11-Organizing
More Task Oriented
More Relationship Oriented Agreement Rate Across Countries
US Germany Sweden Netherlands UK Spain Italy France Japan PRC Indonesia
17% 26%
Organic Organization
Decentralized
Authority
Mechanistic Organization
Centralized
Rules and Procedures
Few
Many
Ambiguous
Division of Labor Precise
Wide
Span of Control
Sweden US UK France Netherlands Germany Indonesia Italy PRC Spain
26% 32% 35% 43%
44%
45%
51% 56% 59% 74%
Source: From André Laurent, “The Cultural Diversity of Western Conceptions of Management,” in International Studies of Management and Organization, vol. 13, no. 1-2 (Spring-Summer 1983), pp. 75-96.
“In Order to Have Efficient Work Relationships, It Is Often necessary to Bypass the Hierarchical Line.”
More Task Oriented
More Relationship Oriented Agreement Rate Across Countries
Potential Benefits and Problems of Informal Org’s
Benefits
▪ Tends to encourage cooperation
▪ Gives satisfaction and stability to work groups
▪ Improves communication ▪ Provides a safety valve for
Area C Division
Production
Marketing
Finance
Human resources
Departmentalization by Geographic Area
CEO
Production Marketing Finance
R&D
Project manager Project manager Project manager
30%
31%
34% 34% 42% 43% 50% 70% 83%
Source: From André Laurent, “The Cultural Diversity of Western Conceptions of Management,” in International Studies of Management and Organization, vol. 13, no. 1-2 (Spring-Summer 1983), pp. 75-96.
Narrow
Informal/personal
Coordination
Formal/impersonal
IV. Factors Influencing Structure
Strategy Technology People Environment
“The Main Reason for a Hierarchical Structure Is So That Everybody Knows Who Has Authority Over Whom.”
HQ
Product A Division
Product B Division
Product C Division
Production
Marketing
Finance
Human resources
Departmentalization by Product
HQ
Area A Division
Area B Division
employee emotions ▪ Encourages manages to plan
and act more carefully ▪ Helps to get work done
Problems
▪ Develops undesirable rumor ▪ Encourages negative attitudes ▪ Resists change ▪ Rejects and harasses some
Lecture Topic 11: ORGANIZATIONAL DESIGN
I. Legal Forms of Businesses
Sole proprietorship Partnership Corporation
II. Basic Forms of Organizational Structure
Matrix Structure
HQ
Product division
Product division
Product division
Product division
Area division
Area division
Area division
Permanent Matrix Structure
Independent research and development consulting firm
Executive Group
Advertising agency
Factories in South Korea
Commissioned sales
representatives
A Virtual Organization
III. A Continuum of Organizational Design
employees ▪ Supports conformity ▪ Develops role conflicts ▪ Leads to inter-group conflicts
Functional structure Product structure Geographic structure Matrix structure
CEO
Production
Marketing
Finance
Human resources
Departmentalization by Function
V. Informal Organization
Informal organization is a network of personal and social relations not established or required by the formal organization but arising spontaneously as people associate with one another.
Unit 11 Organising Paragraphs
Well-organized Paragraph
• Help readers to understand the argument • Help writers to structure their ideas effectively
Paቤተ መጻሕፍቲ ባይዱagraph
Advantages
1 topic Prisons appear to offer society three benefits.
2 detail Firstly, they punish prisoners by depriving them of freedom. 3 detail In addition, offenders are segregated from society so they cannot commit further crimes. 4 detail Finally, they offer the possibility of reform through training programs.
• A paragraph is a collection of sentences that deal with one subject. • Topic sentence • Definitions (usually in introductory para.) • Detail (usually in descriptive para.) • Examples • Reasons • Restatements
• The topic sentence is the one that states what the paragraph speaking of. "I had a beautiful organic garden last summer" is the topic sentence, as it expresses the focus of the paragraph.
organize的过去式和用法例句
organize的过去式和用法例句organize做动词有组织;安排;筹办等意思，那么你知道organize 的过去式是什么吗?下面为大家带来的organize的过去式和用法例句，希望对大家的学习有所帮助!organize的过去式和其他时态：过去式: organized过去分词: organized现在分词: organizingorganize的用法：organize的用法1：organize的基本意思是“组织”,即组织某人或某事物,将某人或某事物编入组织或系统,使之相互联系,且每一个体在组织中都有其恰当的作用或职责。
引申则可表示“创办”“安排”“整理”等。
organize的用法2：organize既可用作及物动词,也可用作不及物动词。
用作及物动词时,接名词、代词, that从句作宾语,也可接以动词不定式作补足语的复合宾语。
organize的用法3：organize在英式拼法中也可拼作organise。
organize的过去式例句：1. These people are very efficient, very organized and excellent time managers.这些人做事效率很高，井井有条，并且十分善于管理时间。
2. Thousands of American citizens have informed on these organized crime syndicates.数以千计的美国公民检举过这些有组织的犯罪团伙。
3. Filmmakers have often been accused of glamorizing organized crime.电影制片人常常被指责美化了集团犯罪。
4. Offe also challenges the postulate of an "organized capitalism".奥费也质疑“有组织的资本主义”的假设。
管理学罗宾斯(第11版)第10章知识
●设计组织结构组织（Organizing）：安排和设计工作任务以实现组织目标组织结构：一个组织内正式的工作安排组织设计：一个涉及以下六项关键要素的决策过程·工作专门化、部门化、指挥链、管理跨度、集权和分权、正规化●组织结构工作专门化：把工作活动划分为各项单独的工作任务，以便由不同的人员来完成。
部门化：工作岗位组合到一起，从而使员工能够以一种协调的、整体的方式。
指挥链：从组织的最高层延伸到最底层、用以界定谁向谁汇报工作的职权链。
管理跨度：一位管理者能够有效率、有效果地监管多少名直接下属。
集权：决策发生在组织高层的程度；分权：组织允许直接负责行动的管理者制定决策的程度正规化：一个组织中各项工作的标准化程度以及员工受规则和程序指导的程度●工作专门化过度专门化能够导致人力的非经济性，例如枯燥、疲劳、压力、糟糕的质量、更高的缺勤率和离职率●部门化的类型职能部门化：根据职能来组合工作岗位产品部门化：根据产品线来组合工作岗位地区部门化：根据地理区域来组合工作岗位过程部门化：根据产品或顾客的流动来组合工作岗位顾客部门化：根据顾客特定或独特的需求来组合工作岗位●指挥链职权：某个管理岗位所固有的发布命令和希望命令得到执行的权利·直线职权--向管理者授予直接指挥下属工作的权利·幕僚职权—提供帮助、支援和建议，并总体上减少他们在信息和情报方面的负担。
职责：履行任务的义务或期望统一指挥：一个人应该有且只有一位顶头上司●影响管理跨度的因素管理者的能力和技能员工的特征员工所从事的工作的特征下属工作任务的相似性下属工作任务的复杂性下属工作地点的间隔距离下属工作任务的标准化程度组织信息系统的先进程度组织文化的强度管理者偏好的管理风格●集权和分权集权·最高层管理者制定所有决策，而低层员工只是执行命令，这在组织中是非常普遍的现象分权·员工授权--增强员工的决策权●正规化高度正规化的工作岗位对员工如何从事工作任务只提供很少的自主权较低的正规化程度意味着对员工如何从事工作任务的约束较少●机械式和有机式结构机械式组织：综合前述六项组织设计要素的自然产物。
管理学罗宾斯第11版
– Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
• Explain why managers are important to organizations
• Tell who managers are and where they work
• Describe the functions, roles, and skills of managers
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-14
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
robbins_mgmt11_tb01
Management, 11e (Robbins/Coulter)Chapter 1 Management and Organizations1) A great manager makes a job more enjoyable and productive.3) Today's managers are just as likely to be women as they are men.5) A manager's job is all about personal achievement.7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.9) Efficiency is described as "doing things right."11) Determining who reports to whom is part of the controlling function of management.13) When a manager performs the controlling function of management, he must monitor and evaluate performance.15) Disturbance handler is one of Mintzberg's interpersonal roles.17) Technical skills become less important as a manager moves into higher levels of management.19) In order for organizations to survive successfully, managers must create a customer-responsive organization.21) Management is universally needed in all organizations.23) Which of the following statements regarding managers in today's world is accurate?A) Their age range is limited to between 30 and 65 years.B) They are found only in large corporations.C) They can be found exclusively in for-profit organizations.D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.25) Supervisor is another name for which of the following?A) team leaderB) middle managerC) first-line managerD) top manager29) ________ have titles such as executive vice president, chief operating officer, and chief executive officer.A) Team leadersB) Middle managersC) First-line managersD) Top managers31) Which of the following is an example of an efficient manufacturing technique?A) cutting inventory levelsB) increasing the amount of time to manufacture productsC) increasing product reject ratesD) meeting customers' rigorous demand35) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.A) effectiveness; efficiencyB) efficiency; effectivenessC) effectiveness; effabilityD) efficiency; experience38) Today, the basic management functions have been condensed to ________.A) planning, organizing, commanding, and coordinatingB) planning, organizing, coordinating, and controllingC) planning, organizing, commanding, and controllingD) planning, organizing, leading, and controlling39) Establishing strategies for achieving organizational goals is a part of the ________ function.A) leadingB) coordinatingC) planningD) organizing40) Organizing includes ________.A) setting organizational goalsB) hiring organizational membersC) motivating organizational membersD) determining who does what tasks43) The process of monitoring, comparing, and correcting is called ________.A) controllingB) planningC) leadingD) organizing46) The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.A) interpersonalB) informationalC) technicalD) decisional50) The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle- or top-level managers.A) leaderB) figureheadC) negotiatorD) disseminator52) Katz proposed that managers need ________ skills.A) technical, human, and financialB) human, empirical, and mechanicalC) technical, interpersonal, and legalD) technical, human, and conceptual55) Understanding building codes would be considered a(n) ________ skill for a building contractor.A) humanB) technicalC) conceptualD) empirical57) Which of the following is true concerning the three managerial skills?A) Technical skills tend to be most important for middle-level managers.B) Conceptual skills are most important for lower-level managers.C) Human skills remain equally important to all levels of management.D) Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart.59) Conceptual skills involve ________.A) managing employees who use tools to produce the organization's productsB) communicating with customersC) thinking about abstract and complex situationsD) inspiring enthusiasm and trust among employeesAnswer: CPage Ref: 13Topic: What Do Managers Do?Objective: 3Difficulty: ModerateClassification: Conceptual62) Which of the following is true regarding a manager's job with respect to customers?A) Today, the majority of employees in developed countries work in product sectors.B) Managers have not yet recognized the importance of delivering consistent high-quality customer services.C) Managers must create a customer-responsive organization in order to survive successfully in today's environment.D) Employees play an insignificant role in delivering quality customer services.63) From a business perspective, a company's ability to achieve its business goals and increaselong-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies is known as ________.A) accountabilityB) universalityC) equitabilityD) sustainability64) Which of the following is true regarding the changes that a manager's job is undergoing?A) Managers practicing sustainability integrate economic, environmental, and social opportunities into the business strategy.B) Digitization hardly affects a manager's responsibilities.C) According to managers, employees contribute the least to the success of a customer service organization.D) Innovative efforts are exclusively important for managers serving in high-tech organizations. Answer: APage Ref: 16Objective: 4Difficulty: ModerateClassification: Conceptual65) Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they are located. This principle is known as the ________.A) impartiality of managementB) neutrality of managementC) universality of managementD) reality of management68) Which of the following represents one of the challenges of management?A) enjoy relatively easy workB) support, coach, and nurture othersC) have little influence on organizational outcomesD) have to deal with a variety of personalitiesManagerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.70) The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.A) directorsB) managersC) subordinatesD) line workers71) Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager's job focuses on ________.A) performing clerical dutiesB) personal achievementC) helping others accomplish their work goalsD) supervising groups rather than individual employees72) The engineers need to be informed that supervisors may frequently be referred to as ________.A) middle managersB) top managersC) project leadersD) first-line managers73) After the merger, the management then makes a deliberate arrangement of people to accomplish specific purposes. Such an arrangement makes up a(n) ________.A) trustB) coalitionC) organizationD) affinity groupAnswer: CPage Ref: 6Topic: What Is an Organization?Objective: 2Difficulty: EasyClassification: ConceptualThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.74) Kelly is a ________.A) top managerB) nonmanagerial employeeC) middle managerD) first-line manager75) Ben and Dan are ________.A) top managersB) middle managersC) supervisorsD) first-line managers76) McKenna is a ________.A) top managerB) supervisorC) middle managerD) first-line manager77) Kelly, Ben, Dan, and McKenna are part of an organization that has a ________.A) traditional committee structureB) traditional pyramid structureC) modern matrix structureD) modern jury structureJoe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce. He also decides which employee will operate which machine. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units that have to be produced. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.82) When Joe decides as to how many units of output his employees should produce, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing83) When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing84) When Joe tells the employees that he is sure they can fulfill the schedule because they are good and skilled employees, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing。
管理学-管理学关键词中英文对照
管理学关键词中英文对照1．管理Manage2．管理的目标Management goal3．组织绩效Organization performance4．效益Effectiveness5．效率Efficiency6．管理的二重性Twoness of management7．管理职能Management functions8．计划Plan9．组织Organize10．指挥Command11．协调Coordinate12．控制Control13．计划职能Planning14．组织职能Organizing15．领导职能Leading16．控制职能Controlling17．管理学Management18．管理者Manager19．高层管理者Top managers20．中层管理者Middle managers21．基层管理者Fist-line managers22．组织层次Organizational levels23．管理者的角色The Role of the manager24．人际关系角色Interpersonal roles25．信息情报方面的角色Informational roles26．挂名首脑Figurehead27．监听者Monitor28．谈判者Negotiator29．决策方面的角色Decisional roles30．组织规模Organizational sale31．价值取向Value orientation32．管理者的素质Stuff of managers33．智力商数Intelligence Quotient, IQ34．情商Emotional Intelligence, EI35．情绪Mood36．情感智力Emotional Quotient, EQ37．管理技能Management skill38．技术技能Technical skill39．人际技能Human skill40．概念技能Conceptual skill41．劳动分工Divide of labor42．劳动生产力Prolificacy of work43．劳动时间Time of work44．科学管理理论Scientific management theory 45．工业革命Industrial revolution46．泰罗制Taylor’s Principles47．时间研究Labor time study48．动作研究Motion study49．一般管理理论General administrative theory 50．管理原则Principles of management51．行政组织理论Administrative organization theory 52．古典组织理论Classical organization theory 53．行政管理Administrative management54．官僚制Bureaucracy55．官僚行政组织Bureaucracy56．行为科学Behavior science57．霍桑效应Hawthorne effect58．组织行为Organization behavior59．行为科学理论Behavior school60．X –Y 理论Theory X Y61．X理论Theory X62．Y理论Theory Y63．管理理论丛林Management theory jungle64．管理过程学派Management process school 65．人际关系学派Human relation school66．人际关系Human relation67．群体行为学派Group behavior school68．经验（或案例）学派Experience school69．社会合作系统学派Social technical systems theory 70．社会技术系统学派Social technical systems theory 71．系统管理学派Systems theory school72．决策理论学派Decision theory school 73．管理科学学派Management science school 74．权变理论学派Contingencies theory school 75．权变Contingencies76．经理角色学派Manager role school77．企业文化Organization culture78．愿景Vision79．共同愿景Shared vision80．文化冲击Culture shock81．公司再造Company Reengineering82．准时生产（JIT）Just-in-time83．计算机集成制造系统（CIM）Computer integrated manufacturing 84．精益生产Lean manufacturing85．学习型组织Learning organization86．管理环境Managerial environment87．外部环境External environment88．内部环境Internal environment89．一般环境因素General environmental factors90．宏观环境因素Macro environmental factors91．直接作用因素Direct-action factors92．间接作用因素Indirect-action factors93．环境的复杂性Environmental complexity94．动态环境Dynamic environment95．PEST分析法, PEST(polictial,economic,social,technological) 96．政治与法律环境Political & Legal environment97．特殊任务环境Specific environment98．供应商Suppliers99．服务对象Service object100．顾客Customer101．竞争对手Competitors102．潜在竞争对手Potential competitors103．竞争环境Competitive environment104．竞争意识Competitive intelligence105．进入障碍Barriers to entry106．规模经济Economies of scale107．范围经济Economies of scope108．政府管理部门Government Management department109．特殊利益团体Special-interest groups110．组织内部环境Organizational environment111．组织文化Organizational culture112．使命Mission113．凝聚力Cohesiveness114．合作Collaboration115．核心竞争力Core competence116．环境设计Design for environment117．组织设计Organizational design118．社会责任Social responsibility119．社会义务Social obligation120．社会响应Social responsiveness121．管理道德Management ethics122．道德规范Morality rule123．伦理Ethics124．可持续发展Sustainable development125．全球化Globalization126．全球组织模式Global organization model127．全球性组织Global organization128．全球性外包Global outsourcing129．全球战略Global strategy130．组织利益相关者Stakeholders131．组织Organization132．组织绩效Organizational performance133．生产型组织Manufacture organization134．服务型组织Service organization135．私人组织Private organization136．公共组织Commonality organization137．正式组织Formal organization138．非正式组织Informal organization139．实体组织Entity organization140．虚拟组织Virtual organization141．商业计划Business plan142．企业家Entrepreneur143．企业家才能Entrepreneurship144．创业Entrepreneurship145．创业机会分析Opportunity analysis146．组织目标Organizational goals147．研究与开发(R&D)Research and development 148．目标管理（MBO）Management by objective 149．企业Enterprise150．小企业Small business151．企业法人Corporation152．组织的法律形式Legal forms of organization 153．独资企业Solely- invested enterprise154．个人业主制企业 Sole proprietorship155．合伙制企业Partnership enterprise156．公司制企业Corporation157．有限责任公司Limited liability partnership 158．股份有限公司Limited liability Company 159．无限公司Unlimited company160．两合公司Limited partnership161．企业集团Group company162．劳动密集型企业Labor denseness enterprise 163．资金密集型企业Capital denseness enterprise 164．知识密集型企业Knowledge denseness enterprise 165．股东Shareholder166．董事Director167．董事会Directorate168．监事Monitor169．总经理General manager170．首席执行官（CEO）Chief executive officer171．非营利性组织Nonprofit organitation172．企业生命周期The corporate lifecycles173．发展Development174．萌芽阶段Embryonic stage175．衰退阶段Decline stage176．环境的不确定性Environmental uncertainty 177．组织变革Organization transform178．障碍Obstacle179．核心能力Core competencies180．战略Strategy181．战略管理Strategic management182．战略单位Strategic business units183．企业战略Enterprise strategy184．业务战略Business stratagem185．战略实施Strategy implementation186．差异化Differentiation187．差异化战略Differentiation strategy188．集中战略Concentration strategy189．一体化Intgeration190．纵向一体化V ertical integration191．同业多样化战略Concentric diversification strategy 192．战略联盟Strategic alliance193．合作战略Cooperative strategies194．机会Opportunities195．威胁Threats196．优势Strengths197．劣势Weaknesses198．风险Venture199．SWOT分析SWOT analysis200．成长战略Growth strategies201．稳固战略Stability strategies202．撤退战略Retrenchment strategies203．战略方针Strategic policy204．战略目标Strategic goles205．战略步骤Strategic process206．战略重点Strategic keystone207．战略措施Strategic measure208．预测Forecasting209．长期预测Long-time forecast210．中期预测Metaphase forecast211．短期预测Short-time forecast212．定性预测方法Qualitative forecast213．定量预测方法Quantitative forecast214．德尔菲法Dalphi Method215．讨论Discussion216．集合意见法Jury of opinion217．头脑风暴法Brainstorming218．时间序列法Time series analysis models 219．因果分析法Cause and effect analysis models 220．回归分析预测法Regression modals221．决策Decision222．决策过程Decision –making process 223．问题Problem224．决策标准Decision criteria225．权重Weights226．备选方案Alternatives227．最优化决策Optimum decision228．满意Satisfied229．评价Evaluating230．直觉决策Intuitive decision231．定性决策Qualitative decision232．定量决策Quantitative decision233．战略决策Stratagem decision making234．战术决策Tactics decision235．程序化决策Programmed decision236．非程序化决策Nonprogrammed decision 237．确定型决策Certain decision238．风险型决策Risk decisions239．不确定型决策Uncertain decision240．长期决策Long-term decision241．中期决策Intermediate-term decision242．短期决策Short-term decision243．个人决策Person decision244．集体决策Group decision245．有限理性Bounded rationality246．量本利分析法Breakeven analysis247．盈亏平衡点Breakeven point248．固定成本Fixed costs249．变动成本Variable costs250．决策树Decision tree251．悲观决策法Pessimistic decision252．乐观决策法Optimistic decision253．折衷决策法Compromise decision254．机会均等决策法Occasion equalization decision 255．最小后悔值决策法Regardless decision 256．计划Plan257．执行计划Execute plan258．宗旨Aim259．使命Mission260．目标Goal261．战略Stratagem262．政策Policy263．程序Process264．规则Rule265．规划Program266．项目Project267．预算Budget268．环境扫描Environmental scanning269．长期计划Long-term plans270．中期计划Intermediate-term plans271．短期计划Short-term plans272．战略计划Strategic plans273．业务计划Operational plans274．综合计划Synthetic plans275．局部计划Department plans276．项目计划Project plans277．高层管理计划Top management plans278．中层管理计划Middle management plans279．基层管理计划Fist-line management plans280．生产计划Manufacture281．供应计划Provide plans282．新产品开发计划New product plan283．营销计划Marketing plans284．财务计划Finance plans285．人事计划Human plans286．情境计划Scenario planning287．后勤保障计划Service ensure plans288．指令性计划Mandatory plans289．指导性计划Directional plans290．派生（辅助）计划Derivative plans291．甘特图Gantt chart292．滚动计划方法Rolling plan technique293．网络计划技术Network plan technique294．项目评审法(PERT) Program Evaluation and review techniques 295．线性规划Linear programming296．组织Organizing297．组织结构Organizational structure298．组织工作Organize299．劳动分工Division of labor300．统一指挥Unity of command301．职权Authority302．职责Accountability303．直线权力Line authority304．参谋权力Staff authority305．职能权力Function authority306．组织设计Organizational design307．组织结构设计Organizational structure design 308．组织手册Organization handbook309．职位说明书Job description310．组织系统图Organization system chart 311．组织规模Organization scale312．机械式的结构Mechanistic organization 313．单件生产Unit production314．小量生产Small production315．成批生产Process production316．大量生产Mass production317．连续生产Continuum production318．目标原则Goal principle319．管理幅度Span of control320．指控链Chain of command321．管理层次Chain of command322．岗位设定Job design323．工作分析Job analysis324．岗位设定Job design325．岗位轮换Job rotation326．多样化培训Diversity training327．岗位扩大化Job enlargement328．岗位丰富化Job enrichment329．部门划分Departmentalization330．部门化Departmentalization331．职能部门Functional department332．产品部门化Product departmentalization 333．地区划分部分Geographical departmentalization 334．顾客划分部门Customer departmentalization 335．管理者的能力Ma nager’s ability336．扁平型组织Flattening organization337．锥型组织Awl organization338．组织构架Organizational architecture339．机械式组织Mechanistic organization340．有机式组织Organic organization341．集权Centralization of state power342．集权组织Centralized organization343．分权Decentralization of state power344．分权组织Decentralized organization345．委员会制Committee system346．直线制组织结构Line strcture347．职能制组织结构Functional structure348．直线职能制组织结构Line-functional structure349．事业部制组织机构Divisional structure350．矩陈制组织结构Matrix structure351．专门工作组Bottlegging352．模拟分权制组织Simulation Decentralized organization 353．网络结构Network structure354．领导Leading355．领导Leadership356．职位权力Position power357．个人影响Referent power358．合法权Legitimate authority359．奖赏权Reward power360．惩罚权Punish right361．模范权Exemplary right362．专长权Specialty right363．魅力权Glamour right364．感情权Affection right365．士气Morale366．领导风格Leadership styles367．专制作风Autocratic styles368．民主作风Democratic styles369．放任作风Laissez-faire styles370．领导行为理论Behavioral approach371．管理方格图Managerial grid chart372．贫乏型管理Impoverished management373．任务型管理Task management374．俱乐部型管理Country club management375．中庸型的管理Middle –of –the- road management 376．团队型的管理Team management377．领导权变理论Contingency theory378．菲德勒的权变理论Fiedler contingency model379．“任务导向型”的领导方式Task –oriented leadership 380．“关系导向型”的领导方式Relationship-oriented leadership 381．菲德勒模型The Fiedler model382．情境领导理论Situational leadership theory383．途径——目标理论Path –goal theory384．教练Coach385．指导Coaching386．授权Authorization387．沟通Communicate388．消息Message389．渠道Channel390．传言链Grapevine chains391．语言沟通Verbal communication392．非语言沟通Nonverbal communication393．身体语言Body language394．过滤Filtering395．正式沟通Formal communication396．非正式沟通Informal communication397．小道消息Grapevine398．横向沟通Horizontal communication399．单向沟通One –way communication400．对上沟通Upward communication401．对下沟通Downward communication402．斜向沟通Diagonal communication403．沟通网络Communication network404．链式沟通网络Chain communication network 405．环式沟通网络Round communication network 406．Y式沟通网络Y communication network407．纵向沟通网络Vertical communication network 408．轮式沟通网络Wheel communication network 409．全通道式沟通网络All channel communication network 410．团队管理Team management411．激励Motivation412．激励因素Motivators413．需求Needs414．诱因Inducement415．动机Motivation416．行为Action417．绩效Performance418．激励理论Motivation theory419．内容型激励理论Content motivation theory420．积极性Enthusiasm421．需求层次理论Hierarchy of needs theory422．需求Need423．需求层次Need hierarchy424．生理需要Physiological needs425．安全需要Safety needs426．社交需要Social need427．尊重需要Esteem need428．自我实现需要Self –actualization needs 429．“ERG”理论ERG theory430．存在需要Existence need431．关系需要Relatedness need432．成长需要Growth need433．成就激励论Three-need theory434．成就需要Need for achievement435．权力需要Need for power436．合群需要Need for affiliation437．双因素理论Two –factors theory438．激励——保健理论Motivation –Hygiene theory 439．保健因素Hygiene factors440．激励因素Motivation factors441．满意Satisfaction442．不满意Dissatisfaction443．过程型激励理论Process motivation theory 444．期望Expectancy445．期望理论Expectancy theory446．效价Valence447．努力Make great efforts448．期望Expectation449．公平理论Equity theory450．投入Input451．产出Outcomes452．公平Equity453．不公平Inequity454．外在强化Extrinsic rewards455．内在强化Intrinsic rewards456．强化理论Reinforcement theory457．正强化Positive reinforcement458．负强化Negative reinforcement459．规避性学习Avoidance learning460．修正行为Behavior modification461．搭便车Hitchhike462．投机心理Venture psychology463．消退Fade away464．目标激励法Goal –setting theory465．报酬激励法Reward –setting theory466．工资Wage467．津贴Allowance468．认可Certificate469．赞赏Admiration470．奖惩Rewards and punishment471．惩罚Punishment472．考评Appraise473．控制Control474．控制系统Control system475．信息Information476．反馈Feedback477．信息反馈Information feedback478．控制论Cybernectics479．偏差Warp480．纠正Rectify481．前馈控制Feedforward control482．实时控制Real-time control483．反馈控制Feedback control484．业绩考核Performance appraisals 485．财务报表Financial statement486．资产负债表Balance sheet487．损益表Income statement488．现金流量表Statement of cash flow 489．预算Budgeting490．预算控制Budgeting control491．财务预算Financial budget492．业务预算Operation budget493．销售预算Sell budget494．生产预算Production budget495．生产进度日程表Production schedule table 496．内部审计Internal audit497．外部审计External audit498．创新Innovation499．技术创新Technoiogical innovations 500．产品创新Product innovation501．流程再造Process reengineering502．产品设计Product design503．首席技术官Chief technology officier。
英语七下11单元笔记和作文
英语七下11单元笔记和作文Learning a new language can be a challenging yet rewarding experience. For many students, the journey of mastering English often begins in the classroom, where they are exposed to various units and lessons designed to build their linguistic skills. One such unit, the eleventh unit in the English textbook for grade 7, provides a comprehensive exploration of important topics and concepts that can greatly enhance a student's understanding and proficiency in the language.The first section of this unit delves into the fascinating world of adjectives. Students are introduced to the role of adjectives in describing nouns and how they can be used to convey specific qualities, characteristics, and attributes. They learn to identify different types of adjectives, such as descriptive, possessive, and demonstrative, and understand how to employ them effectively in their written and spoken communication.One of the key aspects of this unit is the emphasis on comparative and superlative forms of adjectives. Students explore how to usethese grammatical structures to compare and contrast different objects, people, or situations, allowing them to express their thoughts and opinions more precisely. They practice forming comparative and superlative adjectives, both regular and irregular, and learn to apply them in various contexts.In addition to the study of adjectives, the eleventh unit also covers the important topic of adverbs. Learners discover the function of adverbs in modifying verbs, adjectives, and other adverbs, and they learn to distinguish between different types of adverbs, such as those of manner, time, and place. The unit encourages students to experiment with adverbs in their writing and speaking, helping them to convey their ideas more effectively and with greater nuance.One of the most engaging aspects of this unit is the inclusion of reading comprehension exercises. Students are presented with a variety of texts, ranging from short stories and articles to poetry and dialogues, which they must read and analyze. These exercises not only improve their reading skills but also expose them to different styles of writing and diverse perspectives. By engaging with these texts, students develop a deeper understanding of the English language and its many applications.Moreover, the unit incorporates various vocabulary-building activities, such as word games, puzzles, and contextual exercises.These activities are designed to expand the students' lexical repertoire, ensuring that they can express themselves with a more extensive and precise vocabulary. The unit also emphasizes the importance of using context clues and word roots to decipher the meaning of unfamiliar terms, equipping students with strategies to navigate the complexities of the English language.In the writing component of the unit, students are challenged to apply their newfound knowledge of adjectives, adverbs, and vocabulary in crafting their own compositions. They are given prompts and guided through the writing process, from brainstorming and outlining to revising and editing. This hands-on experience allows students to put their learning into practice, developing their skills in organizing their thoughts, constructing coherent paragraphs, and expressing their ideas effectively in written form.Furthermore, the unit includes activities that foster collaborative learning, such as group discussions and presentations. These interactive exercises encourage students to engage with their peers, share their insights, and learn from one another. By working together, students not only improve their communication skills but also gain a deeper appreciation for the diverse perspectives and experiences that their classmates bring to the table.Throughout the unit, the instructional materials are designed to cater to various learning styles, ensuring that all students can access and engage with the content. Visual aids, such as diagrams, charts, and illustrations, complement the textual information, making the concepts more accessible and engaging. Additionally, the inclusion of audio and video resources, such as recordings of native speakers and interactive multimedia activities, provides students with opportunities to practice their listening and comprehension skills.One of the standout features of this unit is the emphasis on real-world application. The lessons and activities are carefully crafted to help students understand how the skills and knowledge they are acquiring can be applied in everyday situations, both in and outside the classroom. This practical approach helps to reinforce the relevance and importance of what they are learning, motivating them to continue their language learning journey.As students progress through the eleventh unit, they not only develop a stronger command of the English language but also cultivate essential critical thinking and problem-solving skills. The unit challenges them to analyze, synthesize, and apply their knowledge in creative and meaningful ways, preparing them for the academic and professional demands they may face in the future.In conclusion, the eleventh unit of the English textbook for grade 7 isa comprehensive and engaging exploration of key language concepts and skills. From the study of adjectives and adverbs to the development of reading, writing, and collaborative abilities, this unit provides students with a well-rounded foundation for their continued growth and success in mastering the English language. By embracing the opportunities presented in this unit, students can unlock a world of linguistic possibilities and set themselves on a path towards becoming confident and proficient communicators in English.。
管理学罗宾斯第11版10
Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
©2012 Pearson Education, Inc. publishing as Prentice Hall
10-14
Span of Control
• Span of Control - the number of employees who can be effectively and efficiently supervised by a manager.
10-11
Exhibit 10-3: The Five Common Forms of Departmentalization (cont.)
Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
10-7
Organizational Structure (cont.)
• Chain of Command - the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom.
Algebra1中英版对照目录
分步和混合运算解一元一次方程 P92—P99 2—4：Solving Equations with Variables on Both Sides
变量在两边的一元一次方程的解法 P100—P106 2—5：Solving for a Variable 求变量的值（一元一次）P107—P113
指数幂的乘法运算（同底数幂相乘和积的乘方运算）P460—P466 7—4：Division Properties of Exponents 指数幂的除法 P467—P474 Quiz for Lessons 7-1 through 7-4 第七章 1—4 课小测试 P474—P475 7—5：Polynomials 多项式 P476—P483 7—6：Adding and Subtracting Polynomials 多项式的加减运算 P484—P491 7—7：Multiplying Polynomials 多项式的乘法（单项式与多项式相乘、多项
Algebra 1 与中文数学课本内容在顺序上的对照
Algebra 1
中教数学
CHAPTER 0---- To The Student 0—1：Geometry Formulas
几何公式（s quare，rec tangle,triangle,c irc le）Z3— Z4 0—2：Tree Diagrams 树状图 Z4—Z6 0—3：The Coordinate Plane 直角坐标系 Z7—Z8 0—4：Rounding and Estimating 四舍五入 Z9—Z11 0—5：Adding and Subtracting Decimals 小数的加减运算 Z12—Z13 0—6：Multiplying and Dividing Decimals 小数的乘除运算 Z14—Z16 0—7：Prime and Composite Numbers 素数与合数 Z17—Z18 0—8：Factoring 因数 Z19—Z20 0—9：GCF and LCM 最大公约数和最小公倍数 Z21—Z22
Oracle数据集成器12c：集成与管理（第一卷）学生指南 - 版本2.0说明书
Oracle Data Integrator 12c: Integration and AdministrationStudent Guide – Volume ID82167GC20Edition 2.0 | August 2016 | D97384Learn more from Oracle University at /education/Copyright © 2016, Oracle and/or its affiliates. All rights reserved. Disclaimer This document contains proprietary information and is protected by copyright and other intellectual property laws. You may copy and print this document solely for your own use in an Oracle training course. The document may not be modified or altered in any way. Except where your use constitutes "fair use" under copyright law, you may not use, share, download, upload, copy, print, display, perform, reproduce, publish, license, post, transmit, or distribute this document in whole or in part without the express authorization of Oracle. The information contained in this document is subject to change without notice. If you find any problems in the document, please report them in writing to: Oracle University, 500 Oracle Parkway, Redwood Shores, California 94065 USA. This document is not warranted to be error-free. Restricted Rights Notice If this documentation is delivered to the United States Government or anyone using the documentation on behalf of the United States Government, the following notice is applicable: U.S. GOVERNMENT RIGHTS The U.S. Government’s rights to use, modify, reproduce, release, perform, display, or disclose these training materials are restricted by the terms of the applicable Oracle license agreement and/or the applicable U.S. Government contract. Trademark NoticeOracle and Java are registered trademarks of Oracle and/or its affiliates. Other namesmay be trademarks of their respective owners.AuthorsElio BonazziSteve FriedbergTechnical Contributorsand ReviewersJulien TestutAlex KotopoulisEditorsRaj KumarVijayalakshmi NarasimhanNikita AbrahamGraphic DesignerSeema BopaiahPublishersGiri VenugopalJoseph FernandezContents1 Introduction to Integration and AdministrationCourse Objectives 1-2Lesson Objectives 1-3Agenda of Lessons 1-4Agenda 1-7Why Oracle Data Integrator? 1-8Conventional Integration Process: ETL 1-10Extract Load Transform (E-LT) 1-11ODI Architecture and Components 1-13ODI Architecture 1-14ODI Components: Overview 1-16Using ODI Studio 1-17Designer Navigator (Work Repository) 1-18Operator Navigator (Work Repository) 1-19Topology Navigator (Master Repository) 1-20Security Navigator (Master Repository) 1-21What Is an Agent? 1-22ODI Agents 1-23Three Types of Agents: Java EE, Standalone, Collocated Standalone 1-24 Using the Three Types of Agents 1-25Standalone Agent: Example 1-26ODI Console 1-27Enterprise Manager FMW Console 1-28Management Pack for ODI for Enterprise Manager Cloud Control 1-29 Management Pack for ODI for EM CC ODI Home Page 1-30Agenda 1-31ODI Repositories 1-32Master and Work Repositories 1-33Repository Setup: Example 1-35Repository Setup: Multiple Master Repositories 1-36Components: Global View 1-37Possible ODI Methodology 1-38Checklist of Practice Activities 1-39Starting Oracle Data Integrator 1-40Using Online Help 1-41Quiz 1-42Summary 1-44Practice 1-1 Overview: Logging In and Using Help 1-452 Administering ODI RepositoriesObjectives 2-2Agenda 2-3Initial Repository Administration Tasks 2-4Steps to Set Up the ODI Repositories 2-51. Run Repository Creation Utility 2-61a. Create Schemas 2-71b. Create Passwords and Tablespaces 2-82. Connect to the Master/Work Repository3. Create a Wallet 2-9Connecting to the Master/Work Repository 2-10Exporting the Master Repository 2-11Importing the Master Repository 2-13Creating a Work Repository – 1 2-14Creating a Work Repository – 2 2-15Changing the Work Repository Password 2-16Quiz 2-17Summary 2-18Checklist of Practice Activities 2-19Practice 2-1 Overview: Creating and Connecting to ODI Master and Work Repositories 2-203 ODI Topology ConceptsObjectives 3-2Agenda 3-3What Is Topology? 3-4What Is in the Topology? 3-5Agenda 3-6What Is a Data Server? 3-7Data Servers: Examples 3-8Important Guideline 1 3-9What Is a Physical Schema? 3-10Physical Schemas: Properties 3-11Technology Terminology Among Vendors 3-12Important Guideline 2 3-13Agenda 3-14Infrastructure for Two Production Sites: Example 3-15ODI Design: Physical Architecture of the Two Production Sites 3-16Logical Schemas and Contexts 3-17What Is a Logical Schema? 3-18Important Guideline 3 3-19Logical Versus Physical Architecture 3-20Design Time Versus Run Time 3-21What Is a Context? 3-22A Context Maps a Logical to a Physical Schema 3-23Defining Contexts 3-24Mapping Logical and Physical Resources 3-25Agenda 3-27ODI Physical Agents 3-28Creating a Physical Agent 3-29ODI Agent Parameters 3-30Launching a Stand-Alone Agent: Examples 3-32Stopping the ODI Agent 3-33Deploying and Configuring a Java EE Agent 3-34Load Balancing: Example 3-37Important Guideline 5 3-39Infrastructure with Agents: Example 3-40Defining Agents: Example 3-41Special Case: Fragmentation Problem 3-42Special Case: Important Guideline 6 3-44Special Case: Defining the Physical Architecture 3-45Special Case: The Infrastructure 3-46Special Case: Physical Architecture in ODI 3-47Agenda 3-48Planning the Topology 3-49Matrix of Logical and Physical Mappings 3-50Quiz 3-51Summary 3-54Checklist of Practice Activities 3-55Practice 3-1 Overview: Configuring a Standalone Agent by Using the Common Administration Model 3-564 Describing the Physical and Logical ArchitectureObjectives 4-2Agenda 4-3What Topology Navigator Contains 4-4Topology Navigator: Overview 4-5Review: Context Connects Logical to Physical 4-7Objects You Create in the Practice 4-8Defining a Context 4-9Physical Architecture View 4-11Prerequisites for Connecting to a Server 4-12Important Note 4-13Creating a Data Server 4-14Creating a Data Server: JDBC 4-15JDBC Driver 4-16JDBC URL 4-17Creating a Data Server: JNDI 4-18Testing a Data Server Connection 4-19Creating a Physical Schema 4-20Agenda 4-21Logical Architecture and Context Views 4-22Creating a Logical Schema 4-23Creating a Logical Agent 4-24Editing a Context to Link Logical and Physical Agents 4-25 Quiz 4-26Summary 4-28Checklist of Practice Activities 4-29Practice 4-1 Overview: Working with Topology 4-305 Setting Up a New ODI ProjectObjectives 5-2Agenda 5-3What Is a Project? 5-4Oracle Data Integrator Projects: Overview 5-5How to Use ODI Projects in Your Work 5-6Creating a New Project 5-7Agenda 5-8What Is a Folder? 5-9Creating a New Folder 5-10Organizing Projects and Folders 5-11Agenda 5-12What Is a Knowledge Module? 5-13Types of Knowledge Modules 5-14Which Knowledge Modules Are Needed? 5-15Knowledge Modules: Examples 5-16Importing Knowledge Modules 5-17Replacing Existing KMs 5-18Knowledge Module Editor 5-20Editing a Knowledge Module 5-21Exporting and Importing 5-23Exporting an Object 5-24Importing an Object 5-25ID Numbers: Overview 5-26Import Types 5-27Choosing the Import Mode 5-28Import Report 5-29Agenda 5-30What Is a Marker? 5-31Tagging Objects with Markers 5-32Removing Markers 5-33Marker Groups 5-34Project and Global Markers 5-35Creating a Marker Group 5-36Quiz 5-37Summary 5-39Checklist of Practice Activities 5-40Practice 5-1 Overview: Setting Up a New ODI Project 5-416 Oracle Data Integrator Model ConceptsObjectives 6-2What Is a Model? 6-3Agenda 6-4Relational Model 6-5Relational Model: Tables and Columns 6-6Relational Model: Keys 6-7Relational Model: Foreign Keys 6-8Relational Model: Constraints 6-9Relational Model: Indexes 6-11Relational Model Support in ODI 6-12Additional Metadata in ODI 6-13FlexFields 6-15Agenda 6-16What Is Reverse-Engineering? 6-17Methods for DBMS Reverse-Engineering 6-18Other Methods for Reverse-Engineering 6-19Standard Versus Customized Reverse-Engineering 6-20 Reverse-Engineering Life Cycle 6-21Agenda 6-22Creating a Model by Reverse-Engineering 6-23Step 1: Creating and Naming a New Model 6-24Note: Creating and Naming a New Model 6-25Step 2: Defining a Reverse-Engineering Strategy 6-26Step 3: Starting the Reverse-Engineering Process 6-28Using RKM for Customized Reverse-Engineering 6-29Selective Reverse-Engineering 6-31Step 4: Fleshing Out Models 6-32Shortcuts 6-33Smart Export and Import 6-34Quiz 6-35Summary 6-37Checklist of Practice Activities 6-38Practice 6-1 Overview: Creating Models by Reverse-Engineering 6-397 Organizing ODI Models and Creating ODI DatastoresObjectives 7-2Agenda 7-3What Is a Model Folder? 7-4Creating a Model Folder 7-5What Is a Submodel? 7-6Creating a Submodel 7-7Organizing Datastores into Submodels 7-8Setting Up Automatic Distribution 7-9Agenda 7-10Creating Datastores 7-11Creating a Datastore in a Model 7-12Adding Columns to a Datastore 7-13Agenda 7-14What Is a Constraint in ODI? 7-15Constraints in ODI 7-16Creating a Mandatory Column 7-17Agenda 7-18Creating a Key 7-19Checking a Key 7-20Creating a Reference 7-21Creating a Simple Reference 7-22Creating a Complex Reference 7-23Checking a Reference 7-24Agenda 7-25Creating a Condition 7-26Checking a Condition 7-27Agenda 7-28Audit/Explore: When and Why 7-29Audit/Explore Process: Overview 7-30Agenda 7-31Displaying the Contents of a Datastore 7-32Viewing the Distribution of Values 7-33Analyzing the Contents of a Datastore 7-34Agenda 7-35Defining Business Rules in ODI 7-36From Business Rules to Constraints 7-37Deducing Constraints from Data Analysis 7-38Testing a Constraint 7-39Auditing a Model or Datastore 7-40Reviewing Erroneous Records 7-41Quiz 7-42Summary 7-44Checklist of Practice Activities 7-45Practice 7-1 Overview: Checking Data Quality in the Model 7-468 ODI Mapping ConceptsObjectives 8-2Agenda 8-3What Is a Mapping? 8-4Business Rules for Mappings 8-5Where Are the Rules Defined? 8-6Agenda 8-7What Is an Expression? 8-8What Is a Join? 8-9What Is a Filter? 8-10What Is a Lookup? 8-11What Is a Set? 8-12What Are Some of the Others? 8-13New with Patch: Pivot and Unpivot 8-14Agenda 8-15How Does ODI Implement Business Rules? 8-16Business Problem 8-17Implementing the Rules 8-18Integration Process 8-19Process Details 8-20Process Implementation: Example 1 8-21Process Implementation: Example 2 8-22Process Implementation: Example 3 8-23Agenda 8-24What Is a Staging Area? 8-25Execution Location 8-26Agenda 8-27From Business Rules to Processes 8-28Knowledge Modules 8-29What Is a Knowledge Module? 8-30Code Generation 8-31KM Types Used in Mappings 8-32Agenda 8-33Purpose of a Mapping 8-34What Is an Expression? 8-35Creating a One-to-One Mapping 8-36Creating and Naming a Mapping 8-37Defining the Target Datastore 8-38Multiple Targets 8-39Defining the Source Datastore 8-40Connecting the Ports to Make the Map 8-41Defining the Expressions 8-42Valid Expression Types 8-43Saving the Mapping 8-44Running the Mapping 8-45Quiz 8-46Summary 8-48Checklist of Practice Activities 8-49Practice 8-1 Overview: Mapping: Simple Transformations 8-509 Designing MappingsObjectives 9-2Agenda 9-3Multiple-Source Datastores 9-4Creating a Join Manually 9-5Advanced Joins 9-6Types of Joins 9-7Setting Up a Join 9-8Creating Lookups 9-10Using Lookups 9-11Agenda 9-13Filters in ODI 9-14Defining a Filter Manually 9-15Setting Up a Filter 9-16Agenda 9-17Physical Mapping Diagram 9-18Flow in the Physical Diagram 9-20What Defines the Flow? 9-21Scenario 9-22Basic Process 9-23Agenda 9-24Purpose of a Staging Area 9-25Placing the Staging Area 9-26Important Note 9-27Specifying the Staging Area 9-28Agenda 9-29Options for Expressions 9-30Setting Options for Expressions 9-31Disabling an Expression 9-32Enabling a Mapping for Inserts or Updates 9-33Agenda 9-34Execution Location and Syntax 9-35Why Change the Execution Location? 9-36Changing the Execution Location 9-37ODI Mapping Execution Simulation 9-38Agenda 9-39Which KMs for Which Flow? 9-40Knowledge Modules: Additional Information 9-42Identifying IKMs and LKMs 9-43IKMs and LKMs: Strategies and Methods 9-44Specifying an LKM 9-45Specifying an IKM 9-46Common KM Options 9-47Flow: Example 1 9-48Flow: Example 2 9-49Flow: Example 3 9-50Quiz 9-51Summary 9-52Checklist of Practice Activities 9-53Practice 9-1 Overview: Mapping: Complex Transformations 9-54 Practice 9-2 Overview: Mapping: Implementing Lookup 9-5510 Mappings: Monitoring and TroubleshootingObjectives 10-2Agenda 10-3Operator Navigator: Viewing the Log 10-4Using the Operator Navigator 10-5Hierarchy: Sessions, Steps, Tasks 10-6Viewing Details of Sessions, Steps, and Tasks 10-7Monitoring Execution of a Mapping 10-8Troubleshooting a Session 10-91. Identifying the Error 10-102. Reviewing the Code 10-113. Fixing the Code and Restarting the Session 10-124. Fixing the Mapping 10-13Keys to Reviewing the Generated Code 10-14Agenda 10-15Common Errors and Symptoms 10-16Important Note 10-18Tips for Preventing Errors 10-19Using the Attributes Panel for Quick Edits 10-20Quiz 10-21Summary 10-23Checklist of Practice Activities 10-24Practice 10-1 Overview: Creating ODI Mapping: Exporting a Flat File to a Relational Table 10-2511 Designing Mappings: Advanced Topics 1Objectives 11-2Agenda 11-3Business Rules in Mappings 11-4Business Rule Elements 11-5More Elements 11-6Expression Editor 11-7Agenda 11-9Using a Variable in Code 11-10Binding Versus Substitution 11-12Case Sensitivity 11-13Agenda 11-14Defining a Dataset 11-15Using Set-Based Operators 11-16Example of SET: UNION 11-17Agenda 11-18Types of Sequences 11-19Support for Native Sequences 11-20Creating a Native Sequence 11-21Referring to Sequences 11-22Note: Sequences Updated by Agent 11-23Using Standard Sequences in Mappings Correctly 11-24Using ODI Standard Sequences in Mappings 11-25Populating Native Identity Attributes 11-26Sequences: Best Practices 11-27Automatic Temporary Index Management 11-28Tracking Variables and Sequences 11-29How Variable and Sequence Tracking Works 11-30Variable Actions 11-31Definition Tab of Session Step or Session Task 11-32Quiz 11-33Summary 11-34Checklist of Practice Activities 11-35Practice 11-1: Using Native Sequences with ODI Mapping 11-36 Practice 11-2: Using Temporary Indexes 11-37Practice 11-3: Using Sets with ODI Mapping 11-3812 Designing Mappings: Advanced Topics 2Objectives 12-2Agenda 12-3Partitioning 12-4Definition in Datastore After Reverse-Engineering 12-5Using Partitioning in a Mapping 12-6Agenda 12-7Reusable Mappings 12-8Using Reusable Mappings: Example 12-9Derived Select (Subselect) for Reusable Mappings 12-10Agenda 12-11What Is a User Function? 12-12Why Use User Functions? 12-13Properties of User Functions 12-15Using User Functions 12-16Creating a User Function 12-17Defining an Implementation 12-18Syntax and Implementations 12-19User Functions at Design Time 12-20User Functions at Run Time 12-21Note: Functions in Execution Log 12-22Agenda 12-23Using Substitution Methods 12-24Substitution Methods: Examples 12-26Agenda 12-27Description of KM Steps 12-28Details of the Steps 12-29Setting KM Options 12-30Developing Your Own KM: Guidelines 12-31Complex File Technology 12-33Quiz 12-34Summary 12-35Checklist of Practice Activities 12-36Practice 12-1: Creating and Using Reusable Mappings 12-37 Practice 12-2: Developing a New Knowledge Module 12-3813 Using ODI ProceduresObjectives 13-2Agenda 13-3What Is a Procedure? 13-4Procedure: Examples 13-5Creating Procedures: Overview 13-7Agenda 13-8Creating a New Procedure 13-9Agenda 13-10Creating a Command 13-11Arranging Tasks in Order 13-13Which Parameters Should Be Set? 13-14Valid Types of Commands 13-15More Elements 13-16Why Use a Source Command? 13-17Agenda 13-18Types of Options 13-19Creating a New Option 13-20Making a Command Optional 13-21Using an Option Value in a Command 13-22Agenda 13-23Procedure Execution 13-24Using the Operator Navigator to View Results 13-25Quiz 13-26Summary 13-28Checklist of Practice Activities 13-29Practice 13-1: Creating an ODI Procedure 13-3014 Using ODI PackagesObjectives 14-2Agenda 14-3What Is a Package? 14-4Creating a Package 14-5Agenda 14-6Creating and Naming a Package 14-7Package Diagram 14-8Package Diagram Toolbar 14-9Agenda 14-11Package Steps 14-12Creating a Package Step 14-13What Is an ODI Tool? 14-14Creating an ODI Tool Step 14-15Tool Steps: Best Practices 14-16Agenda 14-17Sequencing Steps 14-18A Simple Package 14-19Sequencing Package Steps 14-20Agenda 14-21Executing a Package 14-22Agenda 14-23Basic Step Types 14-24Advanced Step Types 14-25Agenda 14-26Creating Model, Submodel, and Datastore Steps 14-27 Models, Submodels, and Datastore Steps 14-28Agenda 14-30Creating a Variable Step 14-31Variable Steps 14-32Agenda 14-34Controlling Execution 14-35Error Handling 14-36Creating a Loop 14-37The Advanced Tab 14-38Quiz 14-39Summary 14-41Checklist of Practice Activities 14-42Practice 14-1: Creating an ODI Package 14-43Practice 14-2: Using ODI Packages with Variables and User Functions 14-4415 Step-by-Step DebuggerObjectives 15-2Agenda 15-3Overview 15-4Agenda 15-5Process Overview 15-6Starting a Session in Debug mode 15-7Specifying Debug Properties 15-8Control Execution Flow 15-9Screen Step Numbering 15-10Agenda 15-11New Functionalities 15-12Benefits for End Users 15-15Agenda 15-16Debug Toolbar 15-17Toolbar: Current Cursor 15-18Toolbar: Get Data 15-19Toolbar: Step Into 15-20Toolbar: Run to Task End 15-21Toolbar: Run to Next Task 15-22Toolbar: Run to Step End 15-23Toolbar: Run to Next Step 15-24Toolbar: Pause 15-25Toolbar: Resume 15-26Summary 15-27Checklist of Practice Activities 15-28Practice 15-1: Debugging Mappings 15-2916 Managing ODI ScenariosObjectives 16-2Agenda 16-3What Is a Scenario? 16-4Properties of Scenarios 16-5Agenda 16-6Scenario-Related Tasks 16-7Generating a Scenario 16-8Regenerating a Scenario 16-9Generation Versus Regeneration 16-10Executing a Scenario from the GUI 16-11Executing a Scenario from a Command Line 16-12Executing a Scenario from a Package 16-13Exporting a Scenario 16-14Agenda 16-15Preparing Scenarios for Deployment 16-16Automating Scenario Management 16-17Scheduling the ODI Scenario 16-18Scheduling ODI Scenario with External Scheduler 16-21Managing Schedules 16-22Quiz 16-23Summary 16-24Checklist of Practice Activities 16-25Practice 16-1: Creating and Scheduling an ODI Scenario 16-2617 Using Load PlansObjectives 17-2Should You Organize Executions with Load Plans? 17-3What Are Load Plans? 17-4Load Plan Editor 17-5Load Plan Steps 17-6Defining the Restart Behavior 17-7Are Load Plans Substitutes for Packages or Scenarios? 17-9 Benefits of Using Load Plans 17-10Handling Failed Load Plans 17-11Quiz 17-12Summary 17-13Checklist of Practice Activities 17-14Practice 17-1 Overview: Using Load Plans 17-1518 Enforcing Data Quality with ODIObjectives 18-2Agenda 18-3Why Data Quality? 18-4When to Enforce Data Quality 18-5Data Quality in Source Applications 18-6Data Quality Control in the Integration Process 18-7Data Quality in the Target Applications 18-8Agenda 18-9Data Quality Business Rules 18-10From Business Rules to Constraints 18-11Agenda 18-12Data Quality System: Overview 18-13Static and Flow Controls: Differences 18-14Data Quality Control: Properties 18-15Synchronous Control 18-16What Is a Constraint? 18-17What Can Be Checked? 18-18Enforcing Data Quality in a Mapping 18-19Agenda 18-20Setting Up Static or Flow Control 18-21Enabling Static or Flow Control 18-22Agenda 18-23Setting the Physical Options 18-24Setting the Logical Options 18-25Agenda 18-26Selecting Which Constraints to Enforce 18-27Selecting Which Constraints to Check 18-28Differences Between Control Types 18-29Agenda 18-30Reviewing Erroneous Records 18-31EnterpriseDataQuality Tool 18-32Using the EDQ Tool 18-33Quiz 18-34Summary 18-36Checklist of Practice Activities 18-37Practice 18-1: Enforcing Data Quality with ODI Mappings 18-3819 Working with Changed Data Capture (CDC)Objectives 19-2Why Changed Data Capture? 19-3CDC Techniques 19-4Changed Data Capture in ODI 19-5Journalizing Components 19-6CDC Infrastructure in ODI 19-7Simple Versus Consistent Set Journalizing 19-8Limitations of Simple CDC Journalizing: Example 19-9Consistent CDC Journalizing 19-10Consistent CDC: Infrastructure 19-11Setting Up Journalizing 19-12Setting CDC Parameters: Example 19-13Adding a Subscriber: Example 19-14Starting Journal: Example 19-15Journalizing Status 19-16Viewing Data/Changed Data: Example 19-17Using Changed Data 19-18Oracle GoldenGate Integration 19-20Oracle GoldenGate Integration in ODI 12c 19-21Quiz 19-22Summary 19-24Checklist of Practice Activities 19-25Practice 19-1: Implementing Changed Data Capture 19-2620 Advanced ODI AdministrationObjectives 20-2Agenda 20-3Introduction to ODI Security Navigator 20-4Security Concepts: Overview 20-6Defining Security Policies 20-8Creating Profiles 20-9Using Generic and Nongeneric Profiles 20-10Built-in Profiles 20-11Creating Users 20-12Assigning a Profile to a User 20-13Assigning an Authorization by Profile or User 20-14Defining Password Policies 20-15Setting User Preferences 20-17ODI Security Integration: Overview 20-18Implementing External Authentication (OPSS) 20-19Implementing External Authentication (OPSS): Switching the Authentication Mode 20-21 Implementing External Password Storage 20-22Agenda 20-24Types of ODI Reports 20-25Generating Topology Reports 20-26Generated Topology Report: Example 20-27Version Comparison Report: Example 20-28Generating Object Reports 20-29Agenda 20-30Integration of ODI with Enterprise Manager 20-31Java EE Agent and Enterprise Manager Configuration with WebLogic Domain: Overview 20-32Using ODI Console: Example 20-33Quiz 20-34Summary 20-35Checklist of Practice Activities 20-36Practice 20-1: Setting Up ODI Security 20-37Practice 20-2: Integration with Enterprise Manager and Using ODI Console 20-3821 Integrating ODI with SubversionObjectives 21-2Agenda 21-3ODI-VCS Integration 21-4ODI-VCS Integration Features 21-5ODI: Selecting the Required VCS 21-6ODI Repository Change 21-7Agenda 21-8SVN Connections 21-9Creating an SVN Connection 21-10Configuring ODI Subversion Settings 21-11Configuring the Subversion Repository with ODI 21-12Creating a Default Subversion Project Structure 21-13Configuring the Subversion Repository with ODI: Options 21-14SVN Configuration Options 21-15Creating the Default Project Structure 21-16Disconnection from ODI (Required) 21-17Agenda 21-18Adding ODI Objects to SVN: Options 21-19Adding a Single Non-Versioned Object to SVN: 1 21-20Adding a Single Non-Versioned Object to SVN: 2 21-21Adding Multiple Non-Versioned Objects to SVN: 1 21-22Adding Multiple Non-Versioned Objects to SVN: 2 21-23Creating a New Version for an Object 21-24Adding a Version Comment 21-25Agenda 21-26Creating Full or Partial Tags in the Subversion Repository 21-27Creating a Full Tag 21-28Full Tag Parameters 21-29Creating a Partial Tag 21-30Partial Tag: Adding a Subset of ODI Objects 21-31Agenda 21-32Version History 21-33Comparing Versions 21-34Version Search Criteria 21-35Version Compare Results 21-36Display Color Options 21-37Display Version Tree 21-38Agenda 21-39Performing a Branch Merge 21-40Merge Summary Report 21-41Merge Results Window 21-42Resolving Merge Conflicts 21-43Merge Conflict Resolution 21-44Quiz 21-45Summary 21-46Practice 21-1: Subversion ODI Setup 21-47Practice 21-2: Branch and Label Management 21-4822 Integrating Big Data with ODIObjectives 22-2Agenda 22-3Big Data 22-4Google BigTable, a Big Data Pioneer 22-5Emergence of Apache Hadoop 22-6Agenda 22-7Apache Hadoop 22-8Hadoop Ecosystem 22-9Apache HBASE 22-10Apache Hive 22-11Apache Pig 22-12Apache Spark 22-13Apache Sqoop 22-14Apache Oozie 22-15Agenda 22-16Hadoop Data Integration: Overview 22-17Big Data Knowledge Modules Matrix:1 22-18Big Data Knowledge Modules Matrix: 2 22-19Big Data Knowledge Modules Matrix: 3 22-20ODI: Hadoop Integration Process 22-21ODI: Further Processing After Hadoop Analysis 22-22 ODI: Code Generation 22-23Agenda 22-24Apache Oozie and ODI Integration 22-25ODI to Oozie Workflow Tasks 22-26Agenda 22-27ODI Support for Unstructured Data 22-28ODI Support for Complex Data 22-29 Summary 22-30。