Search for the Supersymmetric Partner of the Top-Quark in $p bar{p}$ Collisions at $sqrt{s}

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拓展创新学程第三册 Unit 4 What is life

拓展创新学程第三册Unit 4What is life?基础知识盘点Ⅰ.重点单词1．wayward adj.难以控制的，任性的，倔强的2．shiver v i.& n．颤抖，哆嗦(因寒冷、恐惧、激动等)3．abyss n．深渊4．echo v i.回响，回荡n．回响，回声，回音；映现，暗示，启示，反响；共鸣，附和，重复5．torture v t.使痛苦，使苦恼，使焦急，使受煎熬；拷打，拷问n．拷打，拷问，酷刑；(精神上或肉体上的)折磨，痛苦，折磨人的事物6．clarity n．清晰，清楚，明确；清晰的思维(或理解)能力；(画面、物质或声音的)清晰，清楚，清澈7．prologue n．序言，序幕，开场白8．magnet n．磁铁，磁石，吸铁石；有吸引力的人(或地方、事物)；磁体，磁性物体9．epic adj.具有史诗性质的，史诗般的；漫长而艰难的，艰苦卓绝的；宏大的，壮丽的，给人深刻印象的n．史诗；史诗般的作品；壮举，惊人之举10．heel n．脚跟，脚后跟11．grip n．理解，了解；紧握，紧抓；(对……的)控制，影响力v t.(gripped，gripped)紧握，紧抓；使感兴趣，使激动，吸引住(某人)的注意；对……产生强有力的影响12．neglect v t.忽略，忽视，不予重视；疏于照顾，未予看管；疏忽，疏漏n．忽略，忽视，未被重视13．faculty n．官能，天赋；才能，能力；(高等院校的)系，院；(高等院校中院、系的)全体教师14．gaze n．凝视，注视v i.凝视，注视，盯着15．imprint v t.产生重大影响，铭刻，使铭记；印，压印n．印记，压印，痕迹；持久影响16．listlessness n．无精打采，没有活力17．glimpse n．一瞥，一看18．inhabitant n．(某地的)居民，栖息动物19．overtone n．弦外之音，言外之意，暗示20．hint n．暗示，提示，示意；征兆，迹象v i.& v t.暗示，透露，示意21．petty adj.小的，琐碎的，次要的；小气的，狭隘的22．overwhelmingly ad v.压倒性地，不可抵抗地23．mockery n．嘲笑，愚弄；笑柄，被嘲笑的对象24．compassionate adj.有同情心的，表示怜悯的25．vigor (BrE vigour) n．精力，力量，活力，热情26．tenderness n．和善，温柔，亲切，慈爱27．hasty adj.匆忙的，仓促而就的，草率的28．long v．渴望→longing n．(对……的)渴望，热望adj.渴望的，热望的，表示渴望的29．union n．联合，结合，合并；工会；协会，联合会，会社，俱乐部→unite v．团结；统一；(为某事)联合，联手→united adj.联合的；统一的；和谐的；一致的30．latter n．(提及的两者中)后者adj.(提及的两者中)后者的；后半期的，后面的→(反义词)former adj.前任的；以前的；前者的31．glory n．荣誉，光荣，桂冠v i.因某事而喜悦，为某事而欣喜→glorious adj.值得称道的；光荣的；荣耀的32．hazy adj.朦胧的；薄雾蒙蒙的；记不清的→hazily ad v.记不清地，模糊地33．thrill v t.使非常兴奋；使非常激动n．激动；兴奋→thrilling adj.惊险的，紧张的，扣人心弦的，令人兴奋不已的→thrilled adj.非常兴奋；极为激动34．companion n．伙伴；同伴→companionship n．友情，交谊，友谊Ⅱ.核心短语1．get to grips with sth开始理解并着手处理难题2．hold sway占统治地位；具有重大影响力3．regard...as...把……视为……4．sum up总结5．Achilles heel致命弱点6．reflect upon/on反思Ⅲ.经典句型1．“介词＋关系代词”引导的定语从句And I have tried to understand the Pythagorean power by which number holds sway above the flux. 我试图理解毕达哥拉斯学派的理论，他们认为数字控制着万物流转。

Schools Wise up to Ways of High中英翻译

Unit 6 Text1 Schools Wise up to Ways of High-techCheatsGeorge Mason University instructor Anne Marchant calls them “patchwork plagiarists”—the students who copy and paste together passages from articles they’ve found on the Internet, then turn in t he work as their own. She catches at least one such student every semester in their computer-science class, she said. She even discovered such plagiarism in her computer ethics course. “Certainly, cheating is persavise,” Marchant said. “It’s usually deadly obvious. The introduction will be written in broken English; then it will have this flawlessly written, almost doctoral-quality body, then a conclusion that goes back to broken English.”乔治梅森大学讲师安妮·马钱特所谓的“拼凑剽窃者”----是指学生从因特网上找到文章，经过复制、粘贴，然后把它当作自己的作业上交，她每个学期在她的计算机课上至少抓住一名这样的学生，她说，甚至在计算机道德教育课上也发现这样的“剽窃者”。

OSHA现场作业手册说明书

DIRECTIVE NUMBER: CPL 02-00-150 EFFECTIVE DATE: April 22, 2011 SUBJECT: Field Operations Manual (FOM)ABSTRACTPurpose: This instruction cancels and replaces OSHA Instruction CPL 02-00-148,Field Operations Manual (FOM), issued November 9, 2009, whichreplaced the September 26, 1994 Instruction that implemented the FieldInspection Reference Manual (FIRM). The FOM is a revision of OSHA’senforcement policies and procedures manual that provides the field officesa reference document for identifying the responsibilities associated withthe majority of their inspection duties. This Instruction also cancels OSHAInstruction FAP 01-00-003 Federal Agency Safety and Health Programs,May 17, 1996 and Chapter 13 of OSHA Instruction CPL 02-00-045,Revised Field Operations Manual, June 15, 1989.Scope: OSHA-wide.References: Title 29 Code of Federal Regulations §1903.6, Advance Notice ofInspections; 29 Code of Federal Regulations §1903.14, Policy RegardingEmployee Rescue Activities; 29 Code of Federal Regulations §1903.19,Abatement Verification; 29 Code of Federal Regulations §1904.39,Reporting Fatalities and Multiple Hospitalizations to OSHA; and Housingfor Agricultural Workers: Final Rule, Federal Register, March 4, 1980 (45FR 14180).Cancellations: OSHA Instruction CPL 02-00-148, Field Operations Manual, November9, 2009.OSHA Instruction FAP 01-00-003, Federal Agency Safety and HealthPrograms, May 17, 1996.Chapter 13 of OSHA Instruction CPL 02-00-045, Revised FieldOperations Manual, June 15, 1989.State Impact: Notice of Intent and Adoption required. See paragraph VI.Action Offices: National, Regional, and Area OfficesOriginating Office: Directorate of Enforcement Programs Contact: Directorate of Enforcement ProgramsOffice of General Industry Enforcement200 Constitution Avenue, NW, N3 119Washington, DC 20210202-693-1850By and Under the Authority ofDavid Michaels, PhD, MPHAssistant SecretaryExecutive SummaryThis instruction cancels and replaces OSHA Instruction CPL 02-00-148, Field Operations Manual (FOM), issued November 9, 2009. The one remaining part of the prior Field Operations Manual, the chapter on Disclosure, will be added at a later date. This Instruction also cancels OSHA Instruction FAP 01-00-003 Federal Agency Safety and Health Programs, May 17, 1996 and Chapter 13 of OSHA Instruction CPL 02-00-045, Revised Field Operations Manual, June 15, 1989. This Instruction constitutes OSHA’s general enforcement policies and procedures manual for use by the field offices in conducting inspections, issuing citations and proposing penalties.Significant Changes∙A new Table of Contents for the entire FOM is added.∙ A new References section for the entire FOM is added∙ A new Cancellations section for the entire FOM is added.∙Adds a Maritime Industry Sector to Section III of Chapter 10, Industry Sectors.∙Revises sections referring to the Enhanced Enforcement Program (EEP) replacing the information with the Severe Violator Enforcement Program (SVEP).∙Adds Chapter 13, Federal Agency Field Activities.∙Cancels OSHA Instruction FAP 01-00-003, Federal Agency Safety and Health Programs, May 17, 1996.DisclaimerThis manual is intended to provide instruction regarding some of the internal operations of the Occupational Safety and Health Administration (OSHA), and is solely for the benefit of the Government. No duties, rights, or benefits, substantive or procedural, are created or implied by this manual. The contents of this manual are not enforceable by any person or entity against the Department of Labor or the United States. Statements which reflect current Occupational Safety and Health Review Commission or court precedents do not necessarily indicate acquiescence with those precedents.Table of ContentsCHAPTER 1INTRODUCTIONI.PURPOSE. ........................................................................................................... 1-1 II.SCOPE. ................................................................................................................ 1-1 III.REFERENCES .................................................................................................... 1-1 IV.CANCELLATIONS............................................................................................. 1-8 V. ACTION INFORMATION ................................................................................. 1-8A.R ESPONSIBLE O FFICE.......................................................................................................................................... 1-8B.A CTION O FFICES. .................................................................................................................... 1-8C. I NFORMATION O FFICES............................................................................................................ 1-8 VI. STATE IMPACT. ................................................................................................ 1-8 VII.SIGNIFICANT CHANGES. ............................................................................... 1-9 VIII.BACKGROUND. ................................................................................................. 1-9 IX. DEFINITIONS AND TERMINOLOGY. ........................................................ 1-10A.T HE A CT................................................................................................................................................................. 1-10B. C OMPLIANCE S AFETY AND H EALTH O FFICER (CSHO). ...........................................................1-10B.H E/S HE AND H IS/H ERS ..................................................................................................................................... 1-10C.P ROFESSIONAL J UDGMENT............................................................................................................................... 1-10E. W ORKPLACE AND W ORKSITE ......................................................................................................................... 1-10CHAPTER 2PROGRAM PLANNINGI.INTRODUCTION ............................................................................................... 2-1 II.AREA OFFICE RESPONSIBILITIES. .............................................................. 2-1A.P ROVIDING A SSISTANCE TO S MALL E MPLOYERS. ...................................................................................... 2-1B.A REA O FFICE O UTREACH P ROGRAM. ............................................................................................................. 2-1C. R ESPONDING TO R EQUESTS FOR A SSISTANCE. ............................................................................................ 2-2 III. OSHA COOPERATIVE PROGRAMS OVERVIEW. ...................................... 2-2A.V OLUNTARY P ROTECTION P ROGRAM (VPP). ........................................................................... 2-2B.O NSITE C ONSULTATION P ROGRAM. ................................................................................................................ 2-2C.S TRATEGIC P ARTNERSHIPS................................................................................................................................. 2-3D.A LLIANCE P ROGRAM ........................................................................................................................................... 2-3 IV. ENFORCEMENT PROGRAM SCHEDULING. ................................................ 2-4A.G ENERAL ................................................................................................................................................................. 2-4B.I NSPECTION P RIORITY C RITERIA. ..................................................................................................................... 2-4C.E FFECT OF C ONTEST ............................................................................................................................................ 2-5D.E NFORCEMENT E XEMPTIONS AND L IMITATIONS. ....................................................................................... 2-6E.P REEMPTION BY A NOTHER F EDERAL A GENCY ........................................................................................... 2-6F.U NITED S TATES P OSTAL S ERVICE. .................................................................................................................. 2-7G.H OME-B ASED W ORKSITES. ................................................................................................................................ 2-8H.I NSPECTION/I NVESTIGATION T YPES. ............................................................................................................... 2-8 V.UNPROGRAMMED ACTIVITY – HAZARD EVALUATION AND INSPECTION SCHEDULING ............................................................................ 2-9 VI.PROGRAMMED INSPECTIONS. ................................................................... 2-10A.S ITE-S PECIFIC T ARGETING (SST) P ROGRAM. ............................................................................................. 2-10B.S CHEDULING FOR C ONSTRUCTION I NSPECTIONS. ..................................................................................... 2-10C.S CHEDULING FOR M ARITIME I NSPECTIONS. ............................................................................. 2-11D.S PECIAL E MPHASIS P ROGRAMS (SEP S). ................................................................................... 2-12E.N ATIONAL E MPHASIS P ROGRAMS (NEP S) ............................................................................... 2-13F.L OCAL E MPHASIS P ROGRAMS (LEP S) AND R EGIONAL E MPHASIS P ROGRAMS (REP S) ............ 2-13G.O THER S PECIAL P ROGRAMS. ............................................................................................................................ 2-13H.I NSPECTION S CHEDULING AND I NTERFACE WITH C OOPERATIVE P ROGRAM P ARTICIPANTS ....... 2-13CHAPTER 3INSPECTION PROCEDURESI.INSPECTION PREPARATION. .......................................................................... 3-1 II.INSPECTION PLANNING. .................................................................................. 3-1A.R EVIEW OF I NSPECTION H ISTORY .................................................................................................................... 3-1B.R EVIEW OF C OOPERATIVE P ROGRAM P ARTICIPATION .............................................................................. 3-1C.OSHA D ATA I NITIATIVE (ODI) D ATA R EVIEW .......................................................................................... 3-2D.S AFETY AND H EALTH I SSUES R ELATING TO CSHO S.................................................................. 3-2E.A DVANCE N OTICE. ................................................................................................................................................ 3-3F.P RE-I NSPECTION C OMPULSORY P ROCESS ...................................................................................................... 3-5G.P ERSONAL S ECURITY C LEARANCE. ................................................................................................................. 3-5H.E XPERT A SSISTANCE. ........................................................................................................................................... 3-5 III. INSPECTION SCOPE. ......................................................................................... 3-6A.C OMPREHENSIVE ................................................................................................................................................... 3-6B.P ARTIAL. ................................................................................................................................................................... 3-6 IV. CONDUCT OF INSPECTION .............................................................................. 3-6A.T IME OF I NSPECTION............................................................................................................................................. 3-6B.P RESENTING C REDENTIALS. ............................................................................................................................... 3-6C.R EFUSAL TO P ERMIT I NSPECTION AND I NTERFERENCE ............................................................................. 3-7D.E MPLOYEE P ARTICIPATION. ............................................................................................................................... 3-9E.R ELEASE FOR E NTRY ............................................................................................................................................ 3-9F.B ANKRUPT OR O UT OF B USINESS. .................................................................................................................... 3-9G.E MPLOYEE R ESPONSIBILITIES. ................................................................................................. 3-10H.S TRIKE OR L ABOR D ISPUTE ............................................................................................................................. 3-10I. V ARIANCES. .......................................................................................................................................................... 3-11 V. OPENING CONFERENCE. ................................................................................ 3-11A.G ENERAL ................................................................................................................................................................ 3-11B.R EVIEW OF A PPROPRIATION A CT E XEMPTIONS AND L IMITATION. ..................................................... 3-13C.R EVIEW S CREENING FOR P ROCESS S AFETY M ANAGEMENT (PSM) C OVERAGE............................. 3-13D.R EVIEW OF V OLUNTARY C OMPLIANCE P ROGRAMS. ................................................................................ 3-14E.D ISRUPTIVE C ONDUCT. ...................................................................................................................................... 3-15F.C LASSIFIED A REAS ............................................................................................................................................. 3-16VI. REVIEW OF RECORDS. ................................................................................... 3-16A.I NJURY AND I LLNESS R ECORDS...................................................................................................................... 3-16B.R ECORDING C RITERIA. ...................................................................................................................................... 3-18C. R ECORDKEEPING D EFICIENCIES. .................................................................................................................. 3-18 VII. WALKAROUND INSPECTION. ....................................................................... 3-19A.W ALKAROUND R EPRESENTATIVES ............................................................................................................... 3-19B.E VALUATION OF S AFETY AND H EALTH M ANAGEMENT S YSTEM. ....................................................... 3-20C.R ECORD A LL F ACTS P ERTINENT TO A V IOLATION. ................................................................................. 3-20D.T ESTIFYING IN H EARINGS ................................................................................................................................ 3-21E.T RADE S ECRETS. ................................................................................................................................................. 3-21F.C OLLECTING S AMPLES. ..................................................................................................................................... 3-22G.P HOTOGRAPHS AND V IDEOTAPES.................................................................................................................. 3-22H.V IOLATIONS OF O THER L AWS. ....................................................................................................................... 3-23I.I NTERVIEWS OF N ON-M ANAGERIAL E MPLOYEES .................................................................................... 3-23J.M ULTI-E MPLOYER W ORKSITES ..................................................................................................................... 3-27 K.A DMINISTRATIVE S UBPOENA.......................................................................................................................... 3-27 L.E MPLOYER A BATEMENT A SSISTANCE. ........................................................................................................ 3-27 VIII. CLOSING CONFERENCE. .............................................................................. 3-28A.P ARTICIPANTS. ..................................................................................................................................................... 3-28B.D ISCUSSION I TEMS. ............................................................................................................................................ 3-28C.A DVICE TO A TTENDEES .................................................................................................................................... 3-29D.P ENALTIES............................................................................................................................................................. 3-30E.F EASIBLE A DMINISTRATIVE, W ORK P RACTICE AND E NGINEERING C ONTROLS. ............................ 3-30F.R EDUCING E MPLOYEE E XPOSURE. ................................................................................................................ 3-32G.A BATEMENT V ERIFICATION. ........................................................................................................................... 3-32H.E MPLOYEE D ISCRIMINATION .......................................................................................................................... 3-33 IX. SPECIAL INSPECTION PROCEDURES. ...................................................... 3-33A.F OLLOW-UP AND M ONITORING I NSPECTIONS............................................................................................ 3-33B.C ONSTRUCTION I NSPECTIONS ......................................................................................................................... 3-34C. F EDERAL A GENCY I NSPECTIONS. ................................................................................................................. 3-35CHAPTER 4VIOLATIONSI. BASIS OF VIOLATIONS ..................................................................................... 4-1A.S TANDARDS AND R EGULATIONS. .................................................................................................................... 4-1B.E MPLOYEE E XPOSURE. ........................................................................................................................................ 4-3C.R EGULATORY R EQUIREMENTS. ........................................................................................................................ 4-6D.H AZARD C OMMUNICATION. .............................................................................................................................. 4-6E. E MPLOYER/E MPLOYEE R ESPONSIBILITIES ................................................................................................... 4-6 II. SERIOUS VIOLATIONS. .................................................................................... 4-8A.S ECTION 17(K). ......................................................................................................................... 4-8B.E STABLISHING S ERIOUS V IOLATIONS ............................................................................................................ 4-8C. F OUR S TEPS TO BE D OCUMENTED. ................................................................................................................... 4-8 III. GENERAL DUTY REQUIREMENTS ............................................................. 4-14A.E VALUATION OF G ENERAL D UTY R EQUIREMENTS ................................................................................. 4-14B.E LEMENTS OF A G ENERAL D UTY R EQUIREMENT V IOLATION.............................................................. 4-14C. U SE OF THE G ENERAL D UTY C LAUSE ........................................................................................................ 4-23D.L IMITATIONS OF U SE OF THE G ENERAL D UTY C LAUSE. ..............................................................E.C LASSIFICATION OF V IOLATIONS C ITED U NDER THE G ENERAL D UTY C LAUSE. ..................F. P ROCEDURES FOR I MPLEMENTATION OF S ECTION 5(A)(1) E NFORCEMENT ............................ 4-25 4-27 4-27IV.OTHER-THAN-SERIOUS VIOLATIONS ............................................... 4-28 V.WILLFUL VIOLATIONS. ......................................................................... 4-28A.I NTENTIONAL D ISREGARD V IOLATIONS. ..........................................................................................4-28B.P LAIN I NDIFFERENCE V IOLATIONS. ...................................................................................................4-29 VI. CRIMINAL/WILLFUL VIOLATIONS. ................................................... 4-30A.A REA D IRECTOR C OORDINATION ....................................................................................................... 4-31B.C RITERIA FOR I NVESTIGATING P OSSIBLE C RIMINAL/W ILLFUL V IOLATIONS ........................ 4-31C. W ILLFUL V IOLATIONS R ELATED TO A F ATALITY .......................................................................... 4-32 VII. REPEATED VIOLATIONS. ...................................................................... 4-32A.F EDERAL AND S TATE P LAN V IOLATIONS. ........................................................................................4-32B.I DENTICAL S TANDARDS. .......................................................................................................................4-32C.D IFFERENT S TANDARDS. .......................................................................................................................4-33D.O BTAINING I NSPECTION H ISTORY. .....................................................................................................4-33E.T IME L IMITATIONS..................................................................................................................................4-34F.R EPEATED V. F AILURE TO A BATE....................................................................................................... 4-34G. A REA D IRECTOR R ESPONSIBILITIES. .............................................................................. 4-35 VIII. DE MINIMIS CONDITIONS. ................................................................... 4-36A.C RITERIA ................................................................................................................................................... 4-36B.P ROFESSIONAL J UDGMENT. ..................................................................................................................4-37C. A REA D IRECTOR R ESPONSIBILITIES. .............................................................................. 4-37 IX. CITING IN THE ALTERNATIVE ............................................................ 4-37 X. COMBINING AND GROUPING VIOLATIONS. ................................... 4-37A.C OMBINING. ..............................................................................................................................................4-37B.G ROUPING. ................................................................................................................................................4-38C. W HEN N OT TO G ROUP OR C OMBINE. ................................................................................................4-38 XI. HEALTH STANDARD VIOLATIONS ....................................................... 4-39A.C ITATION OF V ENTILATION S TANDARDS ......................................................................................... 4-39B.V IOLATIONS OF THE N OISE S TANDARD. ...........................................................................................4-40 XII. VIOLATIONS OF THE RESPIRATORY PROTECTION STANDARD(§1910.134). ....................................................................................................... XIII. VIOLATIONS OF AIR CONTAMINANT STANDARDS (§1910.1000) ... 4-43 4-43A.R EQUIREMENTS UNDER THE STANDARD: .................................................................................................. 4-43B.C LASSIFICATION OF V IOLATIONS OF A IR C ONTAMINANT S TANDARDS. ......................................... 4-43 XIV. CITING IMPROPER PERSONAL HYGIENE PRACTICES. ................... 4-45A.I NGESTION H AZARDS. .................................................................................................................................... 4-45B.A BSORPTION H AZARDS. ................................................................................................................................ 4-46C.W IPE S AMPLING. ............................................................................................................................................. 4-46D.C ITATION P OLICY ............................................................................................................................................ 4-46 XV. BIOLOGICAL MONITORING. ...................................................................... 4-47CHAPTER 5CASE FILE PREPARATION AND DOCUMENTATIONI.INTRODUCTION ............................................................................................... 5-1 II.INSPECTION CONDUCTED, CITATIONS BEING ISSUED. .................... 5-1A.OSHA-1 ................................................................................................................................... 5-1B.OSHA-1A. ............................................................................................................................... 5-1C. OSHA-1B. ................................................................................................................................ 5-2 III.INSPECTION CONDUCTED BUT NO CITATIONS ISSUED .................... 5-5 IV.NO INSPECTION ............................................................................................... 5-5 V. HEALTH INSPECTIONS. ................................................................................. 5-6A.D OCUMENT P OTENTIAL E XPOSURE. ............................................................................................................... 5-6B.E MPLOYER’S O CCUPATIONAL S AFETY AND H EALTH S YSTEM. ............................................................. 5-6 VI. AFFIRMATIVE DEFENSES............................................................................. 5-8A.B URDEN OF P ROOF. .............................................................................................................................................. 5-8B.E XPLANATIONS. ..................................................................................................................................................... 5-8 VII. INTERVIEW STATEMENTS. ........................................................................ 5-10A.G ENERALLY. ......................................................................................................................................................... 5-10B.CSHO S SHALL OBTAIN WRITTEN STATEMENTS WHEN: .......................................................................... 5-10C.L ANGUAGE AND W ORDING OF S TATEMENT. ............................................................................................. 5-11D.R EFUSAL TO S IGN S TATEMENT ...................................................................................................................... 5-11E.V IDEO AND A UDIOTAPED S TATEMENTS. ..................................................................................................... 5-11F.A DMINISTRATIVE D EPOSITIONS. .............................................................................................5-11 VIII. PAPERWORK AND WRITTEN PROGRAM REQUIREMENTS. .......... 5-12 IX.GUIDELINES FOR CASE FILE DOCUMENTATION FOR USE WITH VIDEOTAPES AND AUDIOTAPES .............................................................. 5-12 X.CASE FILE ACTIVITY DIARY SHEET. ..................................................... 5-12 XI. CITATIONS. ..................................................................................................... 5-12A.S TATUTE OF L IMITATIONS. .............................................................................................................................. 5-13B.I SSUING C ITATIONS. ........................................................................................................................................... 5-13C.A MENDING/W ITHDRAWING C ITATIONS AND N OTIFICATION OF P ENALTIES. .................................. 5-13D.P ROCEDURES FOR A MENDING OR W ITHDRAWING C ITATIONS ............................................................ 5-14 XII. INSPECTION RECORDS. ............................................................................... 5-15A.G ENERALLY. ......................................................................................................................................................... 5-15B.R ELEASE OF I NSPECTION I NFORMATION ..................................................................................................... 5-15C. C LASSIFIED AND T RADE S ECRET I NFORMATION ...................................................................................... 5-16。

Archaeologys Search for a Legendary Emperor

Archaeologys Search for a LegendaryEmperorThe search for the legendary emperor in archaeology is a topic that has captivated the imagination of historians, researchers, and enthusiasts for centuries. The quest to uncover the truth behind the existence of a legendary emperor has been a source of fascination and intrigue, driving countless expeditions, excavations, and studies in various parts of the world. The pursuit of this elusive figure has inspired both scholarly endeavors and popular culture, sparking debates, controversies, and myths along the way. From a historical perspective, the search for a legendary emperor represents a quest to unravel the mysteries of ancient civilizations and dynasties. The legendary emperor, often shrouded in myth and folklore, embodies the enigmatic figure whose existence has been debated and speculated upon by scholars and historians. The pursuit of this elusive historical figure is driven by a desire to piece together the fragments of the past, to understand the rise and fall of ancient empires, and to uncover the truth behind the legends that have endured through the ages. Archaeologists and researchers approach the search for a legendary emperor with a combination of scholarly rigor and adventurous spirit. The quest involves meticulous excavation of ancient sites, analysis of historical texts and artifacts, and the application of cutting-edge technology to uncover clues that may lead to the discovery of the legendary ruler. The journey to find a legendary emperor is fraught with challenges, from navigating remote and treacherous landscapes to deciphering cryptic inscriptions and symbols left behind by ancient civilizations. The search for a legendary emperor also holds a deep emotional significance for those involved in the quest. The pursuit of this elusive figure represents a profound connection to the past, a yearning to understand the lives, struggles, and triumphs of our ancestors. It is a journey that evokes a sense of wonder, awe, and reverence for the ancient world, as well as a profound respect for the resilience and ingenuity of past civilizations. The quest for a legendary emperor is a testament to the human spirit's unyielding curiosity and determination to uncover the truths of our collective history. In popular culture, the search for alegendary emperor has captured the imagination of people around the world, inspiring countless works of fiction, art, and entertainment. The legendary emperor has become a symbol of mystery and power, a figure whose legacy continues to resonate across time and space. The allure of the legendary emperor has permeated literature, film, and mythology, fueling the imaginations ofstorytellers and artists who seek to bring this enigmatic figure to life in the public consciousness. The search for a legendary emperor is a multifaceted endeavor that encompasses historical, archaeological, emotional, and cultural dimensions. It represents a quest to uncover the truths of the past, to connect with the legacies of ancient civilizations, and to inspire wonder and fascination in the hearts and minds of people around the world. The pursuit of this elusive figure is a testament to the enduring human quest for knowledge, understanding, and connection to our shared heritage.。

简单侦探类小说英语作文

In the heart of the bustling city,a mysterious case unfolded,captivating the attention of its citizens and the local police force.The story revolves around a renowned art gallery owner,Mr.Pierre Dupont,who was found murdered in his own gallery one fateful evening.The crime scene was meticulously arranged,with no signs of struggle or forced entry,leading the investigators to believe that the murderer was someone close to Mr. Dupont.The protagonist of our story is Detective Jean Leclair,a seasoned investigator with a keen eye for detail and an uncanny ability to unravel the most complex of mysteries.Upon arriving at the crime scene,Detective Leclair immediately noticed the peculiar arrangement of the art pieces,which seemed to be a clue in itself.The painting of a solitary figure standing on a bridge was slightly askew,and a small,seemingly insignificant,note was found tucked beneath the frame.The note read,The truth lies beneath the eyes of the beholder.Intrigued,Detective Leclair began to scrutinize the gallerys visitors and employees,each with their own motives and alibis.Among them were:1.Madeleine Rousseau,the gallerys curator,who had a tumultuous relationship with Mr. Dupont due to disagreements over the curation of the art collection.2.Lucien Moreau,a struggling artist whose work had been rejected by Mr.Dupont multiple times,harboring a deep resentment towards the gallery owner.3.Henrietta Dubois,a wealthy patron of the arts who had a secret affair with Mr.Dupont, and was rumored to have been involved in some shady dealings with him.4.Gaston Lefèvre,the gallerys security guard,who had access to the premises and was known to have gambling debts that he could not repay.As the investigation progressed,Detective Leclair discovered that the painting with the note was not an original piece but a forgery.This revelation led him to the underground world of art forgery,where he found a connection between Mr.Dupont and a notorious forgery ring.The ringleader,known only as The Master,had a reputation for ruthlessly eliminating anyone who threatened to expose their operation.Through a series of clever deductions and a bit of luck,Detective Leclair managed to piece together the puzzle.The truth was that Mr.Dupont had discovered the forgery ring and was planning to expose it to the authorities.In a desperate attempt to protect their operation,The Master had orchestrated Mr.Duponts murder,using one of the gallery employees as an unwitting accomplice.The climax of the story occurs when Detective Leclair confronts The Master during ahighstakes art auction,where a rare and valuable painting is being sold.With the help of his trusted partner,Detective Leclair manages to apprehend the elusive criminal,bringing an end to the forgery ring and avenging Mr.Duponts death.The story concludes with a sense of justice served,as the truth behind the murder is revealed,and the guilty parties are brought to justice.Detective Leclairs reputation as a brilliant investigator is further solidified,and he is celebrated for his unwavering commitment to uncovering the truth,no matter how deeply it is buried.。

职业英语水平考试

1、Which of the following is NOT a common type of business letter?A. Sales letterB. Complaint letterC. Thank-you letterD. Novel summary letter（答案：D）2、In a professional email, which greeting is considered the most formal?A. Hey there!B. Hi [Name],C. Dear [Name],D. Yo!（答案：C）3、What is the purpose of a cover letter when applying for a job?A. To provide detailed personal informationB. To summarize your resume and express interest in the positionC. To list all your previous job experiencesD. To request a salary increase（答案：B）4、Which of the following phrases is appropriate to use in a formal business email to end the message?A. "Cheers!"B. "Take care,"C. "Best regards,"D. "Later!"（答案：C）5、Which term refers to the process of identifying and analyzing the needs of customers?A. Market segmentationB. Needs assessmentC. Product developmentD. Competitive analysis（答案：B）6、In a meeting, what does the acronym 'KPI' stand for?A. Key Performance IndicatorsB. Key Profit IndexesC. Key People InvolvedD. Key Production Inputs（答案：A）7、Which of the following is an example of active listening in a business conversation?A. Interrupting the speaker to share your own opinionB. Nodding and making occasional comments to show understandingC. Checking your phone while the other person is talkingD. Finishing the speaker's sentences（答案：B）8、What is the primary goal of a SWOT analysis in business planning?A. To identify the strengths, weaknesses, opportunities, and threats facing a businessB. To calculate the financial projections for the next quarterC. To design a new marketing campaignD. To hire new staff members（答案：A）。

参股的可行性研究报告

参股的可行性研究报告一、研究背景参股是指一家公司购买另一家公司的股份，以获得对被购公司的控制权或影响力。

在如今全球化的经济环境下，参股已成为公司发展的一种重要方式。

本研究旨在分析参股的可行性，探讨参股对公司发展的影响，并提出相关建议。

二、参股的概念及特点参股是指一家公司通过购买另一家公司的股份，从而获得被购公司的控制权或影响力。

参股可以带来以下几个特点：1. 增加公司的市场影响力和资源整合能力。

通过参股，公司可以扩大市场份额，增加公司的竞争力。

2. 促进公司的多元化发展。

参股可以帮助公司进入新的产业领域，实现产业多元化发展。

3. 降低投资风险。

通过参股，公司可以分散投资风险，提高投资的稳健性。

三、参股的利与弊1. 利：参股可以增加公司的市场份额，提高公司的盈利能力。

2. 弊：参股可能存在控制权争夺、管理困难等问题，需要谨慎对待。

四、参股的可行性分析1. 市场需求：通过市场调研分析，确定参股的市场需求以及市场容量，考察参股是否能够获得足够的市场份额。

2. 资源整合能力：分析公司自身的资源整合能力，确定参股后能够实现资源共享和优势互补。

3. 风险评估：对参股可能存在的风险进行评估，包括市场风险、政策风险、经营风险等。

4. 技术水平：分析被购公司的技术水平及其与公司的技术匹配度，确定参股后对技术升级的促进作用。

5. 政策环境：分析参股所处的政策环境，确定参股是否符合国家产业政策和法律法规的要求。

五、参股对公司发展的影响1. 增加市场份额：参股可以帮助公司进入新的市场领域，增加公司的市场份额。

2. 实现资源共享：通过参股，公司可以实现资源共享，减少成本，提高效益。

3. 提升品牌影响力：参股可以提升公司的品牌影响力，加强市场竞争力。

4. 促进公司多元化发展：参股可以帮助公司实现产业多元化发展，降低经营风险。

六、参股的风险控制1. 严格的尽职调查：在参股前进行严格的尽职调查，确保被购公司的财务状况良好，业务稳定。

2011年考研英语一真题

[B] catered
19. [A] suggesting [B] requiring
20. [A] Eventually [B] Consequently
[C] despite [C] indicate [C] impairing [C] evaluate [C] affordable [C] In addition [C] average [C] tightens [C] moderate [C] subconscious [C] Due to [C] in [C] if [C] precedes [C] towards [C] pick [C] joyful [C] turned [C] mentioning [C] Similarly
[B] In fact
7. [A] opposite
[B] impossible
8. [A] hardens
[B] weakens
9. [A] aggravate [B] generate
10. [A] physical
[B] mental
11. [A] Except for [B] According to
12. [A] with
[B] on
13. [A] unless
[B] until
14. [A] exhausts [B] follows
15. [A] into
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17. [A] disappointed [B] excited
18. [A] adapted
-2-
Text 1
The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement of his appointment in 2009. For the most part, the response has been favorable, to say the least. "Hooray! At last!" wrote Anthony Tommasini, a sober sided classical-music critic.

In Search of Davos Man翻译

In Search of Davos Man Peter Gumbel1 William Browder was born in Princeton, New Jersey, grew up in Chicago，and studied at Stanford University in California. But don’t call him an American. For the past 16 of his 40 years he has lived outside the U.S., first in London and then, from 1996, in Moscow, where he runs his own investment firm. Browder now manages $ 1.6 billion in assets. In 1998 he gave up his American passport to become a British citizen, since his life is now centered in Europe. “National identity makes no difference for me,”he says. “I feel completely international. If you have four good friends and you like what you are doing, it doesn’t matter where you are. That’s globalization.”威廉?布劳德在新泽西州的普林斯顿出生，成长于芝加哥，就读于加利福尼亚州的斯坦福大学。

但别称其为美国人。

他今年40岁了，过去的16年来一直没在美国生活，最初是在伦敦，1996年后在莫斯科经营自己的投资公司。

布劳德如今掌管的资产价值是16亿美元。

The Search for Truth

The search for truth has been a fundamental pursuit of humanity throughout history. From the ancient philosophers of Greece to the modern scientists of today, the quest for understanding and knowledge has driven individuals and societies to seek out the truth in all aspects of life.In the realm of philosophy, thinkers such as Socrates, Plato, and Aristotle sought to uncover the fundamental truths about existence, morality, and the nature of reality. They engaged in deep contemplation and dialogue to challenge assumptions and arrive at a clearer understanding of the world around them.Religions and spiritual traditions have also placed great emphasis on the search for truth. Followers seek to understand the nature of the divine, the purpose of human existence, and the principles that govern ethical behavior. Through prayer, meditation, and study, individuals strive to uncover the ultimate truths that guide their beliefs and actions.In the realm of science, the search for truth takes on a more empirical and evidence-based approach. Scientists conduct experiments, analyze data, and formulate theories to explain the natural world and its phenomena. The pursuit of truth in science is characterized by skepticism, peer review, and a commitment to revising beliefs in light of new evidence.In the modern era, the search for truth has extended into the realms of politics, journalism, and social activism. People seek to uncover the truth behind government policies, corporate practices, and societal injustices. Investigative journalists and whistleblowers play a crucial role in bringing hidden truths to light, holding powerful institutions accountable, and fostering transparency in public discourse.The search for truth is not without its challenges and obstacles. Biases, preconceptions, and vested interests can cloud our judgment and hinder our ability to see the truth clearly. Misinformation, propaganda, and manipulation can distort our understanding ofreality and lead us astray.Despite these challenges, the search for truth remains an essential and noble endeavor. It requires intellectual honesty, open-mindedness, and a willingness to question assumptions. It demands a commitment to rigorous inquiry, critical thinking, and a respect for evidence. The pursuit of truth also calls for humility, recognizing that our understanding is always provisional and subject to revision in light of new discoveries.Ultimately, the search for truth is a deeply human endeavor, driven by our innate curiosity and our desire to make sense of the world.It is a journey that requires courage, resilience, and a willingness to confront uncomfortable realities. As we continue to seek truth in all its forms, we contribute to the collective wisdom of humanity and move closer to a more enlightened and informed society.。

北京市中国人民大学附属中学2024-2025学年高三上学期10月月考英语试题

北京市中国人民大学附属中学2024-2025学年高三上学期10月月考英语试题一、完形填空I was up before the others, before the birds, before the sun. I drank a cup of coffee, wolfed down a piece of toast, put on my shorts and sweatshirt, and 1 my green running shoes. Then slipped quietly out the back door.I moved quicker down the road. My breath formed rounded, frosty puffs, swirling into the fog. I enjoyed that first physical awakening, that brilliant moment before the mind is fully clear, when the limbs and joints first begin to 2 and the material body starts to melt away. Solid to liquid.Faster, I told myself. Faster. There were no cars, no people, no signs of life. I was all 3 , the world to myself and my thoughts.On paper, I thought, I’m a(n) 4 , graduating from University of Oregon, earning a master’s from Stanford and surviving a year long hitch in the U. S. Army. My résumé said I was a learned, accomplished soldier, a twenty-four-year-old man in full... But why, I wondered, do I still feel like a kid? Worse, like the same shy, pale, rail-thin kid I’d always been.Like all my friends I wanted to be successful. Unlike my friends I didn’t know what that meant. Money? Wife? Kids? House? Sure, if I was 5 . These were the goals I was taught to aspire to, and part of me did aspire to them instinctively. But deep down I was searching for something else, something more. I had a(n) 6 sense that our time is short, shorter than we ever know, short as a morning run, and I wanted mine to be meaningful. And purposeful. And creative. And important. Above all... different.I wanted to leave a 7 on the world.I wanted to win.No, that’s not right. I simply didn’t want to 8 .And then it happened. As my young heart began to pound faster, as my pink lungs 9 like the wings of a bird, as the trees turned to greenish blurs, I saw it all before me, exactly what I wanted my life to be. Play.Yes, I thought, that’s it. That’s the word. The secret of happiness, I’d always suspected, the essence of beauty or truth, lay somewhere in that moment when the ball is in midair, when both boxers sense the 10 of the bell, when the runners near the finish line and the crowd rises as one. There’s a kind of exuberant (兴高采烈的) clarity in that pulsing half second winning and losing are decided. I wanted that, whatever that was, to be my life, my daily life.1．A．took up B．picked up C．put up D．laced up 2．A．loosen B．straighten C．tighten D．strengthen 3．A．empty B．alone C．slow D．early 4．A．student B．adolescent C．adult D．minor 5．A．smart B．able C．rich D．lucky 6．A．sharp B．emotional C．aching D．impulsive 7．A．path B．mark C．fortune D．print8．A．lose B．abandon C．sink D．die9．A．grew B．expanded C．welled D．breathed 10．A．approach B．sound C．ringing D．beginning二、语法填空阅读下面短文，根据短文内容填空。

考研英语真题模拟试卷

考研英语真题模拟试卷一、听力部分（共30分）Section ADirections: In this section, you will hear 8 short conversations and 2 long conversations. At the end of each conversation, a question will be asked about what was said. After each question, there will be a short pause. The conversations and questions will be spoken only once. For each question, choose the best answer from the four choices marked A), B), C), and D).1. What does the man suggest the woman do?A) Take a rest.B) Go to the doctor.C) Stay at home.D) Work harder.2. Why is the woman upset?A) She lost her job.B) She missed her bus.C) She failed the exam.D) She lost her keys.[...]8. What does the man mean by saying "It's a small world"?A) He's surprised by the coincidence.B) He thinks the world is getting smaller.C) He's interested in geography.D) He's suggesting they travel.Long Conversation 1Questions 9 to 11 are based on the conversation you have just heard.9. What is the main topic of the conversation?A) A book signing event.B) A new novel.C) A writing competition.D) A literary festival.10. What does the woman think about the author?A) She admires her greatly.B) She finds her arrogant.C) She doesn't like her writing style.D) She thinks she's overrated.Long Conversation 2Questions 12 to 15 are based on the conversation you havejust heard.12. Why did the man decide to quit his job?A) He was offered a better position.B) He wanted to start his own business.C) He was unhappy with his boss.D) He wanted to travel the world.[...]二、阅读理解部分（共40分）Passage 1[文章内容略]Questions 16 to 18 are based on Passage 1.16. What is the main idea of the passage?A) The importance of a balanced diet.B) The benefits of regular exercise.C) The impact of technology on health.D) The role of sleep in a healthy lifestyle.17. According to the passage, which of the following is NOT a reason for poor sleep quality?A) Stress from work.B) An irregular sleep schedule.C) Consuming too much caffeine.D) A comfortable sleeping environment.Passage 2[文章内容略]Questions 19 to 21 are based on Passage 2.19. What does the author's experience suggest about the job market?A) It is highly competitive.B) It requires a specific set of skills.C) It is dominated by large corporations.D) It offers many opportunities for advancement.Passage 3[文章内容略]Questions 22 to 25 are based on Passage 3.22. What is the author's purpose in writing the passage?A) To persuade readers to adopt a new technology.B) To inform readers about a breakthrough in science.C) To critique the current state of environmental policy.D) To analyze the economic impact of climate change. [...]三、完形填空部分（共20分）[文章内容略]26. A) Despite B) Because C) Although D) Since27. A) predicted B) suggested C) proposed D) recommended28. A) benefits B) drawbacks C) consequences D) advantages29. A) However B) Therefore C) Nevertheless D) Thus30. A) contribute to B) result in C) lead to D) give rise to [...]四、翻译部分（共20分）将下列句子从英语翻译成中文。

寻找精神导师的作文英语

寻找精神导师的作文英语标题，In Search of a Spiritual Mentor。

In today's fast-paced and ever-changing world, many individuals find themselves navigating through life's challenges without a guiding hand or a source of wisdom to turn to. As a result, the search for a spiritual mentor has become increasingly prevalent. A spiritual mentor is someone who offers guidance, support, and wisdom on matters of the soul, helping individuals to find meaning, purpose, and fulfillment in their lives. In this essay, we will explore the importance of finding a spiritual mentor and discuss the qualities to look for in such a mentor.First and foremost, a spiritual mentor serves as a source of inspiration and guidance on one's spiritual journey. In a world where materialism often takes precedence over spiritual well-being, having a mentor who can provide insights into the deeper aspects of life can be invaluable. Whether it's through philosophical discussions,religious teachings, or personal anecdotes, a spiritual mentor can help individuals gain a deeper understanding of themselves and the world around them.Moreover, a spiritual mentor can offer support and encouragement during difficult times. Life is full of ups and downs, and it's during the challenging moments that we often need guidance the most. A mentor who has walked a similar path can offer words of wisdom, reassurance, and comfort, helping individuals navigate through adversity with grace and resilience.In addition, a spiritual mentor can provide accountability and help individuals stay true to their values and beliefs. In a society where moral ambiguity is prevalent, having someone who can hold us accountable for our actions and decisions can be immensely beneficial. A mentor can challenge us to live according to our highest ideals and help us stay on the path of righteousness even when faced with temptation or adversity.When seeking a spiritual mentor, it is important tolook for certain qualities that are indicative of their ability to guide and inspire. Firstly, a spiritual mentor should possess wisdom and insight gained through personal experience and study. They should be well-versed inspiritual teachings and traditions, and able to offer practical advice and guidance based on their knowledge.Furthermore, a spiritual mentor should possess empathy and compassion, and be able to connect with individuals ona deep emotional level. They should be able to listen attentively and without judgment, offering support and encouragement tailored to the unique needs and circumstances of each individual.Moreover, a spiritual mentor should possess integrity and authenticity, living their life in accordance with the principles they espouse. They should be honest, transparent, and genuine in their interactions, serving as a positiverole model for others to emulate.In conclusion, the search for a spiritual mentor is an important journey that can lead to profound personal growthand transformation. A spiritual mentor can offer guidance, support, and wisdom on matters of the soul, helping individuals find meaning, purpose, and fulfillment in their lives. By seeking out mentors who possess wisdom, empathy, and integrity, individuals can embark on a journey of self-discovery and spiritual awakening that will enrich their lives and the lives of those around them.。

英语作文寻找一个商业伙伴的帖子

英语作文寻找一个商业伙伴的帖子Looking for a Business Partner: A Shared Vision for Success.As an entrepreneur with a passion for innovation and a drive to succeed, I am on the lookout for a reliable and trustworthy business partner to embark on a new venture with. The ideal candidate should possess a similar entrepreneurial spirit, a keen understanding of the market, and a willingness to collaborate and grow together.1. Shared Values and Vision.At the core of our partnership, I believe, should lie shared values and a clear vision for the future. We need to be aligned not just in terms of business objectives butalso in terms of our approach to achieving those objectives. This means respecting each other's opinions, ideas, and contributions while working towards a common goal.2. Complementary Skills and Expertise.While I am confident in my own abilities and experience, I recognize the importance of having a partner who brings complementary skills and expertise to the table. Whetherit's in areas of finance, marketing, operations, or strategy, a well-rounded team is more likely to succeedthan one that relies solely on the strengths of a single individual.3. Commitment and Dedication.A successful partnership requires a significant amountof commitment and dedication from both parties. We need to be prepared to work long hours, make sacrifices, and face challenges head-on. This is not a partnership for the faint of heart; it's for those who are ready to roll up their sleeves and get dirty in the pursuit of success.4. Open Communication and Trust.Effective communication is crucial in any partnership,and trust is the glue that binds it together. We need to be able to speak openly and honestly with each other, sharing our thoughts, concerns, and ideas without fear of judgment or reprisal. Trust will be built over time through consistent, reliable, and ethical behavior.5. Scalability and Growth Potential.Finally, we need to ensure that our partnership has the potential for scalability and growth. Whether it's through expanding into new markets, developing new products or services, or acquiring other businesses, we should always be looking for opportunities to take our business to the next level.In conclusion, I am looking for a business partner who is not just a colleague but also a friend and ally. Together, we can achieve amazing things if we have theright combination of skills, experience, and vision. If you believe you have what it takes to be that partner, I would love to hear from you. Let's start this exciting journey together and create something truly remarkable.I understand that finding the right business partner is not an easy task. It requires patience, diligence, and a keen eye for talent. However, I am confident that with the right person, the possibilities are endless. So if you are ready to take on this challenge and embark on an exciting new adventure, I invite you to contact me. Together, we can make a difference and achieve our dreams.。

bob大学毕业想创业寻求你的意见英语作文

bob大学毕业想创业寻求你的意见英语作文全文共3篇示例，供读者参考篇1Bob, a recent college graduate, is eager to start his own business and is seeking advice from you. As someone with experience in entrepreneurship, you have decided to help Bob by providing him with guidance and recommendations on how to successfully launch his startup.Firstly, you should encourage Bob to conduct thorough research on the industry he wants to enter. It is essential for him to understand the market demand, competition, and trends in his chosen field. By doing so, Bob can identify potential opportunities and challenges that may arise, allowing him to develop a comprehensive business plan.Next, advise Bob to create a unique value proposition that sets his business apart from competitors. Whether it's a innovative product or service, excellent customer service, or a sustainable business model, Bob must differentiate himself to attract customers and stand out in the market.Furthermore, emphasize the importance of networking and building relationships with other entrepreneurs, investors, and industry professionals. By attending industry events, joining networking groups, and seeking mentorship from experienced individuals, Bob can gain valuable insights, knowledge, and support that will benefit his business.Additionally, stress the significance of financial planning and management. Bob should create a budget, forecast revenue and expenses, and secure funding through loans, investors, or crowdfunding. By managing his finances effectively, Bob can ensure the sustainability and growth of his startup.Moreover, encourage Bob to prioritize marketing and promotion to attract customers and generate sales. Whether it's through social media, digital marketing, or traditional advertising, Bob must develop a strong brand presence and engage with his target audience to drive awareness and sales.Lastly, remind Bob to stay resilient, adaptable, and persistent throughout his entrepreneurial journey. Starting a business is challenging and may come with setbacks and failures, but it's crucial for Bob to learn from his mistakes, pivot when necessary, and never give up on his dream of becoming a successful entrepreneur.In conclusion, by following these recommendations and staying committed to his goals, Bob can increase his chances of launching a successful startup and achieving his entrepreneurial aspirations. As his mentor, you are confident in Bob's abilities and believe that with determination and hard work, he can turn his business idea into a thriving venture. Good luck, Bob!篇2Bob, a recent college graduate, has decided that he wants to start his own business. He approaches you for advice on how to go about this new venture. As a seasoned entrepreneur, you are more than happy to share your insights and guide Bob on his path to becoming a successful business owner.First and foremost, you congratulate Bob on his decision to start his own business. You applaud his ambition and drive, as these are essential qualities for any entrepreneur. You reassure Bob that while the journey ahead may be challenging, with determination and hard work, he can achieve his goal of building a thriving business.Next, you advise Bob to conduct thorough market research before diving into any business idea. Understanding the needs and preferences of consumers is crucial for creating a product orservice that will resonate with the target audience. By identifying gaps in the market and analyzing competitors, Bob can find a unique value proposition that sets his business apart.You also stress the importance of creating a solid business plan. A well-thought-out plan will outline the goals, strategies, and financial projections of the business. It will serve as a roadmap for navigating the challenges and opportunities that come with starting a new venture. Encourage Bob to seek guidance from mentors or business advisors who can provide valuable feedback on his business plan.Furthermore, you advise Bob to build a strong network of contacts within the industry. Networking is essential for gaining insights, finding potential partners or investors, and establishing credibility in the business world. Attending industry events, joining professional organizations, and connecting withlike-minded entrepreneurs can open doors for collaboration and growth.When it comes to funding the business, you suggest that Bob explore different financing options. Whether through personal savings, loans, venture capital, or crowdfunding, there are various ways to secure the necessary capital to kickstart the business. Encourage Bob to carefully evaluate the pros and consof each option and choose the one that aligns with his financial goals and risk tolerance.Lastly, you remind Bob that success in entrepreneurship requires resilience and adaptability. There will be challenges and setbacks along the way, but it is essential to stay focused on the long-term vision and be willing to learn from failures. Emphasize the importance of continuous learning and self-improvement, as the business landscape is constantly evolving.In conclusion, you express confidence in Bob's abilities to succeed as an entrepreneur. By following these guidelines and staying committed to his goals, Bob can turn his passion and vision into a successful business venture. Encourage him to stay determined, stay focused, and never give up on his dreams. The road to entrepreneurship may be challenging, but with the right mindset and support, Bob can achieve great success.篇3Bob, a recent college graduate, is considering starting his own business and is seeking your advice.Bob, congratulations on your graduation! It's great that you are considering starting your own business. Entrepreneurship can be a very rewarding and fulfilling path, but it also comes withits own set of challenges. Here are a few tips and advice that may help you as you embark on this new journey:1. Start with a solid business plan: Before jumping into any business idea, it's important to have a clear and detailed business plan. This will help you outline your goals, target market, competition, financial projections, and strategies for growth. A well-thought-out business plan will not only guide you in the early stages of your venture but also help you secure funding from investors or lenders.2. Research your market: It's crucial to conduct thorough market research before launching your business. This will help you understand your target customers, their needs, preferences, and behaviors. By knowing your market, you can develop products or services that meet their demands and stand out from the competition.3. Build a strong network: Networking is essential for any entrepreneur. Connect with other entrepreneurs, industry experts, potential customers, and mentors who can provide valuable insights, support, and resources. Building a strong network can open doors to new opportunities, partnerships, and collaborations that can help your business grow.4. Focus on customer satisfaction: Your customers are the lifeblood of your business. Make sure to prioritize their satisfaction by providing high-quality products or services, excellent customer service, and listening to their feedback. Happy customers are more likely to become repeat customers and advocate for your brand, leading to long-term success.5. Stay adaptable and resilient: Entrepreneurship is full of ups and downs, challenges, and setbacks. It's important to stay adaptable, flexible, and resilient in the face of adversity. Learn from your failures, pivot when necessary, and keep pushing forward towards your goals.6. Seek professional advice: Don't be afraid to seek advice from professionals such as lawyers, accountants, and business consultants. They can help you navigate complex legal issues, manage your finances, and provide valuable guidance on various aspects of your business.In conclusion, starting a business can be a challenging but rewarding journey. I hope these tips and advice help guide you as you embark on this exciting new chapter in your life. Remember to stay focused, determined, and passionate about your vision, and success will surely follow. Good luck, Bob!。

如何招募sam来给你弹吉他英语作文

如何招募sam来给你弹吉他英语作文How to Recruit Sam to Play Guitar for YouAre you looking for a talented guitarist to join your band or perform at your event? Look no further than Sam, a skilled musician with a passion for playing the guitar. However, recruiting Sam to play guitar for you may not be as easy as it seems. In this article, we will discuss some tips and strategies on how to successfully recruit Sam to join your team.First and foremost, it is important to establish a good relationship with Sam. Get to know him personally, understand his interests and preferences, and show genuine appreciation for his musical talent. Building a strong connection with Sam will make it easier to approach him with your proposal and demonstrate your enthusiasm for having him on board.Next, consider showcasing your own musical skills and talents to Sam. If you are a musician yourself, play some music together or share some of your own compositions with him. This will not only demonstrate your passion for music but also show Sam that you are serious about collaborating with him.Furthermore, highlight the benefits of joining your band or performing at your event. Emphasize the exposure andopportunities that come with being a part of your team, such as gigs, tours, and networking with other musicians. Let Sam know how his participation can contribute to the success and growth of your musical project.In addition, be transparent and clear about your expectations and requirements for Sam's involvement. Discuss the time commitment, rehearsal schedule, and any specific roles or responsibilities he will have as a guitarist. Make sure to address any concerns or questions Sam may have and provide all the necessary information to help him make an informed decision.Moreover, offer incentives and perks to sweeten the deal for Sam. Consider providing financial compensation, promotional opportunities, or access to recording studios and equipment. Show him that you value his talent and are willing to invest in his music career.Lastly, be patient and persistent in your recruitment efforts. Building a successful musical collaboration takes time and effort, so don't get discouraged if Sam is initially hesitant or unsure about joining your team. Continue to communicate with him, show your dedication to working together, and make sure he feels valued and appreciated.In conclusion, recruiting Sam to play guitar for you requires building a strong relationship, showcasing your musical talents, highlighting the benefits of collaborating, setting clear expectations, offering incentives, and being patient and persistent. By following these tips and strategies, you can successfully recruit Sam and create a successful and harmonious musical partnership.。

找对专业就像找对结婚的人类比英语作文

找对专业就像找对结婚的人类比英语作文Finding the right major is like finding the right person to marryChoosing a major is a significant decision in one's life, just like deciding who to marry. Both decisions will greatly impact one's future, and it is crucial to make the right choice. In this essay, I will discuss the similarities between finding the right major and finding the right person to marry.Firstly, both decisions require careful consideration and self-reflection. When considering a major, one must think about their interests, strengths, and career goals. Similarly, when choosing a life partner, one must consider their values, personality, and long-term compatibility. It is important to take the time to reflect on what is truly important to you and what will make you happy in the long run.Secondly, both decisions involve commitment and dedication. Once you have chosen a major or a life partner, you must be willing to commit to it wholeheartedly. Pursuing a major requires years of studying and hard work to earn a degree. Likewise, a successful marriage requires dedication, compromise, and effort to maintain a healthy relationship. Both decisionsrequire a long-term commitment and the willingness to work through challenges together.Furthermore, both decisions involve taking risks and stepping out of your comfort zone. Choosing a major may require you to explore new subjects and skills that you are not familiar with. Similarly, choosing a life partner may involve taking a chance on someone who is different from you but complements you in many ways. Both decisions require you to be open-minded, adventurous, and willing to take risks in order to grow and expand your horizons.Additionally, both decisions have the potential to bring great fulfillment and happiness. When you find the right major that aligns with your passions and talents, you are more likely to excel in your studies and future career. Similarly, when you find the right person to marry who supports you, loves you unconditionally, and shares your dreams and goals, you are more likely to experience a deep and lasting connection that brings you joy and fulfillment. Both decisions have the power to enrich your life and bring you happiness and fulfillment.In conclusion, finding the right major is like finding the right person to marry. Both decisions require careful consideration, commitment, dedication, and the willingness to take risks.However, when you find the right major or the right person to marry, the rewards can be immense – a fulfilling career, a loving relationship, and a happy and successful future. It is important to take the time to make these decisions wisely and trust your instincts to guide you towards the right path.。

宇宙弦

电磁力的影响范围遵从平方反比定律，即1除距离的平方，电子与自己的距离是0，故影响自己的范围是1除0，等于无限，由于E=mc2，故电子质量岂非无限大！那和观察结果不符，重正则化利用无限减无限得有限的方法计出电子质量（因为有限加无限也是无限）。
荷兰物理学家Hendrik Kramers认为电子的质量是由两个质量-bare mass及infinite mass组成，利用麦斯威尔方程（Maxwell Equation）计出另一个电子质量，又是无限，用第二个质量减第一个质量，剩下的就是 bare mass，即电子正常质量。
我打个比喻，如果你在地球上只会感同到三维（上下前后左右），我们虽然知道时间的存在，然而我们眼睛看不到，眼睛只帮我们分析三维系统，然而有可能这个世界是八维，而因为眼睛只可分辨三维而你无法得知。
研究
宇宙弦科学家对这一对粒子称之为超对称伙伴（supersymmetric partner），如重力微子（gravitino），光微子（photino），胶微子（gluino），而费米子的伙伴叫超粒子（sparticle），只不过是在费米子前面加一个s，如超电子（selectron）。可是我们知道费米子无论怎样转也转不出玻色子，亦没有发现费米子或玻色子转出来的超对称伙伴，例如电子就不是由任何已知玻色子转出来，假如每一玻色子或费米子都有其超对称伙伴，世界上的粒子数将会是到2012年的两倍。
理论
宇宙弦物理学家建立了N=8的“超对称理论”（Supersymmetry/SUSY）统一费米子与玻色子，那是认为这个宇宙除了四维之外，还有八维，这个八维宇宙叫超空间（superspace），然而这额外的四维不可被理解为时间抑或空间，八维宇宙是由费米子居住，物质可透过自旋由四维空间转入费米子居住至八维，又可由八维转回四维，即玻色子可换成费米子，费米子可转换成玻色子，它们没有分别，我们之所以看到它们自旋不同只不过是我们局限于四维而看不到八维的一个假象。

招募乐队成员的招募启事的英语作文

招募乐队成员的招募启事的英语作文Calling All Musicians! Join My Awesome Band!Hi there! My name is Timmy and I'm a 4th grader at Oakdale Elementary School. I love music more than anything in the world. Well, maybe I love video games and pizza a little bit more, but music is definitely in my top 3 favorite things for sure!Ever since I was a little kid, I've been obsessed with all types of music. My parents are always playing rock music from the 60s, 70s, and 80s around the house. My dad jams out to AC/DC and Guns N' Roses while my mom grooves to The Beatles and Fleetwood Mac. I've listened to their classic rock albums so many times, I've got all the words memorized!But I don't just like the oldies. I'm really into modern pop and hip hop too. I know all the latest songs and artists like Harry Styles, Taylor Swift, Kendrick Lamar, and Lizzo. My friends and I have dance parties in my basement where we sing along at the top of our lungs using hairbrushes as microphones. It's an absolute blast!The only thing better than listening to music is playing it yourself. Last year for Christmas, my parents got me an electric guitar. I've been taking lessons and practicing every single day. Ican already play classics like "Smoke on the Water", "Iron Man", and "Sweet Child O' Mine"! My guitar teacher says I'm a total natural.Playing guitar is fun, but you know what would be even more fun? Starting my very own band! How cool would it be to have a real group that writes our own original songs and puts on concerts for friends and family? That's why I've decided to recruit some fellow musically-inclined kids to join my new band. Here are the members I need:Singers (2-3)Every great band has at least one awesome lead vocalist, if not two or three that can share singing duties and do harmonies. If you can really wail and have serious star power, I want you on the mic! Bonus points if you can play an instrument too while singing.Guitarists (1-2)In addition to myself on lead guitar, it would be great to have another guitarist who can play rhythms and let me handle the solos and riffs. If you can shred on the six string, you're in!Bassist (1)They say the bass is the foundation that everything else is built on. We need someone who can really hold down the low end with funky, groove-oriented bass lines. Slapping and popping skills are a plus!Drummer (1)What's a band without some huge, crashing drums? We're going to need a beast behind the kit who can lay down monster beats and interesting rhythmic patterns. If you can twirl your sticks and do lots of cool tricks, even better!Keyboards/Pianist (1)While guitars, bass, and drums are essential, having some keys would allow us to get a wider range of textures and sounds.A skilled keyboardist or pianist could really elevate our songs to new heights. Let's bring on the funky clavinet lines and epic synth solos!So that's the lineup I'm envisioning - around 5-7 members total covering all the key instrumental roles. We can meet up at my house a couple times a week to rehearse, learn some covers to start with, and eventually work on writing our own original songs as a band. Won't that be so insanely awesome?I'm open to having musicians of any skill level join, as long as you practice hard and are dedicated. We can all learn and get better together over time. My only strict rules are:You have to really love music and be passionate about it. This isn't just a casual hobby!No jerks or troublemakers allowed. We need a positive, drama-free zone to create our art.Everyone has to get along and be a team player who contributes ideas.If this all sounds amazing and you want in, come find me at school or leave a message with my parents. Auditions will be held soon so I can hear what you've got! Making music with your friends is just about the funnest thing in the world. We're going to utterly rock!Thanks for reading, and I hope to see you at band practice very soon! Being in a band is going to be a total blast - I can't wait to crank up the amps and shred some serious face-melting licks with you rocking musicians!Your (hopefully) new bandmate,Timmy。

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D.Kennedy,11R.Kephart,11 D.Khazins,10T.Kikuchi,43B.Kilminster,37 B.J.Kim,21 D.H.Kim,211H.S.Kim,18M.J.Kim,21S.H.Kim,43Y.K.Kim,23M.Kirby,10M.Kirk,4L.Kirsch,4 S.Klimenko,12P.Koehn,29 A.K¨o ngeter,20K.Kondo,45J.Konigsberg,12K.Kordas,25 A.Korn,24A.Korytov,12E.Kovacs,2J.Kroll,33M.Kruse,37S.E.Kuhlmann,2K.Kurino,17 T.Kuwabara,43 asanen,i,mi,mmel,moureux,4 ncaster,ncaster,nder,tino,34T.LeCompte,2A.M.Lee IV,10 K.Lee,41S.Leone,34J.D.Lewis,11M.Lindgren,6T.M.Liss,18J.B.Liu,37Y.C.Liu,1 N.Lockyer,33J.Loken,31M.Loreti,32D.Lucchesi,32P.Lukens,11S.Lusin,46L.Lyons,31 J.Lys,23R.Madrak,16K.Maeshima,11P.Maksimovic,16L.Malferrari,3M.Mangano,34 M.Mariotti,32G.Martignon,32A.Martin,47J.A.J.Matthews,28J.Mayer,25P.Mazzanti,3 K.S.McFarland,37P.McIntyre,40 E.McKigney,33M.Menguzzato,32 A.Menzione,34 C.Mesropian,38A.Meyer,11T.Miao,ler,ler,26H.Minato,43S.Miscetti,13 M.Mishina,22G.Mitselmakher,12N.Moggi,3 E.Moore,28R.Moore,26Y.Morita,22 T.Moulik,24M.Mulhearn,24 A.Mukherjee,11T.Muller,20 A.Munar,34P.Murat,11 S.Murgia,27J.Nachtman,6S.Nahn,47H.Nakada,43T.Nakaya,8I.Nakano,17C.Nelson,11 T.Nelson,11 C.Neu,29 D.Neuberger,20 C.Newman-Holmes,11 C.-Y.P.Ngan,24H.Niu,4 L.Nodulman,2 A.Nomerotski,12S.H.Oh,10T.Ohmoto,17T.Ohsugi,17R.Oishi,43 T.Okusawa,30J.Olsen,46W.Orejudos,23 C.Pagliarone,34 F.Palmonari,34R.Paoletti,34 V.Papadimitriou,41S.P.Pappas,47D.Partos,4J.Patrick,11G.Pauletta,42M.Paulini,(∗)23 C.Paus,24L.Pescara,32T.J.Phillips,10G.Piacentino,34K.T.Pitts,18 A.Pompos,36 L.Pondrom,46G.Pope,35M.Popovic,25F.Prokoshin,9J.Proudfoot,2F.Ptohos,13O.Pukhov,9 G.Punzi,34K.Ragan,25A.Rakitine,24D.Reher,23A.Reichold,31A.Ribon,32W.Riegler,16 F.Rimondi,3L.Ristori,34M.Riveline,25W.J.Robertson,10A.Robinson,25T.Rodrigo,7 S.Rolli,44L.Rosenson,24R.Roser,11R.Rossin,32A.Roy,24A.Safonov,38R.St.Denis,15 W.K.Sakumoto,37 D.Saltzberg,6 C.Sanchez,29 A.Sansoni,13L.Santi,42H.Sato,43 P.Savard,25P.Schlabach,11E.E.Schmidt,11M.P.Schmidt,47M.Schmitt,16L.Scodellaro,32 A.Scott,6 A.Scribano,34S.Segler,11S.Seidel,28Y.Seiya,43 A.Semenov,9 F.Semeria,3 T.Shah,24M.D.Shapiro,23P.F.Shepard,35T.Shibayama,43M.Shimojima,43M.Shochet,8 J.Siegrist,23G.Signorelli,34A.Sill,41P.Sinervo,25P.Singh,18A.J.Slaughter,47K.Sliwa,44 C.Smith,19F.D.Snider,11A.Solodsky,38J.Spalding,11T.Speer,14P.Sphicas,24F.Spinella,34 M.Spiropulu,16L.Spiegel,11J.Steele,46 A.Stefanini,34J.Strologas,18 F.Strumia,14 D.Stuart,11K.Sumorok,24T.Suzuki,43T.Takano,30R.Takashima,17K.Takikawa,43 P.Tamburello,10M.Tanaka,43B.Tannenbaum,6W.Taylor,25M.Tecchio,26P.K.Teng,1 K.Terashi,38S.Tether,24A.S.Thompson,15R.Thurman-Keup,2P.Tipton,aczyk,11 K.Tollefson,37A.Tollestrup,11H.Toyoda,30W.Trischuk,25J.F.de Troconiz,16J.Tseng,24 N.Turini,egawa,43T.Vaiciulis,37J.Valls,39E.Vataga-Pagliarone,34S.Vejcik III,11 G.Velev,11R.Vidal,11R.Vilar,7I.Volobouev,23D.Vucinic,24R.G.Wagner,2R.L.Wagner,11 J.Wahl,8N. B.Wallace,39 A.M.Walsh,39 C.Wang,10M.J.Wang,1T.Watanabe,43D.Waters,31T.Watts,39R.Webb,40H.Wenzel,20W.C.Wester III,11A.B.Wicklund,2E.Wicklund,11T.Wilkes,5H.H.Williams,33P.Wilson,11 B.L.Winer,29 D.Winn,26 S.Wolbers,11D.Wolinski,26J.Wolinski,27S.Wolinski,26S.Worm,28X.Wu,14J.Wyss,34 A.Yagil,11W.Yao,23G.P.Yeh,11P.Yeh,1J.Yoh,11C.Yosef,27T.Yoshida,30I.Yu,21S.Yu,332Z.Yu,47A.Zanetti,42F.Zetti,23and S.Zucchelli3(CDF Collaboration)1Institute of Physics,Academia Sinica,Taipei,Taiwan11529,Republic of China2Argonne National Laboratory,Argonne,Illinois604393Istituto Nazionale di Fisica Nucleare,University of Bologna,I-40127Bologna,Italy4Brandeis University,Waltham,Massachusetts022545University of California at Davis,Davis,California956166University of California at Los Angeles,Los Angeles,California900247Instituto de Fisica de Cantabria,CSIC-University of Cantabria,39005Santander,Spain8Enrico Fermi Institute,University of Chicago,Chicago,Illinois606379Joint Institute for Nuclear Research,RU-141980Dubna,Russia10Duke University,Durham,North Carolina2770811Fermi National Accelerator Laboratory,Batavia,Illinois6051012University of Florida,Gainesville,Florida3261113Laboratori Nazionali di Frascati,Istituto Nazionale di Fisica Nucleare,I-00044Frascati,Italy14University of Geneva,CH-1211Geneva4,Switzerland15Glasgow University,Glasgow G128QQ,United Kingdom16Harvard University,Cambridge,Massachusetts0213817Hiroshima University,Higashi-Hiroshima724,Japan18University of Illinois,Urbana,Illinois6180119The Johns Hopkins University,Baltimore,Maryland2121820Institut f¨u r Experimentelle Kernphysik,Universit¨a t Karlsruhe,76128Karlsruhe,Germany21Center for High Energy Physics:Kyungpook National University,Taegu702-701;Seoul National University,Seoul151-742;and SungKyunKwan University,Suwon440-746;Korea22High Energy Accelerator Research Organization(KEK),Tsukuba,Ibaraki305,Japan23Ernest Orlando Lawrence Berkeley National Laboratory,Berkeley,California9472024Massachusetts Institute of Technology,Cambridge,Massachusetts0213925Institute of Particle Physics:McGill University,Montreal H3A2T8;and University of Toronto,Toronto M5S1A7;Canada26University of Michigan,Ann Arbor,Michigan4810927Michigan State University,East Lansing,Michigan4882428University of New Mexico,Albuquerque,New Mexico8713129The Ohio State University,Columbus,Ohio4321030Osaka City University,Osaka588,Japan31University of Oxford,Oxford OX13RH,United Kingdom32Universita di Padova,Istituto Nazionale di Fisica Nucleare,Sezione di Padova,I-35131Padova,Italy33University of Pennsylvania,Philadelphia,Pennsylvania1910434Istituto Nazionale di Fisica Nucleare,University and Scuola Normale Superiore of Pisa,I-56100Pisa,Italy35University of Pittsburgh,Pittsburgh,Pennsylvania15260336Purdue University,West Lafayette,Indiana4790737University of Rochester,Rochester,New York1462738Rockefeller University,New York,New York1002139Rutgers University,Piscataway,New Jersey0885540Texas A&M University,College Station,Texas7784341Texas Tech University,Lubbock,Texas7940942Istituto Nazionale di Fisica Nucleare,University of Trieste/Udine,Italy43University of Tsukuba,Tsukuba,Ibaraki305,Japan44Tufts University,Medford,Massachusetts0215545Waseda University,Tokyo169,Japan46University of Wisconsin,Madison,Wisconsin5370647Yale University,New Haven,Connecticut06520(∗)Now at Carnegie Mellon University,Pittsburgh,Pennsylvania15213We report on a search for the supersymmetric partner of the top quark(stop)produced in t√p collisions att production and decay.Hence,we set limits on the branching ratio of the top quark decaying into stop plus LSP,excluding branching ratios above45%for a LSP mass up to40 GeV/c2.4With the observation in1995of a heavy top quark[1,2],an important prerequisite was met for low energy supersymmetry(SUSY)[3]to explain electroweak symmetry breaking.In the Minimal Supersymmetric extension of the Standard Model(MSSM),all known particles of the Standard Model(SM)acquire supersymmetric partners,or superpartners.For fermions the superpartners are bosons,while for bosons the superpartners are fermions.We assume con-servation of a multiplicative quantum number R-parity,which requires these new particles to be produced in pairs and prevents decays of the lightest supersymmetric particle(LSP).From cosmological considerations[4],the LSP is normally assumed to be the lightest neutralino.The large Yukawa coupling of the top quark opens up the possibility of a large mass splitting in the third generation of fermionic superpartners(the squarks and sleptons).The superpartners of the right-handed and left-handed top quark(the stop squarks)combine to form the mass eigenstates.The lightest stop squark(˜t1)could then be lighter than the super-partners of all other squarks.Most limits on squark masses[5]do not apply to the stop squark because they are usually based on a model ofﬁve degenerate squarks.Current stop squark mass limits are signiﬁcantly lower[6]than these limits or based on the assumption of a very heavy chargino(˜χ±1)[7].The latter searches are complementary to the analysis presented here since the stop decay mode c+LSP does not coexist with the decay mode b+˜χ±1.If the stop squark is light,decays of the top quark into stop plus the lightest neutralino could be kinemat-ically allowed.If this neutralino is the LSP it will be stable and only weakly interacting.Such a particle would pass through the detector without interaction,causing a considerable energy imbalance.For the stop squark we assume decays analogous to the Standard Model top quark decay,i.e.into chargino and b-quark.The chargino could then decay into a LSP plus either a quark-antiquark pair or a lepton and neutrino.Branching ratios as large as40to50%for the top decay into stop have been suggested[9]. In such scenarios about one half of tt event identiﬁcation[1]will all be satisﬁed.The decay of the second top quark can then be used to search for decays into stop.The CDF detector[10]is well suited to search for supersymmetric top quark decays.The following components are relevant to this analysis:the central tracking chamber,which is inside a1.4T superconducting solenoidal magnet,measures the momentum of charged particles with a resolution ofδp T/p T=0.001∗p T(p T in GeV/c)[11].The silicon vertex detector,with an inner radius of3cm and an outer of8cm,identiﬁes secondary vertices with a resolution of130µm in the transverse plane.The electromagnetic and hadronic calorimeters cover the pseudorapidity region|η|<4.2and are used to identify jets and electrons,and to measure the missing transverse energy E T[11].An outer layer of drift chambers provides muon identiﬁcation in the region|η|<1.0.The search reported here is based on110pb−1of p s=1.8TeV recorded with the Collider Detector at Fermilab during the1992-93and1994-95collider periods.The5analysis is a combination of a CDF single lepton plus jet top analysis[1]and a kinematic analysis[12].The analysis cuts are slightly revised to improve sensitivity.The leptonic W decay from the SM top decay yields an energetic lepton.Events are selected as in the single lepton plus b-jet top analysis by requiring a central electron(|η|≤1.1) or central muon(|η|≤1.0)with transverse momentum p T≥20GeV/c.The neutrino from the W decay,as well as any LSP’s,will escape the apparatus without detection,resulting in an energy imbalance.The E T measured by the calorimeter is corrected if the lepton is a muon.We have increased the E T requirement,from E T≥25GeV in the single lepton plus b-jet top analysis to E T≥45GeV,as our signal is expected to have a harder E T spectrum.To reject non-W background,we require the transverse mass M T of the lepton and E T system to be larger than40GeV.While the top analyses are concerned with separating t∆η2+∆φ2is the minimum distance between the jets.With these jet requirements our sample is deﬁned.In the data9events pass the above cuts.For the theoretical tP SM−SUSY(E jet2T )×P SM−SUSY(E jet3T),where P are the expected diﬀerential transverse energy distributions1dE T evaluated from theMonte Carlo.600.511.522.533.544.55E T jet (2)/GeV n u m b e r o f e v e n t s 00.511.522.533.544.55E T jet (3)/GeV n u m b e r o f e v e n t s 00.511.522.533.544.5-6-5-4-3-2-10123456SM-SM top decays SM-SUSY top decays ln(R L )a rb i t r a r y u n i t s (a)SM-like Region SUSY-like Region 0123456ln(R L )N u m . o f e v e n t sFigure 1:Transverse Energy distribution of a)the second E jet T (2)and b)third jet E jet T (3)for events with two SM top decays and forevents with one SM and one SUSY top de-cay.Figure 2:a)Comparison of ln(R L )for SM-SM top decays and SM-SUSY top decays af-ter all the cuts have been applied.b)The ln(R L )distribution for CDF Run 1data.Figure 1shows those E T distributions while Figure 2shows the distribution of the likelihood variable for SM and SUSY top decays.Events with one top quark decaying into stop plus LSP are clustered in the region of negative values of ln(R L ),whereas events with two SM top decays are at positive values [15].The region ln(R L )<−1deﬁnes our SUSY search region.The region ln(R L )>−1is dominated by double SM top decays and will be used to normalize the expected number of these decays.Our search is then independent of the tt events can impact both the expected number of events and the shape of the two jet E T distributions and thus the likelihood distribution.7Figure3:Top into stop plus LSP branching ratio limits as a function of stop and chargino masses for a LSP mass of20GeV/c2(left)and40GeV/c2(right).We have evaluated the systematic uncertainties for multiple points in the parameter space of the stop and chargino masses.The systematic uncertainties are expected to become signiﬁcant close to the kinematic bounds.In the region of small chargino mass the uncertainties due to gluon radiation and the calorimeter energy scale are important.The procedure used to evaluate these systematic uncertainties is the same as that of Ref.[19].The uncertainty due to the ta limit on the branching ratio of top decaying into stop plus LSP,we calculate the branching ratios that would yield at least one event in the SUSY-like region95%of the time as a function of stop,chargino and LSP mass.The method used is essentially a Bayesian-style integration over the systematic and statistical uncertainties in the SM-SM,SM-SUSY,and SUSY-SUSY contributions,where the uncertainties are assumed to be Gaussian distributed.Figure3shows the95%conﬁdence level top decaying into stop plus LSP branching ratio limit as a function of stop and chargino mass,for a LSP mass of20and40GeV/c2.For larger LSP masses the kinematically allowed region shrinks.The sensitivity of this analysis,however,stays rather constant.In conclusion,we have looked for the top decay into stop plus the LSP.In the case of a light stop squark,the top is allowed to decay into stop plus a LSP.The number of events observed in the data is consistent with the Standard Model top decay expectation.We exclude branching ratios for top decaying into stop above45%for an LSP mass up to40GeV/c2.The upcoming run at the Tevatron,which will feature an approximately20-fold increase in the total integrated luminosity as well as a signiﬁcantly improved CDF detector,should allow these results to be greatly extended.AcknowledgementsWe thank the Fermilab staﬀand the technical staﬀof the participating institutions for their vital contributions.This work was supported by the U.S.Department of Energy and National Science Foundation;the Italian Istituto Nazionale di Fisica Nucleare;the Ministry of Education,Science and Culture of Japan;the Natural Sciences and Engineering Research Council of Canada;the National Science Council of the Republic of China;and the A.P.Sloan 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