Research on evolution of mining pressure field and fracture field and gas emission features
过度开采矿资源的英语作文
过度开采矿资源的英语作文The Dangers of Overexploitation of Mineral Resources.The world we live in is rich in natural resources, one of the most valuable being mineral resources. These resources, including metals, coal, oil, and many others, are essential for the functioning of modern society. However, the problem arises when these resources are extracted and exploited in excessive amounts, often leading to environmental degradation, social conflicts, and economic instability. This essay delves into the consequences of overexploitation of mineral resources and the need for sustainable mining practices.Environmental Degradation.The most immediate and visible impact of overexploitation of mineral resources is environmental degradation. Mining activities often involve large-scale excavation, resulting in significant land damage andhabitat loss for wildlife. This disruption not only affects the local ecosystem but also has far-reaching consequences for global biodiversity and climate patterns.Moreover, mining often leads to water pollution. Acid mine drainage, a common by-product of mining activities, can contaminate nearby water bodies, making them unsafe for human consumption and harmful to aquatic life. This pollution not only affects the local population but also has the potential to affect water resources downstream.Social Conflicts.The social implications of overexploitation of mineral resources are also profound. Mining activities often displace local communities, forcing them to relocate and adapt to new environments. This displacement can lead to social upheaval, cultural disruption, and economic hardships.Furthermore, mining companies often prioritize profits over the welfare of local communities. This can lead toconflicts over land rights, resource allocation, and environmental degradation. These conflicts can becomeviolent and lead to social unrest and political instability.Economic Instability.The economic consequences of overexploitation ofmineral resources are also significant. Dependence on a single mineral resource can lead to economic volatility and instability. When the supply of a particular mineral becomes scarce or demand decreases, it can have a devastating impact on the economy of a region or country.Moreover, overexploitation can lead to a decline in the quality and quantity of mineral resources. This can make mining operations more expensive and less profitable,further affecting the economic viability of mining regions.The Need for Sustainable Mining Practices.In light of these consequences, it is crucial to adopt sustainable mining practices. Sustainable mining involvesthe responsible extraction of mineral resources while minimizing environmental and social impacts. It emphasizes the need for balance between economic growth and environmental protection.Sustainable mining practices include the use of modern technology to minimize waste and pollution, ensuring the safety of workers and the local community, and promoting transparency and accountability in mining operations. Additionally, it emphasizes the need for community engagement and participation, ensuring that local communities benefit from mining activities.In conclusion, the overexploitation of mineralresources has far-reaching consequences for the environment, society, and economy. It is crucial to adopt sustainable mining practices to ensure that we can extract the benefits of these resources while protecting our planet and its inhabitants. By prioritizing sustainability, we can ensurea better future for ourselves and future generations.。
矿山机械英文专业论文
Mining Machinery: An In-depth Analysis on its Evolution andAdvancementsAbstractMining machinery plays a paramount role in the extraction process of various minerals and ores. This paper aims to provide a comprehensive analysis of the evolution and advancements in mining machinery in the English-speaking world. The paper examines the historical development of mining machinery, the key innovations that have revolutionized the industry, as well as the current state and future prospects of mining technology. Through this analysis, the paper seeks to shed light on the crucial role played by mining machinery in the development of the mining sector.1. IntroductionMining machinery plays an instrumental role in the mining industry, enabling efficient and safe extraction of valuable minerals from the earth. Over the years, mining machinery has undergone a significant transformation, driven by advancements in technology and increasing demand for improved efficiency, safety, and sustainability. This paper explores the historical evolution of mining machinery, highlights key innovations that have shaped the industry, and discusses the future of mining machinery.2. Historical Evolution of Mining MachineryThe history of mining machinery can be traced back to ancient times when primitive tools were used for manualextraction of minerals. However, the Industrial Revolution brought significant advancements in mining machinery. The invention of steam-powered engines and machines in the 18th century revolutionized mining practices, boosting productivity and enabling the extraction of minerals on a larger scale. This period saw the emergence of key mining machinery such as steam engines, drills, rock crushers, and conveyors.3. Key Innovations in Mining Machinery3.1 Mechanization and AutomationThe introduction of mechanized and automated mining machinery has transformed the mining industry. Mechanization replaced manual labor, increasing productivity and reducing the risk of accidents. Underground mining saw the adoption of advanced machinery such as tunnelling machines, roof bolters, and longwall shearers. Automation further improved efficiency and safety, with technologies like autonomous haulage systems and remote-controlled machinery becoming commonplace.3.2 Advanced Sensor TechnologiesThe integration of advanced sensor technologies has revolutionized the mining sector, allowing for better monitoring and control of operations. Sensors help detect potential dangers such as gas leaks and monitor the structural integrity of mining tunnels. This technology also contributes to environmental sustainability by optimizing resource usage and reducing waste.3.3 Data Analytics and Artificial IntelligenceThe mining industry has embraced data analytics and artificial intelligence (AI) to improve decision-making and operational efficiency. Predictive maintenance systems analyze data collected from mining machinery to identify potential equipment failures in advance, minimizing downtime and increasing equipment lifespan. AI-powered systems can also optimize processes, leading to more accurate resource estimation, efficient mine planning, and increased profitability.4. Current State and Future TrendsThe mining industry continues to evolve, with new technologies constantly being developed and implemented. Currently, the focus is on technologies that enhance safety, minimize environmental impact, and increase productivity. This includes advancements in areas such as real-time monitoring and control, robotics, and renewable energy solutions.Looking forward, the future of mining machinery lies in the integration of cutting-edge technologies such as virtual reality, drones, and 3D printing. These technologies have the potential to further improve safety and efficiency while reducing operational costs. However, challenges such as the availability of skilled personnel, data security, and the need for regulatory frameworks need to be addressed to fully realize the potential of these technologies.5. ConclusionMining machinery has come a long way since its humble beginnings, and advancements in technology continue to shape the industry. From steam engines to autonomous haulagesystems, mechanization to artificial intelligence, mining machinery has played a critical role in the development of the mining sector. As the industry moves towards a more sustainable and efficient future, it is imperative for researchers, engineers, and industry professionals to collaborate and embrace the latest technological advancements to ensure a thriving and responsible mining sector.。
分类法英语作文 乡村科技发展
分类法英语作文乡村科技发展The Development of Rural TechnologyThe rapid advancement of technology has transformed various aspects of our lives, and the rural sector is no exception. The development of rural technology has played a pivotal role in improving the quality of life for those living in rural areas, as well as enhancing the overall productivity and sustainability of agricultural practices. From innovative farming techniques to the integration of digital solutions, the evolution of rural technology has been a remarkable journey that continues to shape the future of rural communities around the worldOne of the most significant advancements in rural technology has been the introduction of precision farming techniques. These technologies utilize GPS-guided systems, sensors, and data analytics to optimize the use of resources such as water, fertilizers, and pesticides. By precisely monitoring and adjusting inputs based on real-time data, farmers can increase crop yields while reducing their environmental impact. This not only improves the efficiency ofagricultural operations but also helps to conserve natural resources and promote sustainable practicesAnother area where rural technology has made a substantial impact is in the field of renewable energy. The integration of solar panels, wind turbines, and biogas plants in rural areas has provided reliable and clean energy sources, reducing the reliance on traditional fossil fuels. These renewable energy solutions not only contribute to the reduction of greenhouse gas emissions but also offer cost-effective and accessible power options for remote communities. Furthermore, the development of micro-grid systems and off-grid solutions has enabled rural areas to become more self-sufficient and resilient in their energy supplyThe advancements in communication and information technologies have also transformed the rural landscape. The widespread availability of mobile phones and internet connectivity has revolutionized the way farmers access and share information. Farmers can now receive real-time weather forecasts, market prices, and agricultural best practices through their mobile devices, empowering them to make more informed decisions and adapt to changing conditions. Additionally, the use of e-commerce platforms and digital marketplaces has opened up new opportunities for rural producers to reach a wider customer base, improving their access to markets and increasing their income potentialFurthermore, the integration of automation and robotics in the agricultural sector has significantly improved productivity and reduced labor-intensive tasks. Autonomous tractors, drones, and harvesting machines have enabled farmers to optimize their operations, reduce labor costs, and improve the timeliness of crucial activities such as planting, spraying, and harvesting. This technological advancement has not only increased the efficiency of agricultural production but also addressed the challenges posed by labor shortages in rural areasThe development of rural technology has also had a positive impact on the health and well-being of rural communities. Telemedicine solutions, for instance, have made it possible for people living in remote areas to access high-quality healthcare services without the need to travel long distances. By connecting patients with healthcare providers through video consultations and remote monitoring, telemedicine has improved access to medical care and reduced the burden on rural healthcare infrastructure. Additionally, the use of digital platforms for education and training has enabled rural residents to acquire new skills and knowledge, enhancing their opportunities for personal and professional growthThe advancements in rural technology have also contributed to the preservation of traditional agricultural practices and the promotionof sustainable development. The integration of indigenous knowledge with modern technological solutions has led to the development of innovative farming techniques that combine traditional wisdom with cutting-edge innovations. This approach not only respects and maintains local cultural practices but also ensures the long-term viability of agricultural systemsIn conclusion, the development of rural technology has been a transformative force, positively impacting various aspects of life in rural communities. From precision farming to renewable energy, communication technologies to automation, the integration of these advancements has improved the productivity, sustainability, and quality of life in rural areas. As we continue to witness the rapid evolution of rural technology, it is crucial to ensure that these innovations are accessible, inclusive, and aligned with the unique needs and aspirations of rural communities. By embracing the potential of rural technology, we can create a more prosperous, resilient, and equitable future for all。
The future of space exploration Asteroid mining
The future of space exploration AsteroidminingThe future of space exploration is an exciting and rapidly evolving field,with asteroid mining emerging as a potential game changer. The idea of mining asteroids for valuable resources has gained traction in recent years, as advancements in technology have made it more feasible. This essay will explore the potential benefits and challenges of asteroid mining, as well as its implications for the future of space exploration. One of the key potential benefits ofasteroid mining is the abundance of valuable resources that could be extracted. Asteroids are rich in precious metals such as platinum, gold, and rare earth elements, which are in high demand on Earth. By mining asteroids, we could potentially alleviate resource scarcity and reduce our reliance on finite resources on Earth. Furthermore, asteroid mining could also provide a sustainable source of raw materials for future space exploration missions. Instead of havingto transport all the necessary resources from Earth, astronauts could potentially refuel and resupply at space stations or colonies established near asteroid mining sites. This could significantly reduce the cost and complexity of space missions, making long-term space exploration more feasible. However, asteroid mining also presents significant challenges and risks. The technology required for asteroid mining is still in its early stages, and there are numerous technical hurdles that need to be overcome. For example, developing mining equipment that can operate in the microgravity environment of space is a significant engineering challenge. Additionally, there are also legal and ethical considerations surrounding asteroid mining, as questions about property rights and environmental impact need to be addressed. In conclusion, asteroid mining has the potential to revolutionize the future of space exploration by providing access to valuable resources and enabling sustainable space missions. However, realizing this potential will require significant technological advancements and careful consideration of the associated challenges and risks. As we continue to push the boundaries of space exploration, asteroid mining may play a crucial role in shaping the future of humanity's presence in space.。
(高级管理学讨论资料)Evolution and revolution as organizations grow
Mainiero, L. and Tromley, C. Developing Managerial Skills in Organizational Behavior: Exercises, Cases, and Readings (Englewood Cliffs, NJ: Prentice Hall) (2d ed. 1994), pp. 322-329.Evolution and Revolution as Organizations GrowLarry E. GreinerA small research company chooses too complicated and formalized an organization structure for its young age and limited size. It flounders in rigidity and bureaucracy for several years and is finally acquired by a larger company.Key executives of a retail store chain hold on to an organization structure long after it has served its purpose, because their power is derived from this structure. The company eventually goes into bankruptcy.A large bank disciplines a "rebellious" manager who is blamed for current control problems, when the underlying cause is centralized procedures that are holding back expansion into new markets. Many younger managers subsequently leave the bank, competition moves in, and profits are still declining.The problems of these companies, like those of many others, are rooted more in past decisions than in present events or outside market dynamics. Historical forces do indeed shape the future growth of organizations. Yet management, in its haste to grow, often overlooks such critical developmental questions as: Where has our organization been? Where is it now? And what do the answers to these questions mean for where we are going? Instead, its gaze is fixed outward toward the environment and the future--as if more precise market projections will provide a new organizational identity.Companies fail to see that many clues to their future success lie within their own organizations and their evolving states of development. Moreover, the inability of management to understand its organization development problems can result in a company becoming "frozen" in its present stage of evolution or, ultimately, in failure, regardless of market opportunities.My position in this article is that the future of an organization may be less determined by outside forces than it is by the organization's history. In stressing the force of history on an organization, I have drawn from the legacies of European psychologists (their thesis being that individual behavior is determined primarily by previous events and experiences, not by what lies ahead). Extending this analogy of individual development to the problems of organization development, I shall discuss a series of developmental phases through which growing companies tend to pass. But, first, let me provide two definitions:1. The term evolution is used to describeprolonged periods of growth where nomajor upheaval occurs in organizationpractices.2. The term revolution is used to describethose periods of substantial turmoil inorganization life.As a company progresses through developmental phases, each evolutionary period creates its own revolution. For instance, centralized practices eventually lead to demands for decentralization. Moreover, the nature of management's solution to each revolutionary period determines whether a company will move forward into its next stage of evolutionary growth. As I shall show later, there are at least five phases of organizationdevelopment, each characterized by both an evolution and a revolution.KEY FORCES IN DEVELOPMENTDuring the past few years a small amount of research knowledge about the phases of organization development has been building. Some of this research is very quantitative, such as time-series analyses that reveal patterns of economic performance over time.1 The majority of studies, however, are case-oriented and use company records and interviews to reconstruct a rich picture of corporate development.2 Yet both types of research tend to be heavily empirical without attempting more generalized statements about the overall process of development.A notable exception is the historical work of Alfred D. Chandler, Jr., in his book Strategy and Structure.3 This study depicts four very broad and general phases in the lives of four large U.S. companies. It proposes that outside market opportunities determine a company's strategy, which in turn determines the company's organization structure. This thesis has a valid ring for the four companies examined by Chandler, largely because they developed in a time of explosive markets and technological advances. But more recent evidence suggests that organization structure may be less malleable than Chandler assumed; in fact, structure can play a critical role in 1 See, for example, William H. Starbuck, "Organizational Metamorphosis," in Promising Research Directions, edited by R. W. Millman and M. P. Hottenstein (Tempe, Arizona, Academy of Management, 1968), p. 113.2 See, for example, the Grangesberg case series, prepared by C. Roland Christensen and Bruce R. Scott, Case Clearing House, Harvard Business School.3Strategy and Structure: Chapters in the History of the American Industrial Enterprise (Cambridge, Massachusetts, The M.I.T. Press, 1962).influencing corporate strategy. It is this reverse emphasis on how organization structure affects future growth which is highlighted in the model presented in this article.From an analysis of recent studies,4five key dimensions emerge as essential for building a model of organization development:1. Age of the organization.2. Size of the organization.3. Stages of evolution.4. Stages of revolution.5. Growth rate of the industry.I shall describe each of these elements separately, but first note their combined effect as illustrated in Exhibit I.Note especially how each dimension influences the other over time; when all five elements begin to interact, a more complete and dynamic picture of organizational growth emerges.After describing these dimensions and their interconnections, I shall discuss each evolutionary/revolutionary phase of development and show (a) how each stage of evolution breeds its own revolution, and (b) how management solutions to each revolution determine the next state of evolution.Age of the OrganizationThe most obvious and essential dimension for any model of development is 4 I have drawn on many sources for evidence: (a) numerous cases collected at the Harvard Business School; (b) Organization Growth and Development, edited by William H. Starbuck (Middlesex, England, Penguin Books, Ltd., 1971), where several studies are cited; and (c) articles published in journals, such as Lawrence E. Fouraker and John M. Stopford, "Organization Structure and the Multinational Strategy," Administrative Science Quarterly, Vol. 13, No. 1, 1968, p. 47; and Malcolm S. Salter, "Management Appraisal and Reward Systems," Journal of Business Policy, Vol. 1, No. 4, 1971.the life span of an organization (represented as the horizontal axis in Exhibit I).All historical studies gather data from various points in time and then make comparisons. From these observations, it is evident that the same organization practices are not maintained throughout a long time span. This makes a most basic point management problems and principles are rooted in time. The concept of decentralization, for example, can have meaning for describing corporate practices at one time period but loses its descriptive power at another.The passage of time also contributes to the institutionalization of managerial attitudes. As a result, employee behavior becomes not only more predictable but also more difficult to change when attitudes are outdated.Size of the OrganizationThis dimension is depicted as the vertical axis in Exhibit I. A company's problems and solutions tend to change markedly as the number of employees and sales volume increase. Thus time is not the only determinant of structure; in fact, organizations that do not grow in size can retain many of the same management issues and practices over lengthy periods. In addition to increased size, however, problems of coordination and communication magnify, new functions emerge, levels in the management hierarchy multiply, and jobs become more interrelated.Stages of EvolutionAs both age and size increase, another phenomenon becomes evident: the prolonged growth that I have termed the evolutionary period. Most growing organizations do not expand for two years and then retreat for one year; rather, those that survive a crisis usually enjoy four to eight years of continuous growth without a major economic setback or severe internal disruption. The term evolution seems appropriate for describing these quieter periods because only modest adjustments appear necessary for maintaining growth under the same overall pattern of management.Stages of RevolutionSmooth evolution is not inevitable; it cannot be assumed that organization growth is linear. Fortune's "500"list, for example, has had significant turnover during the last 50 years. Thus we find evidence from numerous case histories which reveals periods of substantial turbulence spaced between smoother periods of evolution.I have termed these turbulent times the periods of revolution because they typically exhibit a serious upheaval of management practices. Traditional management practices, which were appropriate for a smaller size and earlier time, are brought under scrutiny by frustrated top managers and disillusioned lower-level managers. During such periods of crisis, a number of companies fail--those unable to abandon past practices and effect major organization changes are likely either to fold or to level off in their growth rates.The critical task for management in each revolutionary period is to find a new set of organization practices that will become the basis for managing the next period of evolutionary growth. Interestingly enough, these new practices eventually sow their own seeds of decay and lead to another period of revolution. Companies therefore experience the irony of seeing a major solution in one time period become a major problem at a later date.Growth Rate of the IndustryThe speed at which an organization experiences phases of evolution and revolution is closely related to the market environment of its industry. For example, a company in a rapidly expanding market will have to add employees rapidly; hence, the need for new organization structures to accommodate large staff increases is accelerated. While evolutionary periods tend to be relatively short in fast-growing industries, much longer evolutionary periods occur in mature or slowly growing industries.Evolution can also be prolonged, and revolutions delayed when profits come easily. For instance, companies that make grievous errors in a rewarding industry can still look good on their profit and loss statements; thus they can avoid a change in management practices for a longer period. The aerospace industry in its infancy is an example. Yet revolutionary periods still occur, as one did in aerospace when profit opportunities began to dry up. Revolutions seem to be much more severe and difficult to resolve when the market environment is poor.PHASES OF GROWTHWith the foregoing framework in mind, let us now examine in depth the five specific phases of evolution and revolution. As shown in Exhibit II, each evolutionary period is characterized by the dominant management style used to achieve growth, while each revolutionary period is characterized by the dominant management problem that must be solved before growth can continue. The patterns presented in Exhibit II seem to be typical for companies in industries with moderate growth over a long time period: companies in faster growing industries tend to experience all five phases more rapidly, while those in slower growing industries encounter only two or three phases over many years.It is important to note that each phase is both an effect of the previous phase and a cause for the next phase. For example, the evolutionary management style in Phase 3 of the exhibit is "delegation," which grows out of, and becomes the solution to, demands for greater "autonomy" in the preceding Phase 2 revolution. The style of delegation used in Phase 3, however, eventually provokes a major revolutionary crisis that is characterized by attempts to regain control over the diversity created through increased delegation.The principal implication of each phase is that management actions are narrowly prescribed if growth is to occur. For example, a company experiencing an autonomy crisis in Phase 2 cannot return to directive management for a solution--it must adopt a new style of delegation in order to move ahead.Phase 1: Creativity . . .In the birth stage of an organization, the emphasis is on creating both a product and a market. Here are the characteristics of the period of creative evolution:• The company's founders are usually technically or entrepreneuriallyoriented, and they disdain managementactivities; their physical and mentalenergies are absorbed entirely inmaking and selling a new product.• Communication among employees is frequent and informal.• Long hours of work are rewarded by modest salaries and the promise ofownership benefits.• Control of activities comes from immediate marketplace feedback: themanagement acts as the customersreact.. . . & the leadership crisis: All of the foregoing individualistic and creative activities are essential for the company to get off the ground. But therein lies the problem. As the company grows, larger production runs require knowledge about the efficiencies of manufacturing. Increased numbers of employees cannot be managed exclusively through informal communication; new employees are not motivated by an intense dedication to the product or organization. Additional capital must be secured, and new accounting procedures are needed for financial control.Thus the founders find themselves burdened with unwanted management responsibilities. So they long for the "good old days"' still trying to act as they did in the past. And conflicts between the harried leaders grow more intense.At this point a crisis of leadership occurs, which is the onset of the first revolution. Who is to lead the company out of confusion and solve the managerial problems confronting it? Quite obviously, a strong manager is needed who has the necessary knowledge and skill to introduce new business techniques. But this is easier said than done. The founders often hate to step aside even though they are probably temperamentally unsuited to be managers. So here is the first critical development choice--to locate and install a strong business manager who is acceptable to the founders and who can pull the organization together.Phase 2: Direction . . .Those companies that survive the first phase by installing a capable business manager usually embark on a period of sustained growth under able and directive leadership. Here are the characteristics of this evolutionary period:• A functional organization structure is introduced to separate manufacturingfrom marketing activities, and jobassignments become more specialized.• Accounting systems for inventory and purchasing, are introduced.• Incentives, budgets, and workstandards are adopted.• Communication becomes more formal and impersonal as a hierarchy of titlesand positions builds• The new manager and his keysupervisors take most of theresponsibility for instituting direction,while lower-level supervisors aretreated more as functional specialiststhan as autonomous decision-makingmanagers,. . . & the autonomy crisis. Although the new directive techniques channel employee energy more efficiently into growth, they eventually become inappropriate for controlling a larger, more diverse and complex organization. Lower-level employees find themselves restricted by a cumbersome and centralized hierarchy. They have come to possess more direct knowledge about markets and machinery than do the leaders at the top; consequently, they feel torn between following procedures and taking initiative on their own.Thus the second revolution is imminent as a crisis develops from demands for greater autonomy on the part of lower-level managers. The solution adopted by most companies is to move toward greater delegation. Yet it is difficult for managers who were previously successful at being directive to give upresponsibility. Moreover, lower-level managers are not accustomed to making decisions for themselves. As a result, numerous companies flounder during this revolutionary period, adhering to centralized methods while lower-level employees grow more disenchanted and leave the organization.Phase 3: Delegation . . .The next era of growth evolves from the successful application of a decentralized organization structure. It exhibits these characteristics:• Much greater responsibility is given to the managers of plants and marketterritories.• Profit centers and bonuses are used to stimulate motivation.• The top executives at headquarters restrain themselves to managing byexception, based on periodic reportsfrom the field.• Management often concentrates on making new acquisitions which can belined up beside other decentralizedunits.• Communication from the top is infrequent, usually by correspondence,telephone, or brief visits to fieldlocations.The delegation stage proves useful for gaining expansion through heightened motivation at lower levels. Decentralized managers with greater authority and incentive are able to penetrate larger markets, respond faster to customers, and develop new products.. . . & the control crisis: A serious problem eventually evolves. however, as top executives sense that they are losing control over a highly diversified field operation. Autonomous field managers prefer to run their own shows without coordinating plans, money. technology, and manpower with the rest of the organization. Freedom breeds a parochial attitude.Hence, the Phase 3 revolution is under way when top management seeks to regain control over the total company. Some top managements attempt a return to centralized management, which usually fails because of the vast scope of operations. Those companies that move ahead find a new solution in the use of special coordination techniques.Phase 4: Coordination . . .During this phase, the evolutionary period is characterized by the rise of formal systems for achieving greater coordination and by top executives taking responsibility for the initiation and administration of these new systems. For example:• Decentralized units are merged into product groups.• Formal planning, procedures are established and intensively reviewed.• Numerous staff personnel are hired and located at headquarters to initiatecompanywide programs of control andreview for line managers.• Capital expenditures are carefully weighed and parceled out across theorganization.• Each product group is treated as an investment center where return oninvested capital is an importantcriterion used in allocating funds.• Certain technical functions, such as data processing, are centralized atheadquarters, while daily operatingdecisions remain decentralized.• Stock options and company-wide profit sharing are used to encourage identitywith the firm as a whole.All of these new coordination systems prove useful for achieving growth through more efficient allocation of a company's limited resources. They prompt field managers to look beyond the needs of their local units. While these managers still have much decisionmaking responsibility, they learn to justify their actions more carefully to a "watchdog" audience at headquarters.. . . & the red tape crisis: But a lack of confidence gradually builds between line and staff, and between headquarters and the field. The proliferation of systems and programs begins to exceed its utility; a red-tape crisis is created. Line managers, for example, increasingly resent heavy staff direction from those who are not familiar with local conditions. Staff people, on the other hand, complain about uncooperative and uninformed line managers. Together both groups criticize the bureaucratic paper system that has evolved. Procedures take precedence over problem solving, and innovation is dampened. In short, the organization has become too large and complex to be managed through formal programs and rigid systems. The Phase 4 revolution is underway.Phase 5: Collaboration . . .The last observable phase in previous studies emphasizes strong interpersonal collaboration in an attempt to overcome the red-tape crisis. Where Phase 4 was managed more through formal systems and procedures, Phase 5 emphasizes greater spontaneity in management action through teams and the skillful confrontation of interpersonal differences. Social control and self-discipline take over from formal control. This transition is especially difficult for those experts who created the old systems as well as for those line managers who relied on formal methods for answers.The Phase 5 evolution, then, builds around a more flexible and behavioral approach to management. Here are its characteristics:• The focus is on solving problemsquickly through team action.• Teams are combined across functions for task-group activity.• Headquarters staff experts are reduced in number, reassigned, and combinedin interdisciplinary teams to consultwith, not to direct, field units.• A matrix-type structure is frequently used to assemble the right teams for theappropriate problems.• Previous formal systems are simplified and combined into single multipurposesystems.• Conferences of key managers are held frequently to focus on major problemissues.• Educational programs are utilized to train managers in behavioral skills forachieving better teamwork and conflictresolution.• Real-time information systems are integrated into daily decision making.• Economic rewards are geared more to team performance than to individualachievement.• Experiments in new practices are encouraged throughout theorganization.. . . & the ? crisis: What will be the revolution in response to this stage of evolution? Many large U.S. companies are now in the Phase 5 evolutionary stage, so the answers are critical. While there is little clear evidence, I imagine the revolution will center around the "psychological saturation" of employees who grow emotionally and physically exhausted by the intensity of teamwork and the heavy pressure for innovative solutions.My hunch is that the Phase 5 revolution will be solved through new structure and programs that allow employees to periodically rest, reflect, and revitalize themselves. We may even see companies with dual organization structures: a "habit " structure for getting the daily work done, and a "reflective" structure for stimulating perspective and personal enrichment. Employees could then move back and forth between the two structures as their energies are dissipated and refueled.One European organization has implemented just such a structure. Five reflective groups have been established outside the regular structure for the purpose of continuously evaluating five task activities basic to the organization. They report directly to the managing director, although their reports are made public throughout the organization. Membership in each group includes all levels and functions, and employees are rotated through these groups on a six-month basis.Other concrete examples now in practice include providing sabbaticals for employees, moving managers in and out of "hot spot " jobs, establishing a four-day workweek, assuring job security, building physical facilities for relaxation during the working day, making jobs more interchangeable, creating an extra team on the assembly line so that one team is always off for reeducation, and switching into longer vacations and more flexible working hours.The Chinese practice of requiring executives to spend time periodically on lower-level jobs may also be worth a nonideological evaluation. For too long U.S. management has assumed that career progress should be equated with an upward path toward title, salary, and power. Could it be that some vice presidents of marketing might just long for, and even benefit from, temporary duty in the field sales organization? IMPLICATIONS OF HISTORYLet me now summarize some important implications for practicing managers. First, the main features of this discussion are depicted in Exhibit III,which shows the specific management actions that characterize each growth phase. These actions are also the solutions which ended each preceding revolutionary period.In one sense, I hope that many readers will react to my model by calling it obvious and natural for depicting the growth of an organization. To me this type of reaction is a useful test of the model's validity.But at a more reflective level I imagine some of these reactions are more hindsight than foresight. Those experienced managers who have been through a developmental sequence can empathize with it now, but how did they react when in the middle of a stage ofevolution or revolution? They can probably recall the limits of their own developmental understanding at that time. Perhaps they resisted desirable changes or were even swept emotionally into a revolution without being able to propose constructive solutions. So let me offer some explicit guidelines for managers of growing organizations to keep in mind.Know where you are in the developmental sequence.Every organization and its component parts are at different stages of development. The task of top management is to be aware of these stages; otherwise. it may not recognize when the time for change has come, or it may act to impose the wrong solution.Top leaders should be ready to work with the flow of the tide rather than against it; yet they should be cautious, since it is tempting to skip phases out of impatience. Each phase results in certain strengths and learning experiences in the organization that will be essential for success in subsequent phases. A child prodigy, for example, may be able to read like a teenager, but he cannot behave like one until he ages through a sequence of experiences.I also doubt that managers can or should act to avoid revolutions. Rather, these periods of tension provide the pressure, ideas, and awareness that afford a platform for change and the introduction of new practices.Recognize the limited range of solutions.In each revolutionary stage it becomes evident that this stage can be ended only by certain specific solutions; moreover, these solutions are different from those which were applied to the problems of the preceding revolution. Too often it is tempting to choose solutions that were tried before, which makes it impossible for a new phase of growth to evolve.Management must be prepared to dismantle current structures before the revolutionary stage becomes too turbulent. Top managers, realizing that their own managerial styles are no longer appropriate, may even have to take themselves out of leadership positions. A good Phase 2 manager facing Phase 3 might be wise to find another Phase 2 organization that better fits his talents, either outside the company or with one of its newer subsidiaries.Finally, evolution is not an automatic affair; it is a contest for survival. To move ahead, companies must consciously introduce planned structure that not only are solutions to a current crisis but also are fitted to the next phase of growth. This requires considerable self-awareness on the part of top management, as well as great interpersonal skill in persuading other managers that change is needed.Realize that solutions breed new problems.Managers often fail to realize that organizational solutions create problems for the future (i.e., a decision to delegate eventually causes a problem of control). Historical actions are very much determinants of what happens to the company at a much later date.An awareness of this effect should help managers to evaluate company problems with greater historical understanding instead of "pinning the blame" on a current development. Better yet, managers should be in a position to predict future problems, and thereby to prepare solutions and coping strategies before a revolution gets out of hand.。
2024年全新八年级英语上册期末试卷及答案(仁爱版)
2024年全新八年级英语上册期末试卷及答案(仁爱版)一、选择题：每题1分，共5分1. Which of the following words is NOT a noun?A. CatB. RunC. HappyD. Book2. Choose the correct form of the verb "be" in the blank.A. I _______ a student.B. He _______ my teacher.C. They _______ our friends.D. She _______ in the classroom.3. What is the past tense of "go"?A. WentB. GoneC. WentedD. Goed4. Which of the following sentences is in the passive voice?A. John eats an apple.B. The apple is eaten John.C. The apple eats John.D. John is eating an apple.5. Choose the correct question tag for the sentence "She is a doctor, _______?"A. isn't sheB. is sheC. doesn't sheD. did she二、判断题：每题1分，共5分1. "Run" and "ran" are the present and past tense forms of the same verb. ( )2. The sentence "He no have a book" is grammatically correct. ( )3. The word "table" is a noun. ( )4. The sentence "She can to drive a car" is grammatically correct. ( )5. "I am going to the store" and "I will go to the store" have the same meaning. ( )三、填空题：每题1分，共5分1. I _______ a book yesterday.2. She _______ to the store every weekend.3. _______ you like some coffee?4. They _______ in a big house.5. We _______ to the movies last night.四、简答题：每题2分，共10分1. What is the difference between "I am going to the store" and "I will go to the store"?2. What is the past tense of "do"?3. What is a noun?4. What is the passive voice?5. What is the question tag for the sentence "She is a doctor"?五、应用题：每题2分，共10分1. Write a sentence using the present perfect tense.2. Write a sentence using the future perfect tense.3. Write a sentence using the past perfect tense.4. Write a sentence using the passive voice.5. Write a sentence using the conditional tense.六、分析题：每题5分，共10分1. Analyze the following sentence: "The cat chased the mouse."2. Analyze the following sentence: "If I had known, I would have gone."七、实践操作题：每题5分，共10分1. Write a short paragraph using at least 5 different verb tenses.2. Translate the following sentences into English:我昨天买了一本书。
有关矿大研学的英语报告类作文
有关矿大研学的英语报告类作文英文回答：Researching at China University of Mining and Technology (CUMT) provides an unparalleled opportunity for students to delve into cutting-edge technological advancements, immerse themselves in diverse research environments, and expand their knowledge in a multitude of disciplines. CUMT's unwavering commitment to innovation fosters a dynamic ecosystem where students can collaborate with industry leaders, renowned professors, and researchers to push the boundaries of human understanding.CUMT offers a comprehensive range of research programs spanning disciplines such as mining engineering, environmental science, materials science, and computer science. These programs are meticulously designed to equip students with the necessary skills and knowledge to address real-world challenges and advance fundamental research. Students are actively involved in research projects thatspan the theoretical and practical realms, providing them with hands-on experience and the opportunity to contribute to groundbreaking discoveries.The university's state-of-the-art facilities, including advanced laboratories, specialized equipment, and extensive research platforms, facilitate transformative research endeavors. Students have access to cutting-edge technologies and resources that empower them to pursuetheir research interests meticulously and effectively. The university's collaborative environment encourages students to engage in interdisciplinary research, fostering a spirit of innovation and cross-pollination of ideas.CUMT's strategic partnerships with leading universities and research institutions worldwide offer students unparalleled opportunities to expand their horizons and collaborate on international research projects. Through exchange programs, joint initiatives, and research collaborations, students gain exposure to global perspectives and develop a comprehensive understanding of the latest advancements in their respective fields.Furthermore, CUMT places a strong emphasis on promoting entrepreneurship and industry-driven research. Students are encouraged to translate their research findings intotangible solutions that can benefit society and drive economic growth. The university's entrepreneurial ecosystem, including incubators, accelerators, and venture capital support, enables students to nurture their innovative ideas and transform them into successful ventures.中文回答：在中南大学研修，为学生提供了深入了解最先进的技术进步、沉浸在多元化的研究环境以及拓宽其在众多学科中的知识的绝佳机会。
SUSANHWHITING
SUSAN H. WHITINGDepartment of Political Science 7433 Keen Way NorthUniversity of Washington, Box 353530 Seattle, Washington 98103-4832 Seattle, Washington 98195-3530 (206) 524-1467(206) 543-9163 *********************.eduFACULTY APPOINTMENTSAssociate ProfessorDepartment of Political Science, University of Washington, Seattle, Washington, 2000-presentAdjunct Associate ProfessorSchool of Law, 2007-presentJackson School of International Studies, 2000-presentAssistant ProfessorDept. of Political Science/Jackson Sch. of International Studies, University of Washington, 1994-2000EDUCATIONUniversity of Michigan, Ann Arbor, MichiganPh.D., Political Science, 1995Yale University, New Haven, ConnecticutB.A., East Asian Studies, 1986WORK IN PROGRESSMonograph in process:When Does Law Matter? Law and Norms in China’s Second Land Revolution Articles in process:“Legal Consciousness and Legal Mobilization in Rural China: A Field Experiment,” presented at the Universityof Michigan, October 8, 2012“What’s Law Got to Do with It? Competition among Legal, Political, and Social Norms in the Generation andResolution of Rural Land Disputes” EAI Fellows Program Working Paper 25 (July 2010)“Do Aggrieved Workers Have Legal Recourse in China? Media Portrayals of Labor Disputes in the People’sRepublic of China (with Vi Nhan)”PUBLICATIONS (MONOGRAPHS)Power and Wealth in Rural China: The Political Economy of Institutional Change(Cambridge University Press, 2001)白素珊, 乡村中国的权力与财富：制度变迁的政治经济学,译者：郎友兴，方小平(浙江人民出版社, 2009) (Chinese edition, translated by Lang Youxing and Fang Xiaoping,published by Zhejiang University Press, 2009)PUBLICATIONS (ARTICLES AND CHAPTERS) (*anonymous peer-reviewed)“大调解与我国基层法院的功能:以湖南两个县的土地纠纷调查为例 (Comprehensive Mediation and theFunction of Local Courts: An Investigation of Land Disputes in Two Hunan Counties),” (co-authoredwith Shao Hua) 政法论丛 (Journal of Political Science and Law ) 2012 No. 2.*“Values in Land: Fiscal Pressures, Land Disputes, and Justice Claims in Rural and Peri-Urban China,” UrbanStudies (February 2011)*“Law and Its Substitutes: Contracting and Dispute Resolution among Chinese Firms,” in Tse-Kang Leng andYun-han Chu, eds., Dynamics of Local Governance in China during the Reform Era (Lexington-Rowman & Littlefield, 2010)“Fiscal Reform and Land Public Finance: Zouping County in National Context,” in Joyce Man and Yu-HungHong, eds., China’s Local Public Finance in Transition (Cambridge: Lincoln Institute of Land Policy,2010)*“The Role of Law in China’s Economic Development,” (co-authored with Donald Clarke and Peter Murrell), inThomas Rawski and Loren Brandt, eds., China’s Great Economic Transformation (New York:Cambridge University Press, 2008).“Central-Local Fiscal Relations in China,” China Policy Series , No. XXII (April 2007).*“The Cadre Evaluation System at the Grassroots: The Paradox of Party Rule,” in Barry Naughton and DaliYang, eds., Holding China Together (New York: Cambridge University Press, 2004).*“The Regional Evolution of Ownership Forms: Shareholding Cooperatives and Rural Industry in Shanghai and Wenzhou,” in Andrew Walder and Jean Oi, eds., Property Rights and Economic Reform in China(Stanford: Stanford University Press, 1999), pp. 171-200.*“The Mobilization of Private Investment as a Problem of Trust in Local Governance Structures,” in Valerie Braithwaite and Margaret Levi, eds., Trust and Governance (New York: Russell Sage Books, 1998),167-193.*“Market Discipline and Rural Enterprise in China,” in John McMillan and Barry Naughton, eds., Reforming Asian Socialism: The Growth of Market Institutions (Ann Arbor: University of Michigan Press, 1996),63-110.*“自主权: 乡镇企业走向市场的前提,” (Autonomy: A Prerequisite for Township Enterprises to Move towards the Market),” Shanghai Jiaoxian Gongye (Shanghai Suburban Industry), Number 3, June 1992.*“The Politics of NGO Development in China,” Voluntas, Volume 2, Number 2, Fall 1991, pp. 16-48. GRANTS, FELLOWSHIPS AND AWARDSCo-PI with Loren Brandt, International Fellowship, China Program, Lincoln Institute of Land Policy, Boston, Massachusetts, 2009-11Fellow, Program on Peace, Governance, and Development in East Asia, East Asia Institute, Seoul, South Korea, 2009-10PI, “New Perspectives on Chinese Culture and Society” Workshop Grant, American Council of Learned Societies, 2010Co-PI with Veronica Taylor, “Empowering Rural China: Legal Aid and the Rule of Law in Rural China,” U.S.Department of State, 2007-10Fellow, Public Intellectuals Program, National Committee on U.S.-China Relations, 2005-07Harry Bridges Center for Labor Studies Research Grant, University of Washington, Summer 2004Royalty Research Fund Grant, “The Rule of Law and Dispute Resolution in China”University of Washington, 2002-03, extended 2003-04 due to SARSSenior Research Fellowship, Johns Hopkins University, Hopkins-Nanjing Institute for International Research Nanjing University, Autumn 2002-Spring 2003China Studies Program Faculty Research Grant,University of Washington, Summer 1996, 1997, 1998, 2001, 2005, 2006, 2008, 2011 East Asia Center Course Development Award: “Law, Development, and Transition in East Asia”University of Washington, Summer 2002New Research Development, Taylor Institute, Jackson School of International StudiesUniversity of Washington, 1999-2000Post-doctoral Fellowship, Center for Chinese Studies,University of California, Berkeley, 1998-99Boeing Faculty Assistance Research Grant,University of Washington, Summer 1995Rackham Dissertation Fellowship, Rackham School of Graduate Studies,University of Michigan, Spring/Summer 1994Teaching Award, Department of Political Science,University of Michigan, 1993-1994Rackham Predoctoral Fellowship, Rackham School of Graduate Studies,University of Michigan, 1992-1993Graduate Fellowship, National Program for Advanced Study and Research in China,Committee on Scholarly Communication with the People's Republic of China,National Academy of Sciences, 1991-1992Chiang Ching-kuo Foundation Dissertation Research Fellowship,American Council of Learned Societies, 1991-1992Fulbright-Hays Dissertation Research Fellowship,International Education, 1991-1992, declinedforInstituteCONFERENCE PAPERS“Fiscalization of Land in Comparative Perspective: The Unintended Consequences of Fiscal Constraints and Political Incentives on Local Governments in China and the U.S.,” presented at the Association forAsian Studies, Honolulu Hawaii, April 1, 2011.“How Fiscal Pressures Drive Land Disputes and Shape Dispute Resolution Mechanisms in Rural and Peri-Urban China,” presented at the Workshop on the Rule of Law, Yale University, April 24-25, 2009.“Fiscal Reform and ‘Land Public Finance’,” presented at the Lincoln Institute of Land Policy, Cambridge, MA, May 12, 2008.“Public Finance and Land Disputes in Rural China,” presented at Chinese Justice Workshop, Fairbank Center, Harvard University, October 12-13, 2007.“Villagers Against the State: The Politics of Land Disputes,” co-authored with Christopher Heurlin, presented at the Annual Meeting of the American Political Science Association, August 30, 2007.“Triangulating among Sources and Methods: Mixing Qualitative and Qualitative Methods in to Explain the Privatization Process in China,” presented at the Workshop on Sources and Methods in ChinesePolitics, University of Michigan, November 3-4, 2006.“Assessing the Value of Law in China’s Economy (co-authored with Donald Clarke and Peter Murrell),”presented at the Conference on “China’s Economic Transition: Origins, Mechanisms, andConsequences,” University of Pittsburgh, November 5-7, 2004.“Law and Its Substitutes: Contracting and Dispute Resolution among Chinese Firms,” presented at the International Conference on “Grassroots Democracy and Local Governance in China During theReform Era,” Chinese Association of Political Science and National Chengchi University, Taiwan,November 2-3, 2004.“Enterprise Reform and the Generation and Resolution of Labor Disputes in China,” presented at the Association for Asian Studies, Washington, DC, April 5, 2002.“The Institutionalization of Fiscal Reform in China: The Problem of Extra-budgetary Funds,” presented at the Annual Meeting of the Association for Asian Studies, Boston, March 11-14, 1999.“Government Sources and Uses of Funds at Sub-National Levels,” co-authored with Loraine West, prepared for the Ministry of Finance, PRC, under the auspices of Asian Development Bank Technical AssistanceNo. 2743-PRC, “A Study of Extrabudgetary Revenues and Expenditures,” April 1998.“The Financing of Urban Infrastructure and Services,” prepared for the Ministry of Finance, PRC, under the auspices of Asian Development Bank Technical Assistance No. 2743-PRC, “A Study ofExtrabudgetary Revenues and Expenditures,” April 1998.“Stasis and Change: Evolving Institutions for Revenue Extraction in Rural China,” presented at the Annual Meeting of the American Political Science Association, Chicago, August 31- September 3, 1995.“Incentives, Endowments, and Property Rights in Rural China,” presented at the Annual Meeting of the Association for Asian Studies, Boston, March 24-27, 1994.“The Comfort of the Collective: The Political Economy of Rural Enterprise in Shanghai, Wuxi, and Wenzhou,”presented at the Annual Meeting of the Association for Asian Studies, Los Angeles, March 25-28,1993.“Who Pays? A Rational Choice Approach to Revenue Extraction in Reform China,” presented at the National Science Foundation Workshop on the Politics of Economic Reform in the Former Communist-BlocStates, University of California, Los Angeles, February 26-27, 1993.“Power and Wealth in the Chinese Township: The Political Economy of the Local Entrepreneur,” presented at the National Science Foundation Workshop on the Politics of Economic Reform in the FormerCommunist-Bloc States, University of California, Los Angeles, January 17-18, 1992.“The Non-Governmental Sector in China: A Preliminary Report,” The Ford Foundation, Beijing, Working Paper, July 1989.REVIEWSReview of Calvin Chen, Some Assembly Required: Work, Community, and Politics in China’s Rural Enterprises (Cambridge: Harvard University Press, 2008) in Pacific Affairs Vol. 82, No. 4 (Winter 2010),forthcoming.Review of Dali Yang, Calamity and Reform in China: State, Rural Society, and Institutional Change Since the Great Leap Famine (Stanford: Stanford University Press, 1996) andMarc Blecher and Vivienne Shue, Tethered Deer: Government and Economy in a Chinese County(Stanford: Stanford University Press, 1996) in Comparative Political Studies,Vol. 30, No. 6 (December 1997), pp. 756-764.Review of Minxin Pei, From Reform to Revolution: The Demise of Communism in China and the Soviet Union (Cambridge, MA: Harvard University Press, 1994) in Comparative Political Studies,Vol. 29, No. 3 (June 1996), pp. 413-419.INVITED PRESENTATIONS“Legal Consciousness and Legal Mobilization in Rural China: A Field Experiment,” presented at the University of Michigan, Ann Arbor, October 8, 2012.“A Field Experiment in Legal Consciousness and Access to Justice: Evaluating Legal Technical Assistance in Rural China,” presented at the University of Wisconsin, Madison, April 22, 2010.“The Role of Courts in Enforcing Contracts in a Transition Economy,” School of Law, Shandong University, March 15, 2010.“Rural Land Disputes and Farmer Responses” Worldwide Universities Network Contemporary China Virtual Seminar Series, March 5, 2009.“The Role of the Courts in Guaranteeing Property Rights and Contracts in a Transition Economy,” presented to the State Council Development Research Foundation, July 22, 2008.“State Interests and the Role of the Courts in China: Land Contracts vs. Sales and Purchase Contracts,”presented at the East Asia Workshop, University of Chicago, May 13, 2008.“Public Finance and Land Disputes in Rural and Peri-Urban China,” presented at the Workshop on the Rule of Law, Yale University, March 28-29, 2008.“Law, Order, and Justice: Dispute Resolution in China’s Transitional Political Economy,” William Catron Jones Lecture, Washington University School of Law, November 14, 2007.“Law and Development in Asia,” Conference on Law, Development, and Transition: New Questions and Directions, School of Law, University of Washington, March 16-18, 2006.“When the Deal Goes Sour: Contracting and Dispute Resolution among Chinese Firms,” presented at Center for East Asian Studies, Stanford University, January 10, 2005.“Contracting and Dispute Resolution among Chinese Firms: Cultural and Institutional Factorspresented at the Department of Government, Cornell University, November 30, 2004.“The State of the China Field in the 1980s and 90s,” Symposium in Honor of Michel Oksenberg, Stanford University, October 7, 2000.Tail: Explaining Institutional Change in China,” Department of Political Science,“ACapitalistUniversity of Michigan, February 16, 2000.Tail: Explaining Institutional Change in China,” Department of Political Science,“ACapitalistUniversity of California, Berkeley, February 2, 2000.“Worker Rights and Labor Standards in China,” Lecture Series on Worker Rights, Labor Standards, and the World Trade Organization, Labor Studies Center, University of Washington, December 2, 1999.“Labor Standards and Women’s Labor in the Developing World: The Perspective from China,” Workshop on the World Trade Organization and Women’s Issues, Taylor Institute for Transnational Studies andCenter for Women and Democracy, University of Washington, November 19, 1999.“Constraining the Local State: Institutionalizing Fiscal Reform in China,” Berkeley China Seminar, University of California, Berkeley, May 5, 1999.“Power and Wealth in Rural China: The Political Economy of Institutional Change,” Department of Political Science, University of California, Berkeley, April 15, 1999.“Fiscal Aspects of China’s Unfinished Economic Revolution,” China Colloquium, Stanford University, January 12, 1999.“Fiscal Aspects of China’s Unfinished Economic Revolution,” presented at the “Conference on the Asian Economic Crisis,” University of Washington, Seattle, October 30-31, 1998.“The Mobilization of Private Investment in China: Exploring the Concept of Trust,” East Asia Workshop, University of Chicago, June 2, 1998.“Intergovernmental Fiscal Relations in Russia and the Role of Off-Budget Finance: Comparisons with China,”Workshop on Extrabudgetary Revenues and Expenditures, Asian Development Bank and Ministry ofFinance, Beijing, PRC, July 16, 1997.“The Relevance of the Chinese Reform Experience for Russia,” Moscow School of Social and Economic Sciences, Moscow, Russia, May 16, 1997.“The Reform of Extractive Institutions: Insights from China,” Institute of World Economy and International Relations, Russian Academy of Sciences, Moscow, Russia, May 19, 1997.“The Development of Local Extractive Institutions: Comparing Shanghai, Jiangsu, and Zhejiang,”China Colloquium, University of California, Berkeley, April 19, 1996.“Evolving Property Rights in China’s Rural Industrial Sector,” Asia/Pacific Research Center,Stanford University, Palo Alto, February 13, 1996.PROFESSIONAL ACTIVITIESCoursesUniversity of Washington, Department of Political Science and Jackson School of International Studies Introduction to Comparative Politics (POL S 204)Honors Seminar: Law and Rights in Authoritarian Regimes (POL S 398)Government and Politics of China (POL S 442/SISEA 449)State and Industry: Late Industrialization in East Asia (SIS 455)State-Society Relations in the Third World (SIS 456/POL S 450)Law, Development and Transition in East Asia (POL S 469/SISEA 469/LSJ 469)Theories of the State and Development (SIS 490/POL S 447)Graduate Core Seminar in Qualitative Research Methods (POL S 502)Graduate Core Seminar in Comparative Politics Theory (POL S 505)Interdisciplinary Seminar on the Study of China (SISEA 521-522)The Chinese Political System: Institutional Change in China (POL S 532/SISEA 532)Research Seminar on Contemporary Chinese Politics (POL S 533)Empirical Methods in Socio-Legal Research (LAW 573)Seoul National University, International Summer Institute (2009, 2010)Politics and Economy in Contemporary ChinaDoctoral CommitteesUniversity of WashingtonChairKimberley Manning, Ph.D. 2003, Assoc. Prof., Concordia UniversityLin Ying, Ph.D. 2007, Asst. Prof., Hong Kong University of Science & TechnologyChristopher Heurlin, Ph.D. 2011, Asst. Prof, Bowdoin CollegeChangdong Zhang, Ph.D. 2012 Asst. Prof., Peking UniversityMurg,WillSSRC International Dissertation Research Fellowship, IREX, 2010-12LoebKettyFellowshipBlakemoreYutingLiFellowshipFritz-BoeingMemberPh.D.Hsu,Hsiao-ch’iPh.D.Kawato,YukoPh.D.Shin,Ki-youngHattarTalalPh.D.Choe,Wongi(Law)KobayashiMasayukiLi Yongxiang, Ph.D. (Anthropology)Brian Tilt, Ph.D. (Anthropology)Ph.D.Omurchu,NiallPh.D.DianaPallais,Liu Ta, Ph.D. (Geography)Michael Bollom, Ph.D.Ph.D.LaurenFauchier,University of North Carolina, Chapel HillMemberPh.D.ChristineBoyle,National and International ServiceEditorial Board Member, Journal of Current Chinese Affairs, 2010-Member, Academic Advisory Group of the Congressional U.S.-China Working GroupMember, National Committee on U.S.-China RelationsChina Advisor, Washington Women’s FoundationElected Council Member, China and Inner Asia Council (CIAC) of the Association for Asian Studies, 2004-07 Panel Chair and Discussant, “Rights and Responsibilities of a Rising China,” American Political Science Association, Seattle, WA, September 1-4, 2011.Panel Chair and Discussant, “Governance at the Grassroots: Political Participation and Contention in China,”American Political Science Association, Chicago, IL, August 30-September 2, 2007.Invited Discussant, Workshop on Korean Studies in Social Science, Stanford University, November 5, 2005.Invited Member, US Scholars Election Observation Delegation to the Republic of China, Taipei, March 15–21, 2004.Panel Chair, “Contending Social Movements: Theories in the Asian Context,” Western Conference of the Association for Asian Studies, Seattle, WA, September 30-October 2, 2004.Panel Chair and Discussant, “A New Federalism in China: The Impact of Central State-Building on Regulation and Local Public Goods Provision,” American Political Science Association, Chicago, IL, September2-5, 2004.Panel Organizer and Presenter, “Enterprise Reform and the Rule of Law in China,”Annual Meeting of the Association for Asian Studies, Washington, DC, April 2002.Peer Reviewer, Comparative Politics; Comparative Political Studies; American Political Science Review; Asian Survey; Cambridge University PressDiscussant, “Conference on Materializing Modernity,” University of Washington, October 28, 2000.Discussant, “The State, Institutions, and Economic Reforms in China,” Annual Meeting of the American Political Science Association, Washington, DC, August 30-September 3, 2000.Panel Chair, “Colonial Refractions in Republican China,” Annual Meeting of the Association for Asian Studies, San Diego, March 9-12, 2000.Discussant, “Natural Resources, Networks and Nightclubs: The Role of Local Elites in Deepening Reforms,”Annual Meeting of the Association for Asian Studies, San Diego, March 9-12, 2000.Discussant, “Strategies of State Legitimation in Contemporary China,” Shorenstein Seminars onContemporary East Asia, University of California, Berkeley, May 8-9, 1999.Panel Chair, Organizer and Presenter, “The Institutionalization of Fiscal Reform in China,”Annual Meeting of the Association for Asian Studies, Boston, March 11-14, 1999.Member, Luebbert Award Committee (for best article published in the discipline in the past two years), American Political Science Association, 1996-97Peer Reviewer, National Program for Advanced Study and Research in China,Committee on Scholarly Communication with China, National Academy of Sciences, 1995-96 University ServiceGraduate School Fritz-Boeing Fellowships Selection Committee, 2012Organizer and Chair, UW-PKU Graduate Workshop on Civil Society and the Non-Profit Sector, June 2011Chair, Severyns-Ravenholt Lectureship Committee, 1999-2011* Hosted lecturers to date include: Frank Ching, Jose Ramos-Horta, Long Yongtu, Zainah Anwar,Anwar Ibrahim, Jingjing Zhang, Ban Ki-moon, Yang LanFaculty Senate, 2006-07, 2007-08Colloquium Committee Chair, China Studies, 2007-08, 2008-09Executive Committee, China Studies, 2004-05Graduate Fellowship Committee Chair, China Studies, JSIS, 2003-4, 2004-05Drafted guidelines and oversaw competition for approximately $150,000 in graduate fellowships.Graduate Advisor, China Studies, JSIS, 2004-05East Asia Center, International Studies Center, and Taylor Institute for Transnational Studies,University of Washington, January – June, 2002Awarded approx. $20,000 for 15-speaker series on “Law, Transition, and Globalization.”Chinese Fellows for Scholarly Development, Committee on Scholarly Communication with China,American Council of Learned SocietiesUniversity of Washington, January – June, 2002Awarded approx. $13,000 with Prof. Donald Clarke to bring Tang Xin, Faculty of Law,Qinghua University, to collaborate on “Legal Reform and the Modernization of CorporateGovernance Structures in China”Northwest Center for Research on Women, Program on Transitions for Women in Academic 2000,Speaker, “Strategies for Obtaining Tenure,” May 10, 2000Global Trade, Transportation, and Logistics Program and Jackson School of International StudiesDiscussant, Lecture Series on The WTO, Greater China, and the USA, November 4, 1999 University of WashingtonCommentator, Ford Foundation Conference on Historical Methodology and Narrative, April 4, 1998 Pacific Northwest National Laboratory and University of WashingtonCommentator, Conference on Environmental Security, Winter 1998Center for Chinese StudiesHost, visiting scholars, Ministry of Finance, Beijing, China, January-June 1997Northwest Center for Research on WomenSpeaker, “Getting Your First Job in Academia,” April 13, 1995Departmental ServiceExecutive Committee, Department of Political Science, 2008-09Search Committee, Comparative/International Political Economy, Department of Political Science, 2008-09Search Committee, Comparative Politics, Department of Political Science, 2007-08Search Committee, International Political Economy, Department of Political Science, 2000-01Search Committee, Economics (China), Jackson School of International Studies (JSIS), 1997-98Search Committee, History (China), JSIS, 1995-96Graduate Admissions, Political Science, 1997-98, 2003-04, 2004-05, 2005-06, 2008-09Graduate Admissions, China Studies, JSIS, 1996-97, 1999-2000, 2003-04, 2004-05, 2005-06, 2008-09Graduate Admissions, International Studies, JSIS, 1995-96, 1996-97Tenure Review Committee, Political Science, (Wibbels 2003, Cichowski 2006, Menaldo 2012)Coordinator, International Political Economy Colloquium Series, JSIS, 2001-02Graduate Program Committee, Political Science, 1994-97, 2000-01, 2001-02, 2010-11, 2011-12, 2012-13Undergraduate Program Committee, Political Science, 2006-07Field Coordinator, Chinese Politics, 1994-presentCoordinator, Land Research Group, 2008-presentCoordinator, Law and Society Reading Group, 1999-2000IMEMO Exchange Committee,* JSIS, 1996-97*Entailed ten-day trip to Moscow and presentation of two scholarly talks;also entailed planning and hosting two-week visit of scholar to UW from IMEMO(Institute of World Economy and International Relations, Russian Academy of Sciences) Asian Wall Street Journal Internship Selection Committee, JSIS, 1996-97Social Sciences Field Committee, College of Education, 1995-96Executive-Curriculum Committee, International Studies, JSIS, 1994-2000Community ServiceRegional Sustainable Development Conference, King County, City of Seattle, and University of Washington, presented on “Fiscal Reform and ‘Land Public Finance in China’,” May 5, 2009 and October 10, 2012.China Club of Seattle“The Potential for Democratization in China: Theory and Evidence,” January 30, 2004.Columbia University Club of Seattle“The Political Economy of Reform in China,” March 15, 2000.Washington Agriculture and Forestry Educational Foundation“Greater China and Asian Trade Dynamics,” December 1, 1999.Kiwanis International, Port Angeles, Washington“The Potential for Democratization in China,” September 24, 1998.Seattle Pacific UniversityGuest Lecture, “Economic Reform in China,” May 16, 1996.Seattle Public Schools, Weekly classroom volunteer, 2006-07, 2007-08, 2008-09ConsultingWorld Bank, Research Project on the Rise of China and India, background paper, submitted July 28, 2006.Asian Development Bank, Technical Assistance No. 2743-PRC: “A Study of Extrabudgetary Revenues and Expenditures,” July 1997 – July 1999Ford Foundation, “The Non-Governmental Sector in China,” May 1989 – July 1989TranslationUS-China Conference on “China's Quest for Modernization: Historical Studies on Issues Concerning the Evolution of Modern Chinese Society,” Fudan University, Shanghai, PRC, May 25-30, 1992 Professional MembershipsAmerican Political Science Association, 1990 - presentAssociation for Asian Studies, 1990 - presentNational Committee on U.S.-China Relations, 2001-presentYale-China Association, 1982 - presentPersonalMarried with two children, ages 12 and 7.U.S. Masters swimmer.。