Chapter-17-Global-Production--Outsourcing--and-Log
巧克力工厂英文原版导读
巧克力工厂英文原版导读"The Chocolate Factory" is a beloved children's novel written by Roald Dahl. The story follows a young boy named Charlie Bucket, who wins a golden ticket to tour the mysterious and magical chocolate factory owned by the eccentric Willy Wonka. As Charlie and the other winners explore the factory, they encounter a series of fantastical and often perilous adventures, while learning about the inner workings of the chocolate-making process.The novel is filled with vivid descriptions of the factory's extraordinary rooms, such as the Inventing Room and the Chocolate Room, where rivers of chocolate flow and edible plants grow. The characters they meet, including the Oompa-Loompas and the enigmatic Willy Wonka himself, add to the sense of wonder and excitement throughout the story.Dahl's writing style is engaging and humorous, with a touch of whimsy that appeals to readers of all ages. The book also contains moral lessons about the consequences ofgreed and selfishness, as well as the rewards of honesty and kindness.Overall, "The Chocolate Factory" is a timeless classic that continues to captivate readers with its enchanting blend of adventure, imagination, and heartwarming moments. It has been cherished by generations of readers since its publication and remains a beloved favorite in the world of children's literature.。
农药生产许可管理办法英文版
Measures on the Management of thePesticide Production LicenseChapter I GeneralArticle 1 To regulate pesticide production practices, strengthen pesticide production management and ensure the quality of pesticides, the Measures on the Management of the Pesticide Production License (the Measures) is hereby developed in accordance with the Regulations on the Management of Pesti-cides.Article 2 The pesticide production referred to in the Measures includes the production of the TC (TK), formulation processing or repackaging.Article 3 The Measures shall apply to the application, review, issuance, supervision and management of a pesticide production license.Article 4 The Ministry of Agriculture shall be responsible for the nationwide supervision and guidance regarding the management of a pesticide production license and establishment of production condition requirements and review rules.The agricultural authorities under the provincial people’s government (hereinafter referred to as the agricultural authorities at the provincial level) shall be responsible for accepting, reviewing applica-tions and issuing a pesticide production license.Local agricultural authorities above the county level shall strengthen the supervision and manage-ment of a pesticide production license within their respective administrative areas.Article 5 The pesticide production license shall be managed on the principle of one license for one enterprise, and a pesticide producer will be granted only one pesticide production license.Article 6 Pesticide production shall comply with national industrial policies, and pesticide producers shall not produce products considered obsolete by the state, or use any technology, equipment or raw materials considered obsolete by the state during pesticide production, and shall not add the production of products restricted by the state, or add any technology, equipment or raw materials restricted by the state for the purpose of pesticide production.Article 7 Agricultural authorities at all levels shall strengthen information-based management of a pesticide production license. The Ministry of Agriculture shall accelerate the creation of a uniform nation-al pesticide management information platform, and gradually realize the uniform handling of pesticide production license applications, acceptances, reviews, issuances and printing through the pesticide management information platform. Local agricultural authorities shall timely upload and update pesti-cide production licenses, and details pertaining to supervision and management and other information in a timely manner.Chapter II Application and ReviewArticle 8 Enterprises engaged in pesticide production shall meet the following requirements:(1) comply with national industrial policies;(2) have in place management, technology, operations, inspection and special post personnel, etc.meeting the requirements of the production process;(3) have in place a permanent production site;(4) have in place reasonably arranged plants, and where a newly established chemical pesticideproducer or non-chemical pesticide producer expands the production scope of chemical pesticide, it shall establish factories in a chemical industry park above the provincial level; where a newlyestablished non-chemical pesticide producer, household hygienic insecticide producer or chemical pesticide producer increases the production scope of the TC (TK), they shall be located in a chemical industry park or industry park above the municipal level;(5) have in place automation production equipment and facilities suitable for the pesticide itproduces, as well as the facilities used in production and sales with traceable product electronic information codes;(6) have in place a specialized quality testing organization, complete testing instruments andequipment, and integrated quality assurance system and technical standards;(7) have in place a complete management system, including raw material procurement, processingequipment, quality control, product sales, product recall, product storage and transportation,production safety, occupational health, environmental protection, pesticide waste collection and disposal, sta training, documenting and recording, and other management systems.(8)other conditions speci ed by the Ministry of Agriculture.Where there are other requirements on the production conditions of enterprises regarding work safety and environmental protection laws and regulations, the pesticide producers shall comply with the requirements and consciously accept the supervision of relevant management authorities. Article 9 The following materials shall be submitted to the local agricultural authority at the provincial level in the application for a pesticide production license:(1) an application form for a pesticide production license;(2) a copy of the enterprise’s business license;(3) identity certi cates and basic information of the legal representative (person in charge);(4) copies of resumes and quali cation certi cates of main management personnel, technicalpersonnel and inspection personnel, as well as basic information of relevant personnel engaged in pesticide production;(5) oor plan layout, land use or lease certi cate of the production site;(6) process charts for production devices of the TC (TK) or formulation types of the pesticides to beproduced in the application, oor layout of production devices, process chart and process speci ca-tion, as well as the name, quantity and pictures of the corresponding main plant, equipment and facilities and ancillary facilities ensuring normal operation;(7) product quality standards and the list of main test instruments and equipment for the TC (TK) orformulation types to be produced in the application;(8) product quality assurance les and les pertaining to the management system;(9) primary records of three batches of pesticides manufactured in a trial production and for whichthe application is made, in accordance with the requirements found in the product quality assur-ance documents and the management system;(10) authenticity and legitimacy statements for application data;(11) other data speci ed by the Ministry of Agriculture.The application data shall be submitted in both paper and electronic forms.Article 10 For the application data submitted by the applicant, the agricultural authorities at the provin-cial level shall treat them respectively based on the following circumstances:(1) where no pesticide production license is required, the applicant shall be timely informed that theapplication is not accepted;(2) where any error is found in the application data, the applicant shall be allowed to correct it onsite;(3) Where the application data is not complete or consistent with legal forms, the applicant shall beinformed of all the contents that should be corrected or supplemented once and for all on site or within ve working days; if the applicant is not informed within the aforesaid period, the application shall be deemed as accepted upon receipt of the application data;(4) where the application data is complete, consistent with legal forms, or the applicant submits allsupplemental or corrected data as required, the application shall be accepted.Article 11 The agricultural authorities at the provincial level shall review in writing and conduct a technical assessment of the application data, and if necessary, carry out an on-the-spot investigation. The agricultural authorities shall make a decision on whether the production license should be issued within twenty working days upon acceptance. If the conditions are met, the pesticide production license shall be issued; if not, written notice indicating the reasons to the applicant shall be given.The technical assessment may be conducted by professionals in the elds of pesticide management, production, quality control, etc., and the time needed is not included in the license term and shall not exceed ninety days.Article 12 The pesticide production license pattern and the format of the forms will be uniformly deter-mined by the Ministry of Agriculture.The pesticide production license shall clearly indicate the license number, name of the producer, uniform social credit code, domicile, legal representative (person in charge), scope of production, production address, validity period, etc.The numbering format of the pesticide production license: pesticide production license + abbrevia-tion of province + serial number (four numerals).The production scope of the pesticide production license shall be marked according to the follow-ing regulations:(1) category of the TC (TK);(2) formulation type, with the chemical pesticides and non-chemical pesticides distinguished.Chapter III Alteration and RenewaArticle 13 The pesticide production license is valid for ve years. In case of any change of name, domi-cile, legal representative (person in charge) of a pesticide producer or narrowing of production scope, an application for change shall be led to the agricultural authority at the provincial level within thirty days from the date of change and related proof of materials shall also be submitted.The agricultural authority at the provincial level shall approve or disapprove an application forchange upon acceptance within twenty working days. If the application is quali ed, the change will be approved; if not, a written notice indicating the reasons will be given to the applicant.Article 14 In case a pesticide producer expands the production scope or changes the production site, he or she shall apply for a new pesticide production license according to the Measures. In case of relocation, chemical pesticide producers shall be relocated into a chemical industry park or industrial park above the municipal level.For a newly increased production site, it shall be subject to the requirements on newly established pesticide producers.Article 15 If the production of a pesticide needs to continue upon expiration of the period of validity, the pesticide producer shall apply to the agricultural authority at the provincial level for renewal ninety days before the expiration.Article 16 For the application of a pesticide production license renewal, the producer shall submit the application form, production report and other materials. The agricultural authorities shall review the application data. Where the application is not led within the speci ed time limit, or the conditions are not met, the renewal will not be approved.Article 17 In case of loss or damage of the pesticide production license, the pesticide producer shall state the reasons and provide relevant supporting documents, as well as apply to a local agricultural authority at the provincial level for re-issuance.Chapter IV Supervision and InspectionArticle 18 Pesticide producers shall organize production in accordance with the product quality stan-dards and provisions of the production license, ensue the pesticide products are consistent with those registered, and be responsible for the quality of pesticides they produce.Within the pesticide production license scope, pesticide producers may accept the entrustment of new pesticide developers and other pesticide producers to toll or repack pesticides, as well as the entrustment of enterprises exporting pesticide to China to repack pesticides according to Article 19 of the Regulations on the Management of Pesticides.Article 19 Pesticide producers shall upload production and sales data of the last quarter within fteen days upon the end of each quarter to the pesticide management information platform speci ed by the Ministry of Agriculture. In case of tolling or subpacking of pesticides, the entrusting party shall be respon-sible for such reporting.Article 20 The local agricultural authority above the county level shall strengthen the supervision and inspection of pesticide producers, conduct regular surveys and statistics on pesticide production, and establish pesticide production credit les and publish them.Article 21 Agricultural authorities at the provincial level shall withdraw a pesticide production license according to law, in the event of any of the following circumstances:(1) a fake pesticide is produced;(2) a sub-standard pesticide is produced (considered a severe circumstance);(3) the continued production of pesticides when no longer meeting the requirements of a pesticideproduction license, and refusal to rectify or still fail to satisfy the requirements after recti cation;(4) a violation of regulations speci ed in Article 53 and Article 54 of the Regulations on the Manage-ment of Pesticides;(5) due to a transfer, lease or loan of the pesticide production license;(6) due to the employment of any personnel speci ed in Paragraph I, Article 63 of the Regulationson the Management of Pesticides for pesticide production activities;(7) other circumstances where the pesticide production license shall be revoked according to law. Article 22 Agricultural authorities at the provincial level shall revoke a pesticide production license according to law, in the event of any of the following circumstances:(1) the decision of granting the pesticide production license is made by the personnel of the issuingauthority through an abuse of powers or a neglect of their duties;(2) the decision for granting the pesticide production license is made by the issuing authorityagainst legal procedures;(3) the pesticide production license is granted by the issuing authority to an applicant who isunquali ed or does not conform to the statutory requirements;(4) the applicant obtained the pesticide production license by fraud, bribery and other impropermeans;(5) other circumstances where the pesticide production license shall be revoked according to law. Article 23 In the event of any of the following circumstances, the original issuing authority shall cancel its pesticide production license according to law:(1) if the enterprise applies for cancellation;(2) if the quali cations of the subject are terminated according to law;(3) if the application for renewal is not led upon expiration of the term of validity of the pesticideproduction license;(4) if the pesticide production license is withdrawn, canceled or revoked according to law;(5) based on other circumstances where the license shall be canceled according to law.Article 24 Any pesticide producer shall be deemed as not validly holding a pesticide production license under any of the following circumstances:(1) if the continued production of pesticides is beyond the term of validity of the pesticide production license;(2) if the production of pesticides is beyond the scope of the pesticide production license;(3) if the production of pesticides in other places is carried out without approval;(4) if an enterprise which has obtained the pesticide production license is entrusted to process orsub-package pesticides beyond the scope of the license;(5) other circumstances where the pesticide production license is deemed not obtained.Article 25 The Ministry of Agriculture shall strengthen supervision and inspection of pesticide business licensing management by agricultural authorities at the provincial level, and if any personnel is found violating rules, the personnel shall be ordered to correct such a violation, and if punishment shall be imposed according to the law, suggestions for punishment shall be made to the personnel’s appointment and removal agency or supervision agency.Article 26 Agricultural authorities above the county level and their personnel shall be ordered to remedy any of the following actions below. Those who bare such direct responsibility for any such actions shall be investigated. Punishment shall be meted out according to the law, and if the actions constitute a crime, they shall be held criminally liable. The actions include:(1) a failure to perform pesticide production supervision and management duties, and if illegal pesticide production activities in their administrative region caused material loss or adverse social in uence;(2) granting a production license to any unquali ed applicant, or withholding a production license to any quali ed applicant;(3) being engaged in pesticide production and operation activities;(4) playing favoritism and committing irregularities, abusing powers and neglecting duties.Article 27 If any unit or individual nds any one is engaged in pesticide production activities in violation of the law, it has the right to report the violation to the agricultural authority, and the agricultural authori-ty shall verify such reporting, deal with the issue in a timely manner, and keep con dential the informa-tion of the informer. If the case is veri ed to be true and plays an active role in production safety or saves great loss, a reward or award shall be given according to relevant national regulations.Article 28 If a pesticide producer is engaged in illegal pesticide production activities, it shall be punished according to the stipulations in the Regulations on the Management of Pesticides; if the afore-said activities constitute a crime, the pesticide producer shall he held criminally liable according to law.Chapter V Supplementary ProvisionsArticle 29 Chemical pesticides mentioned in the Measures refer to pesticides arti cially synthesized with chemical substances.Article 30 The Measures will come into force from August 1, 2017.If any pesticide producer has obtained a production approval certi cate or license before the Measures come into e ect, it is allowed to continue such production of corresponding pesticides within the validity term. Where the production of pesticides needs to continue upon expiration of the term of validity, the pesticide producer shall apply for a new pesticide production license at the agricultural authority of the provincial level ninety days before expiration of the term of validity in accordance with the Measures.If any pesticide producer which has obtained a pesticide registration certi cate, but not the approv-al certi cate for pesticide production or a pesticide production license before the implementation of the Measures and needs to continue the production of pesticides, it shall obtain a pesticide produc-tion license within two years after the implementation of the Measures.。
INTERVIEWING AND INTERROGATION
消化内科学(医学高级)：胰腺疾病找答案（题库版）1、单选下列哪项不是急性胰腺炎腹痛的特点()A．疼痛大多在中上腹，亦可偏左或偏右B．疼痛性质多样C．疼痛多向腰背部放射D．呕吐后疼痛减轻或缓解E．弯腰抱膝位可减轻疼（江南博哥）痛正确答案：D2、单选多种病因导致急性胰腺炎，虽致死途径不同，但共同发病过程为（）。
A.胰腺自身消化理论B.胰液分泌增多C.胰液排出受阻D.胰腺受损E.共同通道学说正确答案：A3、多选病例摘要：患者，女性，45岁。
因上腹部持续剧烈疼痛20小时入院，活动时疼痛加重，坐位及胸膝位减轻。
既往有胆石症病史。
体检：T39.5℃，P130次/分，BP12/7kPa（90/52.5mmHg）。
巩膜微黄。
轻度腹胀，腹软，上腹部明显压痛，肠鸣音减弱。
墨菲征阳性。
应给予此患者哪些治疗（）。
A .禁食B.胃肠减压C.肌注阿托品D.静滴甲氰咪胍E.吸氧F.输液正确答案：A, B, C, D, E, F4、单选关于急性胰腺炎腹痛机制的论述错误的是（）。
A.胰腺炎症刺激包膜上的神经末梢B.炎症渗出物刺激腹膜C.胰腺受压迫腹部神经丛D.炎症累及肠道引起肠胀气E.胰管阻塞正确答案：C5、问答题男性，29岁。
大量饮酒后，恶心呕吐，上腹部疼痛，吐后不缓解，不发热。
既往有溃疡病史。
查体：巩膜黄染(-)，心肺正常。
肺肝界存在，左上腹有压痛，无反跳痛及肌紧张。
肠鸣音正常。
血淀粉酶1600U/L(正常80～180u/L)，WBC：6.0×10/L。
(1)初步诊断?(2)需除外何种疾病?做哪种检查可明确?(3)治疗原则?正确答案：1.急性胰腺炎(水肿型)2.需除外溃疡病穿孔，拍立体腹平片3.治疗原则(1)禁食.补液(2)H2受体阻断剂或质子泵抑制剂(3)抗炎治疗受体阻断剂或质子泵抑制剂6、单选治疗急性胰腺炎，不是抑制或减少胰液分泌的方法是()A．禁食及胃肠减压B．抑肽酶C．H2受体拮抗剂D．降钙素E．抗胆碱能药物正确答案：B7、单选急性水肿型胰腺炎的治疗，原则上主要采用哪项措施（）。
《全球产业转移》英文版
Global Shifts1Barry EichengreenUniversity of California, BerkeleyApril 2011Shifts happen. We are currently witnessing a major shift in the balance of economic, financial and political power from the advanced countries to emerging markets – from West to East, or from the West to the Rest. This is, of course, not the first time that we have observed this kind of global shift. The rise of the West from the 15th century and its concomitant, the decline of China, was itself an earlier instance, if mirror image, of this kind of shift. (See Figure 1.) The industrial revolution, which gave rise to what is sometimes called “The Great Divergence” (the growing divergence in manufacturing capability and in capacity to project power between the first countries to industrialize, principally in Europe, and other regions) marked another global shift. It is no coincidence that the first industrial nation, Great Britain, came to control fully a quarter of the world’s population and land mass by the end of the 19th century.2 There was the shift in economic power from the pioneer industrializer, Britain, to followers like Germany that contributed to the economic and geopolitical tensions helping to set the stage for World War I. There is Charles Kindleberger’s thesis that that Great Depression of the 1930s was a consequence of the global shift in power from Britain to the United States, one that left an exhausted Britain incapable of managing the world economy and an inexperienced United States unwilling to do so.3 There is the shift after World War II toward the two great superpowers, the United States and the Soviet Union, and the dominance of the U.S. over the Western world (Figure 2). There is then the relative decline of the United States owing to catch-up growth, first in Europe, next in Japan, and finally in East Asia and elsewhere, which gradually closed the per-capita-income gap. The current shift toward emerging markets like China and India (Figures 3 and 4) is usefully seen in this light.This paper examines these earlier shifts in economic and political power and asks what light they shed on the implications of today’s global shift. I inquire into the sources of the shift, describe the tensions to which it gave rise, and ask how those tensions were managed. The answer to this last question, in two words, is “not well.” Global shifts have almost always fanned economic conflict, created problems for economic management, and heightened diplomatic tensions. Sometimes they have erupted into military conflict. While the same need not be true this time, there is reason to worry that the current global shift is a source of economic and political risks. It is past due time to start thinking about both the nature of those risks and mechanisms for managing them.The causes and consequences of changes in economic fortune, both relative and absolute, probably constitute the central question of all of economic history, if not all of economics. One paper can do justice to neither the topic nor the literature. Rather than attempting to be comprehensive, I focus on a number of specific cases, those mentioned in the opening paragraph. While this requires me to touch on aspects of nearly a millennium of human history, my focus is mainly on the last two centuries, the period since the establishment of the Bank of Finland, the1 Prepared for the Bank of Finland’s 200th anniversary symposium, Helsinki, May 5-6, 2011.2 And to “rule the waves.”3 As originally advanced in Kindleberger (1973).event providing the occasion for this symposium. Coverage of these episodes is also necessarily selective and designed to highlight the themes sounded above.1.The Rise of the WestEconomic historians are unanimously of the view that Ming China was the leading economic power in 1400. No other country constructed the equivalent of the Great Wall or the Grand Canal. No other state or empire had a standing army with a million troops. China was known for its technological prowess and precocity – for its mastery of gunpower, printing, paper-making, and compasses. It was known for the long-distance commercial voyages of the great admiral Zheng He whicht served commercial purposes (many of his ships had private cabins for merchants) and also sought to extract tribute from other lands bordering the Indian Ocean.Two factors then combined to set on foot a global shift. First, the Ming Dynasty turned inward. Zheng He’s fleet was dismantled. Limits were placed on the size of newly-constructed ships. By the end of the 15th century, subjects of the Chinese empire were forbidden to construct ocean-going ships or to leave the country. The overland route west, the Silk Road, was all but closed to traffic. The Chinese met early European incursions by limiting contact to a handful of treaty ports.Why the Mings turned inward is disputed. One view is that curtailing contact with the outside world was a low-cost way of dealing with piracy and the Uighurs. Another is that from the middle of the 15th century the Mings had bigger problems close at hand, like their border dispute with what is modern-day Vietnam. Still another is that this was the ill-advised decision of a clutch of conservative officials concerned about the impact on China of foreign influence.But there is little disputing the consequences. China’s inward turn created space for other powers. Lack of contact with foreign ideas, the absence of foreign competition, and the smothering effects of tradition set China up for a long period of economic stagnation.The coincident factor was improved Western sailing, navigation and military technology. The key innovation was the caravel, a sailing ship developed by the Portuguese and then the Spanish that combined lateen (triangular) rigging, making it very maneuverable and able to sail up rivers, with square sails that made it very fast and able to cross oceans. Lateen sails came from the Arab lands, square ones from Northern Europe; the Iberians were strategically placed between the two influences. New navigational techniques developed by Arab, Indian and Jewish astronomers but systematized by the Portuguese allowed European ships to go anywhere. Finally, the Portuguese were quicker than others to adapt the use of canon to ocean-going vessels.Why Portugal, one might ask? As with the Internet, public-sector R&D played a role. Prince Henry the Navigator of Portugal founded a maritime academy that fostered many of these innovations. He established an observatory at Sagres to construct accurate tables on the sun’s declination.4The early voyages down the west coast of Africa were sponsored by the4From 1500 or so there was a growing accumulation of navigational data in a variety of countries (Spain, France, England), all of which saw the publication of practical pamphlets and guides on the subject.Portuguese crown (just as Columbus’ pioneering trans-Atlantic voyage was underwritten by Ferdinand and Isabella of Spain). The result was the Age of Exploration (sometimes referred, in less politically-correct terms, as the Age of Discovery), in which the Portuguese and Spanish found their way around Cape Horn to Asia and then across the Atlantic to the Americas.5While the Portuguese had a head start, the Spanish had a larger economy. The two quickly came into conflict over trading posts, trade rights, and other commercial prerogatives. There was an effort to divide the spoils – to create separate spheres of influence not unlike the Western and Soviet blocs during the Cold War or the possibility, sometimes mooted today, of Chinese and U.S. spheres of influence in Asia and the West. The first such effort, the Treaty of Tordesillas signed by Spain and Portugal in 1494, divided the newly discovered territories of Africa and the Western Hemisphere. The dividing line ran north-south along a meridian roughly down the middle of the Atlantic before bisecting what became modern-day Brazil. This was followed in 1524 by the Treaty of Zaragoza, which similarly divided Asia and the Pacific along a north-south meridian running roughly through the middles of Japan and Australia.6An unintended consequence of this spheres-of-influence strategy may be to permit the regional hegemon to grow fat and lazy. So it is said of Spain and Portugal following the conclusion of the two treaties.7This made room for hungry upstarts: England and theNetherlands. The Iberians were followed into the Indian Ocean by first the Dutch and then the English: the Dutch ended up controlling trading rights with much of modern-day Indonesia, the English with India. In the Western Hemisphere the Iberians were flanked to the north by the Dutch and, more importantly, English and French, who built their commercial empires on the basis of shipping and finance but in addition had manufactures (woolens) to export.The upstarts also relied on strong institutions – national champions that enjoyed public-sector support. In 1602 the Dutch States General established the world’s first joint-stockcompany, the Dutch East India Company, granting it not just a monopoly of trade with Asia but also the power to establish fortified trading posts, negotiate treaties, and wage defensive wars.8 The company established a centralized hub in Batavia (now Jakarta), organized nearly 5,000 voyages, and paid its shareholders an annual dividend approaching 20 per cent for twocenturies.9 5 Why Europe, more generally, one might ask? Was the Renaissance conducive to the systematization ofknowledge? Did the Black Death, by raising land-labor ratios, create surplus agricultural production that could be traded and higher living standards? These questions presumably deserve more than a footnote. At virtually the same time Queen Elizabeth granted a royal charter to the (English) East Asia Company, which like its Dutch competitor acquired monopoly rights and, eventually, a 6 The prod for this treaty was the conflict between the two countries over Malacca and the surrounding “spice islands” (the source of the region’s valuable spices). Portugal arrived first, establishing a fort at Malacca in 1511. Spain then arrived in the Moluccas from the east in 1521 as part of Magellan’s famous attempt to circumnavigate the globe, and Charles V sent another expedition to colonize the islands. There followed a year of fighting between the two countries. In 1524 the two kingdoms agreed to resolve the issue by drawing another meridian that would divide the world into two equal-sized hemispheres. To get it right, each crown appointed three astronomers, three pilots, and three mathematicians. 7 See Kindleberger (1994) and Landes (1998). 8 This, recall, was the age of mercantilism, when states sought to monopolize the trade of a region so as to generate monopoly profits which could then be used to strengthen the state’s finances and its ability to wage war. 9 Now there’s a risk premium for you.modern board of directors.10 Using Surat in India as a transit point between the Spice Islands and Europe, the East Asia Company was responsible for Britain establishing its foothold in India. These two trading concerns, as joint-stock companies and public-private partnerships, were important institutional innovations. They were the agents of the power shift from Southern to Northern Europe and of Europe’s growing influence and control over much of Southern Asia.This situation – two aspirants infringing on the turf of two established powers, and the Europeans all seeking to establish exclusive access to the minerals, precious metals, and high-value crop-lands of other regions (spice- and sugar-growing land in particular) – was a recipe for conflict among the imperialists and between the Europeans and the indigenous peoples with whom they made contact.11 In addition to nimble sailing ships and canon, the Europeans had on their side metallurgy (which furnished them with efficient swords and daggers) and infectious disease (which desimated previously isolated indigenous populations). In turn the imperialists were weakened by almost continuous internecine conflict. The rising Northern European powers fought for space and influence with both their Iberian predecessors and one another. When the English arrived in the Bandas and Moluccas, islands where cloves and nutmeg were grown, the Dutch drove them out by force.12 The Dutch fought with Sultan Agung, who headed a powerful state in central Java, over the establishment of Batang. They took Ceylon from Portugal along with most of that country’s Indian forts and trading stations. Similar stories could be told about the Western Hemisphere. Cooperation would have meant more surplus for the Europeans and indigenous peoples alike. But it was not to be.The Dutch and English, having come into conflict over foreign policy and commercial interests (it is not clear that there was a clear separation between the two matters in this period), skirmished in Europe as well. The Dutch also attracted the enmity of France, which sided with England in its mid-17th century conflict with the United Provinces and then used import tariffs to protect its infant sugar and cloth industries from Dutch competition.13 In the 18th century the French and English clashed over control of North America in the French and Indian Wars.14 Military means were used repeatedly to bolster trade and create mercantilist preserves free of foreign competition. One worries that it could happen again.2.The Great DivergenceThe industrial revolution transformed the world economy by launching per capita incomes on a sustained upward path unlike anything seen previously. It also constituted a global shift par excellence. It widened the gap in economic and military capabilities between European countries whose ambitions had been restrained by a fragile balance of power. It also transformed the conduct of warfare. Within Europe, Germany’s comparative advantage in the production of steel and, by implication, the construction of railways gave it a decisive advantage over France in the Franco-Prussian War of 1870-71. In the colonies, the invention of the Gatling gun, another10 A Royal African Company was later formed to take charge of trade in slaves, ivory and gold in Africa.11 The scramble for scarce resources and associated possibility for conflict will resonate, presumably, with Chinese officials concerned about their country’s dependence on imported raw materials.12 Helped importantly by their native allies.13 This, from the mid-17th century, being the age of high mercantilism.14 Leading to the Seven Years’ War in Europe and indirectly, it is often said, to the French Revolutionary Wars.byproduct of the industrial revolution, gave the Europeans a powerful advantage in their effort to secure colonial control of additional portions of Africa and Asia.15Thus, it is no coincidence that the industrial revolution was followed by the new imperialism of the second half of the 19th century: by the partition of Africa by the European powers and their further colonial expansion into Asia. Crude Marxian accounts sometimes explain this new wave of colonialism and imperialism as a function of the voracious appetite of 19th century industrial economies for raw materials and the desire of governments to secure exclusive access to the same.16 But modern economic histories cast doubt on the notion that empire paid: any benefits to the imperialists, including those associated with favored access to raw materials, were swamped by military and other costs.17What industrialization did was greatly enhance the ability of industrial nations to project power and control other lands.18 With the railway and the steamship (practical for ocean-going voyages in the second half of the 19th century, not incidentally coincident with the new imperialism), it became possible to deploy military force more quickly. Machined canonry (now breech rather than muzzle loaded) and rifles (notably the caplock rifled musket) were for the 19th century what steel swords and daggers had been for the 16th and 17th. These innovations were decisive, for example, in the First Opium War of 1839-42.19 With the Great Divergence in per capita incomes, it became possible for the industrial powers to raise larger and better equipped standing armies. European control of the interior of Africa or India might have been paper thin, but it would have been unimaginable in the absence of industrialization. Like 21st century Europeans who prefer to take part of their higher living standards in the form of increased leisure time, their 19th century predecessors sought to take a part in the form of colonial conquest.This desire was a source of frustration to countries late to the great global game, Germany in particular. With the growth of its industry, and its comparative advantage in military-relevant heavy industry in particular, Germany became as capable as any European power at mobilizing and projecting force. But the process of industrialization reached critical mass later than in Britain or France.20 German unification had to wait for Bismarck to incorporate the southern states. Thus, by the time Germany emerged as an industrial and military power of the first rank, the process of colonial partition was largely complete.Germany therefore had to content itself with a few remaining scraps in West Africa, East Africa and the Pacific. It pushed against French and Spanish control in North Africa, precipitating the First Moroccan Crisis in 1905 by insisting that France adopt an open door policy for its protectorate, to little avail. It was left to advance its expansionist aims in and around Europe, notably attempting to expand its influence over the declining Ottoman Empire by completing the Berlin-Baghdad Railway, something that in turn became a geopolitical15 The descendant of the hand-cranked Gatling gun was the automatic Maxim gun, invented in 1884.16 An interpretation that has obvious implications for China’s actions in Africa and elsewhere in the developing world. There is also the more sophisticated variant of the hypothesis due to Eric Williams (Williams (1966).17 For the balance sheet see Davis and Huttenback (1986).18 David Landes in his 1998 book and earlier writings makes this argument most forcefully.19 See for example Hacker (1977).20 The classic account being Clapham (1936).flashpoint.21 Some accounts describe Germany’s ambitions in terms of the need of an industrial economy to secure a reliable supply of energy and raw materials (oil in the case of the Ottoman Empire), something that will resonate with observers of China today. Most, however, understand it more in terms of naked imperial ambition.22 Be this as it may, the result was the tensions and tangled alliances that set the stage for World War I.Finance was enlisted not just in the construction of the Berlin-Baghdad Railway but more widely in the effort to advance geopolitical goals. Then like now, that influence might be more subtle than overt. Modern observers alarmed by the rise of sovereign wealth funds wonder whether those funds’ governmental masters are encouraging them to invest in ways that are geopolitically expedient as well as economically remunerative. Before World War I, they saw governments, like those of France and Germany, encouraging private lending to Czarist Russia or the Ottoman Sultan with the goal of alliance building. Hints were dropped that the government would take it as a favor if an investment bank underwrote bond issues on behalf of such borrowers on favorable terms.23 Sometimes governments might intervene directly to encourage or halt issuance on behalf of foreign governments. Between 1897 and 1901, for example, the French government intervened with the Crédit Lyonnais, discouraging it from issuing bonds on behalf of the Russian government until the Russian and French general staffs had agreed on the particular strategic railways to whose construction the proceeds would be put.Employing finance for military and strategic purposes meant that it was not always allocated in ways that maximized returns. The fact that the French and German governments regularly intervened in the operations of the Paris and Berlin markets, whereas the British government employed a more hands-off attitude, helps to explain why the rate of return on French and German lending was generally lower than comparable returns on British overseas investment.24 While financial might creates strategic opportunities for governments, in other words, exploiting those opportunities also has costs.25With governments intervening in private financial affairs before the fact, they also felt some compulsion to come to the aid of the bondholders if and when things went wrong. Gunboats might then be dispatched to collect payments from defaulting debtors. Just how But while Mitchener and Weidenmier (2005) argue for the importance of these “supersanctions,” they identify just 6 episodes of direct military intervention out of 43 default episodes spanning the 19th century. Other authors argue that when governments intervened militarily in response to default, they were in fact using financial events as a pretext for intervention desired on other grounds. They suggest that other mechanisms – ex ante monitoring by investment banks with reputations to protect and ex post exclusion from the bond market by a cohesive cartel of issuers – were more important for enforcing contracts.2621 See Jastrow (1917).22 Something to which today’s China, which prefers to keep a relatively low-key profile internationally, has not obviously fallen prey.23 For accounts of the practice see Feis (1930).24 This point is argued and documented in Fishlow (1986).25 Something for the managers of sovereign wealth funds to bear in mind.26 See inter alia Mauro, Sussman and Yafeh (2006) and Flandreau and Flores (2007).3. The Rise of the United StatesThe other global shift at this time was the rise of the United States. From an economic speck at the outset of the 19th century, the U.S. by 1914 had grown into the world’s largest economy and leading exporter. But while economic change was rapid, political adjustments lagged behind. The North American colonies had been settled by Europeans who had sought to distance themselves from the Old World. George Washington in his farewell address had emphasized the desirability of “as little political connection as possible” with foreign nations (while at the same time acknowledging the value of “extending” commercial relations).Isolationist instincts, in other words, ran deep. Even the Monroe Doctrine, which warned the European powers against attempting to advance their colonial ambitions in the country’s Latin American backyard, can be interpreted in isolationist terms: it promised as a quid pro quo that the U.S. would not participate in wars among the European powers. The notable exception was U.S. occupation of the Philippines resulting from the Spanish-American War. That the precipitating event that led the U.S. to disregard its long-standing tradition of non-interventionism was an incident on an island, Cuba, a scant 90 miles from the rising power’s shores is perhaps worth recalling (Taiwan being only 81 miles from the Chinese mainland).27 In defeating the Spanish, the U.S. in fact took control not just of the Philippines but also Guam and Puerto Rico. Whether this was a momentary fall from grace or an emerging economic power for the first time displaying geopolitical ambitions is disputed.28But there is no question that the U.S. was, by this time, seeking to more actively assert its economic interests. Before long it was seeking to alter the structure of international markets so that they worked to its advantage (or at least didn’t disadvantage it to the same extent). A long-standing bone of contention was that the trade credit required by U.S. exporters and importers was almost entirely denominated in sterling and sourced in London. This put U.S. producers and merchants at a competitive disadvantage; not only did they have to pay two commissions, one to their local bank and the other to its London correspondent, but they also bore the exchange risk. One of several rationales that combined in 1913 to cause the establishment of the FederalReserve System (overcoming another deep-seated American aversion, this one to concentrated financial power) was the desire to create a market in securitized trade credits (“tradeacceptances”) denominated in dollars and sourced domestically.29Almost immediately the Fed took steps to develop this market, passing the necessaryregulations while discounting acceptances and purchasing them outright. As a result of this initiative (and as a byproduct of disruptions to the London market caused by World War I), in a scant ten years the acceptance market in New York matched its rival in London in both size and liquidity.30 27 Cuba not having achieved independence in the second decade of the 19th century, it was effectively exempted from the Monroe Doctrine. The dollar became as a true international currency; by the mid-1920s central banks 28 On the first view, see Bemis (1962); proponents of the second include Kennedy (1987), Mead (1987) and Nye (1990). 29 As emphasized by Broz (1997). 30 The relevant document is provided by Eichengreen and Flandreau (2010).around the world held as large a fraction of the foreign exchange reserves in dollars as in sterling.31The U.S. competed with Britain throughout the 1920s in seeking to bring more countries into its financial orbit. As governments prepared to return to the gold standard, the Fed, in the person of Benjamin Strong, influential governor of the Federal Reserve Bank of New York, encouraged them to contract stabilization loans in New York rather than London.32 Receiving a stabilization loan was the first step in establishing ongoing relations with a financial center. But while he governor himself may have been strongly internationalist in orientation, the U.S. otherwise reverted to its previous stance of quasi-isolationism following the war. The Congress famously refused to approve President Wilson’s request to join the League of Nations. Not wishing to become entangled in the reparations dispute, the U.S. did not join the Bank for International Settlements in 1930 (although it did provide finance for its early operation). The country’s diplomats did little to slow the progress of German rearmament or otherwise to do anything to prevent the war clouds from gathering over Europe.U.S. tariff policy was inappropriate for what was now the world’s leading trading nation, a country with an interest in the maintenance of an open trading system that should have led by example. Here the greater villain was probably the Fordney-McCumber Tariff of 1922 rather than the Smoot-Hawley Tariff of 1930, but neither helped.33 The mistake was to allow trade policy to be politicized. Herbert Hoover ran for the presidency in 1928 on a platform that promised to raise tariffs on imports of farm products, agricultural prices having been depressed for much of the decade. Once the tariff bill got to the Congress, there was nothing to prevent members from adding all manner of protection for manufactures so as to build as wide a coalition as possible.34Yet to say that the United States disregarded the case for international economic cooperation would not be accurate. The Fed famously kept interest rates low in order to encourage capital to flow toward Britain and aid that country’s efforts to return to gold in 1924-5. It made a credit line available to the Bank of England.35 It hosted a meeting of central bankers on Long Island in 1927, where other countries holding sterling as reserves committed not to taking gold from the British. In the summer of 1931, with the spread of the financial crisis, President Hoover offered a moratorium on inter-allied war debt payments in order to facilitate a moratorium on German reparations.31 This from a starting point in 1914 where the dollar accounted for a negligible proportion of global reserves (Eichengreen and Flandreau 2009). Elsewhere I have suggested what the U.S. accomplished in ten years – moving from a point where its currency played no international role to one where it was the leading invoicing, investment and reserve currency – may also be possible for China (Eichengreen 2011).32 Chandler (1958) and Clarke (1967) document his efforts.33 With the U.S. not a member of the League of Nations, the League’s efforts to negotiate a tariff truce in the 1920s were to little avail.34 See Schattschneider (1935). The Fordney-McCumber Tariff had similarly been intended to raised depressed farm-gate prices but had also been expanded to provide protection for manufactures by the time it was passed by the Congress. When efforts turned to rolling back tariffs in the 1930s, a change in institutions, in the form of the Reciprocal Trade Agreements Act, made a substantial difference.35 One that, in the event, was not drawn.。
汽车行业企业级BOM管理
EBOM Release & Change Control
BOM Restructure
Additional Information Maintain
Release By Plants
Support Product Mgmt
Support Supply Collaboration
Burlwood
Mahogany
Red leather
Software,Circuits
没有CAD数模旳工程零件
Paint, Fluids
Seals
E-BOM零件
swept volume
closed
Support Design-in-Context
Layout
Prod
Definition
Exterior
Enterprise Change Mgmt
Product Change Management
Engineering Change Management (Eng./Mfg/… Change)
Product Structure Building
Product Configuration
Validate and Analysis
Complete data model to support product line and configuration definitionEasily link to vehicle program management data, such as portfolio and requirements, make sure vehicle design/engineering reflect marketing requirementsProvide a Function BOM to facility cross departments early collaboration and vehicle development tasks breakdown
Chapter 17
Chapter 17Equipment and supplies EQUIPMENT, SUPPLIES, DRUGS AND REAGENTSMost embryo transfer practitioners in North America use entirely disposable supplies and purchase sterile saline and complete media. Various suppliers ship these materials with just a telephone call (credit is prearranged). This greatly simplifies operations. There is nothing to wash and sterilize; no medium need be prepared except to add macromolecular and antibiotic solutions with a sterile syringe; there is no need to purify water; there is no danger of spreading disease from farm to farm because everything is disposed of at each farm. Some practitioners do not even have a refrigerator, but depend on each farmer's household refrigerator.This approach is inappropriate for embryo transfer in many countries because of unreliable access to suppliers, but it should be considered seriously in some situations. We have organized this chapter by listing equipment and supplies needed for basic embryo transfer, and add additional supplies for various functions, such as media preparation and cryopreservation.Equipment∙stereomicroscope(s)∙compound microscope (optional)∙hair clippers (scissors can substitute)∙cabinet or incubator for embryos (an insulated box can substitute) ∙cervical expanderSupplies∙syringes and needles∙betadine (tamed iodine scrub)∙ethanol∙plastic palpation sleeves∙sterile plastic gloves∙lubricant (K - Y jelly)∙insemination or embryo transfer guns∙sterile sheaths for guns∙0.25-cc plastic straws∙transfusion bag to hold medium (2-litre flask can substitute)∙Foley catheter plus stylet∙tubing for flushing∙straight, tapered and Y-connectors∙clamps (haemostats can substitute)∙graduated cylinder or embryo filter∙0.22-μ bacteriological filters∙pipettes for embryos and rubber connectors∙microscope bulbs∙searching dishes and small Petri dishes∙KaMaR oestrus-detection aids (optional)∙labelling tape and indelible marking pens∙paper towels∙blood collection tubesDrugs and reagents∙appropriate vaccines for health programme∙prostaglandin F2 alpha (or analogue)∙follicle-stimulating hormone or pregnant mare's serum gonadotrophin∙Dulbecco's phosphate-buffered saline∙Na penicillin G∙streptomycin sulphate∙bovine serum albumin (Fraction V) or heat-inactivated bovine serum ∙procaine (2 %)∙siliconizing agent (optional)Additional needs if washing and sterilizing capabilities are required for reuse of equipment:Equipment∙gas sterilizer (a ventilation hood is a useful option)∙drying oven∙autoclave (optional)Supplies∙detergent∙sterilization packaging and heat and gas indicator tape∙aluminium foilDrugs and reagents∙ethylene oxideAdditional needs if media are to be prepared at the embryo transfer laboratory:Equipment∙balance∙pH meter∙osmometer (optional)∙centrifuge (if serum prepared)∙water bath (if serum prepared)∙refrigerator with freezer∙still or deionizer (unless water is purchased)∙Bunsen burner or alcohol lamp∙large bacteriological filter unitSupplies∙flasks∙sealable bottles∙weighing paperDrugs and reagents∙CaCl2.2H2O∙MgSO4.7H2O∙NaCl∙KCl∙Na2HPO4∙KH2PO4∙glucose∙Na pyruvate∙distilled or deionized water (unless made in the laboratory)Additional needs if embryos are to be cryopreserved:Equipment∙liquid nitrogen tank (can use farmer's)∙freezing machine or apparatus∙heat sealer or haemostat (unless PVC polymer powder is used) ∙small insulated container for liquid nitrogen (e.g. DeWar flask)Supplies∙forceps (for seeding)Drugs and reagents∙glycerol∙non-toxic paraffin oil (optional)∙sucrose∙liquid nitrogen∙polyvinyl chloride powder (unless a heat sealer is used)Additional needs for micromanipulation:(Note: Simple bisection of embryos does not require this equipment.) Equipment∙fixed-stage microscope∙micromanipulators (usually left and right)∙pipette puller∙microforgeSupplies∙breakable razor blades∙glass capillary tubingOther optional equipment:∙ultrasonography apparatus∙laparoscopeSuppliersThe following list of suppliers includes companies which have exhibited at the annual conference of the International Embryo Transfer Society recently or which are listed in Procedures for recovery, bisection, freezing and transfer of bovine embryos (Elsden and Seidel, 1985). We have listed only our local suppliers; it is logistically impossible to list all suppliers worldwide. These suppliers, however, can give information on distributorships for their products in other localities. Inclusion in this list does not signify endorsement nor does exclusion signify lack of endorsement.American Embryo Systems, 2619 Skyway Drive, Grand Prairie, TX 75051 USA. 214-641-5420. Culture media, serum, antibiotics.H.W. Andersen Products, P.O. Box 1050, Chapel Hill, NC 27514 USA. Anpro gas sterilizer and sterilization products.CEVA Laboratories, Inc., 10560 Barkley, Overland Park, KS 66212 USA. Transfusion bags, Syncromate B.Colorado State University, Embryo Transfer Laboratory, Fort Collins, CO 80523 USA. 303-491-5287. Cervical expander.Curtin Matheson Scientific, 12950 E. 38th Avenue, Denver, CO 80239 USA. 303-371-5713. Siliconizing agent, culture dishes, biological filters, pipettes, tubing, and many laboratory supplies including plastic ware.Edwards Agri Supply, P.O. Box 65, Baraboo, WI 53913 USA.608-356-6641. Artificial insemination equipment; oestrus-detection aids. Emery Medical Supply. 5601 Gray Street, Arvada, CO 80002 USA. Sterilization packaging and supplies.EM-TEX Supply Co., Inc., 2741 S. Great Southwest Parkway, Grand Prairie, TX 75051 USA. 214-660-1771; Fax: 214-660-2303. Antibiotics, antiseptics, artificial insemination equipment, catheters, dishes, flushing and freezing media, disposable flush kits, embryo filters, embryo transfer guns and straws, gloves, bovine serum albumin, sera, programmable cryopreservation unit, cervical expanders, drugs for superovulation and oestrus synchronization, connectors, sterilization packaging.Fisher Scientific Company, 14 Inverness Drive E., Building A, Suite 144, Englewood, CO 80112 USA or Fisher Scientific International, 50 Fadem Road, Springfield, NJ 07081 USA. 201-467-6400; Cable: Fishersci, Springfield, NJ; Telex: 475 4246 or 138287; Fax: 201 379 7415. Paraffin oil, culture dishes, biological filters, pipettes, tubing, microscopes, and many laboratory supplies including plastic ware.GIBCO, 3175 Staley Road, Grand Island, NY 14072 USA. Culture media. Mobay Corp., P.O. Box 390, Shawnee, KS 66201 USA. 913-631-4800. Estrumate (cloprostenol).IMV, 10, rue Georges Clemenceau, B.P. 76, F-61300 L'Aigle, France.333-324-0233 or 6870 Shingle Creek Parkway, Suite 100, Minneapolis, MN 55430 USA. 612-560-4986. Artificial insemination equipment, transfer guns, sheaths, straws and polyvinyl chloride powder.Intermed, Inc., Newfoundland, NH 07435 USA. 201-697-3818. Foley catheters.Kamar, Inc., P.O. Box 26, Steamboat Springs, CO 80477 USA.303-879-2591. KaMaR oestrus-detection aids.M & M Company, 1120 Industrial Ave., Escondido, CA 92025 USA.619-746-0800; Telex: 607 950. Micromanipulator.PETS, Professional Embryo Transfer Supply, Inc., 27221/2 Garden Valley Road, Tyler, TX 75702 USA. 216-595-2047; Telex: 205997-PETSUR; Fax: 214-592-1525. Antibiotics, artificial insemination equipment, catheters, dishes, flushing and freezing media, disposable flush kits, embryo filters, embryo transfer guns and straws, gloves, bovine serum albumin, sera, polyvinyl chloride powder, sterile water, microscopes, cervical expanders, drugs for superovulation and oestrus synchronization, connectors and sterilization packing.Reproduction Resources, Inc., P.O. Box 135, Hebron, IL 60034 USA. 815-648-2431. Sani-Shield Protector.Research Instruments, Ltd., Kernick Road, Penryn, Cornwall, TR10 9DQ, UK. Micromanipulator.Rocky Mountain Microscope, 440 Link Lane, Fort Collins, CO 80524 USA. 303-484-0307. Microscopes.Sigma Chemical Co., P.O. Box 14508, St. Louis, MO 63178 USA.314-771-5750. Reagents for culture and freezing media.The Upjohn Company, P.O. Box 108, Kansas City, MO 60901 USA.616-323-4000. Lutalyse (prostaglandin F2 alpha).VWR Scientific, P.O. Box 39396, Denver, CO 80239 USA. 303-371-0970. Latex tubing, culture dishes, biological filters, pipettes, and many laboratory supplies including plastic ware.Veterinary Concepts, 100 McKay Avenue, Spring Valley, WI 54767 USA. Antibiotics, antiseptics, artificial insemination equipment, catheters, dishes, flushing and freezing media, disposable flush kits, embryo filters, embryo transfer guns and straws, gloves, bovine serum albumin, sera, programmable cryopreservation unit, cervical expanders, drugs for superovulation and oestrus synchronization, connectors and sterilization packaging.United States Biochemical Corporation, P.O. Box 22400, Cleveland, OH 44122 USA. 216-765-5000. Bovine serum albumin.MICROSCOPESIt is essential to have a stereomicroscope of good quality to search for embryos, and most programmes should have at least two. Most people use a magnification of 8X to 15X to locate embryos. Higher magnifications are unsuitable for this purpose because the field of view is too small, which greatly increases the time required for searching as well as the likelihood that embryos will be overlooked. However, a 30X to 50X magnification is essential for evaluation of embryos once they are located. Thus, one needs a stereomicroscope with at least two magnification settings. In practice, there is usually some zoom or step arrangement to vary magnification from lowest to highest settings.Stereomicroscopes of good quality are priced in the range of US$1 200–1 500. Sometimes good used instruments can be purchased for much less. Unless required for some other purpose, such as splitting embryos,stereo-microscopes costing US$3 000 and higher are a luxury; they are not any better for routine embryo transfer work than the less expensive ones. Conversely, the microscopes marketed for US$200–300 (price when new) simply are not good enough.Appropriate stereomicroscopes that we have used include the Olympus Zoom model SZ-111-100 with transmitted light-base illuminator; American Optics (now Reichert-Jung) Stereostar 561B or 561C with Starlite illuminator; and Bausch and Lomb (now Cambridge Instruments) BVB-73 with Nicholas illuminator. Eyepieces of 10–20X magnification are available for most of these. Similar models from other companies are usually satisfactory. Always be sure to obtain a base/stand designed fortransillumination of transparent specimens and a good light source (with spare bulbs).Advice on purchasing a compound microscope for embryo evaluation purposes is similar to that for a stereomicroscope: a sturdy, easy-to-use bright-field microscope without complex accessories is best, generally in the range of US$1 500–2 000. It should be borne in mind that a compound microscope is not absolutely essential, but that a small percentage of embryos cannot be evaluated properly without one, and evaluation of progressive motility of semen requires a microscope with 100–200X magnification. Also the process of learning to evaluate embryos is easier with the improved resolution of a compound microscope.Many laboratories have compound microscopes for other purposes such as semen evaluation or microbiology studies. Any of these can be used for embryos as well. If a new microscope is to be purchased just for embryos, an inverted type should be considered. This is easier to use for embryos because the objective is below the stage, which reduces the risk of contaminating or spilling embryos. Inverted microscopes, however, are more expensive and generally have slightly poorer resolution. In purchasing a compound microscope, one also should take into account needs such as micromanipulation, for which a fixed stage is required, whether the microscope is inverted or not. Obviously, in some cases it is best to have more than one compound microscope, for example, one with differential interference phase-contrast (Nomarski) optics or phase-contrast optics and one that is less expensive with simple bright-field optics. Note well, however, that embryos can be evaluated perfectly well with a 10X bright-field objective, and for this purpose more sophisticated systems are of little additional value. A 2X or 4X objective is useful for locating embryos prior to examination with the 10X objective.FREEZING MACHINESMore than 20 models of freezing machines are currently being manufactured by approximately 12 companies in eight countries. Nearly all of these machines work satisfactorily. All machines require repairs from time to time, so arrangements for service are important, particularly in remote areas. A particularly good approach is a system of shipping a replacement machine on loan while the malfunctioning machine is being repaired. An obvious generalization is that more can go wrong with complex machines than with simple ones; however, this does not always apply because some of the more complex machines are particularly well made. The reason for purchasing more complex freezing machines is that they are easier to use; most have automatic functions so that little or nothing need be done except to add the straws or ampoules to the freezing chamber at the beginning of the process and remove them prior to plunging into liquidnitrogen. A somewhat incongruous situation is that companies and organizations in developing countries tend to purchase complex and expensive freezing machines. Success rates are not usually improved with more complex machines; they just save (and replace) labour. This is especially ironic since capital is short and labour is in excess in many countries.There are two important criteria for evaluating performance of freezing machines. The first is whether the machine cools embryos at the assigned rate. The smoothness of the cooling curve is frequently overemphasized. Fluctuations in temperature of 0.5-1°C from a perfect, straight-line cooling curve are not of much consequence as long as the average cooling rate is correct. The latter capability is essential, however. The second important criterion is whether the temperature being recorded in the freezing chamber is, in fact, correct. Temperatures at the time of seeding and plunging are critical, and drifts in thermometer readings of 2-3°C can lead to catastrophic results. In fact, it is a good idea independently to check temperatures in freezing chambers on a regular basis, perhaps every few months, as a quality control measure.TABLE 14Information on some commercially available freezing machinesBrand name Address of company Source of coolant Description of chamberBio-Cool FTS Systems, Inc.P.O. Box 158Stone Ridge, NY 12484USA; 914-687-7664MechanicalrefrigeratorAlcohol bathCryoembryo-PSP HoxanHoxan Bldg.2 Nishi 1-chomeKito 3-joChuo-ku Sapporo 060JapanVessel of liquidnitrogenSlots for strawsonlyCryo Genetic Cryo-GeneticTechnology400 Hoover Rd.Soquel, CA 95073 USALiquid nitrogenvesselStraws loweredinto vapourCryo-Med Cryo-MedN49659 Leona Dr.Mt. Clemens, MI 48045USA; 323-371-5713Liquid nitrogentankLarge chamberCTE LabortechnikPostfach 1107Liquid nitrogentankOpen vesselD-3406 Bovenden—Göttingen Fed. Rep. Germany; (0551) 82835Freeze Control Freeze Control USA3377 Solano Ave.Suite 303Napa, CA 94558USAVessel of liquidnitrogenSlots for strawsonlyGlacier Technology Glacier Technology404 Europe St.Baton Rouge, LA 70802USAPeltiereffect/electricitySmall chamberMini Cool CFPOB.P. 15F-38360 SassenageFranceLiquid nitrogentankLarge chamberMcDonald Veterinary Concepts303 South McKay Ave.Spring Valley, WI54767 USANeck of liquidnitrogen tankSmall chamberPlaner Planer Products, Ltd.Windmill RoadSunbury-on-ThamesMiddlesex TW16 7HDUKLiquid nitrogentank15 cm diameter ×20 cm high cylinderRPE Peter Elsden & Assoc.P.O. Box 9677Fort Collins, CO 80525USA; 303-223-6665Neck of liquidnitrogen tankSlots for strawsonlyOne other criterion for selecting a freezing machine is ease of use. Things to consider are weight, if it must be moved from place to place, ease of access to the cooling chamber, simplicity of programming, systems for holding straws, vials or ampoules, depending on which is to be used, and ease of diagnosing problems and fixing them. Cost, reliability of service, reputation of the manufacturer and dealer, and similar factors also need consideration. A brief description of freezing machines is given in Table 14. We have no way of knowing about all possible models of freezing machines available and have provided information on those companies that have contacted us in recent years.One final point is that embryos can be cooled perfectly adequately with dry ice and alcohol in DeWar flasks (see Maurer, 1978, for examples). This ismore labour intensive and requires conscientious personnel, but if done correctly results will be as good as with freezing machines.。
简爱英文原版16章
简爱英文原版16章Chapter 16"I went on with my day-to-day life at Thornfield, busy with my duties and trying to forget my feelings for Mr. Rochester. However, the thoughts of him still haunted me, and it became increasingly difficult to hide my emotions.One morning, Mrs. Fairfax called me to her room to inform me that a gentleman had arrived to visit Mr. Rochester. She described him as a fashionable and handsome man who seemed very formal and precise. I couldn't help but wonder who this visitor could be and if he had any connection to Mr. Rochester's past.Curiosity got the better of me, and I found myself eavesdropping outside the drawing-room where Mr. Rochester and the visitor were talking. From their conversation, I gathered that the visitor was Mr. Mason, a wealthy man from the West Indies. Mr. Rochester seemed surprised and somewhat displeased by his unexpected arrival.After their conversation, Mr. Rochester called for me. As I entered the room, I noticed a change in his demeanor; he seemed to be in a better mood than before. Mr. Rochester asked me to serve Mr. Mason some refreshments, and as I did, I couldn't help but study him closely. He had a noble and distinguished air about him, but there was also something troubled in his gaze.As I returned to the drawing-room to collect the tray, I overheard snippets of their conversation. Mr. Mason seemed to be asking Mr.Rochester about something he had seen the previous night, and Mr. Rochester, in response, appeared to be deflecting his questions and trying to change the subject.Before Mr. Mason left, Mr. Rochester escorted him out, and I caught a glimpse of a woman waiting outside the house. It was a brief moment, but there was something in her appearance that struck me as familiar. I couldn't quite place it, but it made me uneasy.Days passed, and the visit from Mr. Mason remained a topic of speculation among the household staff. Mrs. Fairfax told me that Mr. Mason had gone back to the West Indies, but she had no idea why he had come or what his connection to Mr. Rochester was. The mystery only deepened, and I couldn't shake the feeling that something significant had happened during his visit.Meanwhile, Mr. Rochester's behavior towards me became even more confusing. At times, he would seek my company and engage in friendly conversations, almost as if we were acquaintances. Other times, he would ignore me completely, causing me great distress. I couldn't decipher his intentions, and it left me feeling lost and uncertain.One night, as I lay awake in my bed, thinking about Mr. Rochester and the secrets that seemed to surround him, I made a resolution. I vowed to myself that no matter how difficult it may be, I would try to suppress my feelings and focus on my own self-improvement. I couldn't expect anything from Mr. Rochester, and it was time for me to find my own happiness.With this newfound determination, I closed my eyes and fell into a fitful sleep, hoping that the next day would bring some clarity to my confused heart."。
《商务英语入门》
Joint Ventures
• Joint Ventures: the pooling of resources
and expertise by two or more business ,typically from different areas or countries to achieve a particular goal .the risks and rewards of the enterprise are also shared (eg:HewlettPackard and Samsung)
legislation ,which permits a group of people ,as shareholders (for-profit companies) or members (non-profit companies), to create an organization, which can then focus on pursuing set objective ,and empowered with legal rights which are usually only reserved for individual ,such as to sue or be sued ,own property ,hire employees or loan and borrow money
Questions for discussion
• What ownership is a joint venture
similar to ?why ?
• What are the advantage of a joint
venture ?
????
Corporation
决策的英文面试题目(3篇)
第1篇As a candidate for a leadership position within our organization, we understand that effective decision-making is crucial for the success of any team. To assess your ability to navigate complex scenarios andfoster a collaborative decision-making environment, we would like you to respond to the following question:Scenario:You are the team leader of a multifunctional team that consists of members from various departments, each bringing unique expertise and perspectives. The team is tasked with developing a new product line that requires input from engineering, marketing, finance, and customer service. The project is time-sensitive and requires a rapid yet thoughtful decision-making process to meet the market demands.Question:Please outline a comprehensive decision-making process that you would implement for your team. Your process should include the following components:1. Problem Identification:- How would you ensure that the team clearly identifies the problem or opportunity that the new product line aims to address?- What strategies would you use to gather and analyze data to support the problem identification phase?2. Goal Setting:- Describe the steps you would take to define clear, measurable, and achievable goals for the new product line.- How would you involve team members in the goal-setting process to ensure buy-in and commitment?3. Information Gathering:- What methods would you employ to collect comprehensive and relevant information from each department to inform the decision-making process?- How would you balance the need for speed with the requirement for thorough analysis?4. Option Generation:- Outline the steps you would follow to generate a variety of potential solutions or options for the new product line.- How would you encourage creative thinking and diverse perspectives within the team?5. Decision Making:- What criteria would you use to evaluate and select the best option for the new product line?- How would you handle conflicts or disagreements among team members during the decision-making process?6. Implementation Planning:- Describe how you would develop a detailed plan for implementing the chosen solution, including resource allocation, timelines, and responsibilities.- What mechanisms would you put in place to ensure that the implementation plan is followed effectively?7. Monitoring and Evaluation:- How would you monitor the progress of the new product line development and the effectiveness of the decision-making process?- What key performance indicators (KPIs) would you track to assess the success of the product line and the decision-making process?8. Feedback and Continuous Improvement:- How would you collect feedback from team members and stakeholders throughout the project to identify areas for improvement?- What steps would you take to ensure that the decision-makingprocess evolves and improves over time?In your response, please provide specific examples from your past experience where you have implemented a decision-making process similar to the one you describe. Be sure to detail the outcomes of these experiences and what you learned from them.Your response should be at least 2500 words, demonstrating a deep understanding of decision-making principles, effective leadership, and the ability to facilitate collaboration in a diverse team environment. We look forward to hearing your insights and strategies.第2篇Introduction:Decision-making is a critical skill in the professional world, as it determines the success and direction of projects, organizations, and personal endeavors. This scenario-based interview question aims to assess your ability to analyze complex situations, weigh various options, and make informed decisions. Please provide a detailed response to the following scenario, considering the factors mentioned and explainingyour thought process.Scenario:You are a project manager at a mid-sized technology company. Your team has been working on a major software development project for the pastsix months. The project is on track to be completed within the scheduled timeline, but there is a sudden development that could impact theproject's success.Details of the Scenario:1. Market Shift: The company's primary client, a global corporation, has announced a significant shift in its business strategy. This shift could render the software you are developing obsolete within the next year.2. Resource Allocation: Your team is currently working on the final stages of the software development. You have two options forreallocating resources:a. Option A: Continue with the current project but invest additional resources in research and development to ensure the software remains relevant for at least the next two years.b. Option B: Pause the current project and reassign the team to work on a new software solution that aligns with the client's new business strategy.3. Budget Constraints: The company has a fixed budget for the current fiscal year, and any additional investment in research and development or a new project would require approval from upper management.4. Team Morale: The team has been working long hours to meet the project deadline. Their morale is low, and you are concerned about burnout if the project is extended or changed significantly.5. Competitive Landscape: Your competitors are already working onsimilar software solutions that align with the client's new business strategy. There is a risk that your company could fall behind if you do not act quickly.Question:Based on the information provided, please outline your decision-making process. Consider the following aspects in your response:1. Risk Assessment: What risks are associated with each option, and how would you mitigate these risks?2. Cost-Benefit Analysis: What are the potential costs and benefits of each option, and how would you weigh these factors?3. Team and Organizational Impact: How would each option impact your team's morale, productivity, and the company's reputation?4. Long-Term Strategy: How do each option align with the company's long-term goals and market positioning?5. Ethical Considerations: What ethical principles or values should guide your decision-making process in this scenario?Response Guidelines:1. Introduction: Start by summarizing the key points of the scenario and stating your initial thoughts on the best course of action.2. Risk Assessment: Discuss the potential risks associated with each option, such as financial risks, market risks, and operational risks. Provide specific examples and explain how you would mitigate these risks.3. Cost-Benefit Analysis: Compare the costs and benefits of each option, including financial costs, time investment, and potential returns on investment. Use quantitative and qualitative measures to support your analysis.4. Team and Organizational Impact: Analyze how each option would affect team morale, productivity, and the company's reputation. Consider the short-term and long-term impacts on the organization.5. Long-Term Strategy: Explain how each option aligns with the company's long-term goals and market positioning. Discuss the potential competitive advantages or disadvantages of each option.6. Ethical Considerations: Identify the ethical principles or valuesthat should guide your decision-making process. Discuss how these principles influence your choice between the two options.7. Decision: Based on your analysis, make a clear and concise decision on which option you would choose. Provide a rationale for your decision, considering all the factors discussed in your response.8. Conclusion: Summarize your decision and its implications for the project, team, and the company. Reflect on the learning experience andthe importance of effective decision-making in your role as a project manager.Note: This question is designed to be open-ended and thought-provoking. Your response should demonstrate critical thinking, analytical skills, and the ability to communicate your decision-making process effectively. Remember to provide a well-structured and comprehensive response that covers all the aspects mentioned in the question.第3篇In your previous role, you were faced with a challenging decision that had significant implications for the company and its stakeholders. Can you describe the situation, the decision-making process you employed, and the outcome of your decision? Please provide specific details about the following aspects of your decision-making process:1. Situation Overview:- What was the nature of the decision you were required to make?- Can you provide a brief background on the company and the contextin which the decision was made?- Who were the key stakeholders involved, and what were their interests or concerns?2. Problem Identification:- How did you identify the problem or opportunity that necessitated the decision?- What data or information did you gather to understand the problem fully?- How did you differentiate between a problem and an opportunity?3. Decision-Making Criteria:- What were the criteria you used to evaluate the available options?- How did you prioritize these criteria?- Were there any specific methodologies or frameworks you applied to help in this process?4. Options Generation:- What were the different options or solutions you considered?- How did you generate these options?- Did you involve others in this process, and if so, how did you facilitate their input?5. Analysis and Evaluation:- What analytical tools or techniques did you use to evaluate the options?- How did you weigh the pros and cons of each option?- Did you conduct any cost-benefit analyses or risk assessments?6. Decision Implementation:- How did you communicate your decision to the relevant stakeholders?- What steps did you take to ensure the successful implementation of your decision?- Did you anticipate any challenges or resistance to implementation, and how did you plan to address them?7. Outcome and Reflection:- What was the outcome of your decision?- How did the stakeholders react to the decision and its implementation?- In hindsight, what would you do differently? What lessons did you learn from this experience?Example Response:Certainly, let me share an experience from my time at XYZ Corporation where I had to make a critical decision regarding a new product launch.1. Situation Overview:At XYZ Corporation, we were a leading provider of software solutions for the financial sector. In 2019, we were faced with the opportunity to launch a new product that would integrate advanced data analytics into our existing software suite. The stakeholders involved included our R&D team, sales department, investors, and customers. The investors were particularly interested in the potential for increased revenue, while the customers were looking for enhanced functionalities and better data insights.2. Problem Identification:The problem we identified was the need to stay competitive in the market and meet the growing demand for data-driven financial solutions. We gathered market research data, customer feedback, and industry reports to understand the landscape and the opportunities for our new product.3. Decision-Making Criteria:Our criteria included market demand, technical feasibility, cost implications, and the potential return on investment. We prioritized these criteria based on the strategic importance of the decision for the company's long-term growth.4. Options Generation:We brainstormed various options, including developing the product in-house, partnering with an external vendor, or acquiring a smaller company with the necessary technology. We involved our R&D team, sales managers, and product managers in this process.5. Analysis and Evaluation:We used a SWOT analysis to evaluate each option and conducted a cost-benefit analysis to understand the financial implications. We alsoconsidered the risks associated with each option, such as technical challenges, market competition, and potential regulatory hurdles.6. Decision Implementation:After thorough analysis, we decided to develop the product in-house, as it allowed us to maintain control over the product's development and integration with our existing suite. I communicated the decision to the stakeholders and outlined a detailed implementation plan, including resource allocation, timelines, and performance metrics.7. Outcome and Reflection:The product launch was successful, with a significant increase in sales and positive feedback from customers. However, there were challenges along the way, such as delays in development and unexpected technical issues. In hindsight, I would have allocated more time for testing and quality assurance. This experience taught me the importance of thorough planning and the need for flexibility in managing unexpected obstacles.In conclusion, the decision-making process for the new product launch at XYZ Corporation involved a systematic approach to identifying problems, generating options, analyzing and evaluating them, and implementing the chosen solution. The outcome was positive, and the lessons learned have been invaluable in shaping my decision-making approach going forward.。
乔普拉《供应链管理(第7版英文版)》教学课件CH16
Supplier maximizes (pi c)(Ai Bi pi )
Optimal price
pi
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For capacity constrained by Q
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Differential Pricing for Multiple Customer Segments (4 of 4)
• Two problems to solve when using revenue management across multiple segments 1. What price should be charged for each segment? 2. How should limited capacity be allocated among the segments?
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (2 of 2)
16.4 Discuss how peak pricing and off-peak discounts can help increase profits when demand is seasonal. 16.5 Describe how both buyers and sellers can combine long-term contracts and spot purchases to increase profits when demand is uncertain. 16.6 Understand the potential negative consequences of revenue management in practice.
乔普拉《供应链管理(第7版英文版)》教学课件CH17
• Every company and supply chain faces the challenge of the tragedy of the commons as it operates in a global environment
• Difficult to imagine a sustainable solution emerging without some intervention
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Key Pillars of Corporate Social Responsibility
• Measuring performance along all three pillars may be required to evaluate the impact of sustainability-related efforts – Environmental – Social – Governance
As supply chains have globalized and emerging countries have grown, it has become increasingly clear that the world’s resources and environment will not be able to support this growth unless supply chains become more sustainable. Besides the need to make the world more sustainable, an increased focus on sustainability can allow supply chains to reduce risk, become more efficient, and attract some customers who value these efforts.
《天赋异禀(2017)》第一季第十集完整中英文对照剧本
通缉犯我父亲和他妹妹安德里亚被称为"芬利斯双子"My father and his sister Andrea were known as Fenris. "魔狼"The wolf.他们的异能和你家孩子一样They had the same abilities as your children.前情提要感应她的思想有些困难但我看到足够信息了Her mind was hard to read, but I got enough.特拉斯克工业实验室里的变种人他们很痛苦Mutants in that lab, I could feel the agony.我的家人就在那里他们要没时间了My family is in there. They're running out of time.几公里处有个供电站There is a power substation a few miles away.如果能切断电力就可以趁系统恢复之前If we took it out, we could get into the lab进入实验室了before their systems came back online.哨兵机器人和武装部队进楼了There is a Sentinel robot and armed teams in the building! 立刻离开那里Get out of there now!克拉丽斯Clarice!快走Go!-快 -不许动- Hurry! - Freeze!-快跑 -不不不- Run! - No, no! No!只要像之前那样做我们就能逃出去We can get out if we do what we did before.你干什么What are you doing?如果这么做所有人都会死If we do it, everyone's gonna die.不许动Stay where you are!-不 -凯特等下我们也无能为力了- No! - Cait, wait! There's nothing we can do.那是我们的孩子啊里德Those are our children, Reed!结束了It's over.美国一直是世界的灯塔America has always been a beacon to the world.人类选择人类的未来生活自♥由♥ 追求幸福Life, liberty, the pursuit of happiness--这是国父们赋予我们的神圣权利sacred rights granted to us by our founding fathers.但现今很遗憾But today, sadly,有些人想夺走我们的这些权利there are those who would like to take those rights from us. -是啊 -是啊- Yeah! - Yeah!-没错 -没错- That's right. - That's right!是的有太多的变种人Yes, too many in the mutant population滥用他们所谓的能力abuse their so-called abilities来恐吓我们国家勤勉的公民to intimidate hardworking citizens of our great state.偷窃毁灭甚至杀人To steal, destroy, murder.变种人犯罪率达到了史上最高还在加剧Mutant crime is at an all-time high, and it's getting worse.-是啊 -没错- Yeah! - That's right!说得对We agree!作为你们的参议员As your senator,我努力制定法律I've worked hard to create laws-惩罚肆意用异能伤人之人 -好啊- to punish those who willingly use powers to do harm. - Yeah!但我们的斗争才刚开始But our fight is just beginning.如果你们再次选我当参议员我保证Now, if you reelect me as your senator, I promise you this:我们将一同赢下这场斗争it is a fight we will win together!谢谢谢谢Thank you. Thank you.多谢了Appreciate it.非常感谢Thank you so much.谢谢谢谢Thank you. Thank you.好样的你的表现太精彩了Nice job. You crushed it out there.这场活动是谁安排的Who the hell put this event together?你看到人群了吗该有两倍的人数才对Did you see the crowd? We should've had double that.这是你的票仓That's your base.那我们得接触到票仓之外的人Yeah, well, we need to reach beyond the base.我们需要更积极的策略有...We need a more muscular strategy, something with...有种的吗Some balls?没错Precisely.两个月前我要告诉您您的车来了I'm supposed to let you know that your car is here要带您去下一场集♥会♥to take you to your next meeting.您4点钟跟特拉斯克工业的人约了会面You've got a 4:00 with some of the people from Trask Industries. 谢谢斯特芬妮Thanks, Stephanie.是史黛茜Stacy.没事的It's okay.我还是新来的I'm still new here.我想问I, I was wondering...我可以旁听会面吗is there any way I could sit in on the meeting?我听说了很多关于您待人接物魅力的事迹参议员I've heard all the stories about how you work a room, Senator. 想跟着大♥师♥学习是吗Want to learn from the master, huh?马特捐助者不会喜欢...Matt, donors can get prickly about...没事It's all right.记住亲爱的沉默是金Just remember, hon, silence is golden.蒙泰兹Montez.嗯我正要去呢Yeah, listen, I'm about to head in.快离开Get out, now!他们知道了快走They know! Go.他们知道了他们发现你了They know. They're after you.哨兵特勤处他们发现了快跑Sentinel Services. They know! Go! Get out, now!他们知道了快走They know! Go!等等再说一遍Wait, say that again.-多少人 -快走- How many? - Go, now!好的谢谢Of course. Thank you.怎么了What was that?哨兵特勤处Sentinel Services.说有变种人渗透了竞选队伍Something about mutants infiltrating the campaign. 他们逮捕了什么人They just made some arrests.斯特芬妮哪去了Where's Stephanie?慢点Slow down.警♥察♥进去了Police went inside.看路Watch it.救命找到哨兵特勤处Help! Help! Find Sentinel Services.他们抓到我们了现在他们要来抓你了They came for us, now they're coming for you.-救命求你 -求你- Help. Please. - Please, please.人类选择人类的未来选蒙泰兹做参议员找到我们找到我们Find us. Find us. Find us!天赋异禀第一季第十集现今我们马上就去Okay, well, I say we go now,大家应该还在拘留室since everyone's still in holding.我和里德都被关在那里过I mean, Reed and I were locked up in there together. 我们清楚那里的整体布局We know the whole layout.你想去攻击哨兵特勤处你疯了吗You want to hit Sentinel Services-- are you crazy? -别说我疯 -好了大家都别激动- Don't call me crazy. - Okay, everyone take it easy. 我们刚刚经历了那种事She wants to launch an attack她又想发起攻击我们根本没法进去on the heels of what we just went through, with no way in.你觉得这不疯狂吗Which part of that doesn't sound crazy to you?好了需要我提醒你们Okay, do I have to remind you that不仅是我们的人被抓了it's not just our people that are in there?-你们的孩子也被抓了 -我们看着持枪的人- They have your kids, too. - We saw men with guns带走了我们哭喊着救命的孩子cart away our kids while they cried for our help,所以不你不需要so, no, you sure as hell don't.我不能同意让他们有进一步危险的计划I'm not agreeing on a plan that puts them in more danger.够了That's enough!现在没有"你们和我们"之分了There is no more "yours" or "ours."安迪和劳伦索尼娅和克拉丽斯Andy and Lauren... Sonya and Clarice.他们都是我们的人了They're all our people now.把他们的囚室变成枪战现场只会伤害所有人Turning their jail cells into a shooting gallery hurts everyone. 或许吧但坎贝尔迟早Maybe. But it's just a matter of time会找到他们俩before Campbell gets his hands on them把他们变成"猎犬"and turns them into Hounds.如果真是如此这地方就完了If that happens, this place is finished.或许已经完了It might already be finished.我们可以去找些人There are people we can talk to.怎么给议员写信然后抱最大希望吗What, we write our congressman and hope for the best?如果迟早都要打一场血仗那赶早不赶晚If we have to shed blood sooner or later, I vote for sooner.那可是我们要流血啊That's our blood you're talking about.我们上次尝试这种事Some of us almost died the last time有人差点死了we tried something like this.我认识法♥院♥的人I know people in the courts,政♥府♥的人甚至哨兵特勤处的人the government, even Sentinel Services.上次我们尝试这个办法我们差点没命Last time you tried that, we almost got killed.好吧就是你的"低风险"进攻Okay, it was your "low risk" assault导致了现在的情况that got us into this situation.听着我们不是彼此的敌人Look, guys! The enemy is not in this room.我们是一条战线的We're all in this together.我们该在哨兵特勤处和特拉斯克安排探子And we should set up some scouts at Sentinel Services and Trask. 或许他们可以看到我们的人Maybe they can get eyes on our people.马可斯说得对我们可以派莎吉和"粉碎"去Marcos is right-- we can send out Sage and Shatter.也去问问我们在警局的眼线And also check in with our police contacts.我们会战斗到底救回大家We are gonna fight to get everyone home.但我们得记住我们是一条战线的But we need to remember, we're on the same side.这玩意好痒This thing itches.希望不会再有其他坏处了别去摆弄了Hopefully, that's all it does. Stop messing with it.我们不能干坐着Look, we can't just sit around, okay?我们被关在这里好几小时了We've been locked up in here for hours.我们想要律师什么的We want a lawyer, or whatever!-你们这群混♥蛋♥听得到吗 -别喊了- Can any of you creeps hear me? - Don't do that.-安迪求你 -我说我们要...- Andy, please. - I said we want a...安迪Andy!你没事吧You okay?现在会怎么样啊What's gonna happen now?他们总得对我们提出起诉They have to charge us at some point.大概扣个什么恐♥怖♥分♥子♥的罪名Probably with some terrorist thing.我不知道I don't know.我好怕I'm scared.我也是Me, too.你觉得...Do you think...我们可以使用联合异能逃出去吗do you think we could have used our power together to escape? 我知道我之前说不能用I know I said we couldn't.但我现在觉得我们困在这里是我的错But now, I feel like we're trapped in here, and it's my fault.不No.你说得对You were right.当时楼里还有无辜的人There were innocent people in that building他们会死的who would've died.你救了他们You saved them.谁会来救我们啊Who's gonna save us?这么说你和三名同伙走进了一间电站So you and three accomplices wandered into a power station原因是迷路了because... you got lost?这间电站恰好向一间绝密的研究机构供电A power station that just so happens to be connected to a top secret research facility. 我们当时是在找水族馆We were looking for the aquarium.里面都写了It's all in there.西蒙森小姐你记得我们上次见面时的情景吗Ms. Simonson, do you remember the last time we met?当然我有些记不清了Of course, it's a little hazy for me因为你为掩盖踪迹而扰乱了我的大脑because you scrambled my brain to cover your tracks.但是But...事实是你夺走了it turns out that you took my memories我对女儿最后几天人生的记忆of the last few days of my daughter's life.我那晚回家还想给她读睡前故事I went home that night to read her a bedtime story,我妻子不得不拦下我and my wife had to stop me提醒我她已经死了and remind me that she was dead.她已经死了四年了And that she had been for four years.所以拜你所赐So, thanks to you,这几周来over the last few weeks,我得以...I've had the opportunity to lose...再次痛失...my only child...我的独女all over again.那是个意外That... that was an accident.我很抱歉I'm so sorry.你抱歉You're sorry?你以为我想听你道歉吗不是的You think I want an apology from you? No.我要你付出代价I want you to pay.我要你知道And I want you to know这事对我是私仇that this is extremely personal for me.你保重You take care.完了吗That's it?不再问了吗No more questions?不不No, no, no.我们想知道的信息靠问答可问不出来What we want from you, we're not gonna get it from a Q and A. 你什么意思What are you talking about?你知道"猎犬项目"吗You're familiar with the Hound Program?对了你不知道That's right, no.你一无所知的那间实验室就是那里的项目It's run out of that lab that you know nothing about.别担心你会知道的Don't worry, you will.你指望我们相信You expect us to believe你当时是在找厕所吗you were looking for a bathroom?人有三急嘛Hey, when you got to go, you got to go.你觉得你能逃脱吗就像上次吗You think you're going to escape, like last time?你走了回运不会再有下次了You got lucky once, won't happen again.其实跟运气毫无关系Actually, luck had nothing to do with it.我把你们耍得团团转I made you guys look like idiots.是很厉害的手段It's a pretty good skill.很高兴看到经历了这么多I'm glad to see your self-esteem你还这么自负is still healthy after all this.听着你想达成协议Look, you want to make a deal,就趁现在了now is the moment.你不会喜欢这列火车的下一站You won't like the next stop on this train.只要不是跟你待在这里As long as it's not here with you,那就好多了it's starting to sound pretty damn good.我保证不会是跟我待在这里I can promise you it won't be here with me.我们清楚你们为什么去电站We know why you were at the power station.我们清楚你们为什么想进实验室We know why you were going to the lab.我们就是想知道你们想找什么We just want to know what you were looking for.说Yes?坎贝尔博士我是特纳特工Dr. Campbell, it's Agent Turner.我听说你出院了I understand you've been discharged from the hospital.我手下的一个变种人为我疗愈了I had assistance in my recovery from one of the mutant assets. 是个很痛苦的过程但还有工作要完成It was a painful process, but there's work to be done.我听说你抓了几个I understand you caught some of our friends-地下组织的变种人 -是的- from the Mutant Underground. - Yeah.我们目前的审讯没有任何进展We're not really getting anywhere with them.我觉得是时候把犯人送到你那里了I think it might be time to send them on over to you.这样非常好I think that's an excellent idea.我可以派一辆装甲车过去I can send an armored transport right over.犯人是克拉丽斯·方索尼娅·西蒙森The prisoners are Clarice Fong and Sonya Simonson.还有斯特拉克姐弟吧And the Strucker children, yes?安德鲁和劳伦还没被起诉Andrew and Lauren Strucker haven't been processed yet.另外两个是成年人她们是罪犯The other two are adults, they're convicted criminals.我们都说好了特纳特工We had a deal, Agent Turner.希望你能遵守协议A deal I expect you to honor.别忘了我可以帮你弄到变种人地下组织的情报Don't forget, I can get you information on the Mutant Underground 你不是一心想要捣毁那里吗that you're so desperate to dismantle.但首先你得把犯人交给我But first, I'm gonna need your prisoners.全部交出来All of them.好All right.交给你They're yours.我们可以找一下你在法学院的朋友那个法官We could try your friend from law school, the-the judge.他是新英格兰地区联邦上诉法♥院♥的法官He's a federal appeals court judge in New England.即使我们说服了他来帮我们Even if we got him on our side,这事也不在他的权力管辖范围之内he has no jurisdiction over anything.那特拉斯克公♥司♥的员工呢What about the people who worked at the Trask facility?你说你认识他们You said you knew them.也许可以找一下那里的人Maybe there's someone there we could talk to.我问过了我认识其中一些人I checked. I know a few of them,但他们没法把安迪和劳伦but they're not gonna be able to get Andy and Lauren从政♥府♥机密项目中带出来out of a classified government program.我们今天就达成一个协议We are gonna make a deal today.你的任务就是待在车里Your job was to stay in the van.我是哨兵特勤处的特纳特工I'm Agent Turner, with the Sentinel Services.抱歉打扰你们I'm sorry to interrupt.我能...Can I...?进来Come in.我在想I was thinking...你之前开会时说的话about what you said at the meeting earlier.我觉得你说得对I think you're right.再去袭击只会害更多人丧命Another attack is just gonna get people killed.我们都有家人在那里不能让那样的事发生We both have family in there, and we cannot have that happen. 这是人类问题This is a human problem.就该用人类的方法解决It needs a human solution.而这里就只有你们俩And you two are really the only ones here了解那个世界who understand that world.我们没找到什么人可以帮我们We're not having much luck finding anyone who can help.我其实在想Well, I was actually thinking...特纳特工怎么样What about Agent Turner?-特纳特工 -对- Agent Turner? - Yeah.你以前和他谈过对吧You've talked to him before, right?是审讯过我When he interrogated me.好吧我没说这会很容易但是...Okay, look, I'm... I'm not saying it's gonna be easy, but...也许就只有他有能力做点什么了he may be the only one who can actually do something.如果你们能说服他If you could just convince him让他把变种人从实验室带出来to take the mutants out of the lab,做正确的事...to do the right thing...然后让他们去坐牢吗So they can sit in prison?总比被注射各种毒品It's better than being injected with drugs变成坎贝尔的"宠物"要好啊and turning into one of Campbell's pets.如果有一丝机会...If there is even a chance...想想吧just think about it.你的孩子们他们的异能Your kids, what they can do...为坏人所用那么强大的力量可能会改变一切in the wrong hands, that much power could change everything. 你没事吧You all right?你觉得呢How do you think I am?哨兵特勤处抓走了我最好的朋友Sentinel Services has my best friend.-我们在想办法 -想办法- We're working on it. - Working on it.怎么做跟斯特拉克夫妇谈论律师吗How? By talking to the Struckers about lawyers?别这么苛责他们Don't be too hard on them.他们之前生活的环境如此They came from that world.他们还是相信司法体系You know, part of them still believes in it.还是相信政♥府♥Still trusts it.所以就一直放任他们吗What, so they get a pass forever?放任他们去奉承那些痛恨我们的人吗They're allowed to cozy up to the people that hate us? 洛娜他们的孩子关在里面Lorna, their kids are in there.我知道I know.但我考虑的是我们的孩子But I think about our own kid.我们的孩子将会面对的世界And the world we're bringing that baby into.这样不公平It's not fair.我懂I know.你觉得他们把劳伦和安迪怎么了What do you think they did to Lauren and Andy?不知道我就是...I don't know, I just...我就是希望他们没事I just hope they're okay.很久以前...A long time ago, before...在大家知道我是变种人之前anyone knew I was a mutant,我常去一个地方做义工I used to volunteer at this place,一个受家暴女人的收♥容♥所♥a shelter for... battered women.她们的经历...They'd been through such...非常惨terrible things.有时候我会悄悄对她们使用异能Sometimes I'd secretly use my powers on them.取走她们最悲惨的记忆Pull their worst memories from their minds.我要是能让我们忘记这一切就好了I wish I could make all of us forget this.你不能这样想You can't think like that.你知道我以前Do you know how scared I was被关在变种人拘留所时多害怕吗when I was in the mutant detention center?我吓得哆嗦以至于我有机会逃跑时I was shaking so hard that when I had a chance to escape,我差点把自己闪到十车道高速公路上I almost portaled myself into the middle of a ten-lane freeway. 但我逃出去了But I got out.但这感觉...But this feels...不可能逃出去impossible.不是的It's not.不是不可能It's not impossible.只有你放弃才会没可能It's only impossible if you give up.约翰John...他爱你He loves you.他会想到办法的He's gonna figure something out.我们只要坚持到那时就行了We just need to hang on until then.好吗Okay?这样做很冒险This is a risk.即使我们成功了他们也会进监狱And even if we succeed, they're gonna be in jail.里德在监狱他们还有机会Reed, in jail, they have a chance.而在那间实验室I-In that lab...-我懂我懂 -如果我们要这么做- I know. I know. - If we're gonna do this,我们现在就得动身we need to do it now.不告诉任何人就走Leave without telling anybody.你确定吗悄悄溜走...Are you sure? I mean, sneaking away...他们不想让我们去找任何人帮忙They don't want us talking to anyone,更何况是去找哨兵特勤处的特工much less a Sentinel Service agent.我们都不知道怎么找他才能不被捕或者更糟How do we even do that without getting arrested or... or worse? 我们可以去他家找他We could try approaching him at home.我之前从法♥院♥拿来的那些文件The files we got from the courthouse里面包含了所有该项目的特工住址had the addresses of all the agents working on the program.好All right.你去找地址Get the address.我去拿些补给和车钥匙I'll get some supplies and keys to one of the cars.我们还需要其它东西吗Is there anything else we need?需要Yeah.一个强有力的论据A damn good argument.劳伦安德鲁Lauren and Andrew.欢迎Welcome.我一直期待着这一刻呢I've been looking forward to this moment.你把我们的朋友怎么了What did you do with our friends?她们没事They're fine.我关心的是你们俩My concern is the two of you.我很期待认识你们I am... very excited to get to know you.你对我们有什么企图What do you want from us?我们为什么穿着这种衣服Why are we wearing these things?这身衣服是为了测量你们的生物数据They're to measure your biometrics.有助于我们精准地掌握It'll help give us an accurate reading你们最大限度的异能on the full extent of your abilities.你们是安德里亚斯·冯·斯特拉克的曾孙与曾孙女You're the great-grandchildren of Andreas Von Strucker. 他和他的妹妹安德里亚有一个特性He and his sister Andrea shared a trait that我认为你们俩遗传了这个特性I believe the two of you have inherited--就是联合你们异能的能力the ability to combine your powers.我不知道你在说什么I don't know what you're talking about.你肯定知道I bet you do.我知道你们的父亲最近一直在了解他的过往Your father, I know, has recently been exploring his past,于是导致了我受伤which led to this unpleasantness.这也包括了你们的爷爷在特拉斯克的研究Which includes your grandfather's Trask research.我希望能先睹为快I hope to find it first,但今天就会揭晓你们是否继承了祖先的特殊天赋but today we'll see if you do share your ancestors' special gift. 带他们去测试Take them to testing.走Let's go.怎么回事What's happening?不知道I don't know.欢迎来到试验室Welcome to the testing room.你对墙很好奇吗Are you curious about the walls?墙里融入了亚德曼金属They're lined with adamantium,一种极其罕见的金属合金an extremely rare metallic alloy.费了不少工夫才弄到Took a while to acquire.我们在不列颠哥伦比亚的废弃军用设施里We had found some in a defunct military installation找到了一些in British Columbia.坚不可摧所以用来测试爆♥炸♥异能最理想了It's indestructible, so it's perfect for... exploring powers.你对我们有何企图What do you want from us?你们要对着那边的感应器You'll face those sensors, there.拉手结合异能展示联合的能力Join hands to combine abilities, and demonstrate.现在关闭项圈The collars are now... off.准备好就可以开始了孩子们Whenever you're ready, children.别做梦了Forget it.我们才不会听你的话We're not doing anything for you.住手放过她Stop it! Leave her alone!你们按我说的做我就会放过她I will leave her alone as soon as you do as you're told. 我们不能让他得逞We can't give him what he wants.你也可以对我下手You can drop me, too.来吧Go ahead.我们还是不会照做的We still won't do it.我本来不想来硬的I was hoping we could do this the easy way.没办法Well.让你想到我们以前住的地方对吧Reminds you of our old neighborhood, doesn't it?草坪国旗Lawns, the flags...我很好奇如果他们知道自己的同胞I wonder how patriotic they'd feel if they knew在24公里之外被用来做科学实验their fellow Americans were being used他们还会觉得有多爱国呢as science experiments 15 miles away.老实说我...Honestly, I...我觉得他们大部分人都不会在意I think a lot of them would be fine with it.你觉得人们知道其他人受苦You think people couldn't water the lawn他们就不会浇草坪or put up holiday decorations不会装饰房♥子了但是...knowing that people were suffering, but...我就那么做了I did.我们都那么做了We all did.这样很疯狂吗Is this crazy?你觉得你能做到吗I mean, you think you could do this?我要试一下I'm gonna try.特纳某种程度上他是个好人I mean, Turner, on some level, I think, is a good man.他只是很愤怒He's just angry.应该就是这里了I think it's just up here.凯特你确定吗Cait, are you sure?我四岁时我爸就把枪放我手里了My dad put a gun in my hand when I was four years old.就像骑车学会就不会忘对吧It's just like riding a bike, right?-再重复一下布局 -我都反复说了一百次了- Just go over the layout again. - I've been over it 100 times. -那就说101次迁就我一下 -好行- Well, make it 101, for me. - Okay, fine.之前的安保措施很严现在肯定更严了The security was tight before; it's gonna be worse now.肯定有漏洞There has to be something,-我们忽略的地方... -那里被封锁了- something we missed... - Yeah, it's locked down."粉碎"出去侦察了Shatter's out there scouting,但情况应该不乐观but I don't think it's looking good.我能跟你们谈谈吗Can I talk to you guys?怎么了What is it?斯特拉克夫妇我...The Struckers. I...你知道之前Okay, well, you know how before,他们想去找人谈一谈they were talking about wanting to talk to someone,比如法官或律师like a judge or a lawyer?我说得很清楚那是个馊主意And I made it clear that was a bad idea.他们好像不这么认为Well, I don't think they were convinced.没经过别人允许我一般不会去感应思想I try not to read people's minds without their permission.我知道人们在"读心人"身边会很不安I know people get nervous around telepaths,但有时候当人们的感觉太强烈时...but sometimes when people's feelings are so strong...你从他们那里感应到什么了吗Did you feel something from them?我...Okay, I...-他们好像去找特纳特工了 -什么- I think they may have gone to talk to Agent Turner. - What?! -他们去找哨兵特勤处的长官了 -我懂- They went to a Sentinel Service officer? - I know.我之前不确定但然后我看到他们离开了I-I mean, I wasn't sure, but then I saw that they were gone, 我觉得我该和谁说一下and I thought I should tell someone.今天这么不顺心啊Day was that bad, huh?不我没事Nah, I'm-I'm good.别骗我亲爱的Don't lie to me, babe.打开了收音机杯里的这个酒量Radio's on. Three fingers in the glass.我知道这意味着什么I know what that math adds up to.就是工作上的事没什么It's just work stuff. It's no big deal.就是...It's...我就是有点累而已I'm just a little exhausted, that's all.你想聊聊吗Can you talk about it?你知道我不能说You know that I cannot.我就是不喜欢全都由你自己一个来抗I just hate that you're carrying all of this on your shoulders. 我很为你骄傲I am so proud of you.你该休息一下You need to take time off.不行我正在办一件大案子我不能...No, I'm-I'm right in the middle of something big. I can't...怎么你想最后像你父亲那样吗What, you want to end up like your father?四十岁就让我当寡妇Leave me widowed at 40?当然不是了No, of course not.但那也会是个风情万种的寡妇Make a pretty hot widow, though.我去开门I will get that.你去给我倒杯酒吧And you... can get me a drink, please.遵命夫人Yes, ma'am.有什么事...Can I help...杰西亲爱的Jace, baby?怎么了Yeah?特纳特工Agent Turner.我们得谈谈We need to talk.斯特拉克夫妇什么都没说The Struckers didn't say anything.就那样走了吗They just left?对我们把这里都找过了Yeah, we checked the whole building.他们开走了一辆车They took one of the cars.他们走了They're gone.他们想说服特纳特工They had some idea about convincing Agent Turner将所有人带出实验室to get everyone out of the lab,好像余生在牢房♥中度过能好到哪里去as if a lifetime spent behind bars is somehow better.他们就是不懂They just don't get it.他们是人类They're humans.就算他们成功了Even if they succeed,他今晚把他们转移到变种人拘留所and he moves them to a mutant detention center tonight,-他们也没法见天日了 -慢着- they're gone. - Wait.如果我们真觉得有一丝机会If we really think that there's a chance,即使渺茫even a small one,特纳特工会在今晚转移囚犯...that Agent Turner will move the prisoners tonight...我们也许能营救他们We might be able to rescue them.还是要冒很大风险That's still a big risk.上一次袭击他们他们狠狠地打击了我们I mean, the last time we hit them, they came back at us hard. 所以我们更要反击了All the more reason to hit back.。
外研社2024新标准商务英语阅读教程2-教学课件U2
Internal communication is the heartbeat of any organization
nurture
to help a plan, an idea, a feeling, etc. to develop e.g. The company's leadership is committed to nurturing a supportive work environment that encourages employee growth and innovation.
Internal communication is the heartbeat of any organization
mock
not real, but intended to be very similar to a real situation, substance, etc. e.g. Before the official product launch, the team conducted a series of mock presentations to refine their pitch to potential investors.
Internal communication is the heartbeat of any organization
strategic leadership
a manager’s potential to express a strategic vision for the organization, and to motivate and persuade others to acquire that vision e.g. The board appointed a leader known for strategic leadership to steer the company through its next phase of growth.
天生有罪英文版pdf
天生有罪英文版pdfTitle: "Inherently Guilty: English Version PDF"[INTRODUCTION]In a world with increasingly globalized communication, it is imperative to have access to information in various languages, including English. This article aims to provide a well-structured and concise English version PDF of the book "天生有罪" (Tian Sheng You Zui) or "Inherently Guilty". The English PDF will ensure a seamless reading experience for English-speaking readers who wish to delve into this thought-provoking work.[CHAPTER 1: Unveiling the Core Themes]1.1 The Intricacies of Guilt"Inherently Guilty" explores the multidimensional concept of guilt within society, questioning whether individuals can indeed be born guilty. This novel delves into the depths of human psychology, morality, and societal norms, inviting readers to reflect on their beliefs and values.1.2 Cultural Perspectives on GuiltExamining how different cultures perceive guilt, the book sheds light on the various nuances in defining and experiencing guilt. The English version PDF aims to bridge the cultural gap, enabling readers from diverse backgrounds to engage with the profound ideas presented in "天生有罪."[CHAPTER 2: Character Analysis]2.1 Protagonist: Li MingLi Ming's character serves as the driving force behind the narrative. As readers explore the events surrounding his life, they gain insights into the intricacies of guilt and forgiveness. The English PDF provides an opportunity for a broader audience to comprehend Li Ming's compelling journey.2.2 Antagonist: Zhang WeiZhang Wei's role in the story challenges readers to question the source of guilt and the factors that contribute to an individual's inherent sense of wrongdoing. The English version PDF ensures that readers can fully grasp Zhang Wei's character development and its significance in the overall narrative.[CHAPTER 3: Moral Dilemmas]3.1 The Nature vs. Nurture DebateThe book prompts readers to contemplate the age-old debate of nature versus nurture concerning morality and guilt. Through vivid storytelling and intricate character arcs, "天生有罪" presents thought-provoking scenarios that encourage readers to evaluate the extent to which individuals are responsible for their actions.3.2 Ethical Implications of Inherited GuiltBy unpacking the consequences of societal expectations and inherited guilt, the novel pushes readers to ponder the ethical implications of holding individuals accountable for the actions of their ancestors. The English PDF provides a platform for a wider audience to engage with these profound moral dilemmas.[CHAPTER 4: Social Commentary]4.1 Guilt as a Tool of Social ControlThe book offers a critical examination of how guilt can be weaponized as a means of societal control and manipulation. Readers will find themselves questioning the balance between personal responsibility and the influence of external forces. The English version PDF allows readers to delve into these sociocultural commentaries.4.2 Addressing Systemic GuiltExamining societal structures and historical contexts, "天生有罪" highlights the presence of systemic guilt within communities. This work encourages readers to confront the collective responsibility inherent in addressing and rectifying the injustices that perpetuate guilt. The English PDF presents these arguments in a concise and accessible manner.[CONCLUSION]The English version PDF of "天生有罪" provides a comprehensive and engaging reading experience for English-speaking readers seeking to explore the profound themes of guilt, morality, and societal expectations. With a well-structured approach and seamless language translation, this PDF aims to foster cross-cultural dialogues and invite readers to reflect on their own beliefs and values.。
harpercollins 出品的英文阅读
harpercollins 出品的英文阅读HarperCollins is a leading global publisher that produces a wide variety of books across different genres. From best-selling fiction to educational and children’s books, HarperCollins has a reputation for publishing quality content for readers of all ages.One of the strong points of HarperCollins publications is its range of popular fiction. Among its best-selling authors are George R.R. Martin, Neil Gaiman, and Veronica Roth. HarperCollins is known for publishing epic fantasy series like Game of Thrones and the Divergent trilogy. These books are not only entertaining, but they also explore deeper themes such as power, morality, and identity.HarperCollins also has an impressive collection of non-fiction books. Its titles range from autobiographies to self-help books, and from history to science. For instance, the publisher recently released a book called “The Splendid and The Vile” by Erik Larson, which delves into the life of Winston Churchill during World War II. The book provides detailed insights into the political, social, and economic landscape of that era, making it a fascinating read for history lovers.Apart from fiction and non-fiction, HarperCollins also produces high-quality educational books. Its books cover a range of subjects such as science, mathematics, and English language learning. These books are aimed at students of different ages and levels, from kindergarten to college. HarperCollins education books are loved by teachers and students alike as they are engaging, informative, and easy to understand.One of the unique features of HarperCollins publications is their attention to diversity and inclusion. The publisher has made a conscious effort to promote content that showcases different cultures, races, and gende rs. This is evident in books such as “The Hate U Give” by Angie Thomas, which explores themes of police brutality and racism. Another example is “The Astonishing Color of After” by Emily X.R. Pan, which talks about mental health and grief in the context of an Asian-American family.In conclusion, HarperCollins is a dynamic and inclusive publisher that produces excellent books across a wide variety of genres. Whether you’re looking for an entertaining novel, a thought-provoking non-fiction book, or an educational resource, HarperCollins has got you covered. With its commitment to publishing diverse, high-quality content, HarperCollins is a publishing house that continues to be at the forefront of the industry.。
SubjectMatterJurisdiction
Move To:Main Contents(i.e. change chapters) Or Detailed Table of ContentsChapter 1:Subject MatterJurisdictionCHAPTER 1 - SUBJECT MATTER JURISDICTION OF STATE COURT (CIVIL) 1.SUBJECT MATTER JURISDICTION OF STATE COURT (CIVIL)NOTE - Remedy is Transfer - Pursuant to G A.C ONST.,A RT.6,§1,¶8and URSC §19.1, when the court lacks jurisdiction, it is the court's duty to determine whetheranother Georgia court would have jurisdiction to hear the case and transfer it to that court. If transfer is possible, a motion to dismiss for lack of jurisdiction should be treated by the court as a motion for transfer. If a counterclaim exceeds the jurisdiction of the court, and the court denies transfer request, there is no res judicata barring the counterclaim, even if an appeal is dismissed on procedural grounds [Setlock v. Setlock, 286 Ga. 384, 688 SE2d 346 (2010)].1.1GENERAL CIVIL TEST1.11Civil cases - State court has jurisdiction in all civil cases where the superior courtis not given exclusive jurisdiction of such cases [OCGA 15-7-4(a)(2)];•“Civil cases” include actions, such as trover and conversion, seeking possession of personal property [Dunlap v. Pope, 177 App. 539, 339SE2d 662 (1986)].STATE COURT BENCHBOOK - CIVIL1.12Appeals - State Court also has jurisdiction over review of other courts’ decisionas may be provided by law;•Appeals and certiorari from magistrate court civil judgments [OCGA 15-10-41(b)].1.13General ancillary powers of courts [OCGA § 15-1-3]:A.Preserve and enforce order in its immediate presence and, as near theretoas is necessary, to prevent interruption, disturbance, or hindrance to itsproceedings;pel obedience to its judgments, orders, and process and to the ordersof a judge out of court in an action or proceeding therein;C.Control, in the furtherance of justice, the conduct of its officers and allother persons connected with a judicial proceeding before it, in everymatter pertaining thereto;•This includes the inherent power to stay all proceedings [Bloomfield v. Ligget & Myers, Inc., 230 Ga. 484, 198 SE2d 144 (1973)];•Includes jurisdiction over motion to compel arbitration and stay proceedings (pursuant to arbitration clause) [Triad Health Mgmt. ofGa., III, LLC v. Johnson, 298 Ga.App. 204, 679 SE2d 785 (2009)].D.Administer oaths in an action or proceeding pending therein and in all othercases when it may be necessary in the exercise of its powers and duties;E.Amend and control its processes and orders, so as to make themcomfortable to law and justice, and to amend its own records, so as to makethem conform to the truth; andF.Correct its own proceedings before final judgment.CHAPTER 1 - SUBJECT MATTER JURISDICTION OF STATE COURT (CIVIL) 1.2CASES CONSTITUTIONALLY RESTRICTED TO SUPERIOR COURT:1.21Divorce cases [G A. CONST., ART.6, § 4, ¶ 1].1.22Respecting title to land [G A.C ONST.A RT.6, § 4, ¶ 1]A."Cases respecting title to land," as that phrase is used in determiningsubject-matter jurisdiction of superior courts, refers to "cases in which theplaintiff asserts his title to the land in question, and depends for a recoveryupon his maintenance of it . . ." [Ingold, Inc. v. Adair, 247 Ga. 155, 274SE2d 560 (1981)], such as action in ejectment [Myers v. N. Ga. Title andTax Free Exch., LLC, 241 App. 379, 527 SE2d 212 (1999)].B.Title to land cases do not include:1.Foreclosure of materialman’s lien on real estate,2.Suit to confirm sale of land under power of sale,3.Application for sale of property set aside for widow’s year’s support,4.Suit to condemn land,5.Suit to determine location of disputed property line,6.Damages action for breach of warranty of title [Graham v. Talent, 235Ga. 47, 218 SE2d 799 (1975)]1.23Equit cases - onl superior court has jurisdiction in “equit cases”[G A.C ONST.A RT.6, § 4, ¶ 1]:A.Equity cases include cases where a party seeks extraordinary remedies suchas injunction, specific performance, writs of prohibition, mandamus, andquo warranto;B.In general, only superior court may order the party to perform or abstainfrom conduct outside of court as that would be ordering an injunction orspecific performance [e.g., Mahan v. Watkins, 256 App. 260, 568 SE2d130 (2002)].STATE COURT BENCHBOOK - CIVILC.Other Examples:1.Setting-off claim by defendant against a partnership in which plaintiffis a member [Oliver v. Godley, 38 App. 66, 142 SE 566 (1928)].2.Rescission at equity (e.g., where proceeds of contract cannot bereturned) [Johnson v. Frazier, 121 App. 212, 173 SE2d 434 (1970)].3.Ordering sheriff to serve papers [Inquiry Concerning a Judge No. 94-70, 265 Ga. 326, 454 SE2d 780 (1995) (judge removed from office inpart for holding a sheriff’s deputy in contempt for disobeying such anorder - her remedy was mandamus action in superior court)].1.24What is not an “equity case” - in general, the modern trend is to limit “equitycases” strictly to cases where an equitable remedy is sought:A.Defendant may use "equitable defenses" to defend against liability[McLarty v. Springfield Life Ins. Co., 223 Ga. 707, 157 SE2d 735 (1967);156 App. 513, 274 SE2d 850 (1980); Davita v. Othman, 270 App. 93, 606SE2d 112 (2004) (equitable defenses to dispossessory)].1.If the Court wishes to clarify the res judicata affect of the determinationof the equitable issue, a special verdict form may be appropriate[OCGA 9-11-49(a)];2.Equitable ownership of property as defense to action for possession -several cases permit the assertion of equitable ownership interest indefending a dispossessory [Thomas v. Wells Fargo Credit Corp., 200App. 592, 409 SE2d 71 (1991); Bread of Life Baptist Chiruch v.Price,194 App. 693, 392 SE2d 15 (1990); but see Hague v. Kennedy,205 App. 586, 423 SE2d 283 (1992)] such claims are generally notreceived where rent is being paid under a landlord tenant agreement[Holy Fellowship Church of God in Christ v. Greater Travelers RestBaptist Church, 236 App. 177, 511 SE2d 280 (1999)] (see2.24G,“Landlord's title” and NOTE).CHAPTER 1 - SUBJECT MATTER JURISDICTION OF STATE COURT (CIVIL)B.Seeking a money judgment or possession of property generally OK.•Use of “equitable principles” as basis for money judgment does not make it an “equity case” because no equitable remedy is sought[Atlantic States Constr., Inc. v. Beavers, 250 Ga. 828, 301 SE2d 635(1983) (equitable division of corporate assets - nevertheless filed insuperior court under [OCGA 14-2-251].C.Rescission of a contract may be legal action (OK) or equitable action(beyond jurisdiction):1.Limited jurisdiction court may not reform contract (change its terms)or order conduct but may award money judgment relief [Brown v.Techdata, Inc., 238 Ga. 622, 234 SE2d 787 (1977)];2.Rescission at law - remedy - A party may rescind a contract in an actionat law, tendering any proceeds [Douglas v. Currie Ford Co., 103 App.75, 118 SE2d 586 (1961); City Dodge, Inc. v. Gardner, 130 App. 502,203 SE2d 729 (1973)]; a limited jurisdiction court may condition theaward of money damages upon the return of personal property[International Software Solutions, Inc. v. Atlanta Pressure TreatedLumber Co., 194 App. 441, 390 SE2d 659 (1990)].D.Piercing corporate veil [Schroeder v. Hunter Douglas, 172 App. 897, 324SE2d 746 (1984)].1.3STATUTORY PROVISIONS - the following matters are reserved to superior court bystatute (not complete):A.Declaratory judgments [OCGA 9-4-2; EVI Equipment, Inc. v. Northern Ins.Co., 178 App. 197, 342 SE2d 380 (1983)].B.Appointment of receiver [OCGA 9-8-1];C.Matters involving arbitration unless arbitration arose from litigation in statecourt [OCGA Chapter 9-9];D.Election cases;E.Dissolution of corporations [OCGA 14-2-284, 14-2-285(a), and 14-3-218,see EVI Equipment, Inc] and rights of dissenting shareholders [OCGA14-2-251, -1330];F.Against State Employees Assurance Department [OCGA 47-19-8];G.Adoptions [OCGA 19-8-1], legitimation of children, and name changes[OCGA 19-7-22 , OCGA 19-12-1, see EVI Equipment, Inc];H.Writs of habeas corpus [OCGA 9-14-4].STATE COURT BENCHBOOK - CIVIL1.4NO WAIVER OF JURISDICTION - subject matter jurisdiction cannot be conferredby consent or waiver, and judgment rendered without subject-matter jurisdiction is absolutely void[OCGA 15-1-2; Champion v. Rakes, 155 App. 134, 270 SE2d 272 (1980); Berry v. Consumer Credit of Valdosta, 124 App. 586, 184 SE2d 694 (1971)]. NOTE - Court's Duty to Inquire - it is the court's duty to inquire into jurisdiction, and if it is found lacking at any stage, the case shall be transferred or dismissed [OCGA 15-1-2].1.5WAIVER OF CLAIMS BEYOND JURISDICTION1.51Claims raised and not awarded - if a Plaintiff chooses the forum and raises claimsbeyond the jurisdiction (e.g., equitable claims) of the Court, such claims are barredfrom re-prosecution [Setlock v. Setlock, 286 Ga. 384, 688 SE2d 346 (2010);Mahan v. Watkins, 256 Ga.App. 260, 568 SE2d 130 (2002)]. If the plaintiffrealizes the error before trial, s/he could file a motion for transfer and then appealthe denial [See Blackmon v. Tenet Healthsystem Spalding, Inc., 284 Ga. 369, 667SE2d 348 (2008)].1.52Claims from same state of facts - such claims are barred even if not raised [Setlockv. Setlock, 286 Ga. 384, 688 SE2d 346 (2010); Green v. Bd. of Dirs. of Park CliffUnit Owners Ass'n, 279 Ga. App. 567, 631 SE2d 769 (2006)].1.53Compulsory counterclaims:A.Defendants must also raise counterclaims beyond the jurisdiction of theCourt (generally cases arising out of the same transaction or occurrence asthe original claim - see OCGA 9-11-13) [Setlock v. Setlock, 286 Ga. 384,688 SE2d 346 (2010); Oh v. Bell, 221 Ga.App. 276, 277, 470 SE2d 807(1996)].B.Defendant who asserts counterclaims beyond the jurisdiction of the Courtand request transfer are not barred from raising the claims later, even if anappeal is denied on procedural grounds [Setlock v. Setlock, 286 Ga. 384,688 SE2d 346 (2010)].C.Cannot consider equitable setoff to child support garnishment based onchild expenditures [Davis v. Davis, 220 App. 745, 470 SE2d 268 (1996)(en banc), overruling 170 App. 219, 221 (2), 316 SE2d 589 (1984), 157App. 35, 276 SE2d 259 (1981), and 150 App. 602, 258 SE2d 282 (1979)].。
Chapter1-TheGlobalizationofStarbucks
Chapter1-TheGlobalizationofStarbucksChapter 1 Globalization 内部资料，禁止外传1The Globalization of StarbucksThirty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium-roasted coffee. Today it is a global roaster and retailer of coffee with some 16,700 stores, 40 percent of which are in 50 countries outside of the United States. Starbucks set out on its current course in the 1980s when the company’s direc tor of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience.Schultz, who later became CEO, persuaded the company’s owners to experiment with the coffeehouse format —and the Starbucks experience was born. The strategy was to sell the company’s own premium roasted coffee and freshly brewed espresso-style coffee beverages, along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting. The company focused on selling “a third place experience,” rather than just the coffee. The formula led to spectacular success in the United States, where Starbucks went from obscurity to one of the best-known brands in the country in a decade. Thanks to Starbucks, coffee stores became places for relaxation, chatting with friends, reading the newspaper, holding business meetings, or (more recently) browsing the web.In 1995, with 700 stores across the United States, Starbucks began exploring foreign opportunities. The first target market was Japan. The company established a joint venture with a localretailer, Sazaby Inc. Each company held a 50 percent stake in the venture, StarbucksCoffee of Japan. Starbucks initially invested $10 million in this venture, its first foreign direct investment. The Starbucks format was then licensed to the venture, which was charged with taking over responsibility for growing Starbucks’ presence in Japan.To make sure the Japanese operations replicated the “Starbucks experience” in No rth America, Starbucks transferred some employees to the Japanese operation. The licensing agreement required all Japanese store managers and employees to attend training classes similar to those given to U.S. employees. The agreement also required that stores adhere to the design parameters established in the United States. In 2001, the company introduced a stock option plan for all Japanese employees, making it the first company in Japan to do so. Skeptics doubted that Starbucks would be able to replicate its North American success overseas, but by the end of 2009 Starbucks had some 850 stores and a profitable business in Japan.After Japan, the company embarked on an aggressive foreign investment program. In 1998, it purchased Seattle Coffee, a British coffee chain with 60 retail stores, for $84 million. An American couple, originally from Seattle, had started Seattle Coffee with the intention of establishing a Starbucks-like chain in Britain. In the late 1990s, Starbucks opened stores in Taiwan, China, Singapore, Thailand, New Zealand, South Korea, and Malaysia. In Asia, Starbucks’ most common strategy was to license its format to a local operator in return for initial licensing fees and royalties on store revenues. As in Japan, Starbucks insisted on anChapter 1 Globalization 内部资料，禁止外传2intensive employee training program and strict specifications regarding the format and layout of the store.By 2002, Starbucks was pursuing an aggressive expansion in mainland Europe. As its first entry point, Starbucks chose Switzerland. Drawing on its experience in Asia, the company entered into a joint venture with a Swiss company, Bon Appetit Group, Switzerland’s largest food service company. Bon Appetit was to hold a majority stake in the venture, and Starbucks would license its format to the Swiss company using a similar agreement to those it had used successfully in Asia. This was followed by a joint venture in other countries.As it has grown its global footprint, Starbucks has also embraced ethical sourcing policies and environmental responsibility. Now one of the world’s largest buyers of coffee, in 2000 Starbucks started to purchase Fair Trade Certified coffee. The goal was to empower small-scale farmers organized in cooperatives to invest in their farms and communities, to protect the environment, and to develop the business skills necessary to compete in the global marketplace. In short, Starbucks was trying to use its influence to not only change the way people consumed coffee around the world, but also to change the way coffee was produced in a manner that benefited the farmers and the environment. By 2010, some 75 percent of the coffee Starbucks purchased was Fair Trade Certified, and the company has a goal of increasing that to 100 percent by 2015.Case Discussion Questions 1. Where did the original idea for the Starbucks format come from? What lesson forinternational business can be drawn from this?2. What drove Starbucks to start expanding internationally?How is the company creating value for its shareholders by pursuing an international expansion strategy?3. Why do you think Starbucks decided to enter the Japanese market via a joint venture with a Japanese company? What lesson can you draw from this?4. Is Starbucks a force for globalization? Explain your answer.5. When it comes to purchasing coffee beans, Starbucks adheres to a “fair trade” program. What do you think is the difference between fair trade and free trade? How might a fair trade policy benefit Starbucks?。
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➢ create a global web of activities ➢ global concentrations of activities at certain locations
17-9
rtant?
➢ Firms should consider
International Business
9e
McGraw-Hill/Irwin
By Charles W.L. Hill
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 17
Global Production, Outsourcing, and Logistics
The Relationship Between Quality and Costs
17-7
Where Should Production Be Located?
➢ Firms should locate production so that
➢ production and logistics can be locally responsive
17-8
Why Are Country Factors Important?
➢ Manufacturing should be located where economic, political, and cultural conditions are most conducive to the performance of that activity
➢in the EU, firms must meet ISO 9000 standards before gaining access to the EU marketplace
➢Improved quality reduces costs
17-6
How Can Quality Be Improved?
production sites? 3. Should the firm own foreign production activities or
outsource those activities to independent vendors? 4. How should a globally dispersed supply chain be
match supply and demand
2. Add value by better serving customer needs?
➢ eliminate defective products from the supply chain and the manufacturing process
➢ production and logistics can respond quickly to shifts in customer demand
➢ Firms should consider
1. Country factors 2. Technological factors 3. Product factors
➢ the availability of skilled labor and supporting industries
17-4
How Are Strategy, Production, And Logistics Related?
➢ Questions: How can production and logistics 1. Lower the costs of value creation?
➢ disperse production to the most efficient locations ➢ manage the global supply chain efficiently to better
What Are The Main
Production Issues For Firms?
➢ International firms must answer five interrelated questions
1. Where should production activities be located? 2. What should be the long-term strategic role of foreign
17-5
How Can Quality Be Improved?
➢Most firms use the Six Sigma program - a direct descendant of total quality management (TQM)
➢aims to reduce defects, boost productivity, eliminate waste, and cut costs throughout the company
17-3
How Are Strategy, Production, And Logistics Related?
➢ Production - activities involved in creating a product
➢ Logistics - procurement and physical transmission of material through the supply chain, from suppliers to customers