Chancery Italic教程

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凯撒大帝滑翔机用户指南说明书

凯撒大帝滑翔机用户指南说明书

TABLE OF CONTENTSSAFETY PRECAUTIONS 4 PRODUCT DIAGRAM 7 BEFORE YOU GET STARTED 8 WEIGHT RESTRICTIONS 8 OPERATING RANGE 8 PREPARATION 9 UNDERSTANDING THE REVO GLIDER 9 REVO GLIDER TIPS TO KEEP IN MIND 10 CHARGING YOUR Revo Glider 11 USING THE Revo Glider - CHARGED AND READY 12 MANOUVERING YOUR Revo Glider PART 1. 14 MANOUVERING YOUR Revo Glider PART 2. 15 ALERTS - WHAT IS THAT AWFUL BEEPING SOUND? 17 SPEED RESTRICTIONS 17 INSPECTION, MAINTENANCE AND STORAGE - KEEPING YOUR Revo Glider IN GOOD NICK 18 INSPECTION and MAINTENANCE 18 STORAGE 18 PRODUCT SPECIFICATIONS 19 FAQ 20 CONTACT US 21SAFETY PRECAUTIONSWARNING – FAILURE TO COMPL Y WITH SAFETY INSTRUCTIONS MAY LEAD TO PROPERTYDAMAGE, BODIL Y HARM AND IN EXTREME CIRCUMSTANCES, DEATH.• Only charge your Revo Glider using the provided charger and cable. Failure to do so may result in product failure and will void your manufacturer warranty.• Please wear appropriate safety and protective gear to prevent personal injury. Please wearsafety and protective gear to the standard of protection you desire. This may include gloves, eyeprotection, wrist guards and knee pads.• Make sure to wear comfortable clothes and flat closed toe shoes when operating your Revo Glider.Do not wear loose clothing that could be caught by the wheels and nearby objects.• Please carefully read this User Guide, which will assist in explaining the basic working principles and tips for using the Revo Glider.• Do not use the Revo Glider if you are less than the 20kg minimum weight or exceed the 120kgmaximum weight.• Before stepping on to the Revo Glider, make sure it is placed on a smooth and flat surface, that the Revo Glider is turned on and that no Safety Alerts or Display Panel Alerts are present. Do not step on to the Revo Glider if any Alerts are unresolved.• Do not attempt to open or modify your Revo Glider as doing so will void your manufacturerwarranty and may cause the Revo Glider to fail leading to serious bodily harm or death.• Do not use your Revo Glider to place yourself or your property in danger. Do not use your RevoGlider to place anyone else or their property in danger.• Do not operate your Revo Glider while under the influence of drugs and/or alcohol.• Do not operate your Revo Glider when you are restless or sleepy.• Seek the appropriate advice and always use your best judgement to keep yourself out of dangerous situations with your Revo Glider.4• Do not ride your Revo Glider off curbs, ramps or attempt to perform stunts or tricks with your Revo Glider, similar to those performed on skateboards, rollerblades and scooters.• Do not turn sharply on your Revo Glider, especially at higher speeds.• Do not continuously spin in place for prolonged periods of time. This may cause dizziness and youmay fall and injure yourself or other people and property.• Do not ride your Revo Glider in an abusive or extreme manner, doing so can cause damage to your Revo Glider and may lead to injury and death.• Never ride your Revo Glider down stairs or escalators.• Do not drive in or near puddles of water or other liquids, mud, sand, stones, gravel, debris or nearrough and rugged terrain.• Do not ride in inclement weather: snow, rain, hail, sleek or on icy roads or in extreme heat.• Do not ride your Revo Glider on slippery surfaces or steep slopes.• If you are unsure if you can safely ride on a specific terrain, step off and carry your Revo Glider. ALWAYS EXERCISE CAUTION.• PAY ATTENTION- Always look at where you are riding and be aware of the riding conditions in frontof you including: people, places, property and objects around you.• Do not operate the Revo Glider in crowded areas.• Operate your Revo Glider with extreme consideration for people and property at all times.• Do not operate your Revo Glider while talking, texting, looking at your phone or when otherwise distracted.• Do not ride your Revo Glider on the road, footpath, or cycle path.• Do not ride your Revo Glider near motor vehicles or on public roads.5• Do not climb or descend steep hills with your Revo Glider.• The Revo Glider is designed to be used by ONE individual at a time. Do not attempt to operate your Revo Glider with two or more people on-board.• Do not carry anything whilst using your Revo Glider.• Individuals with lack of balance or medical conditions which affect balance should not attempt to operate a Revo Glider.• Do not use the Revo Glider if you are pregnant or attempting to become pregnant.• Exercise extreme caution when allowing young children or elderly persons to use the Revo Glider.These persons may not have the physical capabilities necessary to safely operate the Revo Glider.• Always take into account the necessary space required to slow and stop the Revo Glider.• DO NOT STEP FORWARD OFF YOUR REVO GLIDER.• DO NOT JUMP OFF YOUR REVO GLIDER.• Do not attempt to ride your Revo Glider in dark or poorly lit areas.• Always ensure that you have sufficient clearance when standing on the Revo Glider to make it safely through doorways and other low-hanging obstructions.• Do not step on any other parts of the Revo Glider apart from the Foot Pads.• Always avoid operating the Revo Glider in unsafe places and where unsafe and volatile materials are present e.g. near areas with flammable gas or liquids.• YOU MUST COMPL Y WITH ALL LOCAL, STATE AND FEDERAL LAWS IN YOUR RESPECTIVEREGION REGARDING THE LAWFUL OPERATION OF YOUR REVO GLIDER.67PRODUCT DIAGRAMDISPLAY PANEL DIAGRAMGreen Battery Icon - Revo Glider is chargedFlashing green Battery Icon - Revo Glider is reaching low-battery Red Battery Icon - Revo Glider has low-battery Green Operating Icon - Revo Glider is ready to ride Red Operating Icon - Revo Glider has encountered at errorA FenderD Engine & Tyres G Charging Port B Foot Pad SensorsE LED Indicators H On/Off ButtonC DisplayF Underbody ProtectionBEFORE YOU GET STARTEDAfter reading through this guide, you must view the online tutorials for the Kaiser Baas Revo Glider to familiarise yourself further with the features and operating controls.You can view these tutorials here – /revogliderWEIGHT RESTRICTIONSThe Revo Glider is optimised for riders of up to 120kg – 265lbs and of a minimum weight of 20kg-45lbs.OPERATING RANGEIn ideal conditions, the Revo Glider can travel distances of up to 20km. The typical range for the Revo Glider is between 12-15 kmThere are several factors that will decrease the optimal range of the Revo Glider:Speed and Riding style. Maintaining a moderate speed will achieve an increased Operating Range on the Revo Glider whereas, ‘hooning’ around with frequent stops, starts, idling and extreme acceleration will result in a decrease in range.T errain. The Revo Glider is designed for smooth and flat surfaces and operating it across uneven and rough terrain is not only dangerous, but will negatively affect the Operating Range of the Revo Glider.Weight. The weight of the user can affect the Operating Range of the Revo Glider.Battery Maintenance. Reasonable battery charging and maintenance will allow for the maximumOperating Range on the Revo Glider. Over-charging or failing to follow proper charging instructions can reduce the Operating Range.8PREPARATIONYou must carefully read this User Guide, in its entirety, before you step on the Revo Glider.Please follow the charging instructions in this User Guide before you attempt to use the Revo Glider.We highly recommend that you grab a friend to be your spotter when you first start using the Revo Glider. Your spotter will help you centre your balance and will offer you assistance should you accidentally cause the Revo Glider to accelerate from underneath you. Your spotter should read theUser Guide and become familiar with the instructional videos prior to acting as a spotter. UNDERSTANDING THE REVO GLIDERThe Revo Glider moves forwards and backwards using cues from your body position and posture. Ifyou stand straight and confidently on the Revo Glider, you will be able to control your movement to the point where you are almost motionless.Don’t forget, the Revo Glider is intuitive, it will move according to the cues it gets from your body. Ifyou lean forward slightly, or tilt your toes forward, the Revo Glider will move forward.If you lean backwards slightly, or tilt your heels to the ground, the Revo Glider will move backwards. Asyou become familiar with the Revo Glider, you will notice that tilting one foot forward and leaning theother back will allow the Revo Glider to turn, on the spot and whilst moving.9REVO GLIDER TIPS TO KEEP IN MINDMaintain a relaxed stance and position. If you tense up and try to make large adjustments, the Revo Glider will copy you, exaggerating these motions and possibly accelerating out from underneath you.Gain an even foot position. When you finally step up onto the Revo Glider, make sure your feet are symmetrically placed on the Revo Glider Foot Pads. A symmetrical stance will make sure the tilt and lean of your body is accurately interpreted by the Revo Glider.Don’t get yourself into a flap. Avoid flailing your arms as this will affect your stance and posture on the Revo Glider.A solid dismount. ALWAYS dismount the Revo Glider by stepping BACKWARDS one foot at a time.Why? Because when you step forward, your toes tilt towards the ground and the Revo Glider will think you want to go forwards. Trust us, step backwards off the glider.10CHARGING YOUR REVO GLIDERRemove your Revo Glider from its packaging and place it on a steady surface for charging.Ensure that the charging port of the Revo Glider is clean and dry. Make sure that there is no dust, debris or dirt inside the charging port. See Product Diagram for charging port location.Use the included Revo Glider wall-charger and connect the Revo Glider to a suitable power point.Use the appropriate cable provided for your region. NB: Using a non-provided cable will void your manufacturer warranty and may cause serious product failure.The indicator light on the Revo Glider charger should change to RED, indicating that your Revo Glider is now charging.When the RED indicator light on your Revo Glider charger turns to GREEN, your Revo Glider is fully charged.For first-time use, please charge for approximately 2 hours as your Revo Glider has been manufactured with some residual power stored.When you go to next charge your Revo Glider from flat, a full charge will take approximately 3 hours. DO NOT leave unattended or over-charge the battery for more than 3 hours.USING THE REVO GLIDER - CHARGED AND READYStep 1. Place your Revo Glider on the floor, keeping in mind you should be using a smooth and flat surface. Find a suitable place to practice using the Revo Glider.We recommend an open flat area with a few metres in eachdirection. The area should be free from obstructions and distractions.Step 2. Press the POWER button of the Revo Glider, located on thefront edge of your Revo Glider next to the charging port. The RevoGlider should beep, indicating that it has been powered-on.Step 3. Check the Display Panel. The Revo Glider should display agreen Battery Icon and Operating Icon when it is ready to ride.TROUBLESHOOTING: If you see a red Battery Light, please rechargeyour Revo Glider. If the Revo Glider emits a series of warning beeps,the Revo Glider is not in its correct starting position. Please turn theRevo Glider off and place on a smooth surface as well as checkingthat the Revo Glider’s wheels and panels are even and unobstructed.Repeat Step 2.Step 4. Put on your Safety Gear.Step 5. Grab your buddy! Your spotter should stand facing you, infront of the Revo Glider. Ideally, you will step on to the Revo Gliderand be able to use their arms or shoulders as support to centre yourbalanceStep 6. Stand directly behind the Revo Glider and make sure yourspotter is ready for you to step on to the Revo Glider.Step 7. Step quickly and confidently on to the Revo Glider. The Revo Glider is strong and will be able to hold you (see Weight Restrictions - Page 8). Plant your feet evenly on to the Revo Glider and strive to stand perfectly straight. This will make steadying the Revo Glider much easier. Use your spotter for support but maintain straight posture as this is how you will centre your balance on the Revo Glider. TAKE YOUR TIME. On average, it takes at least 3-5 minutes just to get used to standing on the Revo Glider. Use the help of your spotter and allow your body and mind to understand that the straighter you are, the more motionless the Revo Glider becomes. Remember the rules from earlier on (REVO GLIDER TIPS TO KEEP IN MIND - Page 10).The Revo Glider is intuitive, if you lean forward, you’ll travel forward. If you lean backwards, you’ll travel backwards. If you do not lean at all, you should travel nowhere!Practice stepping backwards, off the Revo Glider.This is the single most important skill you will needfor the safe operation of the Revo Glider. DO NOTstep forwards.ALWAYS STEP BACKWARDS, WITH A STEADYFOOT POSITION, WHEN TRYING TO DISMOUNTTHE REVO GLIDER.Practice stepping on and off the Revo Glider, usingthe help of your spotter.This diagram explains how to move forwardand backwards. Keeping upright places youperfectly still.TOP TIP: Lean your head in the direction you wish to travel.Now that you’re comfortable stepping on and off the Revo Glider, you can now focus on gradually making the Revo Glider move forwards and backwards.PRACTICE MAKES PERFECT and remember, the Revo Glider is intuitive. We advise you to not overthink the gliding process but rather to remember the operating/motion rules:Move forwards. Tilt your toes to the ground slightly to start the Revo Glider moving in a forwards direction.Stop moving. Flatten your feet on the Revo Glider and maintain a straight body position to stop the Revo Glider moving.Move backwards. Lean your heels towards the ground slightly to start the Revo Glider moving backwards direction.Do not ride or turn fast when travelling backwards.Always stop in a controlled manner and avoid stopping abruptly. Stop by slowly shifting your weight away from the direction you are travelling. Failure to stop in a controlled manner may result in the Revo Glider losing traction causing you to fall.TOP TIP: PRACTICE, PRACTICE, PRACTICE.Now that you can move the Revo Glider forwards and backwards, we can talk about how to turn the Revo Glider in each direction.Stop turning.Return your feet to an even position and stand straight. This will stop you turning in any direction.Practice turning slowly at first and to increase the acuteness of the turn, when tilting any one foot towards the ground, lean the opposite heel back in an equal fashion. Always turn in a controlled manner. Turning too quickly can result in loss of control.Turn right: Tilt your LEFT foot towards the ground and the Revo Glider will begin to turn to the right.Turn left: Tilt your RIGHT foot towardsthe ground and the Revo Glider will begin to turn to the left.TOP TIP: PRACTICE, PRACTICE, PRACTICE until you can execute a zero-degree turning circle byturning confidently in each direction, on the spot.Now you can work turns into the forwards and backwards movement of the Revo Glider. Keep practicing to begin navigating past obstacles and moving through joint spaces, such as rooms and doorways.Use caution when riding in new environmentsBe careful when riding through doorways or under branches or similar objects as the Revo Glider increases your height.Be alert for hazards when riding including changes in the terrain such as footpaths and grass.ALERTS - WHAT IS THAT AWFUL BEEPING SOUND?When the Revo Glider needs your attention or encounters an error, it will emit a series of warning beeps to let you know. This could be for the following reasons:• You fell off the Revo Glider. The Revo Glider will be able to sense when you unexpectedly dismount and will emit the warning beeping to let you know its sensors have been thrown out. Place the Revo Glider on a smooth and flat surface, then turn the Revo Glider off, then on again.• You activated the speed alarm. The Revo Glider has an inbuilt speed alarm that will sound when you are moving faster than 10km per hour. Reduce your speed to deactivate the speed alarm. See speed restrictions below.• The Revo Glider has low-battery. The Display Panel will show a red Battery Icon alerting you to the fact that you should charge your Revo Glider.• The Revo Glider’s motors are overheating. This is usually caused by pushing the Revo Glider outside of its optimal conditions e.g. riding uphill or over uneven terrain. Please allow the Revo Glider to cool down.SPEED RESTRICTIONSThe Revo Glider’s maximum speed is limited to about 12km per hour. Please keep in mind that ridingat 12km per hour will trip the Speed Alarm and will cause the Revo Glider to emit a series of warning beeps. This alarm has been designed with your safety in mind as the Revo Glider is not designed for speeds above 12km per hour. We highly recommend that users keep the Revo Glider at under 12km per hour.Speed Conversion: 12kp/h = 7mp/hINSPECTION, MAINTENANCE AND STORAGE - KEEPING YOUR REVO GLIDER IN GOOD NICKWe highly recommend that you routinely inspect and maintain your Revo Glider, as you would a bike, board or car. If you discover abnormalities or have any issues with your Revo Glider, please contact Kaiser Baas immediately for advice.INSPECTION AND MAINTENANCECheck the body and tyres of your Revo Glider for damage or excessive wear.Avoid using harsh chemicals or solvents if you wish to clean and wipe down your Revo Glider. Do not allow any liquids to enter the ports or buttons of the Revo Glider.The Revo Glider is IP 54 rated, meaning that it can withstand small splashes of water. It is NOT water-resistant or waterproof and must not be operated or stored in waterlogged conditions. Water and other liquids can cause permanent damage to the circuitry and electronic components inside the Revo Glider.STORAGEStore your Revo Glider indoors, in dry conditions at a suitable temperature.If the ambient temperature of the storage location is below 0°C/32°F degrees or above 55°C/131°F degrees, please select an alternative storage location.T o prevent dust and particles entering your Revo Glider during storage, please seal it inside its original packaging and add additional layers of protection where desired.If storing your Revo Glider for extended periods of time, please note that the charge level of the Revo Glider may be depleted during storage. We recommend re-charging your stored Revo Glider every 3 months to make sure it is ready to ride when it is brought out of storage.PRODUCT SPECIFICATIONSFAQIs it legal to use the Revo Glider on the road or footpath?It is likely that the Revo Glider will be regulated as a motor vehicle by each State and T erritory. The Revo Glider is not designed for use on the road or footpath and we do not advise using the Revo Glider on or around any public road, footpath or cycle path.Please consult your local and state road traffic authorities for advice.The Revo Glider battery icon is on. What do I do?Please check that the unit has been charged according to the instructions.The Revo Glider is beeping. What do I do?See Page 17 for a guide on what the beeps could mean.I can’t get the hang of riding the Revo Glider. What should I do?Go over the instructions in the User Guide or watch the online tutorials at and if you’re still stuck give us a call, we’re happy to help.Can the Revo Glider get a flat tyre?No, it cannot as the tyres are solid rubber.CONTACT USNeed further assistance? Please visit:/supportOr email:***********************For the full Kaiser Baas product range visit21。

prescan基础操作流程

prescan基础操作流程

prescan基础操作流程下载温馨提示:该文档是我店铺精心编制而成,希望大家下载以后,能够帮助大家解决实际的问题。

文档下载后可定制随意修改,请根据实际需要进行相应的调整和使用,谢谢!并且,本店铺为大家提供各种各样类型的实用资料,如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等,如想了解不同资料格式和写法,敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copy excerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!1. 软件安装与启动。

下载并安装 PreScan 软件。

意大利花体英文书法

意大利花体英文书法

意大利花体英文书法Italian calligraphy is a unique and captivating art form that has captivated the hearts and minds of artists and enthusiasts alike for centuries. Originating in the Italian Renaissance, this elegant script has evolved over time to become a symbol of sophistication and timeless beauty. At its core, Italian calligraphy is a harmonious blend of form and function, where each stroke of the pen is imbued with a sense of grace and elegance.The origins of Italian calligraphy can be traced back to the 15th century, a time of great artistic and cultural renaissance in Italy. During this period, the country was home to a flourishing community of scribes, illuminators, and calligraphers who dedicated themselves to the art of beautiful handwriting. These skilled artisans drew inspiration from the classical Roman scripts, as well as the ornate Byzantine styles, to create a distinctive calligraphic style that would become known as the "Italic" or "Chancery" hand.One of the key features of Italian calligraphy is its emphasis on the cursive flow of the letters. Unlike the more rigid and formal Gothicscripts that were prevalent in Northern Europe, the Italic hand is characterized by a graceful, slanted appearance and a sense of fluidity. The letters are connected by smooth, flowing strokes, creating a seamless and harmonious overall appearance. This style of writing was not only aesthetically pleasing but also highly practical, as it allowed for faster and more efficient penmanship.Another hallmark of Italian calligraphy is its attention to detail and precision. The calligraphers of the Renaissance era were masters of their craft, and they took great pride in the execution of each individual letter. The strokes were meticulously crafted, with a consistent weight and rhythm that gave the script a sense of balance and harmony. The use of contrast between thick and thin lines, as well as the careful placement of serifs and other decorative elements, added to the overall elegance and sophistication of the Italic hand.One of the most renowned practitioners of Italian calligraphy was the legendary scribe and calligrapher Ludovico degli Arrighi, also known as "Vicentino." Born in the late 15th century, Arrighi was renowned for his exceptional skill and artistry, and his work is considered among the finest examples of the Italic script. His treatise on calligraphy, "La Operina," published in 1522, became a seminal work that influenced generations of calligraphers and scribes.Arrighi's influence can be seen in the work of many other Italiancalligraphers who followed in his footsteps. From the ornate and highly decorative scripts of the Baroque era to the more minimalist and refined styles of the neoclassical period, the Italic hand has remained a constant source of inspiration and admiration for artists and enthusiasts alike.Today, the art of Italian calligraphy continues to captivate and inspire. Modern calligraphers have embraced the timeless elegance of the Italic script, incorporating it into a wide range of applications, from fine art to commercial design. The use of Italian calligraphy in wedding invitations, greeting cards, and other stationery items has become increasingly popular, as people seek to add a touch of sophistication and timeless beauty to their personal and professional communications.Beyond its practical applications, Italian calligraphy has also found a home in the world of fine art. Calligraphers have elevated the Italic script to new heights, using it as a medium for self-expression and creative exploration. The interplay of light and shadow, the fluidity of the strokes, and the overall aesthetic appeal of the Italic hand have all contributed to its enduring popularity among artists and art enthusiasts.One of the most remarkable aspects of Italian calligraphy is its ability to transcend time and culture. While the Italic script has its rootsfirmly planted in the Italian Renaissance, it has since become a global phenomenon, with calligraphers and enthusiasts from around the world embracing its timeless elegance and beauty. From the United States to Japan, the art of Italian calligraphy continues to captivate and inspire, serving as a testament to the enduring power of the written word and the human desire for artistic expression.In conclusion, Italian calligraphy is a truly remarkable art form that has stood the test of time. From its origins in the Italian Renaissance to its continued influence in the modern world, this elegant script has captivated the hearts and minds of artists, enthusiasts, and everyday individuals alike. Whether used for practical purposes or as a medium for creative expression, the Italic hand remains a symbol of sophistication, beauty, and the enduring power of the written word.。

从下至上编织的简单教程

从下至上编织的简单教程

从下至上编织的简单教程英文回答:Weaving from bottom to top is a simple technique that can be used to create various types of crafts, such as baskets, mats, and even clothing. This technique involves interlacing strands of material, such as yarn, thread, or strips of fabric, to form a solid and sturdy structure.To start weaving from the bottom, you will need a base or foundation. This can be a circular or rectangular shape, depending on the desired outcome of your project. For example, if you are making a basket, you might start with a circular base made of sturdy material, such as cardboard or wood.Once you have your base, you can begin weaving by creating vertical supports. These supports can be made by attaching long strands of material to the edges of the base and pulling them tightly to create tension. For example, ifyou are making a mat, you might use long strips of fabric and secure them to the base with pins or clips.After creating the vertical supports, you can start weaving the horizontal strands. These strands should be woven over and under the vertical supports, alternating each row. For example, if you started the first row by weaving the strand over the first vertical support, you would then weave it under the second vertical support in the second row.Continue weaving in this manner, alternating over and under, until you reach the desired height or length of your project. Remember to pull the strands tightly to ensure a secure and even weave. You can also experiment with different patterns and designs by varying the colors or thickness of the strands.Once you have completed the weaving, you can finish off the project by securing the ends of the strands. This can be done by knotting or tucking the ends into the weave. For example, if you were making a basket, you might tie theends of the strands together to create a handle.Weaving from bottom to top is a versatile techniquethat can be used to create a wide range of crafts. Itallows for creativity and customization, as you can choose different materials, colors, and patterns to suit your preferences. Whether you are a beginner or an experienced weaver, this technique offers endless possibilities for creating unique and beautiful handmade items.中文回答:从下至上编织是一种简单的技巧,可以用来制作各种手工艺品,如篮子、垫子,甚至衣物。

CaRIne Crystallography 使用教程

CaRIne Crystallography 使用教程

课程辅助教学软件/《学生自学平台》收集的软件介绍引言:本课程介绍了较多的晶体材料本身及结构转变过程的热力学、动力学、晶体学及组织方面的基本知识。

学生主要的注意力用在理解这些知识上,很少有时间考虑计算机的飞速发展对材料科学教学及研究带来的巨大帮助和便利。

也很少意识到,了解相关的软件不仅可加深对课上内容的理解,还可大大促进将来本科结业中角色的进入,给科研带来大的便利,还锻炼了独立解决问题的能力,以及英语水平。

在《学生自学平台》应用2年多的时间内,因种种原因,我们感觉这些软件并未得到充分的应用。

我们也在思考,在今后的课程学习考核中,以应用这些软件解决一些问题作为成绩的一部分。

其目的还是培养能运用现代科技手段解决实际问题的人才,而不是仅仅记住一些书本知识。

以下简单介绍我们所收集到的相关软件的用途及使用方法。

一、Materials Science on CD-ROM 说明:这是除教学授课用自编多媒体以外最常用的、也是最适合本课程的辅助教学软件。

其特点是,全部为英文。

因本课程在我校定为双语课程,虽然目前开设了英语教学班,但并未能达到与中文授课内容同样多的程度。

因课程内容较难,大范围直接用英文讲学生难以接受,达不到预想效果。

特点二,该软件是教学用商业软件,动画形象效果很好。

缺点是内容较浅,且与所用教材匹配有一定出入,如再结晶、界面两章内容基本未涉及到。

所以它不可能代替我们自己编写的多媒体,只能是辅助材料。

目前该软件得到较大的扩充,可上网访问。

图2是位错塞积现象的模拟块。

可自行设置晶粒尺寸,应力值,观察位错与障碍物交互作用造成的应力集中。

图3是位错间交互作用及位错运动的模拟块,可观察不同位错的运动结果及形成的位错墙。

图1 MA TTER 软件界面图2图3图4是模拟割阶对位错运动产生的拖曳作用的实验界面。

图5是脱溶过程模拟的界面。

可考察不同冷速对脱溶过程及最终组织的影响。

图4图5二、CaRIne Crystallography晶体学软件使用方法简介说明:这是一个既适合于教学也适合于科研的晶体学计算软件。

手写体与印刷体

手写体与印刷体

大家都知道,小写字母a和g有两种写法,如左右两个图里所示。

有些人的第一反应是,一个是手写体,一个是印刷体。

可事实却不是这么简单,先解释一下左右两张图:左边是Verdana 字体,右边是Times New Roman;上下三个字母里,最下面这个是斜体。

把单层a (g)、双层a (g) 称为手写体a(g)、印刷体a (g)其实并不准确。

手写体和印刷体是中文语境的通俗说法,引入拉丁文的时候,学写的字都是前者,后者只在铅字上见过。

这说法其实并不准确。

通常所谓的印刷体a,对应书法里的Humanist Hand。

最早这种写法来源于文艺复兴时期,因此这样命名。

通常所谓的手写体a,对应书法里的Italic Hand。

Italic是指西文中的斜体。

最早印刷术里引入Italic这个概念以及名称,为了和书写端正的Roman体区分,因此书法里作为斜体字原型的Italic Hand书写是带有一定角度的。

严格来说,因为Italic体包含Italic hand 的风格特征,理应翻译成“意大利斜体”,仅仅翻译成斜体,损失的信息量太大了,而且也难以和普通斜体Oblique进行区分。

关于小写字母g 的两种写法,也有人把它们分别叫做open tail 和loop tail,手写一般用单层(single-story)g。

一般正式出版物里面都用这种双层g 。

不过很多电脑字体和非正式出版物都用单层g,所以单层g已经不能算仅仅是手写体了。

然后是小写字母a的问题,大多数印刷品和电脑字体里面,a 都是双层的,你可能会认为那种单层a肯定是手写体了吧?可惜不是,如果你去看报纸杂志,你会发现所有斜体的地方a都是单层写法,如右图Times New Roman 字体所示。

只不过很多电脑字体不遵守这个规则,只是简单的把正体 a 倾斜一下左图Verdana 字体,然而这种写法是不准确的。

有人也会问,大写G、J到底有没有横?我个人觉得那应该不算横,而是衬线,也叫做饰线。

Chan and Reich 2007 IT Alignment - What we have learned

Chan and Reich 2007 IT Alignment - What we have learned

State of the ArtIT alignment:what have we learned? Yolande E Chan1,Blaize Horner Reich21The Monieson Centre,Queen’s School of Business,Queen’s University,Kingston,Canada2Segal Graduate School of Business,Faculty of Business Administration,Simon Fraser University,Vancouver,CanadaCorrespondence:YE Chan,Queen’s School of Business,Queen’s University,Kingston,ON,Canada K7L3N6.Tel:þ16135332364;Fax:þ16135332321;E-mail:ychan@business.queensu.caAbstractWe provide a review of the alignment literature in IT,addressing questions such as:Whathave we learned?What is disputed?Who are contributors to the debate?The article isintended to be useful to faculty and graduate students considering conducting researchon alignment,instructors preparing lectures,and practitioners seeking to assess the‘state-of-play’.It is both informational and provocative.Challenges to the value ofalignment research,divergent views,and new perspectives on alignment are presented.Itis hoped that the article will spark helpful conversation on the merits of continued investigation of IT alignment.Journal of Information Technology(2007)22,297–315.doi:10.1057/palgrave.jit.2000109Published online18September2007Keywords:alignment;linkage;fit;models;measures;antecedents;outcomes;strategy;structure;culture;knowledge;social dimensionsIntroductionF or two decades,IT alignment has consistently appearedas a top concern for IT practitioners and company executives(Luftman et al.,2005).Hundreds of commentaries and cases have been published in trade publications.Many scholarly journal articles have been published.So what have we learned?In this article,we focus on the alignment literature within the MIS research discipline,reviewing past articles–primarily of a scholarly nature–and proposing integrating views.Researchers,teachers,and practitioners alike should find this integration of the literature beneficial. For research,we suggest where future contributions might be made.For lecturers,we present alignment models that can be used in IT strategy classes to explain key concepts.In addition,we present the‘state-of-play’in alignment practice for lecturers and practitioners.For the latter,we also suggest ways to interpret the literature and implement research recommendations.We have tried to be both informational and provocative.Challenges to the value of alignment research,divergent views and new perspectives on alignment are presented.Our goal is to be as inclusive of major alignment perspectives as possible.1We invite scholars and practitioners to contact the authors to provide additional information,similar and contrary views,and case studies.Via the Journal of Information Technology and AISWorld(http://www.isworld. org),we will summarize the feedback and stories we receive.Welcome to a conversation on IT alignment.Structure of ArticleIn the article,we first discuss the motivation for alignment research.Next,we move on to define alignment and to present key dimensions and levels of the alignment construct.Our goal is to be inclusive of many different perspectives.We then present a review of various factor models of alignment and discuss antecedents and out-comes.We address the questions:What creates alignment? What benefits can reasonably be expected?Next,we present a process perspective on alignment and comment on different process models that have been researched.In closing,we provide reflections on the IT alignment research stream to date and highlight key implications for research and practice.Motivation and need for alignment researchFor many years,researchers have drawn attention to the importance of alignment between business and IT2(e.g., McLean and Soden,1977;Henderson and Sifonis,1988).In early studies,this often meant linking the business plan and the IT plan.Another perspective involved ensuring congruence between the business strategy and the IT strategy.Still another has required examining the fit between business needs and information system priorities. These conceptualizations have been enlarged over time and now research recognizes many points of alignment between business andIT.Journal of Information Technology(2007)22,297–315&2007JIT Palgrave Macmillan Ltd.All rights reserved0268-3962/07$30.00 /jitEarly motivation for alignment emerged from a focus on strategic business planning and long-range IT planning in the early1980s(e.g.,IBM,1981).From a business perspective,planning was characterized as a top-down and a bottom-up process,and departmental(e.g.,IT)plans were created in support of corporate strategies.From an IT perspective,decisions on hardware and software had such long-term implications that tying them to current and future plans of the organizational unit was a practical necessity.The business and IT performance implications of alignment have been demonstrated empirically and through case studies during the last decade(e.g.Chan et al.,1997;de Leede et al.,2002;Irani,2002;Kearns and Lederer,2003). Simply put,the findings support the hypothesis that those organizations that successfully align their business strategy with their IT strategy will outperform those that do not.Alignment leads to more focused and strategic use of IT which,in turn,leads to increased performance(Chan et al.,2006).For all these reasons,academics have been motivated to study IT alignment.However,the motivation for and methods of alignment research have also been challenged.A counter-argumentMany scholars argue that the alignment literature fails to capture important phenomena and that in fact,alignment is not always desirable.The arguments have several themes, including(1)alignment research is mechanistic and fails to capturereal life,(2)alignment is not possible if the business strategy isunknown or in process,(3)alignment is not desirable as an end in itself since thebusiness must always change,and(4)IT should often challenge the business,not follow it. These arguments that challenge the need for further alignment research are described more fully below. Ciborra(1997)3suggests that the alignment literature is too theoretical;that it is generated by the scientific method applied to the design of human affairs and computer systems.He recommends a Mintzberg-like approach,where researchers go to the field for insights(Mintzberg,1973). Critics of IT alignment research argue that in the world of work,alignment does not succeed because strategy is not a clear concept due to various turbulent,unpredictable circumstances that leave managers muddling through, betting,and tinkering with their corporate strategies(Vitale et al.,1986).Tightly coupled arrangements can have negative outcomes especially in turbulent times.That is,if the business environment suddenly changes and alignment is too tight,businesses may have difficulty adjusting to their new environments.Furthermore,the use of technology itself is characterized by improvisations of various sorts(Ciborra,1996; Orlikowski,1996)and by unexpected outcomes.Working toward pre-specified or fixed outcomes may be unrealistic. In the worst case,this is an argument for the demise of alignment research.At best,this calls for an enlarged notion of alignment within a hybrid network of semiauto-nomous(vs harmonized and synchronized)actions (Ciborra,1997).Depending on the model of alignment,one can argue that it is necessary for IT to challenge the business,not simply implement its vision(Chan and Huff,1993).Disagreement, friction,and conflict can be more desirable than reactive, smooth IT operations in order to achieve high business performance.This view suggests that researchers who believe that IT should simply support what the business is doing may be wasting their and others’time.However, Kearns and Lederer(2000)point out that while effective alignment of the IT plan with the business plan can provide competitive advantage,the opposite–aligning the business plan with the IT strategy–can result in potential losses.For this reason,researchers and practitioners must be cautious about putting IT in the lead.Levy(2000),using a resource-based perspective,cautions that IT–even aligned IT–in and of itself is not strategic.In order for IT to be strategic,it must be valuable,unique,and difficult for competitors to imitate.Sauer and Burn(1997)warn that alignment can give rise to pathologies that require careful management if undesired business and IT costs are to be avoided.Three types of pathological outcomes from strategic alignment are identi-fied:misalignment,which occurs when a company tries to align IT with business strategies that are not internally consistent;IT stagnation,which occurs as part of a common,almost natural,cycle of innovation;and IT and globalization,which presents special scale and cultural difficulties for alignment.If IT researchers produce manu-scripts that call for high alignment in these potentially difficult and pathological situations,they are doing a disservice to practitioners.So should we abandon the study of alignment?The authors think not but welcome reader input.Although there are theoretical and empirically based arguments suggesting that alignment may not always be a suitable goal,the practitioner community consistently ranks it as a top priority.The Society for Information Management conducts surveys to gauge the importance of various IT issues.In2005,the number one management concern of all groups of respondents was alignment(Luftman et al.,2005).Alignment was also ranked as the top management concern in2004and2003,whereas it was ranked9th in1994,7th in1990,5th in1986,and7th in 1983.It is clear that the issue of IT alignment has remained important over the past two decades.From the authors’perspective,the issues noted above are challenges to the attainment of alignment,rather than reasons alignment should not be pursued or studied.In this article,we take as given the view that alignment is inherently of value and contributes to organizational success.What we do not take for granted is that alignment is a static,single-dimensional factor or process,or that it is easy to attain.Our goal is to explore the many perspectives taken on alignment and to suggest ways in which academics and practitioners can integrate,build on and apply what has been learned.Challenges in attaining alignmentBefore outlining the approaches and benefits of alignment, we summarize alignment challenges from apractitioner’sperspective.These challenges relate to knowledge,locus of control,and organizational change.Alignment challenges related to knowledgeChallenges related to knowledge refer to the central problem that IT executives are not always privy to corporate strategy, and that organizational leaders are not always knowledgeable about IT.Also,managers are not always knowledgeable about key business and industry drivers.Corporate strategy is unknown:A recurring issue seen in previous alignment research is that often corporate strategy is unknown(Reich and Benbasat,2000)or,if known,is unclear and/or difficult to adapt(Baets,1992). This poses a significant challenge because most models of alignment presuppose an existing business strategy to which an IT organization can align itself.Formal business strategies are often too ambiguous for business managers to understand(Campbell,2005).Man-agers face ambiguity surrounding the differences between espoused strategies,strategies in use,and managerial actions,many of which may be in conflict with one another.This issue of comprehension can be both internal and external to the IT organization.Internal comprehen-sion is affected by mental models and world views, relationships,shared domains of knowledge,and shared systems of meaning.External comprehension is influenced by education and training,the organizational structure and visibility of the IT staff in the structure,and the IT environment.Failures or weaknesses in any of these areas may result in poor alignment.Lack of awareness or belief in the importance of alignment:Although there is empirical support for the notion that alignment provides organizational value, many business managers are unaware of the importance of IT alignment and/or have little belief that IT can solve important business problems(Baets,1996).For instance,in Baets’study of European banks,it was found that the influence of mindsets on IT alignment awareness was significant.Although there was a trend in the use of IT from a support function to a competitive capability, and IT issues were perceived to have a great influence on the banking industry,there was no strong and clear belief that IT could solve specific banking problems. Those managers who could see specific ways to solve banking problems via IT had more positive attitudes towards IT strategy and planning.Similarly,a study by Vitale and colleagues revealed a strong relationship between IT-knowledgeable management and system identi-fication processes that were viewed as satisfactory(Vitale et al.,1986).Henderson and Venkatraman(1993)found that man-agers were more comfortable with their ability to compre-hend business positioning choices(i.e.,where products are sold)rather than IT positioning choices(i.e.,critical technology to support business strategies).This was attributed to the fact that strategy has typically been viewed as something applied to the output market,and that IT has typically been viewed as an internal response(or an input)to business strategy as opposed to something that leverages business strategy.Lack of industry and business knowledge:Baets(1996) found IT alignment was hindered by a lack of knowledge about the banking industry(not just skills and knowledge about IT)among banking managers.In particular,it was found that IT alignment was negatively influenced by the following industry factors:(i)when awareness of the banking industry issues was low and(ii)when the interaction of different aspects within the corporate strategy was not well known to managers.Therefore, before managers could use IT solutions to help solve their banking problems,a deeper knowledge of the banking industry itself was required.In a multiple case study of insurance business units, Reich and Benbasat(2000)showed that shared domain knowledge between business and IT executives was the strongest predictor of the social dimension of alignment. When shared domain knowledge was high,communication between the two groups was strategic and frequent,and the result was a high level of alignment.Alignment challenges related to locus of control and the status of ITCampbell et al.(2005)suggest that when managers are confronted with a business challenge,they make decisions based on their locus of comprehension(understanding) and their locus of control(authority to make decisions). These constraints impact alignment.From this perspective, strategic alignment can be seen as an array of bounded choices made in order to resolve strategic ambiguity (Campbell,2005).Another contributing factor in the attainment of align-ment is the status of IT within the business unit or organization.In a study of cultural assumptions about IT, Kaarst-Brown and Robey(1999)found five separate archetypes.In several of these archetypes,notably the ‘fearful’and the‘controlled’,managers felt that IT was not a benign force within the organization.Therefore,although managers cognitively knew what was needed to achieve IT alignment,practically it was not feasible.Alignment challenges related to organizational change The business environment is constantly changing,and thus there may be no such thing as a‘state’of alignment. Strategic choices made by one organization frequently result in imitation by other organizations.Thus,strategic alignment is a process of change over time and continuous adaptation(Henderson and Venkatraman,1993).Van Der Zee and De Jong(1999)cite a main problem with alignment as the time lag between business and IT planning processes. That is,given that the business environment and technol-ogy change so quickly,once an IT plan is enacted,there is a high probability that the plan and the technology are already obsolete.Having presented challenges to alignment research and practice in organizations,we now turn our attention to defining alignment and presenting variance and process models.These definitions and models create a foundation for future alignmentresearch.What is alignment?Alignment definitionsAlignment has been conceptualized in the academic literature in various ways.Sauer and Yetton(1997)argue that its basic principle is that IT should be managed in a way that mirrors management of the business.4Reich and Benbasat(1996)define alignment as the degree to which the mission,objectives,and plans contained in the business strategy are shared and supported by the IT strategy. Henderson and Venkatraman(1993)state that alignment is the degree of fit and integration among business strategy,IT strategy,business infrastructure,and IT infra-structure.McKeen and Smith(2003)argue that strategic alignment of IT exists when an organization’s goals and activities and the information systems that support them remain in harmony.Good alignment means that the organization is applying appropriate IT in given situations in a timely way,and that these actions stay congruent with the business strategy,goals,and needs(Luftman and Brier,1999).When asking focus group participants to define align-ment,Campbell(2005)was given the following answer:‘Alignment is the business and IT working together to reach a common goal.’Similarly,Abraham(2006) described alignment using a rowing analogy;‘Strategic alignment,is then,everyone rowing in the same direction.’These perspectives do not refer to visions, strategies,plans,structures,etc.that are mentioned in many academic definitions of alignment but their meaning is very clear.However,because of their lack of precision,they are less helpful in articulating what exactly constitutes good alignment and how it might be measured.Equivalent termsIn the literature,alignment has also been called fit (Chan,1992;Henderson and Venkatraman,1993), linkage(Reich,1993),and integration(Henderson and Venkatraman,1993).Chan(1992)defined fit as the degree of coherence between realized business strategy and realized IT strategy.Henderson and Venkatraman(1993) defined fit in terms of the relationship between external business strategy and internal infrastructure and processes. They defined functional integration in terms of the business–IT relationship.Reich and Benbasat(1996,p.56)defined linkage as‘the relationship between the business domain and the IT domain’.These terms and others(e.g.,bridge(Ciborra,1997),harmony(Luftman et al.,1999),and fusion(Smaczny,2001))are sometimes used interchangeably with alignment although subtle differences exist.The term‘fit’has an extensive research stream in the mathematical and strategic management literatures (e.g.,see Edwards,1992).In the MIS literature,it has often,but not exclusively,been used to refer specifically to the measurement of alignment(e.g.,Bergeron et al., 2001).Although it may be argued that‘alignment’is now the dominant term in the MIS literature,this cannot be said for the strategy literature where we also find extensive use of terms such as fit,congruence,and covariation.Alignment dimensionsIn the MIS literature,several dimensions of alignment are clearly apparent:strategic/intellectual,structural,social, and cultural.Although significantly more attention is given to strategic IT alignment,both strategic alignment and structural alignment influence performance.In addition, alignment is contingent on many of the social and cultural aspects of an organization(Reich and Benbasat,1996; Chan,2001).Strategic and intellectual dimensionsStrategic alignment refers to the degree to which the business strategy and plans,and the IT strategy and plans, complement each other.Reich and Benbasat(2000)define intellectual alignment in terms of‘the state in which a high-quality set of inter-related IT and business plans exist.’With this perspective,it is difficult for alignment to occur if the business lacks a formal,documented plan(Vitale et al., 1986;Lederer and Mendelow,1989;Wang and Tai,2003). Kearns and Lederer(2000)argue for a distinction between the information systems plan(ISP)–business plan (BP)and BP–ISP model of alignment.The ISP’s alignment with the BP,or the ISP–BP model,signifies IS manage-ment’s understanding of business strategy(Reich and Benbasat,1996).The BP–ISP alignment model,on the other hand,ensures that the business plan reflects the experience and knowledge of the organization utilizing IT-based resources,and signifies better top management understanding and commitment(Bensaou and Earl,1998).Structural dimensionsStructural alignment refers to the degree of structural fit between IT and the business.Structural alignment is influenced by the location of IT decision-making rights, reporting relationships,(de)centralization of IT,and the deployment of IT personnel(Chan,2002).Pyburn(1983) found that IT is much more likely to be perceived as supporting the critical needs of the business when there are few levels between senior management and IT management. Earl(1989)outlined five ideal IT arrangements:centra-lized,business unit,business venture,decentralized,and federal.In this model,‘arrangement’connotes the struc-tures,processes,and accommodations that evolve when organizing IT.These arrangements need to be aligned with factors such as the host organization characteristics, technology assimilation,the strategic impact of IT,and the IT heritage.Brown and Magill(1994)suggested a simpler structural typology involving IT structures that are centralized, decentralized,or hybrid.They provided evidence that each structure can be effective,given the right circumstances.In their study,the choice of a decentralized IT structure was influenced by a corporate strategy of unrelated diversifica-tion,a decentralized overall firm structure,a culture of strong autonomy without the desire for a CIO,satisfaction with the management and use of technology,and total business unit control over system approvals.The choice of a centralized IT structure resulted from a corporate strategy of related diversification,an overall firm structure of hybrid strategic business units,a culture of central direction,a CIO who was part of the top management team,satisfactionwiththe management and use of technology,and some business unit control of systems approvals.Empirically,Tavakolian(1989)found that IT structure is strongly related to competitive strategy.That is,firms that have a conservative strategy tend to have a centralized IT structure.Those firms that are more entrepreneurial and risk-taking tend to have a decentralized IT structure. Bergeron et al.(2001)found that increasing structural complexity alone has no impact on performance.That is, more complex IT structures are not necessarily superior. However,increasing structural complexity in conjunction with a stronger IT management can increase competitive positions in terms of growth and profitability.The informal structureAlthough the formal structure is most often researched, Chan(2001)found the informal structure to be of great importance in improving IT alignment and performance. The informal structure was defined as‘relationship-based structures that transcend the formal division of labor and coordination of tasks’.Chan’s study suggested that scarce management time and resources are better spent on improving the informal organization than on aligning formal structures.Although less visible than the formal structure,it can be more malleable and paradoxically more enduring.Social dimensionReich and Benbasat(2000)define the social dimension of strategic alignment in terms of‘the state in which business and IT executives within an organizational unit understand and are committed to the business and IT mission, objectives,and plans.’They argue that researchers should study the social and intellectual dimensions of alignment together.This will reveal the complexity and challenges of IT alignment.There are many barriers to achieving both intellectual and social dimensions of alignment and the prerequisite strong CEO–CIO relationship(Feeny et al.,1992).IT personnel and business staff must collaborate together at all levels of an organization.This is a prerequisite for high alignment.Yet this may be hindered by many issues such as the invisibility of the IT staff,communication barriers, history of IT/business relationships,attitudes of organiza-tion members to IT,shared domain of knowledge,and leadership(Earl,1989;Campbell,2005).Cultural dimensionPyburn(1983),in an early study on strategic IT issues, points out the importance of cultural fit between business and IT as a precondition for successful IS planning.He argues that IS planning can validly adopt a personal-informal or a written-formal approach,but that it needs to be aligned with cultural elements such as the business planning style and the top management communication style to be effective.In essence then,alignment needs to be culturally supported; otherwise,it is a never-ending quest.Chan(2002)suggests that a strong company culture is a precondition to the type of informal structure that fosters alignment.Tallon(2003) emphasizes the need for a mind-set that encourages shared networks and common IT procurement policies,and an across-the-board willingness to give up incompatible best-of-breed systems.He states that the‘alignment paradox’cannot be avoided just by picking certain technologies and avoiding others.Flexibility takes vigilance and smart management approaches.Alignment is then fundamentally about cultural change and behavior change(CIO Insight Staff,2004).There has to be commitment from top management for alignment to work.People are not going to listen to what the CIO says as much as they are going to watch what the CIO does,and what the CIO’s business partners do.IT personnel need to be skilled in the softer side of business,which often does not go hand-in-hand with the engineering focus of IT professionals.Top management buy-in,proactive CIOs, and socially adept IT professionals are vital for making alignment a cultural phenomenon.Van Der Zee and de Jong(1999)and CIO Insight Staff (2004)raise the issue of the lack of a common‘language’between business and IT executives.They cite the need to build bridges so that both IT and business personnel are using the same terms,talking about the same topic,which in turn assists with alignment in thought and action.Hunt (1993)states that in well-aligned firms,top management welcomes what can be done through IT,using their understanding of the particular business issues in their company and their imagination when conceiving IT-enabled business strategies.Burn(1993)advocates a cultural audit to examine the relationships between organizational and IT strategy formulation processes.Burn suggests two independent audit checks:one to review the alignment of organizational strategy and structure,and the other to review the alignment of IT strategy and structure.The two audit checks,when applied together,are referred to as the organizational‘cultural’audit framework.Levels of alignmentIdeally,alignment should be present at all levels of the organization,including the organizational level,system level(Floyd and Woolridge,1990;Campbell,2005),project level(Jenkin and Chan,2006),and the individual/cognitive level(Tan and Gallupe,2006).According to Floyd and Woolridge(1990),misalign-ment can often explain system implementation difficulties. Formal strategies are often only implemented at the upper levels of the organizations,yet strategy is carried out on the front line.The focus of alignment at the lower levels of an organization involves translating business unit goals into personal goals(Campbell,2005).Recognizing this problem,Bleistein et al.(2006) attempt to use requirements engineering to link higher-level strategic goals to lower level,explicit organizational processes.Their model provides a mechanism for verifying alignment as requirements are explicitly verified with super-ordinate goals and subordinate goals.Jenkin and Chan(2006)examine alignment at the project level.They define IT project alignment as the degree to which an IT project’s deliverables are congruent with the organization’s IT strategy and the project’s objectives. Critical to project alignment is the project’s responseto。

rhetorical techniques

rhetorical techniques

修辞技巧(Rhetorical Techniques)词义修辞格(Lexical Stylistic Devices)明喻(Simile)He jumped back as if he had been stung, and the blood rushed into his wrinkled face.(他往后一跳,好像被什么东西叮了一下似的,他那张布满皱纹的脸顿时涨得通红。

)在《品尝家》一文中老人对“我”的慷慨施舍的反应如同被蜜蜂叮过一样,生动地刻画出一个处境凄凉内心却极度敏感的可怜老人的形象。

The cheque fluttered to the floor like a bird with a broken wing. (支票跌落到地上,像一只断了翅膀的小鸟。

)《礼物》一文中,老太太喜迎八十大寿,大女儿不来庆祝,只寄来一张支票。

作者把这张支票比作断了翅膀的小鸟,形象地表达出此刻老太太希望破灭,极度伤心的心情。

暗喻(Metaphor)What will parents do without the electronic baby-sitter? (如果没有这位电子保姆,父母该怎么办呢?)形象地说明了电视机的保姆功用。

... while most of us are only too ready to apply to others the cold wind of criticism, we are somehow reluctant to give our fellows the warm sunshine of praise.(……但是我们中的很多人太容易给别人批评的冷风,而不愿意给自己的同伴赞扬的阳光。

)作者把批评比作冷风,把赞扬比作温暖的阳光,生动形象,寓意隽永。

转喻(Metonymy) 即借代, 是通过相近的联想,借喻体代替本体。

My 15 students read Emerson, Thoreau, and Huxley.(我的十五位学生读了爱默生、梭罗和赫胥黎的作品。

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第一张图片讲的是字母正确大小和笔画宽度以及如何用笔尖的宽度确定导引线(guidelines)之间的距离。

Ascender line上伸线
Capital line大写字母线(并不是每组导引线都有)Waist line腰线Base line基线
Descender line下伸线,同时又是下一组导引线的上伸线
字母的主体部分应该填满腰线和基线之间。

(在某种意义上可以理解为支撑着两条导引线)
太粗:这个笔尖应该用间距更宽的导引线才能适合五个尖宽的标记。

太细:这个笔尖应该用间距更窄的导引线。

比如:
测量笔尖宽度时笔尖的位置。

记住:字母主体的高度称为x高度。

如果你想自己画导引线,你应该先画五个尖宽的标记来确定导引线的间距。

挨着最上面那个标记的是腰线,挨着最下面的是基线。

这两条线上下五个尖宽的线是Chancery Italic的上伸线和下伸线。

注意下面这张图片的右边那个中间有x的那个方框。

如果你写出的最细和最粗的笔画与那个x一样说明你的握笔姿势正确,意大利体中笔应该与基线成45度角。

基本形
基本形是不抬笔一笔写出来的。

这里把它拆开以便观察笔画特征。

注意当写到接近基线时要稍微向右倾斜。

平顶紧挨着腰线。

a是一笔写出来的。

下面必须打开。

转角应避免太重。

b也是一笔写成的。

字母c从腰线开始一笔写成。

c的平顶比较短,如果细线(hairline)存在,衬线(serif)向上延伸到腰线的话,就会出现一个空隙。

与a一样d 的下面也是打开的。

我通常先写后面的一画然后再在前面加上一个基本形。

如果你认为这会影响你判断字母间距的话,你也可以先写基本形。

d是两笔写成的。

你可以先写基本形然后再写后面那个像l的笔画,以便与上一个字母的细线衔接。

否则就先写后面那笔。

字母e有两种写法。

如果你用第一种写法的话必须使细线与末端衬线的斜度相同,因为chancery字体看起来漂亮的原因之一就是角度统一。

e起笔与c相同,但是是两笔写成。

细线应与末尾的衬线斜度相同。

另一种写法如图所示,也是两笔写成。

小写f是唯一一个15个尖宽的字母。

从上伸线开始写到下伸线为止。

两个f连写时可以按照右边的写法。

g的另一个写法写完下图中的形状后再继续向上写到主体部分。

看起来就像是草体的g。

(我不喜欢那种写法,因此你看不见我那样写。


注意下伸部分向下那笔从短横靠左一点开始写。

这样写g和a更美观,同时避免使笔画交叉点显得太重。

注意下面一定要打开。

g与a写法相同,只是向下继续写,笔尖保持45度角继续向左。

字母h起笔像b而且也是一笔写成。

它是6个分叉字母的第二个。

当你书写字母主体的右分叉时请注意顶端不要太圆也不要太尖。

注意字母主体的顶端。

请注意笑脸下面的那个正确的i,正确写法是一个竖的开始和结尾加衬线。

右边是一些常见的错误写法。

末尾不能弯曲,中间也不能弯曲。

如果你写得好i和g那你就写得好j。

从左边的衬线开始写到腰线,然后向下写到下伸线。

最好写的字母之一。

字母k是第二个一笔写成的分叉字母。

与h相同从顶端开始下笔向右分叉。

注意下面第二种写法,最后一笔一直写到基线以下。

当k在行尾或词尾时这样写比较漂亮,尤其是写在信封上。

字母l的写法如下图所示。

正式的意大利体是以短细线起笔而且没有那个小旗子一样的东西。

字母m是另一个分叉字母,是不用抬笔一笔写成的。

竖画之间斜度相同,间距必须一致。

分开。

太圆。

太突兀。

字母n与m相似,也是一个一笔完成的分叉字母。

经常有人说n可以用来确定间距,单词之间是一个n的距离,字母间是半个n的距离。

但我只看到一个作者说过怎么确定字母n中间两笔的间距!!!作者说间距应该是2到2.5个尖宽。

这是一个确定间距的方法,但是有更容易的方法,等我把所有小写字母教完的时候会说的。

Chancery字体通常被称为圆角平行四边形。

小写字母的高度大致为宽度的两倍。

你可能已经注意到o并不是圆形而是近似椭圆形的。

仔细观察细的部分与倾斜角和轴线的关系。

手写o时你可以一笔写出来。

在一些书中你可能会读到o是两笔写成的,那一般是正式书法的写法。

右撇子一般逆时针写,一些左撇子特别是overwriter可以顺时针书写。

最重要的就是记住我在下图中的那句话。

注意细的部分与留白的形状。

字母p是唯一的两笔写成的分叉字母。

字母尾部可以用下面三种写法。

如果你用第一种写法一定要先向左写,然后向下一点,再向右。

否则尾部就好像一个钉在下伸部分的棒子一样了。

字母q开始是基本形。

写法与g相同,尾部稍微向左然后向右。

你可能会经常看到第一种写法的q,但是尾部稍短。

第二种写法更常见一些。

字母r起笔像i不抬笔往回写再向右分叉。

分叉不要太低,但是注意中间必须有一个细的连接部分。

上下两个弧线间的空白应该相同,或者下面的稍大一些。

头重脚轻的s不好看!
字母t是仅有的一个上伸部分不是5个尖宽的字母。

在正式的意大利体中t只比腰线稍微高一点。

手写时一般写的比较小,你只需要写的和大写字母差不多高就可以了。

(腰线和上伸线一半那么高。


短横写在腰线上或者紧挨着腰线下面。

字母u的要点是两个竖画必须平行…但是记住一定要把中间打开!
字母v一笔或两笔写成都行。

无论哪种情况,如果你不打破规则转一下笔的话,v的右边就会变为细线,看起来就不平衡了。

中间的那个v是一笔写成的。

两种两笔的写法我都用。

第三种写法不是很常见,但我很喜欢!
字母w跟v相同也是一笔两笔写成都可以。

下面两个例子都是用两笔写成的,写完v的最后一笔再向下继续写。

与v相同第二种写法并不常见。

字母x的第二笔从哪个方向写都可以,一般情况下都是从右上写到左下。

交叉处的上下留白应该相同。

字母y写成下面哪种都可以。

第一种写法是不抬笔一笔写成的。

这也是我常用的写法。

第二种写法两笔写成也很常见。

我在需要短下伸部分的时候用这种写法。

字母z也是不抬笔一笔写成的。

虽然下面两种写法你都可以见到,但是中间用细线并不是什么时候都好看。

也就是说稍微转一下笔写出粗一点的线来“支撑”那两个粗横线。

有时你会见到z的尾部加花,但那一般是大写字母z 的写法。

注意底下的横比上面的要长。

其他写法
大写字母C向下写到基线以下,后面接某些字母时这样写很漂亮,接其他字母就不好看,自己试一下!
第一个D的引导衬线和第二个D的结构也可以用在字母B、P和R上。

这个I不能写到基线以下,以免被误认为J。

写字母
很多种大写字母都可以与Chancery Italic一同使用。

除了下面那些,你平常写字的时候也可以用那些简单的印刷体字母。

下面的图是一些书法家的作品。

如果我记起来是谁写的,我会告诉注明的。

加了注释的字母是我自己写的。

注意…..大写字母的高度不到上伸线。

高度在腰线和上伸线之间。

在有些导引线上大写字母线是一条虚线。

(见第一页上的图片。


注意那些细微的差别。

有些字母在不同字体中看起来相同但是笔顺完全不同。

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