Contents The Challenge

合集下载

英文企业管理傻瓜书-一般管理 Management Pocketbooks - The Manager's Pocketbook

LEADING OBJECTIVESFrench ‘manège’ (Italian ‘maneggio’) whichThe newly-appointed managerDon’t pass the buck - be loyalFace the music - you are now theconductor! (It’s your POLCA!)7MY ROLES/OBLIGATIONS(Family, Friends, Social, Hobbies)•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................THEIR ROLE EXPECTATIONS (Bosses, Colleagues, New Subordinates)•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................you do to minimise this conflict?All good strategic or operational plans answer the six ED SODA questions:EDSODA10A 500,000 ton supertanker doing 16 knots with its propeller running astern will take 44 minutes and 7 nautical miles to stop!Your organisation is like a supertanker. It takestime and resources to stop and/or changedirection. First ask ‘Where are wecoming from and where are we•U N R E A L IS TI C M I S S I O N /OB J EC T I V E•I N S U F FI C I E N T R E S O U R C E SMEETINGSORGANISATIONAL MISSIONSTRATEGY STRATEGYSTRATEGYUNIT OBJECTIVE UNIT OBJECTIVE UNIT OBJECTIVE INDIVIDUAL OBJECTIVES INDIVIDUAL OBJECTIVES INDIVIDUAL OBJECTIVESVoluntarily imprecise statements of(eg: operating options, areas of emphasis, decisions on methods, resources and direction, behavioural‘What will you accept as evidence that you have succeeded?’In fact, the answer to this challenge objective!If you’ve ever been bowling, imaginewhat it would be like playing withoutpins! How long could you keep it up?How long would you keep watchinga soccer match if there were noEver thought of playing golf at night?! That’s really what it’s like working with no objectives - demotivating and not much fun!ORGANISING TIME: DEFINE & RECORD KEY GOALS241E D S O D AThe results of your ED SODA exercise will enable you to set up your Goal Funnel which, in turn, will allow you to ‘concentrate’ your daily actions.: TIMESAVERS (OUTSIDE THE OFFICE)Always have your time planner close at handUse down-time productively (delayed flights, waiting ...)Read weekly not daily news (in bus, train or plane)29‘visit’ your house/flat or room in a specific sequence of rooms or pieces of furniture Decide once and for all that this is the sequence in which you will always: TIMESAVERS (MEMORY TECHNIQUES) Here’s another memory technique for those vital things‘What’s on my Jack-in-the-box today?’oday is the first day of the rest of your life’, so it’s not too late to start getting organised - even if you should really have done there are a number of action-planningThey were written in a style that reflected the organisation’s culture *Details published in ‘A Sense of Mission’ (see Further Reading, page 90)COMMUNICATING THE MISSIONThe key to direction setting lies in the leader’s ability tocommunicate the mission in a clear and preciseway - a way that speaks to the hearts as wellthe key elements of the missionin various forms (annualstrategies in conferences,meetings and seminars45Aligning also involves adapting one’s leadership style to fit the needs and values of the team members. In this way, each person can see and feel why they should follow the mission.SENDERFEEDBACKFORMULATING THE MESSAGEMESSAGERECEIVERUNDERSTANDINGTHE MESSAGE• Verbal • Written • Non-Verbal • Visual • Verbal • Written • Non-Verbal • VisualINTERFERENCE。

the freshmen challenge

Step 3: Skimming
1 2 3 4
You can find main ideas by first taking a quick look at the title, pictures, key words and phrases, and topic sentences.
Step 4: Scanning
Q1: Why did Adam feel confused?
Paragraph 1 2
Challenge
Choosing ____ courses
3
4
How Adam feels Solution
Confused
The School advisor______________ __________.
Step 4: Scanning
Opinion
1
2
Facts
3
4
Step 5: Careful reading
Read the passage again and finish the outline in Task 4 on
p15.
Paragraph 1 2
Challenge
Choosing ____ courses
4
Study pressure
How Adam feels Solution
Confused
Careful
He will find a way to _____________
He will_________________.
Step 5: Careful reading
Q2: What challenges did he meet?
Paragraph Challenge

大学英语第一节课First-class

Tongue twisters
Can you can a can as a canner can can a can? I wish to wish the wish you wish to wish, but if you wish the wish the witch wishes, I won't wish the wish you wish to wish. I scream, you scream, we all scream for ice-cream! How many cookies could a good cook cook if a good cook could cook cookies? A good cook could cook as much cookies as a good cook who could cook cookies。 The driver was drunk and drove the doctor's car directly into the deep ditch. Whether the weather be fine or whether the weather be not, whether the weather be cold or whether the weather be hot, we'll weather the weather whether we like it or not.
I've been sitting there trying to come up with a story that would demonstrate qualities...
01
He must've had on some really nice pants.

初二英语高级词汇练习题30题

初二英语高级词汇练习题30题1. In our school, the library is one of the _____ places for students to study.A.quietB.quieterC.quietestD.more quiet答案：C。

“quietest”是最高级形式，表示“最安静的”。

选项A“quiet”是原级；选项B“quieter”是比较级；选项 D 形式错误。

在这句话中强调图书馆是学生学习最安静的地方之一，所以用最高级。

2. Our English teacher is one of the _____ teachers in our school.A.popularB.more popularC.most popularD.popularer答案：C。

“most popular”是最高级形式，表示“最受欢迎的”。

选项A“popular”是原级；选项B“more popular”是比较级；选项D 形式错误。

这里说英语老师是学校最受欢迎的老师之一，用最高级。

3. The school cafeteria offers some of the _____ food in town.A.deliciousB.more deliciousC.most deliciousD.deliciouser答案：C。

“most delicious”是最高级形式，表示“最美味的”。

选项A“delicious”是原级；选项B“more delicious”是比较级；选项D 形式错误。

这句话表示学校食堂提供镇上最美味的食物之一，用最高级。

4. The school playground is one of the _____ places for students to relax.fortableB.more comfortableC.most comfortablefortabler答案：C。

英语作文时光胶囊

英语作文时光胶囊Here is an English essay of over 1000 words on the topic "Time Capsule":Time is an intriguing concept that has captivated the minds of philosophers, scientists, and ordinary individuals alike. It is a relentless force that marches on, carrying us through the ebb and flow of life's experiences. In the midst of this ever-changing landscape, the idea of a time capsule emerges as a fascinating way to preserve a snapshot of our existence and share it with future generations.The concept of a time capsule is deceptively simple yet profoundly meaningful. It is a vessel that encapsulates the tangible and intangible remnants of a particular time and place, serving as a time-traveling bridge between the past, present, and future. When we carefully curate the contents of a time capsule, we are not merely preserving physical objects but also the stories, emotions, and cultural nuances that define a moment in history.Imagine a child, generations from now, unearthing a time capsule buried decades earlier. As they carefully open the sealed container,they are transported to a world that may seem both familiar and foreign. They might encounter artifacts that evoke a sense of nostalgia, such as a vintage photograph, a well-worn book, or a technological relic that once seemed cutting-edge. These objects become windows into the lives of those who came before, allowing the recipient to glimpse the hopes, dreams, and everyday experiences of a bygone era.But a time capsule is more than just a collection of physical items. It is a portal into the collective psyche of a society, a repository of the thoughts, beliefs, and aspirations that shaped a particular moment in time. Through the inclusion of personal letters, journal entries, or recordings, the time capsule becomes a living testament to the human experience, conveying the joys, sorrows, and triumphs that defined the lives of those who contributed to its contents.One of the most captivating aspects of a time capsule is its ability to transcend the boundaries of time and space. When we bury a time capsule, we are essentially sending a message into the future, a message that may be received and interpreted by individuals who have yet to be born. This notion of communication across generations is both humbling and inspiring, as it reminds us of the interconnectedness of humanity and the enduring power of our shared experiences.As we contemplate the creation of a time capsule, we are faced with the challenge of selecting the most meaningful and representative items to include. This process requires a careful balance between the tangible and the intangible, the personal and the universal. We must consider not only the physical objects that will capture the essence of our time but also the stories, perspectives, and cultural nuances that will resonate with future audiences.The act of burying a time capsule also carries with it a sense of anticipation and wonder. We can only imagine the reactions and interpretations that will arise when the capsule is eventually unearthed. Will the contents be understood and cherished, or will they be viewed as relics of a bygone era, their significance lost to the passage of time? This uncertainty adds an element of excitement and mystery to the endeavor, inviting future generations to engage in a captivating dialogue with the past.In a world that is constantly evolving, the time capsule stands as a testament to our desire to preserve and share our stories. It is a manifestation of our human need to leave a lasting legacy, to ensure that our existence is not forgotten, and that the lessons and experiences we have accumulated can be passed down to those who follow. By creating a time capsule, we are not only safeguarding our own history but also empowering future generations to better understand the rich tapestry of human experience.As we delve into the concept of the time capsule, we are reminded of the fragility and resilience of our existence. We are challenged to consider the lasting impact of our actions, the importance of preserving our collective memory, and the enduring power of human connection. In a world that is ever-changing, the time capsule stands as a testament to our desire to bridge the gap between the past, present, and future, inviting us to contemplate the profound and enduring nature of time itself.。

手卫生与护理安全知识培训PPT

试问：我们能不保持“纯净”的双手吗？
PART 02
如何正确洗手
HAND HYGIENE AND NURSING SAFETY
02
如何正确洗手(What+When)
护理安全 | 卫生规范 | 卫生习惯 | 手卫生
手部正常菌落
暂驻菌
寄居在皮肤表层，常规洗手容易被清除的微生物，直接接触患者或被污染的物体表面时可获得，可随时通过手传播，与医院感染密切相关
餐巾、尿垫），清洁可见的固体污染物（床单、厕所、尿盆、便盆和医疗设备）
接触病人前后
握手，抚摸孩童的额头搀扶病患移动进行物理疗法把脉、测血压、胸部听诊、腹部触诊，记录ECG
接触病人环境后
在病人下床时换床单调节灌注速度监测仪报警扶床把手，依靠床边或床边桌清洁床边桌
02
溶血性链球菌
3.4 微生物指标
细菌总数≤1000CFU/g 粪大肠菌群不得检出
中华人民共和国轻工行业标准
QB 2654－2004 洗手液
材料要求 \感观指标外观(不分层，无悬浮物或沉淀，无明显机械杂质) 气味 \稳定性 …..
02
如何正确洗手(What+When)
护理安全 | 卫生规范 | 卫生习惯 | 手卫生
01
为什么要洗手 (Why)
护理安全 | 卫生规范 | 卫生习惯 | 手卫生
90% 90%的工作需经医务人员的手来完成 80% 国外报导：医院感染80%是由手引起 30% 国内资料统计：医院感染30%由手传
医疗环境中的污染无处不在
所有的医疗护理服务均离不开手的服务手的污染随时随地发生不卫生的手可能是“罪恶”之手手卫生不良的双重伤害——害人害己
02

Unit+1+Teenage+Life+Vocabular高一上学期英语人教版(2019)必修第一册

4. prefer [priˈfɜː] vt. 较喜欢
• preference n. 偏爱；优先权；偏爱的事物 • preferable adj. 更可取的，更合适的
➢ (1)prefer to do/doing sth.喜欢做某事 ➢ prefer sth. to sth. 喜欢某物而不喜欢某物 ➢ (2)prefer doing sth. to doing sth. 宁愿做某事而不愿做某事 ➢ ＝prefer to do sth. rather than do sth. ➢ ＝would do sth. rather than do sth. ➢ ＝would rather do sth. than do sth. ➢ (3)have a preference for 偏爱
• voluntary adj. 自愿的；志愿的
➢ volunteer for 自愿参加；自愿做 ➢ volunteer to do sth. 自愿做某事 ➢ volunteer sb for sth 举荐某人做某事 ➢ volunteer sb to do sth 举荐某人做某事 ➢ voluntary workers 义工
即学即练
1. I much prefer jazz __to_____ rock music. 2. I prefer_to__w_e_a_r_/w__e_a_r_in_g_(wear) clothes made of natural fibers. 3. I became a teacher because I _p_r_e_f_er_r_e_d_(prefer) books and people to politics. 4. I would prefer him __to__b_e____(be) with us next season. 5. Nowadays most kids prefer _w_a_t_c_h_in_g__(watch) TV to reading.

East Meets West

Bridging two great business cultures.East meets westContentsThe challenge of China1 The study2 Three unique strengths of Chinese CEOs2 The quest for self improvement4 Three challenges facing Chinese CEOs5 Perspectives for Western executives in China8 Conclusion9 The sample 10East meets WestChinese CEO attributedChina is becoming ever more attractive as a market. In a recent survey of global senior executives across 19 industries which was jointly conducted by the Hay Group and Economist Intelligence Unit, over 80 per cent stated that they expected to be doing business in China within three years.The challenge of ChinaCommercial liberalisation of the largest and most populous economy in the world is allowing companies to tap huge pent-up demand. Add to this China’s ability to attract billions of dollars of foreign investment; the steady deregulation of its industries and we have a clear explanation for its projected annual growth rate over the next five to ten years of 8-9 per cent. With many organisations looking for new markets for their products and services; seeking to forge new supplier relationships or to acquire new manufacturing capability in China, Hay Group conducted an in-depth study of successful CEOs of Chinese enterprises. We wanted to understand the strengths and the particular competencies that underpin China’s phenomenal growth – the competencies that its best business leaders have used to deliver excellent business results. Understanding these characteristics can provide guidance for aspiring Chinese CEOs, as well as giving Western businesses insight into issuesto consider when working with Chinese CEOs.The study yielded interesting findings. This group of Chinese CEOs demonstrated a unique set of skills which enabled them to thrive in the Chinese social and economic environment. In comparison to business leaders globally, they have significant strengths as well as certain skills gaps which may affect how they compete in the global market.East meets WestOur study revealed a number of specific and sometimes unique skills and competencies amongst Chinese CEOs. Social responsibilityWhat is perhaps most surprising, given the widely-held perception of the tendency of Chinese business to corruption, is the frequency with which social responsibility featured in the interviews and in the events recounted. Anecdotes in which the leaders acted according to their sense of social responsibility featured most frequently in the events with the best business outcomes, and among the fastest growing businesses.At its core, social responsibility, as seen in the best Chinese CEOs, involves conducting business in a manner designed to improve the business environment, particularly in one’s own area or industry. This can involve actively supporting stronger regulation of one’s own industry; the refusal to participate in commonbut ‘unfair’ business practices or even voluntarily limiting one’s own profitsto a reasonable level for the good of the industry and the society.The studyConducted over the course of 18 months, the Hay Group study comprisedrigorous in-depth, behavioural event interviews, as well as extensive surveysof the CEOs and their direct reports of 37 Chinese organisations. During theinterviews, each CEO spent three hours recounting stories of what they said,thought and felt as they encountered some of their most important recentbusiness experiences.The surveys included a Picture Story Exercise, reflecting the leaders’ non-conscious concerns and motives – the underlying drivers of their behaviours.A Personal Values Questionnaire indicated their conscious values and ourIndividual Learning Style Inventory showed how they process information andmake decisions.In addition, most participants and a group of their direct reports also completedsurveys regarding their leadership style and the organisational climate that theycreated.Three unique strengths of Chinese CEOs 2One example is of a CEO of a business specialising in furniture trading. Concerned at the lack of control and corporate governance that they had witnessed within their large organisation, this leader was constructing a new management structure. The objective was to establish rigorous accountability for fair business practices as well as increasing employee motivation through profit sharing.Leaders demonstrating this competence are likely to act according to these values and to ensure that normal business practices in their organisation are consistent with them. They may also promote social values both inside and outside the company and ‘fight’ for them even at the cost of short term profit, or the displeasure of their peers.In this way, some of the very best Chinese businessmen are actually striving to build a healthy and responsible economic system. These leaders felt they had little in the way of precedent within the Chinese economy and so were using their own judgement as a guide and using their own behaviours to promote transparency and integrity.Chinese CEOs also attributed their sustained business success to their sense of moral or social responsibility. Asone said, “corporate culture is closely related to the personality of the top leader… Only when you have high moral standards can you lay the founding stone of success.” Such stories provide cause for optimism among Western companies who are considering doing business in China but who are concerned about standards of probity and governance. However, there is still progress to be made in this area. HarmonyOther Chinese leadership competencies complement and support this sense of social responsibility. The seeking of harmony in business relations is a striking example. Chinese leaders are often faced with complex, multi-party negotiations involving other businesses and different parts of the local and/or national government – situations that would tax anyone’s negotiating skills.The best Chinese CEOs displaya distinctive and effective way of negotiating these complex environments. They do so in such a way as to create a harmonious result in which all parties are at least reasonably satisfied with the result.Achieving this degree of harmony involves complex influence strategies designed to bring each party to support the same solution. Chinese CEOs construct and present several alternatives in such a way that each party will voluntarily choose the same alternative – the one the leader sees as best overall. Care is taken to ensure that no party fully ‘wins’ at the expense of others. The foundation of this competency is an assumption that the relationships will be long-lasting – it is in no one’s interest for one side to be seen as totally ’winning.‘ Western leaders would do well to learn how to understand the perspectivesand concerns of their counterpartsand observe how Chinese CEOs craft mutually satisfactory options in this way. However, Chinese CEOs want to improve not only their society and their business relationships, but also themselves.East meets WestOur study identified a marked lack of complacence amongst Chinese business leaders when it came to their own abilities and an appetite for continuous self improvement.This competency is manifested in a willingness to review and reflect on oneself, to learn from experience and to improve on performance and behaviour. It is based on an awareness of one’sown behavioural patterns, attitudes and moods; recognition of one’s own limits and a desire to learn and to do better.It is associated with better business results when it is associated with taking practical action to improve and inspiring others to do the same.Business leaders exhibiting this competency are also likely to request feedback and advice for improvement and seek continuous improvement in their own skills and behaviour as much as in their business results. They organise teams to conduct their own self reflection and take actions to implement changes based on it, sometimes making this a special event for the organisation.While from a Western perspective this process might be unnerving to witness, self–criticism is considered a virtue in China and can be a valuable exercise both at the personal and the organisational level.In the Hay Group study, one CEO practised Buddhist meditation to check his own temper and impatience. Another judged the fortunes of his organisation to be tied to its ability to acquire knowledge and contacts globally. Mastering spoken English, he argued, was essential not only for him, but, also for his team. Chinese CEOs may have to exploit these characteristics further in orderto fully address the challenges they face. Appreciating the virtuous intent behind such critiques should encourage Western leaders to share best practice and expertise. In so doing, they will not only help their Chinese partners to improve but grow and improve themselves.The quest for self improvement Self–criticism isconsidered a virtuein China and can be avaluable exercise bothat the personal and theorganisational level.4Many Chinese businesses seek to expand and to become internationalor global. However, they face three particular challenges. While these three areas highlight room for improvement within the Chinese domestic market, they become even more important in the light of the international ambitions of many Chinese businesses.Talent managementChina, like many other parts of the world, is facing a significant shortage in talent. The situation is particularly acute as firms are undergoing rapid expansion and with scarcity driving up wages, high turnover is a key issue.Some 23 out of the 30 CEOs surveyed identified talent management as one of their own three biggest challenges. However, while talent management was identified as a critical issue, onlysix leaders actually told stories about developing or managing talent. Of these, only three indicated real success. Perhaps one reason for the lack of attention to talent is that rather than addressing talent management issues, Chinese CEOs are devoting a significant amount of time to raising capital – a responsibility normally associated in the West with the role of the chief financial officer.Clearly, in the future, the ability tofill the talent gap will be critical to the success of Chinese CEOs, as much as CEOs elsewhere. They must develop their ability to build organisational capability in order to be successful. This requires a commitment on the part of leaders to taking practical action to improve the long term talent capability of their organisation.In practice this involves ensuring that the right people are in key strategic roles. It is also demonstrated by establishing the operating systems and processes and organisational structures necessary to respond to current skills shortages in capability as well as to develop capability in the long term.Leaders possessing this competencein good measure will be concerned to foster the long-term development of others, and will seek to leave a legacy by developing good leaders who will be ready to take over. Organisational climateThe question of the organisational climate created by the leader is a significant one as the success of an organisation depends on fully engaging the efforts and commitment of the top team and larger employee population, not just the CEO.While the tendency towards self criticism has already been noted as a distinctively Chinese management trait and one that will be new to many in the West, our interviews also identified other leadership styles which could initially be confusing to Westerners. The Chinese leadership style is predominantly paternalistic in nature. Chinese CEOs are less likely to giveThree challenges facing Chinese CEOsEast meets Westrationales for decisions and more inclined to issue directives – this is known as the ‘directive’ leadership style. At the same time, Chinese leaders communicate a sense of caring for their people – an ‘affiliative’ style. They also often demonstrate concern for the education and development of their reports in a manner consistent with Chinese cultural values for education through a ‘coaching’ style.Chinese leaders are much less likely to manifest a ‘visionary’ style of leadership – involving the provision of a clear overall vision, direction and explanation. Nordo Chinese leaders much seek to involve their team in decision-making – otherwise known as the ‘participative’ style.This typically Chinese, paternalistic style can be disconcerting to Westerners and is not the most effective possible style for Chinese employees. Our study found that when Chinese leaders do include the visionary style as one of their strengths, they produce much more energising climates. Within the group of leaders we studied, the visionary style and its associated more energising climate were also more characteristic of the faster-growing businesses.One of the consequences of the CEOs’ leadership styles is that the climate, as experienced by their direct reports, is less energising than it could be. Substantial gaps are found between the ‘ideal’ climate dimensions these CEOs’ direct reports aspire for and the ‘actual’ climate they are experiencing. The biggest gap lies within the area of cooperation or‘team commitment.’ Currently, the direct reports to Chinese CEOs donot seem to exhibit the level of team commitment and collaboration needed for performing well as a team. While some of them might contributeto this by preferring to work directlyto the CEO, the CEO can promote more effective teamwork by providing clarity and by seeking the team’s ideas and input. This style of leadership simultaneously helps to developthe capabilities of the direct reports themselves.The question of leadership stylesis of particular interest in light of many Chinese companies’ interest in international expansion — which will necessitate leading international teams. Widening their range of leadership styles, to include the visionary and participative styles, could help energise the current Chinese teams as well as enable the Chinese leaders to get top performance from global teams.Innovation: from red sea to blue ocean The rapidly growing Chinese economy is testament to the energy and high achievement drives of Chinese CEOs. Their energy and commitment to delivery is documented in our survey findings with ‘entrepreneurial growth’ rating as the highest scoring competency demonstrated by Chinese CEOs.This energy and high achievement drive is demonstrated, for example, in the ability of Chinese businesses to replicate processes and operations, adapting them in order to deliver improved efficiency and cost.However, with markets openingup and globalisation taking hold, China’s fledgling private businesses are experiencing more intense competition. After 20 or so years of rapid growth, many Chinese companies have witnessed narrowing margins and decreasing profit.6Many of them believe that foreign markets may present better profit opportunity. They are also supported by the government in their intention to go global.This presents many Chinese CEOs with a challenge. In order to compete abroad, they can no longer rely on their highly developed skills as adaptors. In order to compete they must generate value and/ or differentiate, they must innovate.In place of the low cost, mass market‘red sea’ model currently employed, many Chinese leaders already aspire to a new ‘blue ocean’ strategy of competing on the basis of quality, innovation or other differentiating and higher-value characteristics. Others are actively looking for a new ‘blue ocean’ strategy for sustainable growth.China’s struggle to innovate has been widely noted and numerous explanations for it posited. A recent Financial Times article referred to a report by the regional brokerage CLSA which maintains that the country lacks the legal and economic environment to foster innovation.Until now, with plenty of revenue togo around in sectors largely owned and controlled by government, significant profits have been generated simply through nurturing contacts and acquiring information as opposed to creatively responding to and serving markets. What’s more, small, private entrepreneurs often struggle to obtain finance in China. Moreover, the country’s Confucian heritage places great emphasis on education, yet there is also a long tradition of deference to authority which does not lend itself to intellectual enquiry.Hay Group’s findings confirmed these observations. Many CEOs did identify the need for a new business operating model and some did recount occasions where they had responded directly to market changes, but without the kinds of deep and market-focused innovation we have seen elsewhere. Only seven of the stories told during interviews addressed new business model issues directly and even then with more focus on finance and ownership structures than on markets and customer needs.In addition, while there is a bias onthe part of Chinese CEOs towards prompt action they are less likely to seek information to inform and shape that action than their Western or Indian counterparts. The seeking of new information, for example about social trends, new technologies and shifts in consumer trends, is crucial to the process of innovation. Within a business culture that has not historically placed value on creatively serving domestic markets, it would appear that compared with western benchmarks a key leadership competency is also missing. Moreover, culture, economics and experience act as a barrier to thinking in terms of customer-focused innovation.One possible solution to this dilemma would be for Chinese CEOs to use their sense of social responsibility as a driver for innovation, similar to what has recently been observed in India. Leaders there combine their sense of social responsibility, a concern for theunder-served Indian market and their innovative ‘adaptive thinking’ to produce market driven innovation, both in products and in business models.China, like many other parts of the world, is facing a significant shortage in talent.East meets WestIf Chinese leaders apply their sense of social responsibility to serving their own markets in creative, innovative and culturally adapted ways, they will find a ‘safe’ environment in which to develop their organisation’s ability to innovate. Eventually, they could expand this capability to the global market.In order to do this, they have to develop the ability to create and use a deep understanding of their markets and end consumers to produce new products. They have to serve consumers who were previously under-served, find new ways to go to market and even entirely new business models. Western executives working in or with Chinese businesses may be able to share their experiences in tapping into the unmet needs of customers or creating new markets. Some Western techniques of market research may be particularly useful, along with management styles that help to foster innovation in the organisation.Some of the new generation of leaders are demonstrating this ingenuity, embracing the opportunity to build new business models. These managers are younger, with a different education as well as grounding in business. They signal the prospect of an evolution in Chinese business leadership.Western business leaders who are working or thinking of working in China may take from this study certain perspectives.While it is extremely difficult to compete with Chinese on price, Western companies should compete on innovation and responsiveness to market needs. Since Chinese business leaders strive to build win-win relationships, for Western competitors there are many opportunities to develop mutually beneficial partnerships with Chinese counterparts and even competitors.The Chinese desire for harmony certainly supports partnerships with Western businesses. Western businesses can play their part by also adopting a longer-term view and a creative, open approach. Chinese businesses may particularly value the opportunity to learn from their Western partners’ experiences and best practice.Companies subject to acquisition by Chinese organisations should be aware of the Chinese paternalistic leadership style which could cause some discomfort. Companies who are acquiring Chinese companies should be aware of the expectation on the part of Chinese employees of a more paternal style of management. They want to learn from their manager, be told what to do and for their manager to take a personal interest in them.Perspectives for Western executives inChina8Our study revealed that the best Chinese business leaders possess many competencies and skills that will take their businesses and, ultimately, the Chinese economy forward. It noted the existence of quintessentially ‘Chinese’ qualities which have supported success so far and also some unique challenges for Chinese businesses and their leaders as they move towards a global future.They demonstrate a sense of social responsibility with regard to buildinga responsible and sustainable business community. Chinese leaders also differentiate themselves in terms of their willingness to examine their motives and skills critically. There is a corresponding willingness to engage in activities which develop and improve their skills and, as a result, the prospects of their organisations.Moreover, this group of Chinese business leaders demonstrated a distinctive and sophisticated method of negotiating complex relationships, to achieve a harmonious result and long-term business partnerships. However while there is a consciousnessof the imperatives of globalisation and an ability to manage scale, these leaders have to hone their ability to create and to respond inventively to demand. Chinese managers have yet to develop a sense of innovation — a component of business success.There is also a discernible lack of attention to developing talent below the CEO level — this too could ultimately slow growth and limit innovation. Chinese businesses need to develop the skills in order to take the steps to identify and nurture talent. Yet it is not just about developing talent, Chinese CEOs must also evolve their leadership styles. In order to foster a climate conducive to collaboration and the creation of innovation they must build effective teams, employing more visionary and participative styles of leadership. However, a new breed of Chinese managers is rising up through the ranks and their ability to meet and overcome these challenges will determine the success of China’s economy.ConclusionEast meets WestThe sampleThis study yielded a balanced sample of the leading Chinese companies acrossdifferent governance structures, industry sectors and geographic locations.Over half of the sample headed privately owned businesses, a quarter managedstate owned companies and the remainder, mixed organisations, companies that aregoing through significant transformation and change of governance structure.The manufacturing, high-tech, finance, banking and real estate, construction,consumer goods, airline and media sectors were represented in the sample withthe manufacturing sectors featuring the most frequently. These companies areheadquartered in big cities (e.g. Beijing, Shanghai) as well as inland smaller cities.Two thirds of those interviewed were aged over 45 years, while some were under35 years old when interviewed. 10。

新人教必修一Unit-1-Teenage-life-知识点讲解高中英语课件

n Mount Tai is _______(attract) to tourists for its n beautiful scenery and historical sites.
17
1 7 . focus v. 集中 n. 重点，中心
n focus on/ upon 集中于
n focus one's attention on 集中注意力于。。
) 18
Practice makes perfect.
I. Fill in the blanks. 1. Linda prefers ______ (read) a book to (go) out because she is interested in
literature. 2. Are you content _______your present
service is offered.
4
3. content
n adj.满意的
n be content
n
with sth. 满足于某物 to do sth. 乐于做某事
n n. 内容，目录
n Are you content
your present
achievements?
n greenhouse effect[化]温室效应
The activity is meant to cultivate children's reading abi 大家都说这家饭店很棒。
The restaurant is meant to be excellent. adj.吝啬的，小气的，刻薄的。
19. declare vt.宣布，声明，声称 declare war on国家对。。宣战 declare that从句

关于the challenge of (doing) sth

关于the challenge of (doing) sthThe Challenge of (Doing) SomethingIn life, we often come across challenges that test our abilities and push us to our limits. One such challenge is the task of doing something, beit a personal goal or a professional endeavor. The challenge of doing something is not just about the physical effort required, but also about the mental and emotional strength needed to overcome obstacles and achieve success.One of the biggest challenges of doing something is overcoming self-doubt and fear. When we set out to do something new or challenging, it is natural to feel uncertain and question our abilities. We may doubt whether we have what it takes to succeed or fear failure and disappointment. However, it is important to remember that self-doubt is just a temporary state of mind. By acknowledging our fears and insecurities, we can work towards overcoming them and gaining the confidence needed to tackle any challenge.Another challenge of doing something is dealing with setbacks and obstacles along the way. No matter how well-prepared we are or how determined we may be, there will always be unexpected hurdles that come our way. These setbacks can be discouraging and make us question whether it is worth continuing on our chosen path. However, it is during these moments that true strength andresilience are tested. It is important to remember that setbacks are not failures but opportunitiesfor growth and learning. By staying focused on our goals and finding alternative solutions, we can overcome any obstacle that comes our way.Time management is yet another challenge when it comes to doing something. Often, we find ourselves overwhelmed with multiple tasks or commitments that demand our attention simultaneously. This can lead to feelings of stress, frustration, and even burnout. However, effective time management skills can help us navigate through these challenges successfully. By prioritizing tasks, setting realistic goals, and creating a schedule that allows for breaks and self-care, we can ensure that we make progress towards achieving what we set out to do.Lastly, the challenge of doing something is also about maintaining motivation and staying focused.It is easy to start a project or set a goal with enthusiasm, but as time goes on, our motivation may wane. Distractions and competing priorities can make it difficult to stay focused on our original objective. However, by reminding ourselves of the reasons why we started in the first place and visualizing the end result, we can reignite our motivation and stay committed to our journey.In conclusion, the challenge of doing something encompasses various aspects such as overcomingself-doubt, dealing with setbacks, managing time effectively, and maintaining motivation. It is through these challenges that we grow asindividuals and achieve personal and professional success. By embracing these challenges head-on and developing strategies to overcome them, we can conquer any task or goal that we set out to do. So let us embrace the challenge of doing something and unlock our true potential.。

二十岁大学生英语作文

As a twentyyearold college student, life is a whirlwind of new experiences, challenges, and opportunities. The transition from high school to university is not just a change in academic environment but a significant shift in lifestyle and personal growth. Here, Id like to share my journey as a young adult navigating the complexities of college life.The Academic ChallengeThe first thing that struck me about university was the academic rigor. Unlike high school, where the curriculum was set and the pace was steady, university life demands selfmotivation and independent learning. The professors expect you to delve deeper into subjects, question assumptions, and think critically. I remember the first time I had to write a research paper. It was daunting, but also exhilarating. The process of gathering information, analyzing data, and forming my own arguments was a true test of my intellectual capabilities.Social Life: A Mosaic of DiversitySocially, university is a melting pot. Ive met people from different cultures, backgrounds, and walks of life. This diversity has been one of the most enriching aspects of my college experience. It has broadened my perspective and taught me to appreciate the beauty of different viewpoints. I recall a cultural festival where students showcased their traditions through dance, music, and food. It was a celebration of our collective diversity, and it made me feel like a part of a global community.Balancing Act: Time ManagementBalancing academics, social life, and personal time has been a significant challenge. With so many activities and opportunities available, its easy to feel overwhelmed. Ive learned the importance of time management and setting priorities. For instance, Ive started using a planner to organize my schedule, allocate time for study, and make room for relaxation and social activities. This has helped me maintain a healthy balance and avoid burnout.The Pressure to SucceedThe pressure to succeed is omnipresent in university. With the prospect of a future career looming, its natural to feel the weight of expectations. However, Ive come to understand that success is not a onesizefitsall concept. Its about finding your passion and pursuing it with dedication. I remember attending a seminar on career paths in my field of study. It was enlightening to hear from professionals who had taken unconventional routes to reach their goals. It reinforced my belief that theres no set path to success its about creating your own journey.Embracing Change and GrowthChange is the only constant in university life. From adapting to new academic demands to evolving as a person, growth is inevitable. Ive learned to embrace change and view it as an opportunity for growth. Whether its stepping out of my comfort zone to join a club or learning tohandle criticism constructively, every experience has contributed to my personal development.Looking AheadAs I look to the future, I am filled with a sense of excitement and anticipation. University has been a transformative period in my life, and I am eager to see where the next chapter will take me. With the knowledge, skills, and experiences Ive gained, I am confident that I am wellequipped to face whatever comes next.In conclusion, being a twentyyearold college student is a unique blend of challenges and opportunities. Its a time of exploration, learning, and selfdiscovery. As I navigate through these formative years, I am constantly reminded of the importance of resilience, adaptability, and the pursuit of personal growth. This journey is not just about academic achievement but about becoming a wellrounded individual ready to contribute positively to society.。

超实用初高中英语衔接：核心单词课件

教师必须要把变式训练当做作业认真批改，带领学生共同验证解题思路，形成答题的基本思路。四是落实“作业自助餐”。对学生要进行分类指导，不能一刀切，尤其是对于清北临界生和一本临界生，学校应高度重视临界生转化工作。要把握好临界生的学科短板，制定好辅导、转化和提升的具体措施，要实行面批面改，落实“作业自助餐”。针对不同的高频错题，由教师分别独立设置变式训练题，也就是A错题出至少5道变式训练，独立印刷；B错题再出5道变式训练，独立印刷；C错题也出5道变式训练，独立印刷；学生可以根据自己的错题，自主领取对应的变式训练题，通过针对性训练补齐学科或知识短板，提升整体备考效益。五是强化精神激励。高三学生学习任务重，压力大，师生缺乏必要交流，学生容易出现心理焦虑、缺乏归属感等心理问题。为此，要对高三年级学生多鼓励，多表扬。大人总想听好听话，学生也是如此，越是鼓励越有劲，因老师的一句话、一个眼神而改变一生命运的事例不胜枚举。教师要不吝赞美，从情绪上、从情感上调动学生学习积极性。
n.费用；花费v 花费
at the cost of 以...为代价
14.course / kɔːs /
n.当然；课程；过程
C 15.cover / ˈkʌvə(r) / v.遮盖包含n. 覆盖物 be covered with 被...覆盖
16.cut down cut in cut off cut up
11.continue / kənˈtɪnjuː / v.继续 continue to do /doing sth. 持续做某事
C 12.control / kənˈtrəʊl / v./n.控制 under control ______
beyond control _______

棉花糖挑战指导

Step One: Schedule a MeetingFind 45-60 minutes when your team can fully engage in the challenge. I’ve run challenges with groups containing as four people to as many as 800 people. Ensure that you have tables for each team.Step Two: Assemble a Kit for Each TeamIn advance of the meeting, create a marshmallow challenge kit for each team, with each kit containing twenty sticks of spaghetti, one yard of masking tape, one yard of string and one marshmallow. These ingredients should be placed into a paper lunch bag, which simplifies distribution and hides the contents, maximizing the element of surprise.1. ✦Spaghetti: Ensure that you use uncooked spaghetti. Avoid spaghettini as it is too thin and breaks easily. Fettucini is too thick.2. ✦String: Include string that can be easily broken by hand. If the string is thick, include scissors in your kit.3. ✦Marshmallow: Use a name brand or private label brand of marshmallows that measure the ‘standard’ size, about an inch an a half across. Avoid mini or jumbo marshmallows. Also avoid stale marshmallows. You’ll want squishy marshmallows that give the impression of lightness.4. ✦Masking Tape: Get standard masking tape. Generally, you’ll want to put the tape on the side of the table, the back of a chair or a nearby wall. Rolling it in the bag tangles the tape.5. ✦Paper Lunch Bags: Standard size lunch bags work well as do letter size manilla envelops.Also ensure that you have the following tools to run the challenge: 1. ✦Measuring Tape:Have a contractor’s retractable measuring available after the challenge is finished so you can measure the height of the structures.2. ✦Countdown Application or Stopwatch: The actual marshmallow challenge takes eighteen minutes. Eighteen minutes seems to be the magic time. Twenty minutes is too long and fifteen is too short. You can use a stopwatch, but better yet is to use a video projector and display the countdown time. For Shareware Windows applications, consider /and/blog/2009/08/21/simple-countdown-timer-for-windows/. For a Mac, consider,/3-2-1.htm.3. ✦Video Projector and Sound System (optional): For more impact, use a video projector to deliver the Marshmallow Challenge Presentation (or your own) and a sound system for music during the challenge. Time out a play list of exactly 18 minutes of music. You’ll want the challenge to end at the conclusion of the last song.4. ✦Download a copy of the presentation: You can find the pdf instructionshere:TED2010_Tom_Wujec_Marshmallow_Challenge_Web_Ver sion.pdfStep Three: Deliver Clear InstructionsBe clear about the goals and rules of the Marshmallow Challenge. Use the Acrobat Presentation to introduce the challenge as well as to visually reinforce the instructions:1. ✦Build the Tallest Freestanding Structure: The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier.2. ✦The Entire Marshmallow Must be on Top: The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team.3. ✦Use as Much or as Little of the Kit: The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure.4. ✦Break up the Spaghetti, String or Tape: Teams are free to break the spaghetti, cut up the tape and string to create new structures.5. ✦The Challenge Lasts 18 minutes: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.6. ✦Ensure Everyone Understands the Rules: Don’t worry about repeating the rules too many times. Repeat them at least three times. Ask if anyone has any questions before starting.TipsIntroduction: Generally, a tight presentation introducing the challenge will motivate the team. Let them know this challenge hasbeen conducted by tens of thousands of people in every continent,from the CFOs of the Fortune 50 to Students at all levels. The lessons learned are universal.Goals & Rules: Be very clear about the goals and rules of the challenge. Generally, you’ll want to repeat them three t imes and reinforce them visually.Cheating: In almost every challenge, there is at least one team thatwill want to cheat or bend the rules in their favour. The clearer youare about the rules the better the results.Prizes: Offer a prize to the winning team. A standing ovation fromthe rest of the group is great. Books, software, perks - even cash arealso great incentives. But be wary of big prizes as you’ll read in the Lessons of the Challenge.Music: Select the appropriate music for the challenge. I preferdriving Rock or Pop, but dramatic classical works well too.Step Four: Start the ChallengeStart the countdown clock and the music with the start of the challenge.1. ✦Walk around the Room:It’s amazing to see the development of the structures as well as notice the patterns of innovation most teams follow.2. ✦Remind the Teams of the Time: Countdown the time. Usually, I call 12 minutes, 9 minutes (half-way through), 7 minutes, 5 minutes, 3 minutes, 2 minutes, 1 minute, 30 seconds and a ten-second count down.3. ✦Call Out How the Teams are Doing: Let the entire group know how teams are progressing. Call out each time a team builds a standing structure. Build a friendly rivalry. Encourage people to look around. Don’t be afraid to raise the energy and the stakes.4. ✦Remind the Teams that Holders will beDisqualified:Several teams will have the powerful desire to hold on to their structure at the end. Usually because the marshmallow, which they just placed onto their structure moments before, causing the structure to buckle. The winning structure needs to be stable. After the clock runs out, ask everyone in the room to sit down so everyone can see the structures. Likely, just over half the teams will have standing structures.Step Five: Finish the ChallengeAfter the clock runs out, ask everyone in the room to sit down so everyone can see the structures. Likely, just over half the teams will have standing structures.1. ✦Measure the Structures: From the shortest standing structure to the tallest, measure and cal l out the heights. If you’re documenting the challenge, have someone record the heights.2. ✦Identify the Winning Team: Ensure they get a standing ovation and a prize (if you’ve offered one).3. ✦Wrap up with the Lessons of the Marshmallow Challenge: Deliver the attached presentation or just describe some of the key lessons of the marshmallow challenge:4. ✦Kids do Better than Business Students: On virtually every measure of innovation, kindergarteners create taller and more interesting structures.5. ✦Prototyping Matters: The reason kids do better than business school students is kids spend more time playing and prototyping. They naturally start with the marshmallow and stick in the sticks. The Business School students spend a vast amount of time planning, then executing on the plan, with almost no time to fix the design once they put the marshmallow on top.6. ✦The Marshmallow is a Metaphor for the Hidden Assumptions of a Project: The assumption in the Marshmallow Challenge is that marshmallows are light and fluffy and easily supported by the spaghetti sticks. When you actually try to build the structure, the marshmallows don’t seem so light. The lesson in the marshmallow challenge is that we need to identify the assumptions in our project - the real customer needs, the cost of the product, the duration of the service - and test them early and often. That’s the mechanism that leads to effective innovation.。

易错点纠错练06 非谓语动词易错点-备战2024年高考英语考试易错题(原卷版)

当形式填空)
10．They talk to the flood of international tourists and to
(visit) Chinese zookeepers who
often come to check on the pandas, which are on loan from China. (所给词的适当形式填空)
词的适当形式填空)
39．
(expose) too early to the foreign language study, according to some experts, may lead to
some unfavorable outcomes. (所给词的适当形式填空)
40．We regret
(date) back hundreds of years.
(所给词的适当形式填空)
44．I usually have fast food
(deliver) to my office when I am busy. (所给词的适当形式填
空)
45．With the final exam
(approach), all the students are busy going over their lessons. (所
给词的适当形式填空)
46．Please read your article in a loud voice to make yourself
(所给词的适当形式填空)
30．
(charge) with acting dishonestly in her business, she was in low spirits. (用所给词的适当

我打算练功夫英语作文

As a high school student with a deep interest in martial arts, Ive always been fascinated by the idea of practicing Kung Fu. Its not just about the physical prowess or the impressive moves its about the philosophy, the discipline, and the culture that comes with it. This year, I decided to take my passion to the next level by learning Kung Fu, and it has been an incredible journey.The Beginning: A Leap of FaithThe decision to start learning Kung Fu was not an easy one. It required a leap of faith, as it meant stepping out of my comfort zone. I remember the day I walked into the martial arts school for the first time. The air was filled with the rhythmic sounds of punches and kicks, and the energy was palpable. I felt both excited and nervous, a mix of emotions that was hard to put into words.The Struggle: Embracing the ChallengeThe initial weeks were tough. My body ached from the rigorous training, and I found myself questioning my decision more than once. The basic stances, kicks, and punches seemed simple enough, but mastering them was a different story. I was constantly reminded by my instructor to relax the body, focus the mind. It was a mantra that I clung to during those moments of doubt.The Growth: Overcoming ObstaclesAs the weeks turned into months, I began to see progress. My kicks were higher, my punches more powerful, and my stances more stable. The physical transformation was evident, but it was the mental growth that truly surprised me. I learned to be patient with myself, to accept my limitations, and to push through them. Each day, I felt stronger, not just physically, but mentally as well.The Philosophy: A New PerspectiveKung Fu is more than just a martial art its a way of life. The teachings of humility, respect, and discipline resonated with me deeply. I began to apply these principles not just in my training but in my daily life. I found myself becoming more patient with my classmates, more respectful towards my teachers, and more disciplined in my studies.The Community: A Supportive EnvironmentThe Kung Fu community was another unexpected blessing. My fellow students, who were once strangers, had become my support system. We shared our triumphs and our struggles, and we encouraged each other to keep going. The sense of camaraderie was something I had never experienced before, and it made the journey even more rewarding.The Performance: A Celebration of SkillAfter months of training, I had the opportunity to perform in a Kung Fu demonstration. It was a moment of pride and accomplishment. Themonths of hard work culminated in a display of fluid movements and powerful strikes. The applause from the audience was the sweetest sound I had ever heard, a validation of my efforts and dedication.The Future: A Lifelong CommitmentLooking back, I realize that learning Kung Fu has been more than just a hobby or an extracurricular activity. It has become a part of who I am. I am committed to continuing my practice, to deepening my understanding of the art, and to embodying the principles it teaches. Kung Fu has not only made me a better martial artist but also a better person.In conclusion, my journey with Kung Fu has been a transformative experience. It has taught me discipline, resilience, and the value of hard work. It has opened my eyes to a rich cultural heritage and has given me a sense of belonging to a community that shares my passion. As I continue on this path, I am excited to see where Kung Fu will take me and how it will continue to shape my life.。

大学英语an empty box作文

大学英语an empty box作文Here is an English essay with more than 1,000 words on the topic "An Empty Box":An Empty BoxSitting on my desk is an empty box. It is a simple cardboard container, devoid of any contents, yet it holds a world of possibilities within its unassuming frame. This plain, unadorned box serves as a metaphor for the potential that lies within each of us, waiting to be cultivated and unleashed.For many, the prospect of facing an empty box can be daunting. It represents the unknown, the uncharted territory that lies ahead. However, I choose to see it as an opportunity, a canvas upon which I can create something extraordinary. The emptiness of the box is not a limitation, but rather a blank slate, inviting me to fill it with my own unique ideas, dreams, and aspirations.In the realm of higher education, the empty box takes on an even greater significance. As a university student, I am presented with endless possibilities, a vast expanse of knowledge and experiencesthat lie before me. The empty box in this context symbolizes the journey of self-discovery, the opportunity to explore, to learn, and to grow.During my time in university, I have been challenged to step outside of my comfort zone, to challenge my preconceptions, and to embrace the uncertainty that comes with the pursuit of knowledge. Each course, each professor, each new experience has the potential to reshape the contents of my metaphorical empty box, filling it with valuable insights, diverse perspectives, and a deeper understanding of the world around me.One of the most profound lessons I have learned is that the true value of the empty box lies not in its physical form, but in the way I choose to perceive and interact with it. Rather than seeing it as a limitation, I have learned to view it as a canvas for my imagination, a space where I can cultivate my creativity and bring my unique vision to life.Through my studies, I have encountered a diverse array of disciplines, each with its own set of tools and approaches to understanding the world. From the sciences to the humanities, from the arts to the social sciences, I have been exposed to a wealth of knowledge that has continuously expanded the contents of my empty box.In my pursuit of a degree in [insert your field of study], I have delved deep into the intricacies of my chosen field, learning to think critically, analyze complex problems, and develop innovative solutions. This process has been akin to carefully curating the contents of my empty box, filling it with the knowledge, skills, and experiences that will equip me to navigate the challenges and opportunities that lie ahead.However, the true value of the empty box lies not just in the knowledge I have acquired, but in the way I have learned to approach the world. Through my university experience, I have cultivated a sense of curiosity, a thirst for learning, and a willingness to take risks. I have learned to embrace the uncertainty of the unknown, to view it as an opportunity for growth and discovery, rather than a source of fear or trepidation.As I look to the future, I see the empty box before me as a symbol of the endless possibilities that await. It is a canvas upon which I can continue to paint the story of my life, a space where I can experiment, innovate, and make a meaningful impact on the world around me.Whether I choose to pursue a career, start a business, or embark on a journey of further education, I know that the contents of my empty box will continue to evolve and expand. Each new experience, each new challenge, each new opportunity will contribute to the richtapestry of my life, shaping me into the person I am destined to become.In the end, the empty box is not a limitation, but a testament to the boundless potential that lies within each of us. It is a reminder that the journey of self-discovery is never truly complete, that the stories we tell and the lives we lead are ours to write, one empty box at a time.。

Unit-1-Communication-across-cultures

Chinese people tend to excuse themselves by claiming that the other party must be tired or busy, etc, showing consideration for the other party
English-speaking countries
第六页，共十八页。
Group work (P11)
Rank the following situations according to the degree of interculturalness, from the most intercultural to the least intercultural.
It is these different experiences that make up what is called “culture” in the social sciences － the habits of everyday life, the cues to
which people respond, the automatic reactions they have to whatever they see and hear. These often differ, and the differences may introduce misunderstandings where we seek understanding.
a father who is a farmer all his life and his son who works as an engineer; a teenager from Beijing and a teenager from Tibet;

英语二甲——精选推荐

英語二甲A- (Contents)林黃瑩A96320030 B- (Structures The Ways English Is Taught in High School and CollegeThe challenge of developing English language skills in the college is reminiscent of my high school days when English was taught in a totally different way. The striking contrast in teaching and learning English between high school and college is obvious. Thanks to the new finding, I have come to realize the efficient way of fostering my learning of English, focusing simultaneously on reading, listening, speaking and writing.Unlike the learning style in high school, I have more opportunity to practice and use English thoroughly upon entering Shih Hsin University. In high school, the teacher asked us to mark and memorize some important phrases, vocabular iesy words and grammar structures in the English textbook. In the meantime, I crammed up English for the college entrance exam. The teacher did not care about that if (You should not use “that” and “if” at the same time as a conjunction. Choose only one. Which one should you use?)I really understood the grammar or not. The teacher only cared about that if (This is a serious syntactic error! Check and report to me on Tuesday, May 5.) I could have high scores in the exam.(New Paragraph:) In the college, nevertheless, I can speak up my opinion in the class without restriction. Besides, I can use English in my daily life that makes it more useful for me to improve my English proficiency, not only just for exam s.The way of teacher to lecture (Structure?)our teachers taught in high school was distinct from college. (Can “the way” ne compared/contrasted with “college”?)In high school, I was diligent in taking notes and writing everything down from the blackboard. However, I didn’t have opportunity to use these notes in my speaking in the class. In college, I also take notes diligently, but I have opportunity to express my opinion s on the stage in front of the class. That is an opportunity to practice English speaking, which is(T ense)a rare opportunity in high school.In high school, the teachers would particular(would + Verb. This is a very serious error!)about translating articles in the textbook. I didn’t have to preview before class. Therefore, I didn’t more much knowledge beyond the textbook; I only got what the teacher gave me. In college, however, I have to preview by myself, because the professor will not particular(will + Verb. This is a very serious error!)about translating for me. They will make the summary and analyze some symbols and morals (WD?) in the articles. Some times Sometimes, I have to write feedback in the class. If I didn’t(T ense) preview, I will not know how to write it.In high school, the teacher would ask me reading(Grammar!) some extracurricular readings and I had to write what I had learned from the book. The teacher forced me to read the book instead of following my own wish. In college, it is different. The professor will recommend me some books, but they will not force me to read. They want me to voluntary to read the book and write the feedback of it.In my conclusion, the differences of English teaching between high school and college are obvious. In college, the professor will not like（不喜歡？Syntactic structure?）the teacher in high school that(who)pushes (T ense) meto study hard. I have to have self-conscious ness to push (WD OK. “motivate” is better.) myself to study hard. The college education will be the last stage of formal learning and through which I can prepare for my future work (WD. “career”). So Thus,that it is the last but not least opportunity to increase my knowledge for the future. (One more sentence is need to make the conclusion complete. For example, what should you do during this different stage of learning?)(Jason Lin)1.This is a very good short essay written for contrasting thedifferent ways of learning English between the high school and the college levels. And yet, there are some serious syntacticerrors in your writing. Also, you should use more formal and specific words to render your writing more convincing andpresentable. By all means, your endeavor devoted to reading in this year has helped. Still, keep reading extensively for better progress.2.Revise thoroughly and turn in soon.Chen-ching Li。

遇到的困难是什么英语作文

In life, we all encounter various challenges and difficulties. These obstacles can range from personal struggles to professional setbacks, and they often serve as pivotal moments that shape our character and resilience. Heres a composition on the topic of difficulties we face in English:Title: Overcoming Lifes ChallengesLife is a journey filled with unexpected twists and turns. Each step we take is an opportunity to learn and grow, but it also presents us with challenges that test our strength and determination. The difficulties we encounter are not just barriers to our progress they are also stepping stones that pave the way to success.Personal StrugglesOne of the most common types of difficulties we face is personal struggles. These can include emotional turmoil, selfdoubt, and the feeling of being overwhelmed by lifes demands. It is during these times that we must remind ourselves of our inner strength and the power of perseverance. By acknowledging our feelings and seeking support from friends, family, or professionals, we can navigate through these personal challenges and emerge stronger.Academic ChallengesAcademic challenges are another common difficulty that many of us face. The pressure to perform well in school, the struggle to understand complex concepts, and the fear of failure can be daunting. However, it is through these academic struggles that we develop critical thinking skills and a strong work ethic. By seeking help from teachers, forming study groups, and utilizing available resources, we can overcome these challenges and achieve academic success.Professional SetbacksIn the professional world, setbacks are inevitable. Whether its a missed promotion, a project that didnt go as planned, or a difficult work environment, these professional difficulties can be disheartening. Yet, they also provide us with the chance to learn from our mistakes, adapt our strategies, and build a more robust career. Networking, continuous learning, and maintaining a positive attitude are key to overcoming professional obstacles and moving forward.Financial HardshipsFinancial difficulties are another significant challenge that many individuals face. The stress of managing bills, debts, and the pressure to maintain a certain lifestyle can be overwhelming. However, by creating a budget, prioritizing needs over wants, and seeking financial advice, we can manage our finances more effectively and work towards financial stability.Health IssuesLastly, health issues can present some of the most challenging difficulties in life. Dealing with chronic illnesses, recovering from injuries, or coping with the effects of aging can be physically and emotionally taxing. Yet, with proper medical care, a healthy lifestyle, and the support of loved ones, we can manage these health challenges and maintain a good quality of life.ConclusionIn conclusion, the difficulties we encounter in life are not insurmountable. They are, in fact, opportunities for growth and selfimprovement. By facing these challenges headon, seeking support when needed, and maintaining a positive outlook, we can overcome any obstacle that comes our way. Remember, it is not the absence of difficulties that defines success, but how we respond to them that truly matters.。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

The Power of Prediction for Adaptive, Dependable Service-oriented ComputingWorkshop on Software and Service Development, Security & DependabilityMiroslaw MalekInstitut für Informatik Humboldt-Universität zu Berlin malek@informatik.hu-berlin.de © 2007 ROK Group/Humboldt University Berlin 10 -11 July 2007, MariborFunded by EC contract FP6-027599ContentsESFORS Software and Service Development, Security & Dependability Workshop• The Challenge • The Four Pillars– – – – Prediction Service-oriented Operating System Fault-tolerant Composable Services Self-* (Autonomic Computing)• Conclusions and Outlook2Funded by EC contract FP6-027599The Permanent ChallengeESFORS Software and Service Development, Security & Dependability WorkshopService availability and security are and will remain key challenges due to: • Ever-increasing systems complexity • Ever- growing number of attacks and threats, first-time users and third-party or open-source software • Growing connectivity and interoperability • Dynamicity (frequent configurations, reconfigurations, updates, upgrades and patches) • Systems proliferation to applications in all domains of human activity3Funded by EC contract FP6-027599More specificallyESFORS Software and Service Development, Security & Dependability Workshop• • • • • • • • •Many degrees of freedom Changing [stochastic] dynamics Commercial-off-the-shelf (COTS) components Patches, updates and upgrades Integration into legacy systems Mobility and different environments Ad hoc extensions Ad hoc reconfiguration Traditional approaches are bound to fail given industrial complexity levels4Funded by EC contract FP6-027599Status Quo - ApproachesESFORS Software and Service Development, Security & Dependability WorkshopProcesses: • Robust development • Rigorous analysis • Testing, testing, testing,… • Fault injection • Temporal logic,… do not scale well up to industrial complexity levels What is being done • Reactive: restart schemes • Proactive: rejuvenation schemes • Proactive/reactive: checkpointing schemes5Funded by EC contract FP6-027599Potential Solution: Formal and Empirical AnalysisESFORS Software and Service Development, Security & Dependability Workshop• Changing concerns: from whether to how well a system works • Empirical data driven modeling based on monitored data • Fragmented results– – – – – Strong focus on the type of modeling technique Parameter optimization/estimation Variable selection Optimal reaction schemes Synthetic vs. field data• Diverse set of approaches and theoretical arguments • Unifying framework is lacking • Need some guidelines for systematic approach6Funded by EC contract FP6-027599The ProposalESFORS Software and Service Development, Security & Dependability WorkshopOur approach is based on four pillars: 1) Proactive Failure Management Redundancy at the IT level with seamless failure avoidance techniques using runtime monitoring and prediction2) Service-oriented operating system with extensive reliability/security support 3) Development of fault-tolerant composable services and 4) Self-* (self-managing, self-healing, self-protecting, etc.) methods We argue that by using the presented techniques the system availability may be improved by an order of magnitude or more.7Funded by EC contract FP6-027599System LayersESFORS Software and Service Development, Security & Dependability WorkshopApplications: Services and Composed Services (Business Processes)Service-oriented Operating SystemIT-Infrastructure - Hardware8Funded by EC contract FP6-027599Our Research CredoESFORS Software and Service Development, Security & Dependability Workshop“Ordinary mortals know what’s happening now,the gods know what the future holds because they alone are totally enlightened. Wise men are aware of future things just about to happen”C. P. Cavafy, (Greek poet, 1863-1933) “But the Wise Perceive Things about to Happen,” a poem based on lines by Philostratos9Funded by EC contract FP6-027599Pillar 1 – Proactive Failure ManagementESFORS Software and Service Development, Security & Dependability WorkshopAct: Select and trigger preventive action10verificationFunded by EC contract FP6-027599Analyze: empirical model building and predictionverificationObserve: collect data about system's behavior during run timeProactive Failure ManagementESFORS Software and Service Development, Security & Dependability Workshopr triggePreventive actionsFailure PredictionprepareRepair actions• Failure Prediction and Avoidance: – Failure probability based on system state – Data-driven approach – Recovery action – system dependent11Funded by EC contract FP6-027599Failure Prediction in Computer SystemsESFORS Software and Service Development, Security & Dependability Workshop• Objective: - Predict failures (primary focus not root cause analysis) - Short-term prediction based on runtime monitoring • Goal: improve system availability (proactive fault management) - Trigger preventive actions to avoid an upcoming failure - Prepare repair actions for an upcoming failureFunded by EC contract FP6-027599Data-Driven Prediction TechniquesESFORS Software and Service Development, Security & Dependability Workshop• Three approaches:- Hidden Semi-Markov Model (Felix Salfner)• Pattern recognition approach • Predicts failures from error events that occurred recently- Universal Basis Functions (Dr. Günther Hoffmann)• Function approximation technique • Predicts from continuous measurements- Detection of Nonlinearities (Steffen Tschirpke)• Adaptive selection of significant variables • Predicts failures from monitoring the linearity of selected variables13Funded by EC contract FP6-027599Method 1: Hidden Semi-Markov ModelESFORS Software and Service Development, Security & Dependability Workshop• Statistical learning from previous failure occurrences • Pattern recognition using Hidden semi-Markov models • Two model instances: – Failure sequences – Non-failure sequenceserror eventsCACdata windowBprediction present time?timeB tdCA timeNon-Failure Sequence HSMMFailure Sequence HSMM sequence likelihood• Failure prediction: Bayesian classification based on sequence likelihoods14sequence likelihood ClassificationFailure PredictionFunded by EC contract FP6-027599Method 2: Universal Basis FunctionsESFORS Software and Service Development, Security & Dependability Workshop• Function approximation: Failure probability as function of system variables • Selection of indicative variables by means of variable selection • Universal Basis Functions: – Linear combination of nonlinear kernel functions – Training with evolutionary algorithm • Failure Prediction: Evaluation of kernel functions15F(t)tsema/stalloctFunded by EC contract FP6-027599Variable Selection: Performance AnalysisESFORS Software and Service Development, Security & Dependability Workshop• Benchmarked four techniquesvariable selection techniquePWA : Time S eries– – – –Forward selection Backward elimination Expert selected PWA (Prob. Wrapper)P WA: Class labelsForward selection: Time S eries• Variables– alloc – sema/sForward selection: Class labelsB ackward Elimination: Time Series• PWA performs best on time series and class label dataB ackward E limination: Class labelsExpert Selected0.500.550.600.650.700.75AUC out-of-sa mple16Funded by EC contract FP6-027599Availability Case Study:ESFORS Software and Service Development, Security & Dependability Workshop• 1.5 MLOC’s, 200+ components, 10K+ service reqs/min • Service Availability – Ac(∆t) = 1- (nf / nc) • Failure: – Ac(∆t) < 0.9999 • Interval: ∆t = 5 minutes • Variables - alloc - sema/savailability0.9990 00.99920.99940.99960.99981.000020004000 time [min]600017Funded by EC contract FP6-027599Input DataESFORS Software and Service Development, Security & Dependability Workshop• Two types of data – SAR (system activity reporter) • Time driven equidistant • 96 variables • Approx. 13 million observations – Log file data • Event driven • 390 variables • Approx. 4 million observations • 486 variables in total • Ten days observation period18Funded by EC contract FP6-027599UBF: Failure RecognitionESFORS Software and Service Development, Security & Dependability WorkshopAUC = 0.9024 AUC = 0.8257AUC plot for – ML – RBF – UBFAUC = 0.80719Funded by EC contract FP6-027599Failure Recognition and PredictionESFORS Software and Service Development, Security & Dependability Workshop1.0• Mean AUC values for 0,5,10,15 minutes into the future (lead time)UBF RBF ML UBF-NL RBF-NLAUC 0.5 0 0.6 0.70.80.9510 lead time [min]15Funded by EC contract FP6-02759920Method 3: Detection of Nonlinearities• Basic assumption: Well-designed systems have variables which change linearly with the system load • Assignment of linearly behaving variables to system layers and related critical resources • Adaptive selection of significant variables • Mapping selected variables to a virtual load model • Monitoring the linearity of selected variables • Failure Prediction: Detection of variables that move outside their tolerance zoneESFORS Software and Service Development, Security & Dependability Workshopapplication middleware communication layer operating system drivers hardwareSelected variablesG A B C D Ehdd space memory network cpu i/oFdnsvariable valuetolerance zoneSystem load 21Funded by EC contract FP6-027599Potential Gain in AvailabilityESFORS Software and Service Development, Security & Dependability Workshop• Assume 4-Nines System • Correctness of Failure Prediction: – Alarms are correct in 85% of all cases (precision) – 90% of all failures are predicted (recall) • Performance of the methods: – Correct alarms: Prevention probability = 95% (Pp) – Correct alarms: Improved repair time = 0.5 * MTTR – False alarms: Probability of extra failures = 15% (Pe) • Availability of original system: – Aorig = 0.9999 • Availability with proactive failure handling: – Apfh = 0.9999903 Order of magnitude improvement!22Funded by EC contract FP6-027599Pillar 2: Service-oriented Operating SystemESFORS Software and Service Development, Security & Dependability Workshop• Service-oriented Operating System (SOS) is another key element for improving service availability • Our Postulate: extensions of basic OS concepts to suit the special properties of service-oriented systems such as dependability (including availability, security and realtime requirements) can be essential in increasing service availability • Challenge: Select and implement services supporting dependability as a part of Service-oriented Operating System23Funded by EC contract FP6-027599Operating SystemsESFORS Software and Service Development, Security & Dependability Workshop• Mainly general purpose systems • The role of such OS is to control resources and provide a base API for the application programs (time- and space-multiplexing) • Most operating systems abstractions (e.g., threads of virtual memory) were not designed explicitly for server or dynamic service-based environments. • The modern application landscape has evolved into a heterogeneous, distributed and dynamic processes model, where actors are separated by technological, business and legal barriers • The explosive growth in the development of middleware technologies aiming to support and connect different aspects of the new process model demonstrates further inadequacy of the state-of-the-art operating system24Funded by EC contract FP6-027599Service-oriented Operating SystemESFORS Software and Service Development, Security & Dependability Workshop• Application components (services) offer metadata of various expressiveness (functional and non-functional properties) • Applications are constructed by service (component) composition using variety of methods and tools • Efficient service discovery procedure to locate composition partners • Service level agreements (SLA) or contracts support • Applications are inherently distributed and loosely coupled: application dependability and security are complex functions of availability/security of remote services, their application containers and the network • Since services are provided within separate technological, business and legal domains, trust is essential • Due to distributed and loosely-coupled nature of applications, mechanisms for reliable messaging and consensus (transactions) are required25Funded by EC contract FP6-027599Properties of Service-oriented SystemsESFORS Software and Service Development, Security & Dependability Workshop• • • • • • • • •Metadata of various expressiveness Composition Discovery Contracts/SLA Distribution, loose coupling Trust Messaging Consensus and Leader Election Dealing with Spammers, “Freeloaders,” etc.26Funded by EC contract FP6-027599Integration of SOC and OS ConceptsESFORS Software and Service Development, Security & Dependability Workshop• OS as a set of collaborating services • Middleware services as OS services • Server consolidation (virtualization) • Application container (server) services (problem:diverse server support mechanisms)27Funded by EC contract FP6-027599Properties which Can Be Achieved with Service-oriented Operating SystemESFORS Software and Service Development, Security & Dependability Workshop• • • • • • • •Support for client-service interaction Dependability Prediction Self-* properties Security Trust Migration and evolution support (neutrality) “Touching” the real world28Funded by EC contract FP6-027599Possible OS ArchitecturesESFORS Software and Service Development, Security & Dependability Workshop• Monolithic design (main problems are dependability and security, drivers, etc. ) • Layered design (see MULTICS) • Virtual machine (e.g. VMWare or Virtual PC, Solaris Zones) • Exokernel (a virtual machine with the subset of resources of the original machine) • Client-server (clients as well as OS services run in user mode, and communicate using IPC through microkernel)29Funded by EC contract FP6-027599Pillar 3: Fault Tolerance and ComposabilityESFORS Software and Service Development, Security & Dependability Workshop•Service composability must be correct and reliable to support service orchestration, aggregation and composition access computer platforms, computer networks and protocols Such capability may further enhance availability as multiple services with the same or similar functionality will become a commonplace Fault-tolerant services through Recovery Block Method or Nversion Programming will be feasible once similarity question is resolved••30Funded by EC contract FP6-027599Fault-tolerant Composable SOAESFORS Software and Service Development, Security & Dependability WorkshopDesign and implementation of ft-composable service oriented architecture that offers: – Specification of non-functional properties • Contracts (pre- and post-conditions, invariants), dual description (XML and B notation) – Verification of composition correctness (formal composition language) • Composition operators (sequence, parallel, choice, loop) • Verification of correctness: type checking, invariant preservation, correct termination – Automatic service composition • Automatic composition of services or similar services (NVP or RBM) • Using search strategies: basic heuristic search, probabilistic search, learning, decomposition, bidirectional search31Funded by EC contract FP6-027599Pillar 4: Self-* (Autonomic, etc.)ESFORS Software and Service Development, Security & Dependability Workshop• Self-* (Autonomic Computing –Pat Horne, IBM) An approach to self-managed computing systems with a minimum of human interference. The term derives from the body's autonomic nervous system, which controls key functions without conscious awareness or involvement. • Self-* examples: „Knowing Itself,“ Configuring, Reconfiguring, Optimizing, Healing, Protecting, Securing, Adapting, Managing, Anticipating (Predicting)32Funded by EC contract FP6-027599Conclusions and OutlookESFORS Software and Service Development, Security & Dependability Workshop• Our results indicate the potential for increasing availability by an order of magnitude with prediction for seamless failover in server farms. • Service-oriented operating system with support for dependability will have to become a reality • Fault-tolerant composable services will be a commonplace • Self-* systems are to some extent a reality today33Funded by EC contract FP6-027599OutlookESFORS Software and Service Development, Security & Dependability Workshop• As service marketplace will continue to have higher expectations, predictive technologies (namely failures and attacks anticipation) will become indispensable in supporting high availability and security requirements• Service availability, security and adaptability will remain the key challenges (see NOMADS – Networks of Mobile Adaptive Dependable Systems)34Funded by EC contract FP6-027599ReferencesESFORS Software and Service Development, Security & Dependability WorkshopFailure Prediction – Pillar 1• [1] G. A. Hoffmann and M. Malek, Call availability prediction in a telecommunication system: A data driven empirical approach, Proceedings of the 25th IEEE Symposium on Reliable Distributed Systems (SRDS 2006), Leeds, United Kingdom, Oct. 2006 [2] G. A. Hoffmann, K.r S. Trivedi, and M. Malek, A best practice guide to resource forecasting for the Apache webserver, Proceedings of the 12th IEEE International Symposium Pacific Rim Dependable Computing (PRDC’06), University of California, Riverside, USA, Dec. 2006 [3] G. A. Hoffmann, K. S. Trivedi, and M. Malek, A best practice guide to resource forecasting for computing systems, IEEE Transactions on Reliability, Dec. 2007 (to appear) [4] F. Salfner, M. Schieschke, and M. Malek, Predicting failures of computer systems: A case study for a telecommunication system, Proceedings of IEEE International Parallel and Distributed Processing Symposium (IPDPS 2006), DPDNS workshop, Rhodes Island, Greece, Apr. 2006 [5] F. Salfner and M. Malek, Using Hidden Semi-Markov Models for effective online failure prediction, Proceedings on 26th IEEE International Symposium on Reliable Distributed Systems (SRDS 2007), Oct. 2007 (to appear) [6] F. Salfner, M. Lenk, M. Malek, A Survey of Online Failure Prediction Methods, Technical Report, Humboldt University, Berlin, July 2007•• •••35Funded by EC contract FP6-027599ReferencesESFORS Software and Service Development, Security & Dependability WorkshopService-oriented Operating Systems – Pillar 2• N. Milanovic and M. Malek, Service-Oriented Operating System: A Key Element in Improving Service Availability, Proceedings of International Service Availability Symposium (ISAS2007), pp.31-42 in Lecture Notes in Computer Science 4526, Springer, 2007Fault-tolerant Composable SOA – Pillar 3• • N. Milanovic and M. Malek, Adaptive Search- and Learning-based Approaches for Automatic Web Service Composition, Web Services Research and Practices, Volume 2, 2007 ((to appear) P. P.-W, Chan, M. R. Lyu and M. Malek: Making Services Fault Tolerant, Proceedings of International Service Availability Symposium (ISAS2006), pp.43-63 in Lecture Notes in Computer Science 4328, Springer, 2006 N. Milanovic and M. Malek, Current solutions for Web service composition, IEEE Internet Computing, Nov.-Dec. 2004•Self-* - Pillar 4• See various references in /autonomic/36Funded by EC contract FP6-027599。