq•QA, andyou’re ready to go!To see what Aq•QA can do for you, take the guided tour below.Data SheetWhen you start Aq•QA, you see an empty Data Sheet. Click on File →Open…, move to directory “\Program Files\AqQA\Examples” and openfile “Example1.aqq”.The example Data SheetAnalyteSampleis arranged with samples in columns, and analytes – the things youmeasure – in rows.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 12 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAYou can flip an Aq•QA Data Sheet so the samples are in rows andanalytes in columns by selecting View → Transpose Data Sheet . Clickon this tab again to return to the original view. Tip: Aq•QA by default labels analytes by name (Sodium, Potassium,Dissolved Solids, …), but by clicking on View → Show AnalyteSymbols you can view them by chemical symbol (Na, K, TDS, …). To include more samples or analytes in your Data Sheet, click on the “Add Sample” or “Add Analyte” button: Add asampleAdd an analyteSelect analyte(s)Select sample(s)Select valuesYou select analytes or samples by clicking on “handles”, marked in theData Sheet by small triangles. You can select the values associated withan analyte using a separate set of handles, next to the “Unit” column.Give it a try!Tip: To rearrange rows or columns, select one or more, hold down theAlt key, and drag them to the desired location. Entering DataTo see how to enter your own data into an Aq•QA Data Sheet, begin byselecting File → New . Add to the Data Sheet whatever analytes youneed, and delete any you don’t need.Tip: To delete analytes, select one or more and click on the button.To delete samples you have selected, click on the button.When you click on the “Add Analyte” button, you can pick from amonga number of predefined choices in various categories, such as “InorganicAnalytes”, “Organic Analytes”, and so on:lets youfromA number of commonly encountered data fields (Date, pH,Temperature, …) can be found in the “General” category.Tip: If you don’t find an analyte you need among the predefined choices,you can easily define your own by clicking on Analytes→NewAnalyte….To make your work easier, rearrange the analytes (select, hold down theAlt key, and drag) so they appear in the same order as in your data.Tip: You can add a number of analytes in a single step by clicking onAnalytes→Add Analytes….Set units for the various analytes, as necessary: right click in the unitfield and choose the desired units from under Change Units, or selectChange Units under Analytes on the menubar.Right click tochange unitsA User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 3Tip: You can change the units for more than one analyte in one step.Simply select any number of analytes and right-click on the unit field.Tip: Analyses are sometimes reported in elemental equivalents. Forexample, sulfate might be reported as “SO4 (as S)”, bicarbonate as“HCO3 (as C)”, and so on. In this case, right click on the unit of such ananalyte and select Convert to Elemental Equivalents.You can now enter your data into the Data Sheet as you would in anordinary spreadsheet.Tip: If you have an analysis below the detection limit, you can enter afield such as “<0.01”. Aq•QA knows what this means. If the analysisreports an analyte was not detected, enter a string such as “n/d” or “--”.For missing data, enter a non-numeric string, or simply leave the entryblank.You of course can type data into the Data Sheet by hand, or paste thevalues into cells one-by-one. But it’s far easier to copy them from anordinary spreadsheet or other document as a block and paste them all atonce into the Aq•QA Data Sheet.Making sure the analytes appear in the same order as in your spreadsheet,copy the data block, click on the top, leftmost cell in the Aq•QA DataSheet, and select Edit → Paste, or touch ctrl+V.Tip: If there are more samples in a data block you are pasting than inyour Aq•QA Data Sheet, Aq•QA will make room automatically.Tip: If the data arranged in your spreadsheet in columns fall in rows inyour Aq•QA Data Sheet, or vice-versa, you can transpose the Data Sheet,or simply select Edit → Paste Special → Paste Transposed.Tip: You can flag data in an Aq•QA Data Sheet that fall outsideregulatory guidelines. Select Samples → Check Regulatory Limits, orclick on . Violations on the Data Sheet are flagged in red.Working With DataOnce you have entered your chemical analyses in the Data Sheet, Aq•QAcan tell you lots of useful information.Click on File → Open… and load file “Example2.aqq” from directory“\Program Files\AqQA\Examples”. To see Aq•QA’s analysis of one ofthe samples in the Data Sheet, select the sample by clicking on its handleand then click on the tab. This moves you to the DataAnalysis pane, which looks like4 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAClick on anybar to expandor close up acategoryClick herefor moreinformationThere are a number of categories in the Data Analysis pane. To open acategory, click on the corresponding bar. A second click on the bar closesthe category. Clicking on the symbol gives more information aboutthe category.Tip: You can view the data analysis for the previous or next sample inyour Data Sheet by clicking on the and buttons to the left andright of the top bar in the Data Analysis pane.The top category, Fluid Properties, identifies the water type, dissolvedsolids content, density, temperature-corrected conductivity, and hardness,as measured or calculated by Aq•QA.The next category, Internal Consistency, reports the results of a numberof Quality Assurance tests from the American Water Works Association“Standard Methods” reference. For example, Aq•QA checks that anionsand cations balance electrically, that TDS and conductivitymeasurements are consistent with the reported fluid composition, and soon.The Carbonate Equilibria category tells the speciation of carbonate insolution, carbonate concentration calculated from measured titrationalkalinity and vice-versa, the fluid’s calculated saturation state withrespect to the calcium carbonate minerals calcite and aragonite, and thecalculated partial pressure of carbon dioxide.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 5The Irrigation Waters category shows the irrigation properties of asample, and the Geothermometry category shows the results of applyingchemical geothermometers to the samples, assuming they are geothermalwaters.Finally, the sample’s analysis is displayed in a broad range of units, frommg/kg to molal and molar.Tip: You can print results in the Data Analysis pane: open the categoriesyou want printed and click on File→Print…Graphing DataAq•QA can display the data in your Data Sheet on a number of the typesof plots most commonly used by water chemists.To try your hand at making a graph, make sure that you have file“Example2.aqq” open. If not, click on File→Open… and select the filefrom directory “\Program Files\AqQA\Examples”.On the Data Sheet, select the row for Iron. Hold down the ctrl key andselect the row for Manganese. Click on and select Time SeriesPlot. The graph appears in Aq•QA as a new pane.The result should look like:To change or Click here toSelect…delete a graph, right-click on its tab alter the graph’s appearanceanalytes…andsamples tographYou can select the analytes and samples to appear in the graph on thecontrol panel to the right of the plot. Right clicking on the pane’s tab,along the bottom of the Aq•QA window, lets you change the plot to adifferent type, or delete it.Tip: You can alter the appearance of a graph by clicking on theAdvanced Options… button on the graph pane.6 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAYou can copy the graph (Edit→Copy) and paste it into another program, such as an illustration program like Adobe® Illustrator® or Microsoft® PowePoint®, or a word processing program like Microsoft®Word®.Tip: Once you have pasted a graph into an illustration program, you can edit its appearance and content. To do so, select the graphic and ungroup the picture elements (you may need to ungroup them twice).You can also send it to a printer by clicking on File→Print.Tip: In addition to copying a graph to the clipboard, you can save it in a file in one of several formats: as a Windows® EMF file, an EncapsulatedPostScript® (EPS) file, or a bitmap. Select File→Save Image As… andselect the format from the “Save as type” dropdown menu.Tip: Select a linear or logarithmic vertical axis for a Series or TimeSeries plot by unchecking or checking the box labeled “Log Scale” onthe Advanced Options…→ dialog or dialog.Aq•QA can display your data on a broad variety of graphs and diagrams:simply choose a diagram type from the pulldown.In addition to Time Series plots, Aq•QA can produce the following typesof diagrams:Series Diagrams.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 7Cross Plots, in linear and logarithmic coordinates.Ternary diagrams.8 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAPiper diagrams.Durov diagrams.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 9Schoeller diagrams.Stiff diagrams.Radial diagrams.10 • A Guided Tour of Aq•QA® A User’s Guide to Aq•QAIon balance diagrams.Pie charts.Replicates, Standards, and MixingAq•QA can check replicate analyses, compare analyses to a standard, andfigure the compositions of sample mixtures.Replicate analyses are splits of the same sample that have been analyzedmore than once, whether by the same or different labs. The analyses,therefore, should agree to within a small margin of error.To see how this feature works, load (File → Open…) file“Replicates.aqq” from directory “\Program Files\AqQA\Examples”.Select samples PCC-2, PCC-2a, and PCC-2b: click on the handle forPCC-2, then hold down the shift key and click on the handle for PCC-2b.Now, click on the button on the toolbar.A new display appears at the right side of the Aq•QA Data Sheet, oralong the bottom if you have transposed it.A User’s Guide to Aq•QA A Guided Tour of Aq•QA® • 1112 • A Guided Tour of Aq•QA®A User’s Guide to Aq•QAThe display shows the coefficient of variation for each analyte, and whether this value falls within a certain tolerance. Small coefficients of variation indicate good agreement among the replicates. The tolerance, by default, is ±5, but you can set it to another value by clicking on Samples → Set Replicate Tolerance….A standard is a sample of well-known composition, one that wasprepared synthetically, or whose composition has already been analyzed precisely. Enter the known composition as a sample in the Data Sheet and click on Samples → Designate As Standard, or the button. Then select an analysis of the standard on the Data Sheet and click on Samples → Compare To Standard, or the button. The display at the right or bottom of the Data Sheet shows the error in the analysis, relative to the standard. Set the tolerance for the comparison, by default ±10, clicking on Samples → Set Standard Tolerance….To find the composition of a mixture of two or more samples, select two or more samples and click on the button on the toolbar. Thecomposition of the mixed fluid appears to the right or bottom of the Data Sheet.The Data SheetAbout the Data SheetThe Aq•QA® Data Sheet is a special spreadsheet that holds yourchemical data. The data is typically composed of the values measured forvarious analytes, for a number of samples.You can enter data into a Data Sheet and manipulate it, as describedbelow.Creating a New Data SheetTo create a new Aq•QA Data Sheet, select File → New, or touch ctrl+N.An empty Data Sheet, containing a number of analytes, but no data,appears.The appearance of new Data Sheets is specified by a template. You cancreate your own template so new Data Sheets contain the analytes youneed, in your choice of units, and ordered as you desire. For moreinformation, see Template for New Data Sheets in the TappingAqQA’s Power chapter of this guide.Opening an Existing Data SheetAq•QA files end with the extension “.aqq”. These files contain the dataentered in the Data Sheet, as well as any graphs produced and theprogram’s current configuration.You can open an existing Data Sheet by clicking on File → Open… andselecting a “.aqq” file, either one that you have previously saved or anexample file installed with the Aq•QA package. A number of examplefiles are installed in the “Examples” directory within the Aq•QAinstallation directory (commonly “\Program Files\AqQA”).Layout of the Data SheetAn Aq•QA Data Sheet contains the values measured for various analytes(Na+, Ca2+, HCO3−, and so on) for any number of samples that have beenanalyzed. Each piece of information about a sample is considered ananalyte, even sample ID, location, sampling date, and so on.A User’s Guide to Aq•QA The Data Sheet • 13By default, each analyte occupies a row in the Data Sheet, and thesamples fall in columns. You can reverse this arrangement, so analytesfall in columns and the samples occupy rows, by clicking on Edit →Transpose Data Sheet. To flip the Data Sheet back to its originalarrangement, click on this tab a second time.You can rearrange the order of analytes or symbols on the Data Sheet, asdescribed below under Reordering Rows and Columns.Selecting Rows and ColumnsTo select a row or column, click on the marker to the left of a row, or thetop of a column. The marker for a row or column appears as a smalltriangle. Analytes have two markers, one for selecting the entire analyte,and one for selecting only the analyte’s data values.You can select a range of rows or columns by holding down the leftmouse button on the marker at the beginning of the range, then draggingthe mouse to the marker at the end of the range. Alternatively, select thebeginning of the range, then hold down the shift button and click on themarker for the end of the range.To select a series of rows or columns that are not necessarily contiguouson the Data Sheet, select the first row or column, then hold down the ctrlkey and select subsequent rows or columns.By clicking on one of the small blue squares at the top or left of the DataSheet, you can select either the entire sheet, or all of the data values onthe sheet.Reordering Rows and ColumnsYou can easily rearrange the rows and columns of samples and analytesin your Data Sheet. To do so, first select a row or column, or a range ofrows and columns, as described under Selecting Rows andColumns. Then, holding down the alt key, press the left mouse button,drag the selection to its new position, and release the mouse button.Adding Samples and AnalytesTo include more samples or analytes in your Data Sheet, select onSamples → Add Sample, or Analytes → Add Analyte, or simply clickon the or buttons on the toolbar. To add several analytes at once,select Analytes → Add Analytes…, which opens a dialog box for thispurpose.When you add an analyte, you choose from among the large number thatAq•QA knows about. These are arranged in categories: inorganics,organics, biological assays, radioactivity, isotopes, and a generalcategory that includes things like pH, temperature, date, and samplelocation.14 • The Data Sheet A User’s Guide to Aq•QAIf you don’t find the analyte you need, you can quickly define your own.Select Analytes → New Analyte…, or New Analyte…from thedropdown menu. For more information about defining analytes, see theAnalytes chapter of the guide.Deleting Samples and AnalytesTo delete analytes or samples, select one or more and click on Analytes→ Delete, or Samples → Delete. Alternatively, select an analyte andclick on the button, or a sample and click on .Using Analyte SymbolsAnalytes are labeled with names such as Sodium, Calcium, andBicarbonate. If you prefer, you can view them labeled with thecorresponding chemical symbols, such as Na+, Ca2+, HCO3−. Simplyclick on View → Show Analyte Symbols. A second click on this tabreturns to labeling analytes by name.Data CellsEach cell in the data sheet contains one of several types of information:1. A numerical value, such as the concentration of a species.2. A character string.3. A date or a time.Numerical values are, most commonly, simply a number. You can,however, indicate a lack of data with a character string, such as “n/d” or“Not analyzed”, or just leaving the cell empty.If an analysis falls below the detection limit for a species, enter thedetection limit preceded by a “<”. For example, “<0.01”.Character strings, such as you might enter for the “Sample ID”, containany combination of characters, and can be of any length.You can enter dates in a variety of formats: “Sep 21, 2003”, 9/21/03”,“September 23”, and so on. Aq•QA will interpret your input and cast it inyour local format (e.g., mm/dd/yy in the U.S.). Similarly, enter time as“2:20 PM” or “14:20”. Append seconds, if you wish: 2:20:30 PM”.To change the width of the data cells (i.e., the column width), drag thedividing line between columns to the left or right. This changes the widthof all the data columns in the Data Sheet.Entering DataTo enter data into an Aq•QA Data Sheet, you can of course type it infrom the keyboard, or paste it into the cells in the Data Sheet, one by one.A User’s Guide to Aq•QA The Data Sheet • 15It is generally more expedient, however, to copy all of the values as ablock from a source file, such as a table in a word processing document,or a spreadsheet. To do so, set up your Aq•QA Data Sheet so that itcontains the same analytes as the source file, in the same order (seeAdding Samples and Analytes above, and Reordering Rows andColumns). You don’t necessarily need to add samples: Aq•QA will addcolumns (or rows) to accommodate the data you paste.Now, select the data block from the source document and copy it to theclipboard. Move to Aq•QA, click on the top, leftmost data cell, and selectEdit → Paste. If the source data is arranged in the opposite sense as yourData Sheet (the samples are in rows instead of columns, or vice-versa),transpose the Data Sheet (View → Transpose Data Sheet), or selectEdit → Paste Special → Paste Transposed.Changing UnitsYou can change the units of analytes on the Data Sheet at any time. Todo so, select one or more analytes, then click on Analytes → ChangeUnits. Alternatively, right click and choose a new unit from the optionsunder Change Units. If you have entered numerical data for the analyte(or analytes), you will be given the option of converting the values to thenew unit.Some unit conversions require that the program be able to estimatevalues for the fluid’s density, dissolved solids content, or both. If youhave entered values for the Density or Dissolved Solids analytes, Aq•QAwill use these values directly when converting units.If you have not specified this data for a sample, Aq•QA will calculateworking values for density and dissolved solids from the chemicalanalysis provided. It is best, therefore, to enter the complete analysis for asample before converting units, so the Aq•QA can estimate density anddissolved solids as accurately as possible.Aq•QA estimates density and dissolved solids using the methodsdescribed in the Data Analysis section of the User’s Guide, assuming atemperature of 20°C, if none is specified. Aq•QA can estimate densityover only the temperature range 0°C –100°C; outside this range, itassumes a value of 1.0 g/cm3, which can be quite inaccurate and lead toerroneous unit conversions.Using Elemental EquivalentsYou may find that some of your analytical results are reported aselemental equivalents. For example, sulfate might be reported as “SO4(as S)”, bicarbonate as “HCO3 (as C)”, and so on.In this case, select the analyte or analytes in question and click onAnalytes → Convert to Elemental Equivalents. Alternatively, select16 • The Data Sheet A User’s Guide to Aq•QAthe analyte(s), then right click on your selection and choose Convert toElemental Equivalents.To return to the default setting, select Analytes → Convert to Species,or select the Convert to Species option when you right-click.Notes and CommentsWhen you construct a Data Sheet, you may want to save certain notesand comments, such as a site’s location, who conducted the sampling,what laboratory analyzed the samples, and so on.To do so, select File → Notes and Comments… and type theinformation into the box that appears. This information will be savedwith your Aq•QA document; you may access it and alter it at any time.Flagging Data Outside Regulatory LimitsYou can highlight on the Data Sheet concentrations in excess of ananalyte’s regulatory limit. Select Samples → Check Regulatory Limits.Concentrations above the limit now appear highlighted in a red font.Select the tab a second time to disable the option. Touching ctrl+L alsotoggles the option.Aq•QA can maintain a regulatory limit for each analyte. The analytelibrary contains default limits based on U.S. water quality standards atthe time of compilation, but you should of course verify these againststandards as implemented locally. You can easily change the limit carriedfor an analyte, as described in the Analytes chapter of this guide.Saving DataBefore you exit Aq•QA, you will probably want to save your workspace,which includes the data in your Data Sheet, any graphs you have created,and so on, in a .aqq file.To save your workspace, select File → Save , or click on the button onthe Aq•QA toolbar.To save your workspace as a .aqq file under a different name, select File→ Save As… and specify the file’s new name.You may also want to save the data in the Data Sheet as a file that can beread by other applications, such as Microsoft® Excel®. For informationon saving data in this way, see the next section, Exporting Data toOther Software.Exporting Data to Other SoftwareWhen Aq•QA saves a .aqq file, it does so in a special format thatincludes all of the information about your Aq•QA session, such as theA User’s Guide to Aq•QA The Data Sheet • 17。
高二英语科研项目实施单选题50题(答案解析)
高二英语科研项目实施单选题50题(答案解析)1.The scientists are busy doing research, trying to find a solution to the problem.trying to find a solution to the problem 在句中做什么成分?A.主语B.谓语C.宾语D.状语答案:D。
trying to find a solution to the problem 在这里是现在分词短语作状语,表示伴随状态。
A 选项主语通常是名词或代词;B 选项谓语一般是动词;C 选项宾语通常是名词或代词等。
2.The research project, designed to improve people's living standards, has received much attention.designed to improve people's living standards 在句中做什么成分?A.主语B.谓语C.宾语D.定语答案:D。
designed to improve people's living standards 在这里是过去分词短语作定语,修饰research project。
A 选项主语通常是名词或代词;B 选项谓语一般是动词;C 选项宾语通常是名词或代词等。
3.The team members are working hard to complete the project on time,hoping for a successful result.hoping for a successful result 在句中做什么成分?A.主语B.谓语C.宾语D.状语答案:D。
hoping for a successful result 是现在分词短语作状语,表示伴随状态。
A 选项主语通常是名词或代词;B 选项谓语一般是动词;C 选项宾语通常是名词或代词等。
Bewig - How do you know your spreadsheet is right
Copyright © 2005 by Philip L. Bewig of Saint Louis, Missouri, USA. All rights reserved. This work is available under the Creative Commons Attribution-NonCommercial-NoDerivs License. For information regarding this license, visit /licenses/by-nc-nd/2.0/ or write to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. Excel is a registered trademark of Microsoft Corporation.How do you know your spreadsheet is right?Principles, Techniques and Practice of Spreadsheet StylePhilip L. Bewig — July 28, 2005You know it’s true: Spreadsheets have errors like dogs have fleas.1 It is generally accepted 2 that nine out of every ten spreadsheets suffer some error, and consequences can be severe:3• A cut-and-paste error cost TransAlta $24 million when it underbid an electricity-supply contract.4 •A missing minus sign caused Fidelity’s Magellan Fund to overstate projected earnings by $2.6 billion (yes, billion ) and miss a promised dividend.5 • Falsely-linked spreadsheets permitted fraud totaling $700 million at the Allied Irish Bank.6• Voting officials reported spreadsheet irregularities in New Mexico 7 and South Africa.8•A new drug introduction was delayed several months by an untested macro, costing the pharmaceutical company profits and its patients misery.9You can’t eliminate errors from the spreadsheets you develop, but you can reduce their number. The principles and techniques described below, applied consistently, will improve the quality of your spreadsheets. The discussion assumes Ex-cel, but the principles and techniques apply eve-rywhere. The spreadsheet shown below will beused as a practical example:Think before you write. Resist the urge to jump right in to actual development. Start witha clear understanding of the requirements of your task. Sketch your design on a whiteboard, and look for flaws. Consider alternate software tools such as databases,10 statistics packages,11 financial modeling systems,12,13 business intelli-gence systems,14,15 mathematical programming languages,16,17,18 and traditional computer pro-gramming languages. This is the most funda-mental level of your work, and the most creative moment in the entire existence of your spread-sheet. An error here can be hard to fix, requir-ing massive rearrangements of the spreadsheet structure or new inputs from new sources. Know the players. The reader sees the printed output, and uses it to make a decision; he relies on you to organize and present the data he needs, as he needs it. The user inputs data, op-erates macros, and prints output, but doesn’t modify anything; he relies on you to provide adequate instructions. You, the developer , de-sign and implement the structure and all the formulas in the spreadsheet. The auditor checks the work of the developer; he relies on you to produce a clean design and good documenta-tion. The sponsor assigns the task, provides re-sources, and has overall responsibility for the spreadsheet; he relies on you to meet his speci-fications. In many cases some of these roles overlap; keep them all in mind as you develop your spreadsheet.Make your spreadsheet as simple as possible, but no simpler.19 Most spreadsheets work well enough with a few SUM s and IF s, and using functions like SUMPRODUCT or features like array formulas, or writing your own macros and func-tions, can make a spreadsheet harder to read and understand than it should be. On the other hand, don’t “dumb down” your spreadsheet, feel free to hide complex logic in user-defined functions,and if some advanced feature will simplify your task, use it. Be wary of features just added to or changed in the newest version of Excel, where bugs are likeliest to lurk; for instance, the RAND function has changed with each version of Ex-cel, and statisticians claim20,21 it’s still not right. Plan to throw one away; you will, anyway.22 Prototypes are useful for spreadsheet developers for the same reason that scale models are useful for architects; they help you visualize what you are building. They can help you add meaning to ill-defined specifications, demonstrate a partial solution, or work out tricky formulas. Fre-quently, prototypes grow into a solution; some-times, the prototype is the solution, and the whole problem need never be solved.Design for change. Few spreadsheets are still-born; most evolve and grow through countless versions, then may be copied with a new name next month when the process starts anew. Brooks says: “All successful software gets changed.”23 The best place to plan for change is during the initial design of the spreadsheet. Re-flection, described below, is a useful tool for implementing that plan. Building a change-tolerant spreadsheet isn’t much harder than building the other kind, but so much better for the poor fellow who has to modify your work; you’ll especially appreciate the initial effort if you are, yourself, that poor fellow.Keep input, logic, and reports in separate sections of a spreadsheet, preferably on dif-ferent tabs.24 That way you can always see the assumptions neatly in a single place, formulas are less likely to be overwritten, you know where to go to make changes, and output can be formatted for the reader while logic can be laid out for the developer. If you can’t put the three sections on separate tabs, arrange them on a sin-gle tab in a stepped diagonal so that rows and columns can be inserted or deleted in each area without affecting the other areas. But beware the false modularity of separate worksheets; since all cells in a worksheet are globally read-able, and globally writeable with a macro, using separate worksheets hides no information.25Worksheets can’t be “dropped in” and reused, nor can they be checked individually without reference to other worksheets.Keep your entire spreadsheet on a single tab, intermixing input, logic and reports.26You can’t see your whole spreadsheet at a glance if it occupies multiple worksheets. Multiple sheets make formulas longer and harder to read be-cause the sheet name must be included. They breed spurious cells (cells that simply copy other cells without calculation, like =R12C4) be-cause the spreadsheet developer wants to see the precedent cell. The auditing toolbar fails with multiple sheets because arrows don’t go to off-sheet cells, and searches are confined to the se-lected worksheet. With input and logic inter-mixed, arcs of precedence are shortened.Lay out your spreadsheet as determined by the needs of your problem.Obviously, the two previous suggestions conflict, and in fact no single design is always right; the size of the spreadsheet, frequency of off-sheet references, complexity of formatting, and many other fac-tors must all be considered. The sample spread-sheet has four sections: growth rates (input) at the top of the first column, tax rate (input) in an unlabelled cell at the bottom of the first column, base values (input) and growth amounts (calcu-lated) in the top rows, and income statement (calculated) in the bottom rows. An alternate layout would have base values in a section next to growth rates, with formulas that copy base values into the calculation area of the spread-sheet; this design works well if there are many input values or the calculation section is large. Some people will object to the inclusion of fixed costs twice on the spreadsheet, saying that one or the other is spurious and should be removed, but that’s a consequence of separating logic from output; in some cases it will be sufficient to have only a single appearance of the number, but if logic and output are both large, it may make sense to have the number appear twice. Make your spreadsheet read top-to-bottom and left-to-right. All dependent arrows should point down, right, or somewhere in between.One exception is when the beginning balance at the top of one column depends on the ending balance at the bottom of the previous column. Build a complicated spreadsheet in stages. Let it grow, but always with a working partial solution at hand. Test as you go,27 so you have confidence in the pieces as well as the whole. Fix problems immediately; don’t leave them for the next version.Draw the dependency graph.“A picture is worth a thousand words.”28The dependency graph of the sample spreadsheet looks like this:Beware the cascade effect. The likelihood that a spreadsheet produces erroneous output is a function of the error rate e for individual cells and the number n of cells that must each be cor-rect in succession (a “cascade” of cells) in order for the whole spreadsheet to be correct. Mathematically,29this function is 1–(1–e)n, which grows asymptotically to 100%, as shown in the graph below; with a 5% error rate, even a cascade of only six cells gives more than a 25% chance of overall error. You can reduce the cell error rate by careful checking, but it’s generally easier to restructure the computation to reduce the length of the cascade. The sample spread-sheet has seventeen cascades, six of six cells, eight of five cells, two of four cells, and one of three cells, as shown in the diagram above (every cascade through Pretax Earnings counts twice, since it has two out-arrows); it also has a one-cell cascade for the year captions that is not included in the diagram.1001C a sc a d ee r r orr a t ea sc a de l e n gt hEr r orr a t eDocument the design of your spreadsheet on a separate HOWTO tab.State the purpose of your spreadsheet in a single sentence. Include a drawing of the dependency graph. Make a list of all the individual tabs in your spreadsheet, and write a single sentence describing each one. State the source of all inputs (be specific: “Pat at extension 3220 in the Sales Department”), and specify by name and job title all the people that will see your output. Briefly describe your overall design (if that takes more than a sen-tence or two, your design is too complicated) and point out any unusual or tricky spots. De-scribe macros and user-defined functions. In-clude instructions so someone else can change input and obtain output without your help. Up-date your documentation when the spreadsheet changes.Provide basic documentation with Workbook Properties . And make it easily accessible by setting Prompt for workbook properties . It’s a con-venient place to put summary documentation, and is searchable. The Category and Keyword fields are useful (think about a category July2005 for all your workpapers this month), and the Custom tab provides many additional fields, including Purpose and Checked by.Use R1C1-style cell references. Though $A$1-style cell references are more common, R1C1-style cell references are preferable because they are self-contained; you don’t need to know the current address to know what relative references in a formula mean. For instance, =C7+C8 means something different in cell C9 than in cell C10, but =R[-2]C+R[-1]C means the same thing no matter the current cell, and copies are visually identical to the original.Use descriptive range names. But don’t use Excel’s natural-language labels, which some-times fail in unexpected ways. It’s easier to read =Sales-Cost_Of_Sales-Fixed_Cost than =R[-3]C-R[-2]C-R[-4]C and understand that it says what you expect.30 Cell addresses are aphysical concept; names are a higher-level logi-cal concept directly relating spreadsheet to task. Names should be meaningful, brief, and distinc-tive;31 well-chosen names are the first and best form of documentation. Names are better de-clared with Create rather than Define , as there is less possibility of the name referring to the wrong range. Prefer VBA functions to named formulas. Here is a list of names defined in the sample spreadsheet, produced by Paste List :Cost_Of_Sales =Forecast!R7C3:R7C7 Cost_Per_Unit =Forecast!R4C3:R4C7 Fixed_Costs =Forecast!R5C3:R5C7 Growth_Rate =Forecast!R2C1:R5C1 Income_Tax=Forecast!R10C3:R10C7 Pretax_Earnings =Forecast!R9C3:R9C7 Price_Per_Unit =Forecast!R3C3:R3C7 Prior_Year =Forecast!RC[-1] Sales =Forecast!R6C3:R6C7 Tax_Rate =Forecast!R10C1Unit_Sales =Forecast!R2C3:R2C7 Year=Forecast!R1C3:R1C7Thoroughly understand the difference be-tween absolute and relative references. Like pointers in a traditional programming language, errors in absolute and relative references can cause insidious errors that are almost impossible to find. Be sure you understand the different effects of insertion, deletion, copy, sorting, and other ways of moving a cell from one place to another. Know the difference between early-binding and late-binding cell references. Normal cell references, both absolute and relative, using ei-ther $A$1-style or R1C1-style cell references, are early-binding; if you insert a row in a col-umn of formulas, each referring to the one above, the cell below the insertion point will continue to refer to the cell that was originally above it even after the insertion. Range names and cells referenced by OFFSET or INDIRECT are late-binding; if that same insertion was done using a range name that referred relatively to the cell above, the cell below the insertion point would refer to the new cell.Allow only one unique formula per row or column. Consider your spreadsheet as a data-base table, with attributes (fields) and tuples (re-cords); for instance, the sample spreadsheet has income and expenditure captions running downthe leftmost column and time marching along the top row, giving it row attributes and column tuples.One useful design technique is to organ-ize your spreadsheet so each attribute uses only a single formula. Thus, you should preferThis year Last yearSales $14,729$14,021Gross profit $4,601$4,292Net income $1,245$880Percent to salesGross profit 31.2%30.6%Net income 8.5% 6.3% rather thanThis year Last year Sales $14,729 $14,021Gross profit $4,601 31.2%$4,292 30.6%Net income $1,245 8.5%$880 6.3% Your reader will prefer it, too, since the various elements of the analysis are more clearly sepa-rated. If a single attribute must use two formu-las, write them in the two legs of an IF, using a reflective condition to distinguish them; for in-stance, the formula =(1+IF(Year<=3,Growth-_Rate,MIN(10%,Growth_Rate))*Prior_Year caps the growth rate at 10% after the third year. Consider entering identical formulas in adja-cent cells as array formulas rather than cop-ies. Since all cells in the array are identical, by definition, it is impossible to sustain the very common spreadsheet error of changing some but not all of a series of copied formulas. But ar-ray formulas32can’t be recommended in most cases, since they freeze the structure of a spreadsheet, rendering subsequent changes in-convenient. The sample spreadsheet uses copies rather than array formulas.Make assumptions visible, but hide magic numbers. Use numbers explicitly in formulas only when they represent mathematical identi-ties, as in (1+GrowthRate)*PriorYear. Magic numbers (constants that are an artifact of the implementation rather than the problem, such as the offset in a table lookup) are best defined as named constants, where they are visible to the spreadsheet developer (and easy to maintain) but hidden from the reader. Assumptions (num-bers intrinsic to the problem, such as tax rates) should be made visible in their own cells. Validate input cells, and make them visible with a “glowing pencil.”33Use the BETWEEN operator, make ranges tight enough to be effec-tive, and never use open-ended ranges; enumer-ated lists are also effective. Use the input prompt to instruct the user (even if that user is yourself) of the source of the input. Turn off auto-completion; it’s easy to automatically in-sert incorrect data. Ensure both you and your reader know which cells are input cells by for-matting them differently than the rest; blue ital-ics work well, distinguishing cells on-screen and when printed. Here is the cell validation list for the sample spreadsheet:R2C1 Decimal Between 0% 100%R3C1 Decimal Between 0% 100%R4C1 Decimal Between 0% 100%R5C1 Decimal Between 0% 100%R10C1 Decimal Between 0% 100%R2C3 Whole Number Between 0 100,000 R3C3 Decimal Between 0 1,000R4C3 Decimal Between 0 1,000R5C3 Whole Number Between 0 100,000 That list was created by the following macro: Sub PasteValidationTable()Dim C As Range, T As RangeSet T = ActiveCellFor Each C In ActiveSheet.Cells.Special-Cells(xlCellTypeAllValidation)T.Offset(0, 0) = _C.AddressLocal(True, True, _Application.ReferenceStyle)T.Offset(0, 1) = _Choose(C.Validation.Type + 1, _"Input Only", "Whole Number", _"Decimal", "List", "Date", _"Time", "Text Length", "Custom")T.Offset(0, 2) = _Choose(C.Validation.Operator, _"Between", "Not Between", "Equal", _ "Not Equal", "Greater", "Less", _"Greater Or Equal", "Less Or Equal") T.Offset(0, 3) = C.Validation.Formula1T.Offset(0, 4) = C.Validation.Formula2Set T = T.Offset(1, 0)Next CEnd SubBe wary of links to other spreadsheets or ex-ternal data sources. A changed link that audi-tors failed to catch was the trick behind the Allied Irish Bank fraud; the criminal spread-sheeter substituted a spreadsheet containing his made-up cross-currency rates for one main-tained by the bank. It’s hard to know wherelinks point; they tie the spreadsheet to a particu-lar directory structure, and may mask circular references. Links expand audits; link-ees must be audited as well as link-ers. And links lose synchronization if not updated. Format linking cells distinctively; violet italics work well. Trap formula errors.But allow unexpected errors to propagate rather than masking them. Convert errors into appropriate values; ISERROR and ISNA may be helpful. Any reader who sees #DIV/0!is entitled to assume your incompe-tence without further evidence.Maintain a common interval for calculations. If your spreadsheet switches from quarterly forecasts for the first year to annual forecasts thereafter, keep calculations in quarters, then sum the out-year quarters for reporting. Alter-nately, write two separate spreadsheets. Describe your formulas. If they are compli-cated or there is some possibility of confusion, describe your formulas, in English prose, di-rectly on the printed output. That way, both you and your reader know what you are doing.Use Goal Seek34to calculate iterative solu-tions.Reserve circular references to indicate errors. Use the circular reference toolbar to track down circular references that do occur. Lock all cells except input cells, but publish the key. Your goal is to prevent inadvertent change, not to forestall needed change. Excel’s password protection is easy to defeat,35 so don’t rely on it for security. Be sure to know all your options, including file-level security from the operating system, and the various levels of pro-tection that Excel offers to workbooks, work-sheets, and cells.Program defensively using assertions. GivenFunction Assert(X, Y, Msg As String)If Abs(X / Y - 1) < 1E-13 ThenAssert = XElseAssert = 1 + MsgEnd IfEnd Function then =ASSERT(SUM(RowSums), SUM(ColSums), "Row sums must equal column sums")in the lower right-hand corner of a table will checkthat the table foots and cross-foots; the strange-looking condition traps rounding differences. If the assertion ever fails, the expression 1+Msg will throw an error that propagates to the final result; backtracking to the source of the error will bring you to the message planted earlier. Assertions can be based on mathematical identi-ties (footings and cross-footings must equal), external identities (assets equal liabilities plus equities), or redundancies (two different inputs both lead to the same output). Assertions36 are valuable because they test the spreadsheet dy-namically, every time it is recalculated, instead of statically when a test is called. If you wish, you could replace the growth formulas in the top half of the sample spreadsheet with the assertion suggested in the comment box below. Document your work liberally using in-cell comments. Describe precisely the source of all inputs. Explain complicated formulas. Docu-ment user-defined functions and macros. Ex-plain the condition and both arms of any IFs. Document your work as you are doing it, when the reason for all your design decisions is fresh in your mind; you will surely forget something important if you save the documentation work for later. Update comments when the cell con-tents change. This comment is in cell R2C4 ofthe sample spreadsheet:Use Excel’s reflective features to automate your work. Reflection37 makes a programming language self-referent. The CELL, INFO and TYPE functions return much useful information. Dynamic named ranges38 grow and shrink with the data. Use COUNTA instead of hard-wiring the size of a range. Define names as entire rows or columns instead of just occupied cells. Write macros that adapt to the size of the data instead of fixing the number of cells in advance. Getfamiliar with the tasteful use of the OFFSET and INDIRECT functions. When you use reflection, the computer does more of the work and you do less of it; guess which of you is more likely to get the right answer?Build reflective features into your spread-sheets. The sample spreadsheet uses the for-mula =1+Prior_Year to put the numbers 1 through 5 in the year-caption cells, displays the cells with the custom format "Year "#, and as-signs the range name Year . That makes it easy to refer to the year number, as in the previous example capping the growth rate.Exploit the Go To Special dialog. It selects special cells on the active worksheet; for in-stance, click Constants and Numbers to select all cells containing a number, or click Formulas and Errors to select all cells containing error values like #N/A! or #DIV/0!. The Row differences and Column differences options are especially useful in discovering formulas that differ from theirneighbors.Use conditional formatting to highlight un-likely results. Or collect all your sanity checks at the end of the spreadsheet. If the new product forecast on the sample spreadsheet suggests a 57% net income, it’s either a great new product or there’s some error in model or data.Format using styles rather than toolbar but-tons. In fact, you should close the formatting toolbar entirely. Styles can be applied quickly once they are set up and provide a consistent interface to the reader; you may want to add thestyle control to the standard toolbar. Save common styles in a template in your XLStart folder. Even better, program common styles on a toolbar loaded by an add-in, and have every-body in your department use the same format-ting styles, giving a consistent look everywhere. Use blanks around rows and columns to de-fine “areas.” Areas (a maximal rectangle of occupied cells surrounded by unoccupied cells) have meaning to Excel’s object model, define the extent of an END+ARROW key, and can be un-ioned to form a range. It may be useful to make each distinct area a separate worksheet. Instead of blank rows and columns, create output space using row height and column width, and use a single cell with embedded newlines to store a lengthy column header.Avoid color. Although some printers now han-dle color, most photocopy and fax machines still don’t, so assume a black-and-white world. That’s limiting only if you let it be; remember Apple’s original Macintosh was gray-scale, but the crisp, clear screen made many color screens look blurry and ugly by comparison. Also avoid shaded backgrounds that lose contrast. Don’t let your charts look like ducks.39 Line charts present continuous data, bar charts pre-sent discrete data, and pie charts show the com-ponents of a single variable. Area charts and stacked bar charts show how the components of a variable fluctuate over time, for continuous and discrete variables, respectively. A scatter chart shows the relationship between two dis-crete variables. Charts with a false third dimen-sion should be avoided, since the extra dimension adds clutter without adding meaning. Never do the same thing twice; record a macro instead. The macro will do the job much faster than you can, and more consis-tently. It’s not hard 40 to write simple macros, especially if you use the macro recorder, and the effort you put into learning to write macros will be amply repaid in improved accuracy and re-duced development times.Break up a complicated expression into mul-tiple cells with intermediate results.The re-sult is generally more readable than one big formula could ever be. Often, the intermediate results are useful, too. If you wish, ASSERT that the final answer is the same as the complicated expression. But consider the earlier advice about cascade lengths, and consider the next technique, which provides an alternative. Write a VBA function rather than a compli-cated expression. VBA provides more built-in power than Excel expressions, so VBA func-tions can do more things more easily. If you can write Excel expressions you can write func-tions, at least simple functions that avoid such features as loops and file operations.Let the VBA development environment help you. The single most important rule is to auto-matically set OPTION EXPLICIT by clicking on Require Variable Declaration; think of it as a pro-phylactic for your code. Make friends with the Object Browser, and learn to find objects in the help screens. Use the debugger to set watch variables and breakpoints and single-step your code.Build a library of frequently-used macros and functions. Store the library in your PER-SONAL.XLS spreadsheet so it is always avail-able. But be aware that your personal macros and functions won’t be available if you share your spreadsheet with someone else. If you pre-fer, common macros and functions can be dis-tributed in an add-in.Build templates for common tasks. Templates store captions, formulas, formatting, and mac-ros, making it easy to build a set of similar spreadsheets. Templates speed debugging as well as development because the common por-tions only need to be debugged once.Use a macro to automatically add the user name, file name, date and time to the footer of all your spreadsheets. Your readers deserve to know. A macro stored in an add-in that traps the WorkbookBeforePrint event is simple and convenient, and can use VBA functions to ex-tract Workbook Properties and perform other useful tasks. You may want to have the same macro force a file-save with a new name, so you can quickly return to any printed version of your spreadsheet.Print a listing of all your formulas. If you fol-low the earlier advice to name all cells and write one formula per row or column, you can print a list of all your formulas by transposing the spreadsheet so attributes run down the left col-umn, displaying formulas rather than values, and printing. The resulting listing shows all the logic of your spreadsheet, neatly formatted.41 It’s much easier to read the printed listing than to scroll back and forth from cell to cell on the screen; when you look at cell addresses on screen, you tend to think physically (“that cell over there”) rather than logically (“unit sales”), and what do you do if “over there” has scrolled off the screen? That listing, with all your hand-written notes and marks, is an excellent exhibit to show the auditors why you think your spread-sheet is right; it’s even useful to show your boss how hard you worked. A formula listing of col-umns C2 and C4 of the sample spreadsheet is shown below:Year =1+Prior_YearUnit_Sales =(1+Growth_Rate)*Prior_YearPrice_Per_Unit =(1+Growth_Rate)*Prior_YearCost_Per_Unit =(1+Growth_Rate)*Prior_YearFixed_Costs =(1+Growth_Rate)*Prior_YearSales =Unit_Sales*Price_Per_UnitCost_Of_Sales =Unit_Sales*Cost_Per_UnitFixed_Costs =Fixed_CostsPretax_Earnings =Sales-Cost_Of_Sales-Fixed_Costs Income_Tax =Pretax_Earnings*Tax_RateNet Income =Pretax_Earnings-Income_Tax Use a spreadsheet auditing tool. Excel’s au-diting toolbar allows you to trace precedents and dependents and highlight invalid data, but is otherwise limited. Spreadsheet auditing tools42 help you identify errors with a variety of identi-fication, searching, reporting, and visualization techniques; using them will help you better un-derstand your spreadsheet. My CellMaps43 tool colors cells according to type, as in this display of the sample spreadsheet, showing input cells with pink backgrounds, formulas with lavender。
高二英语科技词汇单选题40题
高二英语科技词汇单选题40题1. In the field of technology, a "processor" is different from a "controller" _____.A. significantlyB. slightlyC. rarelyD. frequently答案:A。
本题主要考查词义辨析。
“significantly”意为“显著地”;“slightly”意为“轻微地”;“rarely”意为“很少地”;“frequently”意为“频繁地”。
在科技领域,“processor”(处理器)和“controller”(控制器)的差别是显著的,所以选A。
2. The new software is designed to _____ the efficiency of the system.A. enhanceB. reduceC. maintainD. destroy答案:A。
“enhance”表示“提高,增强”;“reduce”表示“减少”;“maintain”表示“维持”;“destroy”表示“破坏”。
新软件的目的是提高系统效率,故选A。
3. When it comes to data storage, "hard drive" and "solid state drive" have different _____.A. capacitiesB. speedsC. featuresD. prices答案:C。
“capacities”指“容量”;“speeds”指“速度”;“features”指“特点,特征”;“prices”指“价格”。
在数据存储方面,“hard drive”(机械硬盘)和“solid state drive”( 固态硬盘)有不同的特征,所以选C。
4. In the world of technology, "algorithm" is often used to _____ complex problems.A. solveB. createC. avoidD. ignore答案:A。
社交网络分析:操作指南说明书
Social Network Analysis: ‘How to guide’January 2016ContentsTable of ContentsWhat is social network analysis? (3)What can social network analysis do for me? (3)What will I get at the end of it? (3)What are the limitations? (5)What do I need to complete the analysis? (6)Approach (7)Resource A: Possible data collection process (9)Resource B: Possible analytical approach (13)Disclaimer: ‘The views expressed in this report are those of the authors, not necessarily those of the Home Office (nor do they represent Government policy).’This guide is intended to help local areas and police forces use intelligence data to undertake social network analysis of their local gang issues.What is social network analysis?The aim of social network analysis is to understand a community by mapping the relationships that connect them as a network, and then trying to draw out key individuals, groups within the network (‘components’), and/or associations between the individuals.A network is simply a number of points (or ‘nodes’) that are connected by links. Generally in social network analysis, the nodes are people and the links are any social connection between them – for example, friendship, marital/family ties, or financial ties.What can social network analysis do for me?Social network analysis can provide information about the reach of gangs, the impact of gangs, and gang activity. The approach may also allow you to identify those who may be at risk of gang-association and/or being exploited by gangs.Network analysis can be completed ‘qualitatively’ – that is, with diagrams drawn by hand. This guide details a more systematic approach to network analysis. Particular benefits of this include: ∙Practicality: The approach provides an objective, replicable representation of the community which is described in the intelligence data. It does not need thoseundertaking it to have knowledge of a gang or extensive analytical training.∙Wider applications: It also provides a systematic understanding of local gang issues and the relationship with those who may be seen as gang-associated. This has potential applications for producing community impact statements and particular interventions(e.g. gang injunctions).∙Targeting responses: The process of mapping a gang may allow action to be more closely tailored to specific individuals –for example, differentiating between ‘core’ gang members and peripheral members. This may increase the effectiveness of work totackle gangs and gang culture.∙Multiple uses: The data collection process can be completed centrally and the overall network analysis provided to local teams. The networks can then be examined /manipulated to answer particular local questions as required. This may be more efficient than producing different analytical products for each local issue.What will I get at the end of it?The technique will generate diagrams that will show the relationships between individuals that are contained in your data, this could include: criminal links, social links, potential feuds, etc. Figure 1 below gives an example – to note the diagrams can include names, pictures and further details of individuals as required.Figure 1: Example output (note: numbers here indicate individuals).It is also possible to produce statistical analysis of the networks which can help you to define a problem, and to explore the roles of particular individuals in the networks (see table 1 for some key statistics). This can be completed automatically by the social network analysis software.Table 1: Key network statistics SizeNumber of nodes - the people in the network Size of the networkNumber of individuals inthe networkNumber of links - socialconnections/relationships between nodes (e.g. friendship, family ties) How ‘busy’ the network in totalNumber of relationshipsbetween individuals in thenetwork (in total)Number of unique links How ‘busy’ the network is, takingout relationships that areduplicatedNumber of relationshipsbetween individuals in thenetwork, with duplicatesremovedCohesivenessNumber of components – distinct groups in the network Whether there may be sub-groups in the networkNumber of discrete groupsin the networkDensity The extent to which nodes areinterconnected – lower densitynetworks have fewer linksbetween nodesThe proportion of all linksthat are actually presentDiameter Size of the network Greatest number of steps between any pair of nodesMean average distance between nodes How ‘close’ (in network terms)the nodes are to each otherAverage number of stepsneeded to go from onenode to any otherCentralityMean degree How central (on average) nodesin the network areAverage number of linksthat pass through thenodesMean betweeness How central (on average) nodesin the network areAverage number of uniquepaths that pass through thenodesWhat are the limitations?The analysis is based on intelligence data, which have the potential to be incomplete, inaccurate or untimely. The results may be most usefully considered in combination with other sources of information, and operational experience.The approach described here does not limit itself to identifying gang members. This means that not all those identified in the analysis will necessarily recognise themselves or be recognised by others as being in a gang.What do I need to complete the analysis?SoftwareTo complete the social network analysis, software packages will be needed to complete the following tasks:∙Data collection – E.g. Spreadsheet software;∙Data analysis – E.g. Social network analysis software;∙Data visualisation – E.g. Network visualisation software.Some packages may encompass all three. Packages used to create the analysis in this guide were UCINET1 and Node XL2 package for Microsoft Excel3.ResourcesThe time and number of people required to complete the data collection and analysis will depend on the amount of intelligence that needs to be coded and the speed / familiarity of those undertaking the approach. As a rough rule of thumb, coding intelligence data using the method set out in this guidance should take around 10-15 minutes per intelligence log.1 Borgatti, S.P., Everett, M.G. & Freeman, L.C. (2002). Ucinet for Windows: Software for Social Network Analysis. Harvard, MA: Analytic Technologies.2 Social Media Research Foundation, </>3 For UCINET, the collected data was converted into a format that could be read by the software via a Blitzbasic routine (See / ). The networks produced were then visualised in NetDraw (See<https:///site/netdrawsoftware/download>. This was not needed for Node XL, which is able to read in data that is not in matrix form.ApproachStep 1: Define your focusIn completing a network analysis, it is beneficial to set your focus. This will involve considering various elements of the analysis:The gang you will focus on The decision on what gang youwill focus on may be driven byoperational need, or considerationof impact or geographical areaSocial network analysis maybe most reliably applied to arelatively small area, forwhich data is likely to bemore completeThe individuals within the gang you will focus on A gang as a whole may be toolarge to focus on with availableresourcesAre there key individualswithin this gang you want toknow about?The time period you want to look at Looking at a longer time periodmay provide a more detailedpicture, but takes time to doHas the picture changed overtime?The size of catchment you are aiming for The catchment will influence howlong the process takes4Is this wide enough for theissue you are looking toaddress?Step 2: Decide what data you will useSocial network analysis can be applied to any data that highlights relationships between things (e.g. individuals, objects, events, etc.). When looking at gangs, the approach works best with data that can capture non-criminal as well as criminal links, since a lot of useful information is contained in social links. Because of this, intelligence data may be particularly relevant. However, it can be applied to purely criminal data (e.g. arrests).If using police intelligence data, a decision may need to be made about the grading level of the intelligence that will be included in analysis. The decision will depend on the amount of data held and the reliability of the data, and should be made in consultation with intelligence analysts.Step 3: Collect dataResource A provides a process for data collection using police intelligence data. In summary, intelligence logs will need to be searched for the names of individuals, and the logs coded according to set categories. The information is inputted onto a spreadsheet which then forms the core dataset for the network analysis. An important aspect of the data collection is being sure not to include individuals twice – for example, due to slight differences in names.Step 4: Analyse your findingsSocial network analysis entails exploring the networks you create to investigate particular questions you want to answer. Therefore, there is no set way of undertaking the analysis.4 The approach detailed in this guide follows a 2-step process.However, some questions you might want to ask are provided in Resource B. Statistical analysis of the networks may help you to answer these questions (see table 1 for a selection of the statistics available).By plotting the network’s centrality scores (degree and betweeness, see table 1), you can also examine the role / characteristics of the nodes in the network relative to the others in that network (e.g. by comparing them against the mean average scores). These can be summarised as follows:GatekeepersHigher Lower ∙ May play an important role in activity, but not much information is held on them ∙ Removal may fragment networksHighly visiblefiguresLower Higher ∙ May have information about many others in the network∙ May be involved in lots of activity in the network, but do not play a unique roleCentralfiguresHigher Higher ∙ Very visible and central role∙ Key figures that may be focused on to fragment networks and to gather informationStep 5: Validate your findingsSocial network analysis can only tell you what the intelligence data shows, and will not give you all the context / details around the data. The intelligence picture may be incomplete or misleading in places and certain gang activities may be more visible than others, thus skewing the picture. For example, drug dealing may be more visible than sexual exploitation but both activities may well be occurring. For this reason it is important to validate findings against operational experience. Examples of the types of questions to ask include:∙Do the findings match what is known?∙Is there anything that seems unusual?∙Can any unusual results be explained by issues with the data e.g. the quality or the content of the intelligence log?Validating the data in this way not only helps to quality assure the findings but can also throw up interesting aspects of the data for further exploration.Resource A: Possible data collection processIdentifying sample1. Identify key nominals to begin the process with – for example, known members of an urbanstreet gang. If a large group, randomly select nominals from this list to pick individuals to focus on.2. Perform a search for intelligence logs concerning one of these nominals (‘nominal A’).3. Omit logs from outside the time period wanted.4. Refine results further by identifying and retaining only intelligence logs known to be for onlythis nominal (important to reduce duplication).Data coding5. For each log, code relevant details from table below on a spreadsheet. Coding templates Aand B provide examples of codes to use but these can be refined according to data needs.6. Repeat steps 2-5 for all the other key nominals selected at step 1.7. Once all records pertaining to the key nominals have been identified and coded go to step 2,and repeat for all nominal B’s (i.e. all n amed individuals) with the intelligence logs pertaining to the key nominals. [Note this step can be repeated as many times as is reasonable for any individuals named within subsequent logs. Resource pressures and the value added for each round may be determining factors of how many steps away from the key nominals you want to take].Coding template A: links and attributes1. Link codesa. Intelligence log numberb. Nominal A name / codec. Nominal B name / codeSociald. Unknown relationshipe. Acquaintance / friendf. Businessg. Romantich. Familyi. Financialj. Member of same gangk. Member of different gangl. ‘A’ perpetrated crime against ‘B’m. ‘A’ is victim of crime by ‘B’n. Feud/disputeo. Other (e.g. social services)Criminalp. Legitimate relationshipq. Antisocial behaviourr. Drugss. Firearms accesst. Firearms supplyu. Violent crime without injuryv. Violent crime with injuryw. Crime involving the use of a weaponx. Theft with force or threat of forcey. Theft without force or threat of forcez. Sexual offenceaa. Financial offencebb. Driving-related offencecc. Other criminal activityCausality of criminaldd. To/For/WithOther informationee. Data of contactff. Intelligence gradegg. (1) Link inferred by intel (2) Link inferred by analysthh. Nature of contact2. Attributes codes (if applicable)i. Name / code of nominal Aii. DateCrimeiii. Violence against the person with injuryiv. Violence against the person with injuryv. Threat of violencevi. Homicidevii. Firearms possessionviii. Firearms offencesix. Knife or sharp instrument possessionx. Knife or sharp instrument offencesxi. Robberyxii. Other theftxiii. Burglaryxiv. Fraudxv. Antisocial behaviourxvi. Causing public fear or distressxvii. Vehicle offencesxviii. Arsonxix. Vandalisms and criminal damagexx. Drug possession with intent to supplyxxi. Drug possession without intent to supply xxii. Most serious sexual offencesxxiii. Other sexual offencesxxiv. Other non-notifiable crimeOther informationxxv. Incident occurred as a whole group activity (1=yes, 2=no)xxvi. (1) Victim of crime (2) Perpetrator of crime (3) present at crimexxvii. (1) Suspected (2) ProsecutedCoding template B: Nature of contactCriminal (general)Assaults ✓✓Intimidates ✓✓Kills ✓✓Drives ✓✓Performs monetary task ✓✓Performs weapons storage ✓✓Provides phone use ✓✓Provides protection ✓✓Vandalises ✓✓Sexually offends ✓✓Carries weapon ✓✓Provides weapon ✓✓Steals ✓✓Recruits gang members ✓✓Provides gang members ✓✓Disturbs the peace ✓Displays delinquent / anti-social behaviour ✓Supports other criminal business dealings ✓✓Provides other criminal service ✓✓Provides vehicle for other criminal activity ✓✓Supplies illegal goods ✓✓✓Involved in supply of illegal goods ✓Involved in other criminal task ✓Involved in other criminal activity ✓DrugsAssaults (drug-related) ✓✓Intimidates (drug-related) ✓✓Buys drugs ✓✓Sells drugs ✓✓✓Carries drugs ✓✓Carries drugs money ✓✓Collects debts (drug-related) ✓✓Cuts/bags/prepares drugs ✓✓Provides drugs materials ✓✓✓Provides location for drugs storage ✓✓Running ✓✓Provides weapon (drugs-related) ✓✓Provides vehicle (drugs-related activity) ✓✓Deals drugs ✓✓✓Delivers drugs ✓✓✓Supplies drugs ✓✓✓Supports drugs business dealings ✓✓Performs other drugs task ✓✓Involved in other drugs activity ✓Resource B: Possible analytical approach1. Understanding a particular issue (e.g. drugs) Which individuals are linked together inthe network? How are they linked?Do results matchwhat I know? Whatseems unusual?Could unusualresults be explainedby an issue with thedata?Who knows thepicture on theground? What dothey think?Who is peripheral to the network and whois central?Who turns up in some networks and notothers? Why is this?2. Disrupting activity Can any hierarchy be seen in the gang (e.g. leaders)?Are there any clear opportunities to fragment the networks (e.g. focusing on ‘gatekeepers’)?Are some networks more / less densely packed (and therefore potentially more / less difficult to disrupt)?3. Identifying vulnerable individuals Who may be vulnerable to increased involvement in gang activity (e.g. who is linked to gang nominals / crime)?Who already looks involved? Could they potentially draw others in?4. Targeting interventions What role do individuals play in the networks?Who is connected to lots of others? Who is uniquely connected to lots of others?Who is a ‘gatekeeper’?If an intervention was delivered to individuals, what impact would it have on the network?ISBN: 978-1-78655-066-8ISSN: 1756-3666© Crown copyright 2016This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: ************************.Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.。
托业真题最新版答案解析
托业真题最新版答案解析在如今全球化的世界里,越来越多的人意识到英语作为一门通用语言的重要性。
因此,托业(TOEIC)作为一种衡量英语能力的国际标准测试,备受关注。
随着竞争的加剧,很多考生都希望能够了解最新版托业真题的答案解析,以便更好地准备考试。
本文将为大家呈现最新版托业真题的答案解析,帮助考生更好地理解和掌握考试的要点和技巧。
听力部分托业考试的听力部分是很多考生感到困惑的一部分。
在这部分中,考生需要聆听录音并回答相关问题。
以下是对一道典型题目的答案解析:Question: What is the main topic of the conversation?A) Vacation plansB) Business strategiesC) Marketing trendsD) Office proceduresCorrect answer: A) Vacation plans解析:在这道题目中,考生需要从对话中选择一个最准确的选项,作为对话的主题。
通过聆听对话内容,我们可以得出正确答案为A)Vacation plans。
关键词是“vacation”,对话中词汇最多的内容也是关于计划假期的话题。
阅读部分托业考试的阅读部分是考察考生阅读理解和提取信息的能力。
以下是对一道典型题目的答案解析:Question: Which statement is true about the newmarketing campaign?A) It successfully increased sales by 10%.B) It targets a different customer segment.C) It is more expensive than the previous campaign.D) It will start next month.Correct answer: B) It targets a different customer segment.解析:这道题目考察的是对一篇短文的综合理解。
2024年教师资格(初级中学)-英语知识与教学能力(高中)考试历年真题摘选附带答案版
2024年教师资格(初级中学)-英语知识与教学能力(高中)考试历年真题摘选附带答案第1卷一.全考点押密题库(共100题)1.(单项选择题)(每题2.00 分) —Do you mind if I______the TV a bit?—Yes, I do, because Fm busy with my homework now.A. turn onB. turn upC. turndownD. turnoff2.(单项选择题)(每题 2.00 分) A Chinese student makes a sentence as follows: He is a rich man who like traveling. The error in that sentence is the result of______.A. negative transferB. positive transferC. overgeneralizationD. pragmatic failure3.(单项选择题)(每题 2.00 分) The party’s reduced vote was______of lack of support for its policies.A. indicativeB. positiveC. revealingD. evident4.(单项选择题)(每题 2.00 分) Which of the following assumptions about vocabulary learning contradicts the modem language teaching theories?A. The best way to learn words is to use them.B. The best way to learn vocabulary is via rote learning.C. An English dictionary is an important aid to students.D. Learning a word involves learning more than just the word itself.5.(单项选择题)(每题 2.00 分) I will always remember my mother^ last few days in this worlD.On February 14th,2000, my class went on a field trip to the beach. I had so much fun. When we returned to school, my teacher told me to go t o the headmaster’s office. When I got into the office,I saw a police officer. Suddenly I realized something was wrong. The police officer told me what had happened and we went to pick my sister up. After that, we went to the hospital and waiteD. Time went slowly.Finally, we got to see our mother, it was terrible.On the next day, the headmaster came and told my two teachers what had happeneD. I was taking a rest that day. I knew it had something to do with my mother. I kept thinking that she either died or had got better. How I wished that she had got better. When my teacher took me outside, my sister ran up to me. She started crying, “She’s gone. Teresa mommy’s gone. She’s deaD. ”1 couldn’t believe it. We jumped into the car and drove straight to the hospi tal. Most of my family were there. The silence was terrible. I knew I had to say goodbye.Today when I look back, I still miss my mother very much, but I know that I will live. My mother was a strong mother,who had the biggest heart. My mother was an angel walking on the earth. I will always remember her as she is living. When someone is asked who their heroes are ,they usually say someone famous, like Michael Jordan or Britney Spears. When someone asks me who my hero is, I tell them, my mother. My mother lives every day. That is what makes her a true hero.What did the headmaster tell the two teachers on the next day?______.A. Her mother had been very ill.B. Her mother had been deaD.C. Her mother had gotten better.D. Her sister came to see her.6.(单项选择题)(每题 2.00 分) The men who race the cars are generally small, with a tight, nervous look. They range from the early 20s to the middle 40s, and it is usually their nerves that go first.Fear is the driver’s constant companion, and tragedy can be just a step behinD. Scarcely a man in the 500 does not carry the scars of accident crashes. The mark of the plastic surgeon is everywhere, and burned skin is common. Sometimes a driver^ scars are invisible, part of his heritage. Two young drivers, Billy Vukovich and Gary Bettenhausen, raced in their first 500 in 1968. Less than 20 years before, their fathers also competed against one another on the Indy track-and died there.All this the drivers accept. Over the years, they have learned to trust their own techniques, reflexes, and courage. They depend, too, on a trusted servant-scientific engineering. Though they may not have had a great deal of schooling (an exception is New Zealand’s Bruce McLaren, who had an engineering degree), many drivers are gifted mechanics, with a feeling for their engines that amount to kinship.A few top drivers have become extremely wealthy, with six-figure incomes from prize money, endorsement, and jobs with auto-product manufacturers. Some have businesses of their own. McLaren designs racing chassis (底盘).Dan GumeyJs California factory manufactured the chassis of three of the first four cars in the 1968 Indy 500, including his own second place car. Yet money is not the only reason why men race cars. Perhaps it isn’t even the major reason. Three times Indy winner(1961, 1964, 1967).A. J. Foyt, for example, can frequently be found competing on dirty tracks in minor-league races, where money, crowds and safety features are limiteD. and only the danger is not. Why does he do it? Sometimes Foyt answers, “It’s in my blooD. ’’Other times he says, “It is good practice.” Now and then he replies, “Don’t ask dumb questions. ’’A. J. Foyt often takes part in minor-league races fo r______ .A. prize moneyB. blood testC. cheers from the crowdD. enjoyment7.(单项选择题)(每题 2.00 分)A teacher may encourage students to__________ when they come acrossnew words infast reading.A. take notesB. ask for helpC. guess meaning from contextD. look up the words in a dictionary8.(单项选择题)(每题 2.00 分) You II find this Travel Guide to be of great ( ) in helping you and your children to get around Malaysia.A. costB. priceC. valueD. expenditure9.(单项选择题)(每题 2.00 分) If a teacher attempts to implement the top-down model to teachA. new word sifter playing the tapeB. new words before playing the tapeC. background information after playing the tapeD. background information before playing the tape10.(单项选择题)(每题 2.00 分) I’ve tried very hard to improve my English. But by no means______with my progress.A. the teacher is not satisfiedB. is the teacher not satisfiedC. the teacher is satisfiedD. is the teacher satisfied11.(单项选择题)(每题 2.00 分) What stage can the following grammar activity be usedat?______.The teacher asks the students to arrange the words of the sentences into different columns marked subject, predicate, object, object complement, adverbial and so on.A. PresentationB. PracticeC. ProductionD. Preparation12.(单项选择题)(每题 2.00 分) Operations which left patients______and in need of long periods of discovery time now leave them feeling relaxed and comfortable.A. unhealthyB. exhaustedC. fearfulD. upset13.(单项选择题)(每题 2.00 分) Mr. King works in a shop and drives a car for the manager. He drives carefully and can keep calm in time of danger, and he has escaped from several accidents. The manager pays him more and the traffic policemen often speak highly of him.Mr. Baker, one of his friends, works in a factory outside the city. Ifs far from his house and he has to go to work by bus. As the traffic is crowded in the morning, sometimes he’s late for the work. His manager warns the young man that he will be sent away unless he gets to his office on time. He hopes to buy a car,but he hasn’t enough money. He decides to buy an old one. He went to the flea market and at last he chose a beautiful but cheap car. He said he wan— ted to have a trial drive, and the seller agreeD. He called Mr. King and asked him to give a hanD.Mr. King examined the car at first and then drove it away. It was five in the morning and there were few cars in the street. At first he drove slowly and it worked well. Then he drovefailed and nearly hit an old woman who was crossing the street. A policeman told him to stop, but the car went on until it hit a big tree by the roaD.“Didn’t you hear me?” the policeman asked angrily.“Yes,I did,sir,” said Mr. King,“ Since it doesn’t listen to me,can it obey you?”Mr. Baker went to the flea market to______.A. buy a second-hand carB. have a trial driveC. choose a new carD. sell his old car14.(单项选择题)(每题 2.00 分)What is the author′ s attitude towards America′ s policies on global warming?A. Critical.B. Indifferent.C. Supportive.D. Compromising.15.(单项选择题)(每题 2.00 分) Which of the following activities helps to train the skill of listening for gist?A. After listening, the students are required to figure out the relationship between the characters.B. After listening, the students are required to sequence the sentences according to the story.C. After listening, the students are required to identify the characters appearing in the story.D. After listening, the students are required to decide upon the title for the text.16.(单项选择题)(每题 2.00 分) —Did you return Tom?s call?—I didn’t need to______, Fll see him tomorrow.A. thoughtB. unlessC. whenD. because17.(单项选择题)(每题 2.00 分) This skirt was made______your mother______her own measure.A. for; toC. to; toD. for; by18.(单项选择题)(每题 2.00 分)She is __________ , from her recording, the diaries of Simon Forman.A. transcribingB. keepingC. paraphrasingD. recollecting19.(单项选择题)(每题 2.00 分) There is no doubt______you will pass the exam this time. You have worked so hard in the past months.A. whetherB. thatC. ifD. what20.(单项选择题)(每题 2.00 分) 阅读下面的短文,从每题所给的四个选项中选出最佳选项(请选择唯一正确的答案)Passage OneThere are many wetlands in China and some of them have become the world’s important wetlands. The Chinese Yellow Sea Wetlands are among them. They are in Yancheng, Jiangsu Province. They are home for many different kinds of birds and animals. The worlds largest Milu Deer Nature Reserve is in them. More than 700 milu deer live freely there. There are not many red-crowned cranes in the world, but every winter you can see some in the Red-crowned Cranes Nature Reserve in the Yellow Sea Wetlands.The temperature in the wetlands is usually neither too high nor too low. There is a lot of rain and sunshine, too. They are really good places for wildlife. Offering food and home for some special kinds of animals and birds is not the only reason why we need to protect wet-lands. Wetlands are important because they can also prevent floods. But some people want to change the wetlands to make more space for farms and buildings. This means there will be less and less space for wildlife.Luckily, more and more people are beginning to realize the importance Of wetlands and wildlife. Every year, on February 2, many activities are held to tell people more about wet-lands.The World Wetlands Day is on. ______ .B. June 25C. February 2D. March 2221.(单项选择题)(每题 2.00 分)The committee __________ a conclusion only after days of discussion.A. releasedB. achievedC. reachedD. accomplished22.(单项选择题)(每题 2.00 分) Passage OneMove over Methuselah. Future generations could be living well into their second century and still doing Sudoku, if life expectancy predictions are true. Increasing by two years every decade, they show no signs of flattening out. Average lifespan worldwide is already double what it was 200 years ago. Since the 1980s, experts thought the increase in life expectancy would slow down and then stop, but forecasters have repeatedly been proved wrong.The reason behind the steady rise in life expectancy is “the decline in the death rate of the elderly”, says Professor Tom Kirkwood from Newcas tle University. He maintains that our bodies are evolving to maintain and repair themselves better and our genes are investing in →this process ←to put off the damage which will eventually lead to death. As a result, there is no ceiling imposed by the real ities of the ageing process. “There is no use-by-date when we age. Ageing is not a fixed biological process," Tom says.A large study of people aged 85 and over carried out by Professor Kirkwood discovered that there were a remarkable number of people enjoying good health and independence in their late 80s and beyonD. With people reaching old age in better shape, it is safe to assume that this is all due to better eating habits, living conditions, education and medicine.There are still many people who suffer from major health problems, but modem medicine means doctors are better at managing long-term health conditions like diabetes, high blood pres- sure and heart disease. “We are reaching old age with less accumulative damage than previous generations, we are less damaged," says Professor KirkwooD. Our softer lives and the improvements in nutrition and healthcare have had a direct impact on longevity.Nearly one-in-five people currency in the UK will live to see their 100th birthday, the Office for National Statistics predicted last year. Life expectancy at birth has continued to increase in the UK——from 73.4 years for the period 1991 to 1993 to 77.85 years for 2007 to 2009. A report in Science from 2002 which looked at life expectancy patterns in different countries since 1840 concluded that there was no sign of a natural limit to life.Researchers Jim Oeppen and Dr. James Vaupel found that people in the country with the highest life expectancy would live to an average age of 100 in about six decades. But they stopped short of predicting anything more."This is far from eternity: modest annual increments in life expectancy will never lead to immortality,” the researchers saiD.We do not seem to be approaching anything like the limits of life expectancy, says Professor David Leon from the London School of Hygiene and Tropical Medicine. “There has been no flattening out of the best the groups which everyone knows have good life expectancy and→ low mortality←. ”he says.These groups, which tend to be in the higher social and economic groups in society, can live for several years longer than people in lower social groups, prompting calls for an end to inequalities within societies.Within populations, genes also have an important role to play in determining how long we could survive for, but environment is still the most important factor.It is no surprise that healthy-living societies like Japan have the highest life expectancies in the worlD. But it would still be incredible to think that life expectancy could go on rising forever. “I would bet there will be further increases in life expectancy and then it will probably begin to slow,” says Tom, “but we just don’t know.”The underlined phrase “low mortality” in Paragraph 8 could best be replaced by “→←".A. short life spanB. low death rateC. low illness rateD. good health condition23.(单项选择题)(每题 2.00 分) For grammar teaching, if the rule is given first and explained and the student then has to apply the rule to given situation, the method is definedas______methoD.A. deductiveB. inductiveC. Grammar-translationD. audio-translation24.(单项选择题)(每题 2.00 分)The most suitable question type to check students′ comprehension and developtheir critical thinking is __________.A. rhetorical questionsB. referential questionsC. close questionsD. display questions25.(单项选择题)(每题 2.00 分) Which of the following is NOT the advantage of group work?A. creating some peaceful and quiet time in classB. encouraging cooperation and negotiation skills among studentsC. encouraging different opinions and contributions to the workD. promoting students5 autonomy rather than follow the teachers26.(单项选择题)(每题 2.00 分)--Would you like some noodles, Celia?--Yes, just___________, please.A. a fewB. fewC. a littleD. little27.(单项选择题)(每题 2.00 分) Modem scientists divide the process of dying into two stages-clinical or temporary death and biological death. Clinical death occurs when the vital organs, such as the heart or lungs, have ceased to function, but have not suffered permanent damage. The organism can still be reviveD. Biological death occurs when changes in the organism lead to the disintegration of vital cells and tissues. Death is then irreversible and final.Scientists have been seeking a way to prolong the period of clinical death so that the organism can be revived before biological death occurs. The best method developed so far involves cooling of the organism, combined with narcotic sleep. By slowing down the body^ metabolism, cooling delays the processes leading to biological death.To illustrate how this works, scientists performed an experiment on a six-year-old female monkey called KetA. The scientists put Keta to sleep with a narcotic. Then they surrounded her body with ice-bags and began checking her body temperature. When it had dropped to 28 degrees the scientists began draining blood from its body. The monkey’s blood pressure decreased and an hour later both the heart and breathing stopped; clinical death set in.this point the scientists pumped blood into its body in the direction of the heart and started artificial breathing. After two minutes the monkey’s heart became active once more. Aft er fifteen minutes, spontaneous breathing began, and after four hours Keta opened her eyes and lifted her heaD. After six hours, when the scientists tried to give her a penicillin injection. Keta seized the syringe and ran with it around the room. Her behavior differed little from that of a healthy animal.One characteristic of clinical death is______.A. lasting damage to the lungsB. destruction of the tissuesC. temporary non-functioning of the heartD. that the organism cannot be revived28.(单项选择题)(每题 2.00 分) Which of the following activities actually does not involve writing?→ ←.A. Completion according to outlines.B. Completion with multiple choices.C. Completion according to topic sentences.D. Completion with detailed examples related to the topiC.29.(单项选择题)(每题 2.00 分) English teachers often ask students to ______ a passage to get the gist of it.A. skimB. scanC. predictD. describe30.(单项选择题)(每题 2.00 分) —Must I finish the work today, Mom?__No, you_____. You can finish it tomorrow.A. mustn’tB. can’tC. shouldn’tD. needn’t31.(单项选择题)(每题 2.00 分) ______ she heard her grandfather was bom in Germany.A. That was from her mumB. It was her mum thatC. It was from her mum thatD. It was her mum whom32.(单项选择题)(每题 2.00 分) When we analyze the salt salinity (盐浓度)of ocean waters, we find that it varies only slightly from place to place. Nevertheless, some of these small changes are important. There are three basic processes that cause a change in oceanic salinity. One of these is the subtraction of water from the ocean by means of evaporation. In thisextreme, of course, white salt would be left behind; this, by the way, is how much of the table salt we use is actually obtaineD.The opposite of evaporation is precipitation, such as rain, by which water is added to the ocean. Here the ocean is being diluted so that the salinity is decreaseD. This may occur in areas of high rainfall or in coastal regions where rivers flow into the ocean. Thus salinity may be increased by the subtraction of water by evaporation, or decreased by the addition of fresh water by precipitation.Normally, in hot regions where the sun is very strong, the ocean salinity is somewhat higher than it is in other parts of the world where there is not as much evaporation. Similarly, in coastal regions where rivers dilute the sea, salinity is somewhat lower than in other oceanic areas.A third process by which salinity may be altered is associated with the formation and melting of sea ice. When seawater is frozen, the dissolved materials are left behinD. In this manner, seawater directly beneath freshly formed sea ice has a higher salinity than it did before the ice appeareD. Of course, when this ice melts, it will tend to decrease the salinity of the surrounding water.In the Weddell Sea, the densest water in the ocean is formed as a result of this freezing process, which increases the salinity of cold water. This heavy water sinks and is found in the deeper portion of the oceans of the worlD.It can be known from the passage that increase in the salinity of ocean water is caused by______.A. melting of sea iceB. precipitationC. evaporationD. supplement of salt33.(单项选择题)(每题 2.00 分) Mr. King works in a shop and drives a car for the manager. He drives carefully and can keep calm in time of danger, and he has escaped from several accidents. The manager pays him more and the traffic policemen often speak highly of him.Mr. Baker, one of his friends, works in a factory outside the city. Ifs far from his house and he has to go to work by bus. As the traffic is crowded in the morning, sometimes he’s late for the work. His manager warns the young man that he will be sent away unless he gets to his office on time. He hopes to buy a car,but he hasn’t enough money. He decides to buy an old one. He went to the flea market and at last he chose a beautiful but cheap car. He said he wan— ted to have a trial drive, and the seller agreeD. He called Mr. King and asked him to give a hanD.Mr. King examined the car at first and then drove it away. It was five in the morning and there were few cars in the street. At first he drove slowly and it worked well. Then he drovefailed and nearly hit an old woman who was crossing the street. A policeman told him to stop, but the car went on until it hit a big tree by the roaD.“Didn’t you hear me?” the policeman asked angrily.“Yes,I did,sir,” said Mr. King,“ Since it doesn’t listen to me,can it obey you?”What is a flea market?______.A. A market where fleas are solD.B. A market where cars are solD.C. A market where used and cheap goods are soldD. A supermarket.34.(单项选择题)(每题 2.00 分) To their credit the Department of Energy______these ideas and funded a detailed study.A. took toB. took onC. took overD. took up35.(单项选择题)(每题 2.00 分) The phoneme/n/in the first word of all the following phrases changes to/m/except______.A. moon shineB. moon beamC. common propertyD. common wealth36.(单项选择题)(每题 2.00 分)The author holds that the current collective doctrine shows__________.A. generally distorted valuesB. unfair wealth distributionC. a marginalized lifestyleD. a rigid moral code37.(单项选择题)(每题 2.00 分) Which of the following can be regarded as a communicative language task? ______ .A. Information-gap activityC. Sentence transformationD. Blank-filling38.(单项选择题)(每题 2.00 分) Passage OneMove over Methuselah. Future generations could be living well into their second century and still doing Sudoku, if life expectancy predictions are true. Increasing by two years every decade, they show no signs of flattening out. Average lifespan worldwide is already double what it was 200 years ago. Since the 1980s, experts thought the increase in life expectancy would slow down and then stop, but forecasters have repeatedly been proved wrong.The reason behind the stead y rise in life expectancy is “the decline in the death rate of the elderly”, says Professor Tom Kirkwood from Newcastle University. He maintains that our bodies are evolving to maintain and repair themselves better and our genes are investing in →this process ←to put off the damage which will eventually lead to death. As a result, there is no ceiling imposed by the realities of the ageing process. “There is no use-by-date when we age. Ageing is not a fixed biological process," Tom says.A large study of people aged 85 and over carried out by Professor Kirkwood discovered that there were a remarkable number of people enjoying good health and independence in their late 80s and beyonD. With people reaching old age in better shape, it is safe to assume that this is all due to better eating habits, living conditions, education and medicine.There are still many people who suffer from major health problems, but modem medicine means doctors are better at managing long-term health conditions like diabetes, high blood pres- sure and heart disease. “We are reaching old age with less accumulative damage than previous generations, we are less damaged," says Professor KirkwooD. Our softer lives and the improvements in nutrition and healthcare have had a direct impact on longevity.Nearly one-in-five people currency in the UK will live to see their 100th birthday, the Office for National Statistics predicted last year. Life expectancy at birth has continued to increase in the UK——from 73.4 years for the period 1991 to 1993 to 77.85 years for 2007 to 2009. A report in Science from 2002 which looked at life expectancy patterns in different countries since 1840 concluded that there was no sign of a natural limit to life.Researchers Jim Oeppen and Dr. James Vaupel found that people in the country with the highest life expectancy would live to an average age of 100 in about six decades. But they stopped short of predicting anything more."This is far from eternity: modest annual increments in life expectancy will never lead to immortality,” the researchers saiD.We do not seem to be approaching anything like the limits of life expectancy, says Professor David Leon from the London School of Hygiene and Tropical Medicine. “There has been no flattening out of the best the group s which everyone knows have good life expectancy and→ low mortality←. ”he says.for several years longer than people in lower social groups, prompting calls for an end to inequalities within societies.Within populations, genes also have an important role to play in determining how long we could survive for, but environment is still the most important factor.It is no surprise that healthy-living societies like Japan have the highest life expectancies in the worlD. But it would still be incredible to think that life expectancy could go on rising forever. “I would bet there will be further increases in life expectancy and then it will probably begin to slow,” says Tom, “but we just don’t know.”Which statement below is TRUE concerning life expectancy according to thepassage?→←.A. Life expectancy goes on rising forever.B. There could be further increases in life expectancy.C. Life expectancy has slowed down since 1980s and it will stop.D. Life expectancy in Japan doubles what it was 200 years ago.39.(单项选择题)(每题 2.00 分)The message came to the villagers __________ the enemy had already fledthe village.A. whichB. whoC. thatD. where40.(单项选择题)(每题 2.00 分)Which of the letter "u"in the following words has a different pronunciation from others?A. abuseB. useC. excuseD. lure41.(单项选择题)(每题 2.00 分)Based on the experiment, which of the following may signal that the subjectis nearing the solution?A. The subject is begging to work.B. The subject looks away at something else.C. The subject is distracted from the given words.D. The subject concentrates on the given words all the time.42.(单项选择题)(每题 2.00 分) New curriculum promotes the three-dimensional teaching objective which includes_______.A. knowledge, skills and method sB. emotional attitude and valuesC. knowledge, skills and emotionD. knowledge and skills; process and methods; emotional attitude and values43.(单项选择题)(每题 2.00 分) Which of the following nominating patterns can a teacher adopt to ensure that all students are actively involved in classroom activities?→ ←.A. Nominating those who are good at English.B. Asking questions in a predicable sequence.C. Nominating students after the question is given.D. Nominating students before giving the question.44.(单项选择题)(每题 2.00 分) Electronic books could revolutionize reading, but people ought to consider their far-reaching. “The e-book promises to wreak a slow havoc on life as we know it,” Jason Ohler, professor of technology assessment, University of Alaska Southeast in Juneau, warned the World Future Society, Bethesda, MD. His assessment weighed the pros and cons of e-book technology’s impact on social rela tionships, the environment, the economy,etC. Before you curl up with an e-book, consider the disadvantages.They increase eyestrain due to poor screen resolution, replace a relatively cheap commodity with a more expensive one, and displace workers in print book production and traditional publishing. E-books make it easy to share data, thereby threatening copyright agreements and reducing compensation of authors, as well as creating no biodegradable trash. On the other hand, e-books save paper and trees, reduce the burden of the carrying and storing of printed books, promote self- sufficiency in learning, and make reading a collaborative experience online. They also create new jobs for writers and artists and encourageself-publishing. In final analysis, Ohler points out, e-books should gain society’s approval if a few conditions are met: make them biodegradable and recyclable,solve the problem of eye fatigue,be sure the “have-nots” get the technology,and support e-book training in schools and business.What is e-books negative impact on social relationships?______.A. They create new jobs only for writers.B. Fewer and fewer people have access to new technology.C. They may threaten some traditional trades.。
Probability Assessment
Management Studies, Sep.-Oct. 2022, Vol. 10, No. 5, 331-334doi: 10.17265/2328-2185/2022.05.006Probability AssessmentWarren Richard HughesUniversity of Waikato, Hamilton, New ZealandThe methodology presented below can be viewed as a means of quantifying intuitions, guesses, hunches etc., about relative likelihoods for alternative events leading to a “ballpark” probability distribution. Different intuitions etc., will lead to different “ballpark” distributions. A final distribution can then be formulated by the decision -maker using other information as in minimum or maximum collective probabilities for groups of events or similar assessments. Final judgments may be idiosyncratic to the decision-maker and not easily replicable in an algorithm. Keywords: probability assessment, pairwise judgments, spreadsheets, minimal calculationIntroductionThinking probabilistically was advocated by Nassim Taleb (2005, p. x): “considering that alternativeoutcomes could have taken place, that the world could have been different, is the core o f probabilistic thinking”. It was evidenced in the Lehman failure of 2008. PIMCO (a fixed fund manager) postulated at the time three possible scenarios. In order of increasing likelihood these were: a disorderly liquidation, an orderly liquidation (as for Long-Term Capital Management), and finally a takeover by a stronger bank. In his book, PIMCO executive El-Erian (2016, p. 241) characterized the occurrence of the lowest probability outcome as follows: “while we had gotten the probabilities wrong, the preemptive analysis and associated action plans had enabled us to quickly get back onside”. This illustrates the benefits of thinking probabilistically. All that remains is an easy methodology for calculating probabilities which is the aim of this note.MethodologyModerate numeracy skills and spreadsheet familiarity are all that are needed to undertake initial calculations leading to an axiomatically correct “ballpark” distribution over the events in the situation being considered by the decision-maker (DM). This distribution can then be fine-tuned with other judgments or information. That is, an initial distribution is formed after which the current practice of event-by-event probability assessments can then be made with a complete if tentative distribution in the background.When considering probabilities of events, DMs have instinctive judgments as to: • The order of the events from the least to the most likely event.• The order-of-magnitude as to likelihood differences between adjacent events in the ordering.A procedure to exploit these intrinsic but tentative judgments can then be employed that leads to an initial “ballpark” distribution which can then be fine -tuned with other judgments as applicable.Warren Richard Hughes, Dr., Honorary Fellow, Department of Economics, University of Waikato, Hamilton, New Zealand. Correspondence concerning this article should be addressed to Warren Richard Hughes, 6 Taurarua Terrace, Parnell, Auckland, New Zealand.D A VID PUBLISHINGDPROBABILITY ASSESSMENT332Examples of how such likelihood judgments between adjacent events may be made (i.e., pairwise judgments as in Saaty (2008)) with numerical equivalences necessary for the methodology are presented in Table 1. Note the events are first ordered from lea st to most likely as in A, B, …, etc. Then a numerical equivalent is expressed as a ratio between the likelihood of the more likely event over the less likely event in the ordering as represented by B/A, C/B, …, etc.Table 1Value Equivalents for Pairwise Judgments on Adjacent Events in the OrderingExample judgments on adjacent events in likelihood ordering Numerical equivalence or rangeEvents are equally likely 1.00Event B is slightly more likely than A with a B/A value in the stated range 1.10-1.30Not quite twice as likely 1.75-1.95More than double but less than 3 times more likely 2.00+-3.00-Much more likely 4.00-6.00Extremely more likely 10.00-12.00Note that a high range value for B/A involving a value of 10 or more would indicate that A is an extremely unlikely event. The subsequent C/B range value (and succeeding range values) will play an important role in determining B’s relative likelihood. A high range value at any point in the ordering means the probabilities of the denominator event and all preceding events in the ordering will be low. Note a range could be determined by considering a value such as 2.5 initially and then utilizing an interval as in 2-3. Thinking of a single value initially, as in order-of- magnitude, and then expanding to an encompassing range may be a good strategy. Furthermore, spreadsheets allow “ballpark” distributions to be easily recalculated if initial results are significantly out-of-line with the DM’s thinking. For example, an extremely more likely range of 10-12 may be halved to 5-6 and the distribution recalculated using this lower value range.Once the implications of these “tentative” range judgments are evidenced in an actual distribution, the DM can refine the probabilities to reflect his/her more considered judgments and/or other available information.Illustrative ExampleThe methodology is best illustrated by example. Table 2 details a 5-event problem with illustrative events A, B, C, D, E, and associated pairwise ranges. Note that the B/A range is 4-6, indicating a low probability for Event A. Events C and D are seen as equally likely in this illustration with a D/C ratio of 1.0.Table 2Illustrative Calculations for a 5-Event ProblemScenarios Pairwise ranges Probabilities Morelikely value Events Ratios Low High Mean Median Midpoint Average PercentA Base 1.00 1.00 0.02163 0.02073 0.02334 0.02190 2 1.00B B/A 4.00 6.00 0.10393 0.10192 0.10613 0.10399 10 4.75C C/B 1.50 2.50 0.19644 0.19491 0.19765 0.19633 20 1.89D D/C 1.00 1.00 0.19644 0.19491 0.19765 0.19633 20 1.00E E/D 2.00 3.00 0.48154 0.48102 0.48129 0.48128 48 2.450.99998 0.99349 1.00606 0.99983 100A 5-event problem makes for 2(5-1) or 16 possible distributions. Statistical measures on the resulting eventPROBABILITY ASSESSMENT333probabilities are summarized in Table 2. The Midpoint value shows the average of the minimum and maximum probabilities for each event over the 16 distributions. Average is the mean of the preceding three values in the table. The more likely value shows the pairwise value using the average probabilities as in 0.10399/0.0219 or 4.75. Probabilities could be validated using these pairwise values. Alternatively, a new “ballpark” distribut ion could be formulated using revised, single pairwise values now thought more appropriate by the DM after consideration of the Table 2 results. These calculations are outlined in Hughes (2022) and can be easily replicated in a spreadsheet.As the number of events increases, the number of possible distributions doubles with each additional event. An alternative “ballpark” distribution can be derived using only the low and high pairwise values initially and then averaging the resulting probabilities. These minimal calculations are outlined in Table 3 using the same judgments as in Table 2.Table 3Alternative Probability Calculations Using Only Low and High Pairwise ValuesScenarios Pairwise ranges Probabilities Morelikely value Events Ratios Low High Low High Average PercentA Base 1.00 1.00 0.03448 0.01220 0.02334 2 1.00B B/A 4.00 6.00 0.13793 0.07317 0.10555 10 4.52C C/B 1.50 2.50 0.20690 0.18293 0.19491 20 1.85D D/C 1.00 1.00 0.20690 0.18293 0.19491 20 1.00E E/D 2.00 3.00 0.41379 0.54878 0.48129 48 2.471.00000 1.00001 1.00000 100Although there are very slight differences in probabilities using the alternative approach, percent probabilities are identical, or differ by at most one percentage point. Percent probabilities should suffice for most routine decision making. The spread between the lowest and highest probabilities for each event in Table 3 may also be instructive for final decisions on appropriate pairwise ranges as will the resulting more likely values in the last column.ConclusionsProbability determination in the mind of the DM processes information in a way that may not be easy to replicate in an algorithm. In this new approach above, the DM summarizes his/her processing with a low to high range of “more likely” values in comparing two events (pairwise values). Candidate distributions can then be calculated via a spreadsheet followed by routine methodology to axiomatically correct probability determination. The resulting “ballpark” distribution c ould be utilized immediately or further developed using other information possibly triggered by the analysis completed to date. With this perspective, probability determination may be better thought of as a process rather than a methodology which in one pass of calculation produces the final distribution.Even with a large number of possible events, the above illustrates a practical methodology for probability assessment usable by anyone wanting to “think probabilistically” when making decisions. Although the methodology may not yield a definitive probability distribution in a first pass of calculation, it does go some way in quantifying initial beliefs on relative likelihoods with the “ballpark” distribution thus setting the scene for ultimate determination of probabilities.PROBABILITY ASSESSMENT334ReferencesEl-Erian, M. A. (2016). The only game in town. New York: Random House.Hughes, W. R. (2022). A new approach to probability assessment. Chinese Business Review, 21(1), 16-18.Saaty, T. L. (2008). The analytic hierarchy and analytic network measurement processes: Applications to decisions under risk.European Journal of Pure and Applied Mathematics, 1(1), 122-196.Taleb, N. N. (2005). Fooled by randomness (2nd ed.). New York: Random House.。
应聘银行、金融职位的相关英语
应聘银行、金融职位的相关英语外资银行对许多毕业生充满神秘感,极具诱惑力,应聘银行、金融职位的相关英语进入外资银行意味着可以拿高薪、出国,是择业的理想选择。
随着我国加入WTO后,外资银行对人才需求扩张日益激烈,招聘大学毕业生时,更侧重于形象佳、身材好、气质高的优秀学生。
BASIC EXPRESSIONS 基本句型表达1) Tell me about yourself and your past experience.说说你自己以及过去的一些经验吧。
2) For the past two years, I have been working in an investment banking.过去的两年中,我一直在一家投资银行工作。
3) My background and experience include working on a variety of projects and jobs in the financial industry.我的背景和经验包括我在金融业参与过各类项目、做过不同的工作。
4) I?ve had to adjust my style to the new environment several times. 好多次我都必须调整我的方式以适应新环境。
5) What was the most significant project you’ve worked on?你参与的最有意义的一个项目是什么?6) It was a challenge for a person with a finance background.对于有金融背景的人来说,是一个挑战。
7) I really need more information about the job before we start to discuss salary.在讨论薪水之前,我希望能多了解这份工作。
8) Does the company have a five-year plan?贵公司有五年计划吗?CONVERSATIONS 会话(A=Applicant I=Interviewer)Dialogue 1I: Let?s start the interview with some questions. Tell me about yourselfand your past experience.A: I have 10 years financial industry experience, working for several companies. For the past two years, I have been working in an investment banking. In addition to my analytical mindset, I have a background of solid accounting principles. I am a team player and have great communication and interpersonal skills. I thrive on challenge and work well in high-stress environments.I: What finance experience have you had that qualifies you for this position?A: My background and experience include working on a variety of projects and jobs in the financial industry. Most of my experience has beenbehind the scenes, doing the calculations. I want to work with clients and continue to grow and be challenged.I: Why did you leave your last position?A: I?m not finding the work as challenging as I used to. I want to finda job that is stimulating, where I can grow.I: What are your strengths and weaknesses?A: One of my strengths is my ability to be flexible. I?ve seen companies go through many changes in structure and management philosophy. I?ve had to adjust my style to the new environment several times. As far as weaknesses, I really enjoy my work, and sometimes I put in too much time. But by being aware of my tendency to overwork, I have learned to pace myself more and work less overtime.I: How would your boss describe you and your work style?A: She?d say I have a lot of initiative, I see the big picture and I do what has to be done. Second, I always meet deadlines. If I say I?m going to do something, I do it. Lastly, I have the ability to focus on whatI?m working on I am not easily distracted.I: What are your salary expectations?A: I?m sure whatever you offer will be a fair amount for a person with my qualifications. Salary is not the most important factor to me. I?m looking for opportunity.I: Do you have any questions?A: Yes, I do. What do you see as the future trends for the industry?I: 我们开始面试吧。
关于微机课的事的英语作文
Microcomputer classes,often referred to as computer science or IT classes,have become an integral part of modern education.These classes provide students with the necessary skills to navigate the digital world,which is increasingly becoming a part of our daily lives.Heres an essay on the importance and impact of microcomputer classes in the current educational landscape.Title:The Significance of Microcomputer Classes in Modern EducationIn the era of digital transformation,the role of microcomputer classes in education has become more significant than ever.These classes are not just about learning to use a computer they encompass a wide range of topics that prepare students for the future.Introduction to Microcomputer ClassesMicrocomputer classes are designed to equip students with the fundamental knowledge of computer systems,software applications,and programming languages.They are typically introduced at the secondary education level,although some schools have started to integrate basic computer literacy into primary education.Curriculum and Skills TaughtThe curriculum of microcomputer classes is comprehensive,covering topics such as:1.Basic Computer Operations:Students learn how to use a computer,navigate the operating system,and manage files and folders.2.Internet Safety:With the internet being a doubleedged sword,students are taught about online safety,privacy,and the responsible use of the internet.3.Word Processing:Students are trained in using word processors to create,edit,and format documents,which is a crucial skill in any professional environment.4.Spreadsheet Management:The ability to organize and analyze data using spreadsheets is a valuable skill taught in these classes.5.Presentation Skills:Students learn to create engaging presentations using various software tools,enhancing their communication abilities.6.Programming Basics:An introduction to programming helps students understand the logic behind software development and can spark interest in a career in technology. Importance in the Job MarketIn todays job market,being proficient in computer skills is often a prerequisite for many positions.Microcomputer classes provide students with a competitive edge by givingthem a solid foundation in technology.Enhancing Creativity and ProblemSolvingBeyond practical skills,these classes also foster creativity and problemsolving abilities. Students learn to think logically and systematically,which are transferable skills applicable in various aspects of life.Promoting Digital LiteracyDigital literacy is no longer a luxury but a necessity.Microcomputer classes ensure that students are not left behind in a rapidly digitizing world.They learn to adapt to new technologies and stay informed about the latest advancements.ConclusionIn conclusion,microcomputer classes play a pivotal role in shaping the future workforce. They are not just about teaching students how to use technology but also about empowering them to innovate,create,and contribute meaningfully in a digital world.As educators,it is our responsibility to ensure that these classes are engaging,relevant,and accessible to all students,preparing them for the challenges and opportunities that lie ahead.。
考研英语阅读理解思路透析和真题揭秘(24)
1995年Passage l Money spent on advertising is money spent as well as any I know of. It serves directly to assist a rapid distribution of goods at reasonable price, thereby establishing a firm home market and so making it possible to provide for export at competitive prices. By drawing attention to new ideas it helps enormously to raise standards of living. By helping to increase demand it ensures an increased need for labour, and is therefore an effective way to fight unemployment. It lowers the costs of many services: without advertisements your daily newspaper would cost four times as much, the price of your television license would need to be doubled, and travel by bus or tube would cost 20 per cent more. And perhaps most important of all, advertising provides a guarantee of reasonable value in the products and services you buy. Apart from the fact that twenty-seven acts of Parliament govern the terms of advertising, no regular advertiser dare promote a product that fails to live up to the promise of his advertisements. He might fool some people for a little while through misleading advertising. He will not do so for long, for mercifully the public has the good sense not to buy the inferior article more than once. If you see an article consistently advertised, it is the surest proof I know that the article does what is claimed for it , and that it represents good value. Advertising does more for the material benefit of the community than any other force I can think of. There is one more point I feel I ought to touch on. Recently I heard a well-known television personality declare that he was against advertising because it persuades rather than informs. He was drawing excessively fine distinctions. Of course advertising seeks to persuade. If its message were confined merely to information-and that in itself would be difficult if not impossible to achieve, for even a detail such as the choice of the colour of a shirt is subtly persuasive----advertising would be so boring that no one would pay any attention. But perhaps that is what the well-known television personality wants. 51. By the first sentence of the passage the author means that__. [A] he is fairly familiar with the cost of advertising [B] everybody knows well that advertising is money consuming [C] advertising costs money like everything else [D] it is worthwhile to spend money on advertising [答案] C [解题思路] 本题可以直接从分析该句的⾓度解题。
高二英语科研项目实施练习题40题
高二英语科研项目实施练习题40题1.The first step in a scientific research project is to ______ a topic.A.chooseB.selectC.pickD.decide答案:B。
“choose”强调从众多中挑选;“select”更正式,强调精心挑选;“pick”侧重于随意挑选;“decide”是决定,通常不是挑选的意思。
在科研项目中,第一步通常是精心挑选一个主题,所以选“select”。
2.When doing a research project, we need to ______ relevant materials.A.collectB.gatherC.accumulateD.harvest答案:A。
“collect”侧重于有目的、有计划地收集;“gather”更强调把分散的东西集中起来;“accumulate”强调逐渐积累;“harvest”主要指收获农作物等。
做科研项目需要有目的地收集相关材料,所以选“collect”。
3.Before starting a research project, we should make a detailed ______.A.planB.scheduleC.programD.agenda答案:A。
“plan”是计划,比较全面;“schedule”是时间表;“program”通常指程序、节目等;“agenda”是议程。
科研项目开始前应制定详细的计划,所以选“plan”。
4.In a research project, we need to ______ reliable data.A.obtainB.getC.acquireD.receive答案:C。
“obtain”和“get”比较普通地得到;“acquire”强调通过努力、学习等获得;“receive”是被动地收到。
科研项目中需要努力获得可靠的数据,所以选“acquire”。
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A New Approach to Spreadsheet AnalyticsManagement in Financial MarketsBrian Sentence, Xenomorph Software Ltdbsentance@ABSTRACTSpreadsheets in financial markets are frequently used as database, calculator and reporting application combined. This paper describes an alternative approach in which spreadsheet design and database technology have been brought together in order to alleviate management and regulatory concerns over the operational risks of spreadsheet usage. In particular, the paper focuses on the rapid creation and centralised deployment of statistical analytics within a software system now in use by major investment banks, and presents a novel technique for the manipulation in spreadsheets of high volumes of intraday market data.1INTRODUCTIONWhilst spreadsheets are used extensively in many professions, nowhere is this usage more pervasive or more critical than in the financial markets [Croll, 2005]. There are many factors that contribute to why this is the case. Client, regulatory and competitive pressures are forcing trading desks to analyse ever-higher volumes of market data in order to demonstrate customer value, to show adherence to market rules and to identify new trading opportunities. The complexity and breadth of the data being analysed is also increasing, due to the innovative nature of the new financial products that are now being created.Another key factor driving the usage of spreadsheets in financial markets is the relative extremes of specialisation within the industry. End-users such as derivatives traders, product controllers, risk managers and quantitative analysts ordinarily need to have a very firm foundation in the understanding of mathematics, financial theory and market behaviour. This specialisation of end-user knowledge, combined with extremely short commercial delivery timeframes, presents a huge challenge to even the most advanced of system designers. This naturally leads to increased spreadsheet usage as the spreadsheet becomes the only platform that can meet the deadlines imposed by market and competitive pressures.The background described above would only be of passing importance if it were not for the huge sums of money being managed out of spreadsheets on a day-to-day basis. One seemingly small error in a trader’s spreadsheet could potentially cause (and has caused) very significant losses for a financial institution [Wilmott, 2005]. Even in the absence of any spreadsheet errors, due to a spreadsheet’s lack of transparency then a financial institution is open to the operational risk that an individual trader may deliberately mis-quote or mis-represent the instrument pricing and risk levels being undertaken [Mittemeir, 2005]. It is therefore no surprise that regulators are now paying very direct attention to the use of spreadsheets by banks [Buckner, 2004; PWC, 2004]This paper describes a new approach to this problem of spreadsheet management in financial markets. It combines the best of spreadsheet productivity with the best of database technology to provide consistent, centralised and transparent access to data for all users. Additionally, an object spreadsheet approach is described which can greatly reduce the number of spreadsheet formulas required to manipulate large amounts of array data. The approach taken puts spreadsheet design at the heart of the data management process for a financial institution rather than as an “ad-hoc” or tactical add-on solution.2SOLUTION DESIGN GOALSWhilst many of the spreadsheet issues described above are as much procedural as technical, it is technically possible to address many of the negative sides of their usage whilst also leaving many of their positives aspects in place. This paper describes a very recent spreadsheet-related enhancement to a data management system that it is currently in use at some of the major global investment banks. Traders and risk managers use the system, known as TimeScape, to perform statistical analysis on historical market data and to perform derivatives valuation in both pre- and post-trade decision support. What follows below are some of the key design considerations of this centralised spreadsheet environment known to the author as a “Formula Grid” and illustrated in Figure (1).2.1Spreadsheet InterfaceOne major design goal was to ensure that users could still benefit from the productivity of using a spreadsheet interface to define calculations and analytics. This is particularly vital in financial markets where specialist business knowledge combined with commercial timeframes often preclude the transfer of this knowledge to system designers. Hence Formula Grid calculations can be edited by end-users alongside of their usage of spreadsheets and other applications. This is shown in Figure (1) as the Formula Grid Editor.A further step was also taken to make the Formula Grid spreadsheet calculation an in-line, core part of the process of market data management and analysis, rather than an ad-hoc tool into which data is imported, analysed and exported out into the business process. This was implemented by means of mapping and hiding spreadsheet calculations behind analytical functions and data fields, more of which will be seen later in this paper.2.2Data CentralisationHere the approach taken was to move the data out of the spreadsheet and to locate the data within a centralised database as shown in Figure (1). There are a few key considerations when doing this. The first is to make sure that the database can support the typical data types used in spreadsheets such as arrays, lists and matrices. These datatypes are not typically found out of the box with any traditional database management systems. The second is to make it easy for the user to get data from existing spreadsheets into the new centralised spreadsheet environment. Once again, databases tend to be very technical in nature so this naturally alienates the community of end-users that we wish to assist.Given that these two aspects are in place it is then possible to reduce the amount of data actually stored “within” the spreadsheet environment (e.g. “cell = data value” ) and allow more of this data available outside of the spreadsheet for other non-spreadsheet users. Once the data is contained within a centralised database it is then easy to make use of the usual things that databases do well such as user access permissioning, backing up and restoring data, providing transparent programming access to data and so on.Figure (1) – Server-Side Spreadsheet Calculation with Client-Side Editing2.3Calculation CentralisationWhilst end-users like to use spreadsheet interfaces to define data and calculations, this in itself does not preclude the possibility of the calculation being defined by the user being run in a centralised, server-side manner. This is approach taken here, where spreadsheet operations defined by the user are stored centrally in the database in Figure (1) and also run centrally in the calculation server of Figure (1). This means that these spreadsheet calculations are available not just to end users of spreadsheets but to all users throughout an organisation, as again illustrated by Figure (1). Calculation centralisation also leaves the architecture open to further improvement as software and hardware infrastructure improve, all without the end user needing to be aware of any material changes other than improved performance.2.4Data Objects in CellsIn order to cope with large amounts of array data found in financial markets, an additional behaviour was introduced. This allowed array and other more complex data types to be contained within a single spreadsheet cell. For example, a time series of bond or equity prices could be contained within a single spreadsheet cell (e.g. cell “A1 = Closing Price Series” or cell “B1 = Historic FX Series”). This then allows vector arithmetic, such as converting the historic prices of an equity from one currency into another, to be defined through simple cell operations such as cell C1 = A1 * B1. Such an example operation would take all of the historic equity prices contained in cell A1, all the historic FX rates stored in cell B1 and multiple them together throughout all time to produce an array result of the correct currency in cell C1.3SOLUTION EXAMPLEWhat follows is an example of calculating a Volume Weighted Average Price (VWAP) measure which is often used by portfolio traders to demonstrate to clients how well a client’s order to sell or buy stock has been placed in the market against average price levels observed. The example shown is greatly simplified in order to best illustrate the principles of how a centralised spreadsheet calculation is defined and executed as a Formula Grid within the data management environment utilised. VWAP practitioners should note that much more complex, flexible and parameterised versions of VWAP calculation can also be implemented in the Formula Grid, but these are outside of the scope of this introductory paper.Figure (2) Creating a Formula Grid Data Attribute for Equity InstrumentsFigure (2) above shows the schema (standard data attributes) for all “Equity” instruments contained in a database of market and static data known as LSE. Already set up for equity instruments are data attributes such as “TradePrice” and “TradeSize”, both of which are numeric time series stored externally to the Formula Grid calculation we are about to design. In particular, Figure (2) illustrates how a new data attribute is being created called “VWAP” and its data type is being assigned to type Formula Grid from the dropdown shown. After the attribute has been created, a tab appears containing a spreadsheet environment upon which calculations can be defined. In the example shown in Figure (3) below, an equity attribute of “TradePrice” has been placed in cell A1.Figure (3) Entering the Spreadsheet Calculation in a Formula GridGiven that this Formula Grid calculation is centralised and is going to apply to all equity instruments contained in the database, then it is useful to preview the output for an example equity. Boots PLC has been chosen as the example equity and in Figure (4) below it shows how 25,000 prices from the “TradePrice” attribute of Boots PLC are being accessed in one Formula Grid spreadsheet cell.Figure (4) 3D Preview of Array Data Containing in CellsWhilst the preview in Figure (4) may be a useful way of representing data as part of manipulating it, then Figure (5) shows how the data contained in cell A1 can be unfolded to present a more traditional and indeed “human-readable” representation of “TradePrice” as a two column array of times and recorded prices for Boots PLC.Figure (5) Unfolded 2D Preview of Array Data Containing in CellsNow that we can see how arrays can be accessed within single spreadsheet cells in the Formula Grid, it is now possible to define a simple spreadsheet formula for the VWAP calculation as shown in Figure (6) below.Figure (6) VWAP Calculation Showing Vector MultiplicationFigure (6) shows how the “TradePrice” has been referenced in cell A1 and the “TradeSize” in cell A2. In cell A3 we multiple the price and the volume cells together to produce a vector result. In cells A4 we sum all of the historic array values in A3 to produce a scalar result, and similarly we sum the total volume of all transactions from cell A2 in cell A5. Finally, we divide the product of price and volume by the total volume to give us the VWAP result in cell A6.Figure (7) 3D Preview VWAP Calculation ResultsFigure (7) above shows the results preview (in array form) of executing the spreadsheet calculation defined in Figure (6) for Boots PLC. The first three cells contain vector results and the last three contain scalars, as expected from the formula definition.Figure (8) Hiding Intermediate VWAP CalculationsFigure (8) shows that the intermediate calculations in the first five cells, A1 to A5, can be hidden from the end user and this is shown by the cells being greyed to mark their “hidden” status. One passing point of note is that when multiplying time vectors to produce the result in cell A3, it may prove necessary to align data through time which can be handled by an extensive set of data rules built into the Formula Grid Engine.Figure (9) Viewing VWAP Results For Any EquityIn Figure (9) above we move away from the database schema and the preview of a single instrument with Boots PLC shown in previous screen shots, in order to browse and view an entire data universe of equity instruments contained within an equity database. On browsing to find the equity AstraZenica PLC we then select the data attribute called “VWAP”, which causes the Formula Grid spreadsheet calculation defined in Figure (6) to execute in the context of the particular equity being viewed. Hence AstraZeneca PLC’s “TradePrice” and “TradeSize” series have been loaded in background and the VWAP calculated as a value of 2717.All of this has occurred without the end user needing to be aware of the complexity of the calculation or the way in which it was defined, and is available to all users of the system whether browsing equity data as above or loading data through programming interfaces.4CONCLUSIONThis paper has presented an alternative method to the usage of spreadsheets as database, calculator and reporting application combined. The approach described is already in use within a commercial data management software system, and combines spreadsheet design with database technology to achieve centralised and transparent deployment of financial analytics. 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