Conditioning technique, ageneral anti-windup and bumpless transfer method
心理学常用词汇

外倾 功能不良假设 功能分析 卡特尔人格测验 艾森克人格问卷 他暗示 行为日记 行为主义 行为危险因子 行为协议 行为医学 行为疗法 行为学习理论 行为类型 交互抑制法 交往 冲击疗法 自由联想 自动思想 自我 自我认同 自我失调 自我论 自我实现
extroversion malfunetion hypothesis functional analysis (16PF) 16 personality factor (EPQ) Eysenck personality questionnaire other's-suggestion behavior log behaviorism behavior risk factors (合同) behavioral contract behavioral medicine behavior modification (therapy) behavior learning theory behavior patterns reciprocal inhibition communication implosive therapy free association automatic thoughts ego self-identity self incongruence self theory self-actualizing
自我拒绝 自我顿悟 自我监督 自我控制疗法 自我探索 自我梗塞 自我暗示 自我意识 自我概念 自我概念混乱 自怜 自律训练 动机 动机冲突 动作学习 危机干预 早泄 压抑 压制 负性事件 负强化 优势半球 问卷法 问题小组
self-refuse self-iv-sight self-monitoring self-control procedure self-searching ego-infarction autosuggestion self-consciousness self-concept self-concept disorder self-pity autogenic training motivation motivational conflict act learning crisis intervention praecox ejaculation depression suppression negative events negative reinforcement dominant hemisphere questionnaire method problem group
《管理学》专业词汇中英文对照ABC

第二部分专业词汇中英文对照AAbsenteeism 缺勤,旷工Acceptance of authority权威的认可Accommodation 顺应(对待冲突的策略)Achievement-oriented leader 成就导向型领导者Acid test ratios 速动比率Acquisition 并购,收购Active listening 积极倾听Activities 活动Adjective rating scales描述性评分表Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划,积极行动方案Age Discrimination in Employment Act 反就业年龄歧视法案Agreeableness 随和Agriculture wave 农业化阶段,农业时代Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题Anthropology 人类学Assaults 袭击,攻击Assertiveness 专断,肯定,强制取向(划分解决冲突风格的维度)Assumed similarity 假定相似性Attentional processes 注意过程Attitudes 态度Attribution theory 归因理论Authority 职权,权威Autocratic style of leadership 专制式领导,独裁式领导Autonomy 自主,自主权Availability heuristic 只利用现有信息决策的取巧途径,以易代难倾向Avoidance 回避,规避BBaby boomers 婴儿潮Bargaining strategies 争价策略,谈判策略Barriers to communication沟通障碍Basic corrective action彻底纠错行动Behavioral component of an attitude 态度的行为成分Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格Behavioral theories of leadership 行为领导理论Behaviorally anchored rating scales (BARS) 行为定位评分法Behavior-related symptoms行为表征Benchmarking 标杆瞄准,基准化Big five model 五因素模型,大五模型Board representatives 员工代表Body language 身体语言“Boiled frog phenomenon”“煮青蛙现象”Borderless organizations无边界组织(内部)Boundaryless organization无界组织Bounded rationality 有限理性Brainstorming 头脑风暴法Break-even analysis 盈亏平衡分析Broad-banding 基于员工能力付酬的一种方式Bureaucracy 官僚行政组织Bureaucratic control 行政控制Business evaluation method 企业评估方法C“Calm waters” metaphor“风平浪静”观Career 职业生涯Centralization 集权,集中Certainty 确定性Chain of command 指挥链Change agent 变革推动者Change 变革,改革,变化Changing economy 变化的经济Channel 渠道,媒介Charismatic leadership theory 魅力型领导理论Civil Rights Act 民权法案Clan control 文化控制Classical approach 经典观念,经典学派Closed system 封闭系统Coach 教练Code of ethics 道德规范Coercive power 强制权力,强制权Cognitive component of an attitude 态度的认知成分Cognitive dissonance 认知失调Collaboration 合作(对待冲突的策略)Combination strategy 组合战略Communication differences沟通差异Communication process 沟通过程Communications 沟通Compensation 薪酬Compensation administration薪酬管理Competence 技能,专长,能力,胜任特征Competency-based compensation 基于能力的报酬Competitive advantage 竞争优势Competitive intelligence竞争情报Competitive strategy 竞争战略Conceptual skills 概念技能,抽象能力Conceptual style of decision making 概念型决策制定风格Concurrent control 并行控制,同期控制Conflict management 冲突管理Conflict managers 冲突管理者Conflict 冲突Conscientiousness 正直,尽责Consideration 关心,关怀Consistency 一贯性Consultants 顾问,咨询者Contingency approach 权变观念,权变学派Contingency theories of leadership 权变领导理论Contingency variable 权变变量Contingent workforce 应急工,临时工Continuous improvement 持续改进,不断改进Contract workers 合同工Control 控制Controlling 控制职能Cooperativeness 合作取向(划分解决冲突风格的维度)Core competency 核心能力,核心专长Core employees 核心员工Cost-leadership strategy成本领先战略Creative-thinking skills创造思维能力Creativity 创造力Critical incidents 关键事件法Critical path scheduling analysis 关键路径计划分析法Critical path 关键路径Crossword comprehension填字游戏,纵横字谜理解Current ratio 流动比率Customer departmentalization 按顾客划分部门Customer service 顾客服务Customer-responsive culture 顾客响应文化DData Protection Act 数据保护法案Debt to assets ratio 资产负债率Decentralization 分权,分散Decision criteria 决策准则Decision implementation 决策实施Decision making 决策制定Decision-making process决策制定过程Decision-making styles 决策风格Decision trees 决策树Decisional entrepreneur决策方面的创业家角色Decoding 解码Delegation 授权Democratic style of leadership 民主式领导Democratic-consultative leader 民主咨询式领导者Democratic-participativeleader 民主参与式领导者Departmentalization 划分部门,部门化Design 设计Deterrence-based trust 基于威慑的信任Devil’s advocate吹毛求疵者Differentiation strategy差异化战略Direct supervision 直接监督Directional plans 指导性计划Directive leader 指示型领导者Directive style of decision-making 指示型决策制定风格Discipline 纪律Disseminator 传播者Distinctiveness 独特性Distributive bargaining分配型讨价还价,零和分配争价Disturbance handler 故障排除者Division of labor 劳动分工Downsizing 缩小规模Dysfunctional conflict 功能失调的冲突,不利的冲突Ee-business 电子企业,虚拟企业e-commerce 电子商务Economic order quantity (EOQ) 经济定货批量Economics 经济学Effectiveness 效果Efficiency 效率Elderly 年长者,老年人Electronic meeting 电子会议E-mail 电子邮件E-manufacturing 电子制造Emotional intelligence (EI) 情商Emotional stability 情绪稳定Emotions 情绪Employee assessment 员工评价Employee assistance programs (EAPs) 员工帮助计划Employee benefits 员工福利Employee counseling 员工咨询Employee oriented 员工导向的Employee theft 员工偷窃Employee training 员工培训Employment planning 招聘计划,雇佣计划Empowerment skills 赋权技巧Empowerment 赋权Encoding 编码English-only rules 仅使用英语进行交流Entrepreneurs 企业家,创业家Entrepreneurship 创业Environmental scanning 环境扫描e-organization 虚拟组织Equal Pay Act 平等工资法案Equity theory 公平理论Escalation of commitment过度承诺Esteem needs 尊重需要Ethics 道德Events 事件Expectancy theory 期望理论Expert power 专家权力,专长权Expert systems 专家系统Expertise 专业知识,专门技术Extinction 消除Extranets 企业外网,广域网Extroversion 外向FFair labor standards Act公平劳动标准法案Family and Medical Leave Act家庭和医疗假期法案Federal Electronic Communications Privacy Act 联邦电子通讯隐私法案Feedback 反馈Feedback control 反馈控制Feedforward control 前馈控制Fiedler contingency leadership model 菲德勒权变领导模型Figurehead 挂名首脑Filtering (信息)过滤First-line managers 基层管理者,一线管理者Fixed-point reordering system 定点定货系统Flexibility 灵活性Flextime 弹性工作时间Focus strategy 集中化战略Forcing 强制(对待冲突的策略)Formal planning 正式计划Free-market democracies自由市场经济Functional conflict 有利的冲突Fundamental attribution error 基本归因错误Future orientation 未来导向GGantt Chart 甘特图Gender differences 性别差异General administrativetheorists 一般行政管理理论家Geographic departmentalization 按地区划分部门Global Leadership and Organizational Behavioral Effectiveness (GLOBE) 全球领导与组织行为效果Global village 地球村Globalization 全球化Goal-setting theory 目标设定理论Gossip 流言Grand strategies 总体战略Grapevine 小道消息Great Depression 大萧条Group 群体,小组Group behavior 群体行为Group cohesiveness 群体内聚力,群体凝聚力Group decision making 群体决策Group-order ranking 分组排序法Groupthink 趋同思维Growth strategy 增长战略HHalo effect 晕轮效应Harvesting 收回(投资)Heuristics 取巧途径,倾向Hierarchy of needs theory 需要(求)层次理论Homicide 行凶,杀人Honest 诚实Hostile environment 敌对的环境Human relations view of conflict 冲突的人际观Human resource inventory report 人力资源储备报告Human resource management(HRM)人力资源管理Humane orientation 人本导向Hygiene factors 保健因素IIdentification-based trust 基于认同的信任Ill-structured problems非结构化问题Immediate corrective action 立即纠错行动Immigration Reform and Control Act 移民改革和控制法案Individual ranking 个人排序法Individualism vs. collectivism 个人主义与集体主义Industrial engineering 工业工程Industrial Revolution 产业革命,工业革命Industrialization wave 工业化阶段,工业时代Informal planning 非正式计划Information handling 信息处理Information overload 信息超载Information technologists信息技术专家Information technology (IT) 信息技术Information wave 信息化阶段,信息时代Informational monitor 信息方面的监控者角色In-group collectivism 圈内集体主义,圈内合作Initiating structure 定规结构Innovation 创新Integrative bargaining整合型讨价还价,共赢争价Integrity 正直Intellectual property 智力资源Interactionist view of conflict 冲突的互动观Intergroup development 团际发展,组际发展Internet 因特网Interpersonal demands 人际需求Interpersonal skills 人际技能Interview 面试,访谈Intranets 企业内网,局域网Intrapreneurs 内企业家,内部创业者Intrinsic task motivation内在工作动机Inventory turnover ratios库存周转率ISO 9000 series ISO 9000 系列JJargon 技术用语,行话Job analysis 职务分析,工作分析Job characteristics model (JCM)职务特征模型,工作特征模型Job description 职务描述,工作描述Job enrichment 职务丰富化,工作丰富化Job involvement 工作投入Job satisfaction 工作满意度Job sharing 职务分担,工作分担(分享)Job specification 职务说明,工作说明Just-in-time (JIT) inventory systems 准时制库存系统KKaizen 改善Kanban 看板Karoshi 劳累过度而猝死Knowledge-based trust 基于了解的信任Knowledge management 知识管理Knowledge workers 知识工人LLabor relations 劳工关系Labor supply 劳动力供应Laissez-faire style of leadership 放任式领导Language 语言Layoffs 裁员Layoff-survivor sickness裁员幸存者心态(综合症)Leader-participation model 领导者参与模型Leaders 领导者Leadership 领导Leading 领导职能Learning 学习Learning organization s学习型组织Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Legitimate power 法定权力,法定权Leverage ratios 财务杠杆比率Leverage test 杠杆能力测试Liaison 联络者Line authority 直线职权Linear programming 线性规划Liquidity 流动Liquidity test 流动性测试Load chart 负荷图Locus of control 控制中心,控制点Long-term plans 长期计划Long-term vs. short-term orientation 长期(短期)倾向Loyalty 忠心,忠诚MMachiavellianism (“Mach”)马基雅维里主义Management 管理Management by objectives (MBO) 目标管理Management by walking around (MBWA) 走动管理Management charter initiative (MCI) 管理宪章运动(英国研究管理能力的组织)Management competencies 管理能力Management processes 管理过程,管理职能Management science 管理科学Management workshop 管理研讨与实践Managerial grid 管理方格Managerial roles 管理者角色Managers 管理者,经理Mandatory Retirement Act 强制退休法案Manufacturing organization 生产企业,制造企业Market control 市场控制Mass production 大量生产Matrix structure 矩阵制组织结构Measurement 度量,衡量Mechanistic organization机械式组织Merger 兼并Message 消息,信息Middle managers 中层管理者Minimum-wage employees 最低工资员工Mission statement 使命陈述Motivation 动机,激励Motivation-hygiene theory激励保健理论,双因素理论Motivators 激励因素Motor reproduction process 机械再现过程,动力复制过程Multinational corporations (MNCs) 多国公司Myers-Briggs Type Indicator (MBTI) 迈耶—布里格斯类型指标NNational culture 民族文化National Labor Relations Act 全国劳工关系法案Need 需要Need for achievement 成就需要Need for affiliation 归属需要Need for power 权力需要Negative reinforcement 负强化Negotiation 谈判Negotiator 谈判者Networked communication capabilities 网络沟通能力Networked computer systems计算机网络系统Neural network 神经网络Neutralizers 中和New Deal 新政Nominal group technique名义群体(决策)技术Nonprogrammed decisions非程序化决策Nonverbal cues 非语言暗示Norms 规范Not-for-profit organizations 非赢利性组织OOn-the-job training 在职培训Open systems 开放系统Opening comments 开场白Openness 开放Operant conditioning 操作性条件反射,操作制约Operating ratios 经营比率Operations management 作业管理Operations research (OR)运筹学Operations Research Society of America 美国运筹学会Operations test 运营能力测试Operatives 操作者,作业人员Opportunities (Strategic)机会(战略的)Oral reports 口头报告Organic organization 有机式组织Organization culture 组织文化Organization design 组织设计Organization development (OD) 组织发展Organization structure 组织结构Organizational behavior (OB) 组织行为Organizational change 组织变革Organizational citizenship 组织公民Organizational commitment组织承诺Organizational leadership组织领导Organizational processes组织过程Organizational strategy组织战略Organizations 组织Organizing 组织职能Orientation 导向,定向Outsourcing 业务外包PPaired comparison approach 两两比较法,配对比较法Parochialism 狭隘观念Part-time employees 兼职员工Path-goal theory 目标路径理论Pay-for-performance programs按业绩付酬,业绩工资制Payoff matrices 工资矩阵Perception 知觉Performance appraisal methods 绩效评估方法Performance-based compensation 基于业绩的薪酬Performance management 绩效管理Performance management system 绩效管理系统Performance orientation绩效导向Performance-simulation tests 绩效模拟测试Personal differences 个体差异Personal growth and development 个人成长与发展Personal observation 亲自观察Personality 个性PERT network analysis 计划评审技术网络分析方法Philosophy 哲学Physiological needs 生理需要Planning 计划职能Policy 政策Political science 政治科学Political skills 政治技能Polygraph Protection Act测谎器(使用)保护法案Positive reinforcement 正强化Power 权力Power distance 权力差距Pregnancy Discrimination Act(反)孕期歧视法案Presentations 演讲Principles of management管理原则Privacy Act 隐私权法案Proactive personality 主动个性Problem 问题Procedure 程序Process 过程,流程Process approach 过程观念,过程学派Process consultation 过程咨询Process departmentalization 按流程划分部门Process production 流程生产Product departmentalization 按产品划分部门Production oriented 面向生产的,生产导向Productivity 生产率Profit margin on revenues ratio 边际销售利润率Profit organizations 盈利性组织Profitability 盈利性,收益性Profitability ratios 收益性比率Programmed decisions 程序化决策Project 项目Project management 项目管理Protégé新手,学生Psychological symptoms 心理表征Psychology 心理学Punishment 惩罚Pygmalion effect 皮格马利翁效应QQuality 质量Quality control 质量控制Quality management 质量管理Quantitative approach to management 管理定量方法Quantity of life vs. quality of life 生活的数量(质量),追求物质(质量)的生活观念Queuing theory 排队论RRailroad Unemployment Insurance Act 铁路工人失业保险法案Range of variation (允许)差异范围,偏差范围Ratio analysis 比率分析Rational 理性的,合理的Rational decision making理性决策Realistic job preview (RJP) 真实的工作预览,面试时向求职者提供真实的信息Recruitment 招聘Referent 参量,参照对象Referent power 感召权力,感召权Reinforcement processes强化过程Reliability 信度,可靠性Representative heuristic只依据自己熟悉的事物判断与决策的取巧途径,以偏盖全倾向Resistance to change 变革抵制力量,变革障碍Resource allocator 资源分配者Responsibility 职责,责任Resume preparation 简历准备Retention processes 保持过程Retrenchment strategy 收缩战略Return on investment ratio 投资收益率Reverse mentoring 反向指导Reward power 奖赏权力,奖赏权Rewards 奖励,奖赏Rightsizing 规模调整Ringisei 全票通过,一致同意Risk 风险Risk taking 风险承担Role 角色Role ambiguity 角色模糊Role conflicts 角色冲突Role demands 角色要求Role overload 角色超载,任务超负荷Rule 准则,规则Rumors 谣传,流言SSafety needs 安全需要Sarbanes-Oxley Act 萨班斯-奥克斯利法案Satisfice 满意决策Scheduling tools 计划工具Scientific management 科学管理Selection process 选择过程,甄选过程Selective perception 选择性知觉Selectivity 选择性Self-actualization needs自我实现需要Self-Assessment Library自我测试库Self-esteem (SE) 自尊Self-fulfilling prophecy自证预言Self-monitoring 自我监控Self-serving bias 自我服务偏见,自利偏见Senior Citizen’s Freedom to Work Act 年长公民自由工作法案Service organization 服务型组织Sexual harassment 性骚扰Short-term plans 短期计划Simple structure 简单式组织结构Single-use plans 一次性计划,单项计划Situational approach 情境(权变)观念,情境(权变)学派Situational leadership (SL) theory 情境领导理论Six sigma 六σ(一种管理理念)Skill variety 技能多样性Slack time 松弛时间,富余时间Small business 小企业Social learning theory 社会学习理论Social loafing 滥竽充数现象Social needs 社会需要Social obligation 社会义务Social responsibility 社会责任Social responsiveness 社会响应Social security 社会安全Sociology 社会学Span of control 管理幅度,控制跨度Specific plans 具体计划Spokesperson 发言人Stability strategy 稳定战略Staff authority 参谋职权Stakeholders 利害相关者,利益相关者Standard 标准Standing plans 常用性计划,标准计划Statistical reports 统计报告Status 地位Stem cell research 干细胞研究Stereotyping 墨守陈规,因循守旧Stock options 股票期权Strategic alliances 战略联盟Strategic human resource management process 战略人力资源管理过程Strategic management process 战略管理过程Strategic planning 战略规划Strategic plans 战略计划Strategic problem solving战略性的问题解决Strengths (Strategic) 优势(战略的)Stress 压力Stress interview 压力面试Stressor 压力因素,压力源Structural differentiation 结构差异Subcontractors 转包商Supervisors 监督者Supply chain management供应链管理Supportive leader 支持型领导者Survey feedback 调查反馈SWOT analysis SWOT分析Systems approach 系统观念,系统学派TTactical plans 战术计划Task identity 任务同一性Task significance 任务重要性Team leaders 团队领导者Team leadership 团队领导Team-based structure 基于团队的组织结构Team-building 团队建设Technical skills 技术技能Technology 技术Telecommuting 远程办公,电子通勤Teleconferencing 电子会议,电信会议Temporary employees 临时员工Theory X X 理论Theory Y Y 理论Therbligs 基本动作Threats 威胁360-degree appraisal 360?评估Three-needs theory 三种需要理论Time interest earned ratio 已获利息倍数Tomorrow’s workforce 未来的劳动力Top managers 高层管理者Total assets turnover ratio总资产周转率Traditional view of conflict 冲突的传统点Trait theories of leadership 特质领导理论Transactional leaders 事务型领导者Transformation process 变革过程,转换过程Transformational leaders变革型领导者Transnational corporations (TNCs) 跨国公司Troubleshooters 麻烦解决者Trust 信任Turnover 流动,周转Type A personality A型个性Type B personality B型个性UUncertainty 不确定性Uncertainty avoidance 不确定性规避Unit coordinators 单位(部门)协调者Unit production 小批量生产Unity of command 统一指挥Unsatisfactory performance 令人不满意的业绩. labor shortage 美国劳动力短缺VValidity 效度Valuation techniques 评价方法Value 价值Value chain 价值链Value chain management 价值链管理Verbal intonation 语调Videoconferencing 视频会议,电视会议Visionary leadership 富于远见的领导Vocational Rehabilitation Act职业恢复法案WWeaknesses 劣势Wellness programs 福利计划Well-structured problems结构化问题“White-water rapids” metaphor “急流险滩”观“Whiz Kids”“神童”Wireless communications无限通讯Women 妇女Work councils 员工委员会,工会Work process engineering工作流工程Work specialization 工作专业化,劳动分工Worker Adjustment and Retraining Notification Act 工人调整与再培训告知法案Workforce diversity 劳动力多样化,员工多样化Workplace violence 工作场所暴力Written essay 书面总结Written reports 书面报告Written tests 书面测试,笔试。
普通碳素钢的淬火与回火英文翻译

Hardening and Tempering of Plain Carbon Steel Plain carbon steel has been valued from early time because of certain properties. this soft silver-gray metal could be converted into a superhard substance that would cut glass and many other substance,sincluding itself when soft. Furthermore,its hardness could be controlled. This converting of carbon steel into a steel of useful hardnessis done with different heat treatments,two of the most important of which are hardening and tempering (drawing),what ' s theapinl carbon steel and which you will investigate in this lesson.Plain Carbon SteelIn simple terms,a plain carbon steel may be said to be an alloy of iron and carbon containing less than 1.7% carbon. In practic,e however,these steels rarely contain more than about 1.4% carbon and other elements are also present,either as deliberate additions(e.g. manganese) or as impurities(e.g. sulphur and phosphorus).Plain carbon steels may be classified into three main groups:1.Low carbon steel (mild steel) containing less than 0.3% carbon.2.Medium carbon steel containing 0.3% to 0.6% carbon.3.High carbon steel containing 0.6% to 1.4% carbon.Low carbon steelLow carbon steels may be sub-divided into:1.Dead mild steel containing 0.05% to 0.10% carbonIn the manufacture of this materia,l complete deoxidation is not carried out and it is made as rimming steel. It is produced as hot and cold worked she,etstrip,rod,wire and tube,and is available in the hot-worked or process annealed condition for the deep drawing of sheet,but the strength is low. This type of steel is usedfor the manufacture of motorcar bodies,refrigerators,washing machines,office furniture ,pressings,rivets and nails.2.Carburising steels containing 0.1% to 0.2% carbonThe strength and hardness of these steels is lo,w but a hard surface can be obtained by carburizing in order to combine a wear-resistant surface with tough core properties. The ductility makes rapid machining difficult unless the Mn and S content is increased by using a shlphur content of 0.2% to 0.3% with about 1% manganese.3.Constructional mild steels containing 0.2% to 0.3% carbonAs the carbon content is raised above 0.2% ,the strength increases into the range required for constructional purposes,but the ductility decreases. The fabrication qualities (working and welding characteristics) of this material are very good. The steel is hot-rolled into plate for making boilers ,ships and vehicles,and also into sections (e. g. girders,beams,joists) for use in bridges and buildings. The steel is often used in the hot-rolled condition ,but the smaller sized material may be normalized.It has been estimated that about 90% (by weight) of all steel used is of this low carbon classification.Medium Carbon SteelsMedium carbon steels are often quenched-hardened and fully tempered to give good strength with maximum toughness, which are the properties required of components such as shafts, gears and connecting rods. Steels containing 0.4% to 0.5% carbon may also be surface hardened by localized heating and quenching.High Carbon SteelHigh carbon steel are quench hardened and lightly tempered to give high hardness with only limited toughness. Material in this classification is mainly used for making fairly small, relatively inexpensive cutting tools so that the group as a whole is known as carbon tool steel. Steels containing 0.6% to 0.8% carbon are used for making dies , springs , wire ropes and railway types . Many different kinds of tools are made form higher carbon steels as indicated below .Carbon% Type of tool0.8—1.0 Cold chisels, shear blades, punches, hammers1.0—1.2 Files, axes, saws, knives1.2—1.4 Razors, drills, wood-cutting and metal-cutting toolsLimitations of Plain Carbon SteelsPlain carbon steels have many limitations including the following:(1)If reasonable toughness and ductility are required, the maximum tensile strength2 obtainable is about 700N/mm .(2)Large sections cannot be effectively hardened, thus restricting their use torelatively thin sections.(3)Water quenching is necessary for full hardening with consequent risk of distortion and cracking.(4)Rapid softening above about 300 Co limits their use for high-speed metal cutting.(5)Poor resistance to corrosion and to oxidation at elevated temperatures.To overcome these limitations, additional elements are added to the steel togive alloy steels with specific properties. The main alloying elements include manganese, nickel, chromium, molybdenum, tungsten, vanadium, cobalt and silicon. Hardening of Plain Carbon SteelAs steel is heated above the lowed critical temperature of 1330F(72o1C),the carbon that was in the from of layers of iron carbide in pearlite begins to dissolve in the iron and from a solid solution called austenite. When this solution of iron and carbon is suddenly cooled or quenched,a new microstructure is formed. This is called martensite. Martensite is very hard and brittle ,having a much higher tensile strength than the steel with a pearlite microstructure. It is quite unstable,however,and must be tempered(drawn) to relieve internal stresses in order to have the ductility and toughness needed to be useful. AISIC1095,commonly known as water-hardening tool(W1) steel ,will begin to show hardness when quenched from a temperature just over 1330F(72o1C) but will not harden at all if quenched from a temperature lower than 1330F(721oC). This steel will become as hard as it can get when heated to 1450(78o8C) and quenched in water. This quenching temperature changes as the carbon content changes.It should be 50F(28oC) above the upper critical temperature for carbon steels containing less than 0.83 percent carbon. The reason carbon steel,less than eutectoid,should be heated above the upper critical temperature is that the ferrite is not all transformed into austenite below this point ,and when quenched,is retained in the martensitic structure. The retained ferrite causes brittleness even after tempering.Low carbon steels such as AISI1020 will no,t for all practical purposes,harden when they are heated and quenched. Oil-and air-hardening steels have a higher hardenability and do not have to be quenched as rapidly as plain carbon steels. Consequen,tlythey are deeper hardening than water hardening types,which must becooled to 200F(93oC) within 1 or 2 seconds. Plain carbon steels containing 0.83 percent carbon can get as hard (RC67) as any plain carbon steel containing more carbon.Tempering of Plain Carbon SteelTempering,or drawing,is a process of reheating a steel part that has been previously to transform some of the hard martensite into softer structures. The higher the tempering temperature used,the more martensite is transformed,and the softer and tougher(less brittle) the piece becomes. Therefore,tempering temperatures are specified according to the strength and ductility desired. Mechanical properties charts,which may be found in steel manufacturers handbooks and catalog,s give these data for each type of alloy steel.temperature and holding it there for a length of time,then cooling it in airor water. A part can be tempered in a furnace or oven by bringing it to the required Some tool steels should be cooled rapidly after tempering to avoid temper brittleness.Tempering should be done as soon as possible after hardening. The part should not be allowed to cool completely ,since untempered it contains very high internal stresses and tends to split or crack. Tempering will relieve the internal stresses. A hardened part left overnight without tempering may develop cracks by itself. Classification of Heat Treating ProcessesIn some instances,heat treatment procedures are clear cut in terms of technique and application .whereas in other instances,descriptions or simple explanations are insufficient because the same technique frequently may be used to obtain different objectives.For example,stress relieving and tempering are often accomplished with the same equipment and by use of identical time and temperature cycles.The objectives,however,are different for the two processes.The following descriptions of the principal heat treating processesare generally arrangedNormalizing usually is used as a conditioning treatment,notably for refining the grains of steels that have been subjected to high temperatures forforging or other hot working Operations.The normalizing process usually is succeeded by another heat treating operation such as austenitizing for hardenin,g annealing,ortempering.Annealing IS a generic term denoting a heat treatment that consisis of heatingto and holding at a suitable temperature followed by cooling at a suitable rate.It is used primarily to soften metallic materials,but also to simultaneously produce desired changes in other properties or in microstructure.The purpose of such changes may be,but is not confined to,improvement Of machinability ,facilitation ofcold work(known as in —process annealing),improvement of mechanical orelectrical properties,or to increase dimensional stability.When applied solely to reIieve stresses,it commonly is called stress—relief annealing,synonymous with stress relieving.When the term “ annealing a”pipslied to ferrous alloys withoutqualification,full annealing is implied This is achieved by heating above the alloy ' tisansformation temperature,then applying a cooling cycle which provides maximum softness.This cycle may vaiy widely,depending on composition and chaiacteiistics of the specific allo.yQuenching is the iapid cooling of a steel oi alloy fiom the austenitizing tempeiatuie by'immeising the woikpiece in a liquid oi gaseous mediu.mQuenching media commonly used include watei,5%biine,5%caustic in an aqueous solution,oil,polymei solutions,oi gas(usually aii oi nitiogen ).Selection of a quenching medium depends laigely on the haidennability of the mateiial and the mass of mateiial being tieated (piincipally section thickness).The cooling capabilities of the above-listed quenching media vaiy gieatly. In selecting a quenching medium, it is best to avoid a solution that has moie cooling powei than is needed to achieve the iesults, thus minimizing the possibility of ciacking and waipage of the paits being tieated. Modifications of the teim quenching include diiect quenching, fog quenching, hot quenching, inteiiupted quenching selective quenching, spiay quenching, and time quenching.Tempeiing. In heat tieating of feiious alloys, tempeiing consists of ieheating the austenitized and quench-haidenedsteel oi iion to some pieselectedtempeiatuie that is below the lowei tiansfoimation tempeiatuie (geneially below 1300 F oi 705). Tempeiing offeis a means of obtaining vaiious combinations of mechanical piopcities. Tempeiing tempeiatuies used foi haidened steels aie often no highei than 300 F(150).The teim “tempeiings”hould not be confused with eithei piocess annealing oi stiess ielieving. Even though time and tempeiatuie cycles foi the thiee piocesses may be the same, the conditions of the mateiials being piocessed and the objectives may be diffeient.Stiess ielieving. Like tempeiing, stiess ielieving is always done by heating to some tempeiatuie below the lowei tiansfoimation steels and iions. Foi nonfeiious metals, the temperature may vary form slightly above room temperature to several hundred degrees, depending on the alloy and the amount of stress relief that is desired.The primary purpose of stress relieving is to relieve stresses that have been imparted to the workpiece form such processesas forming, rolling, machining or welding. The usual procedure is to heat workpieces to the pre-established temperature long enough to reduce the residual stresses(this is a time-and temperature-dependentoperation) to an acceptable level; this is followed by cooling at arelatively slow rate to avoid creation of new stresses.普通碳素钢的淬火与回火很久以前,普通碳素钢就因其某些性能而受到重视,这种银灰色的软金属能够转变呈一种超硬的物质,该物质可以切削玻璃和许多其他物质,包括处于软状态的该金属本身。
skating 短语

skating 短语 1. Ice skating: 冰上滑冰3. Skateboard: 滑板6. Wheels: 轮子7. Bearings: 轴承8. Deck: 滑板板9. Trucks: 车头10. Nose: 前部12. Ollie: 弹跳技巧13. Kickflip: 向前翻转15. Grind: 擦轮子滑行16. Vert: 垂直滑行17. Flatland: 平地技巧19. Halfpipe: 半管23. Aggressive inline skating: 极限内旋轮滑28. Ice hockey: 冰球29. Slalom skating: 赛龙舟滑行31. Protective gear: 保护装备32. Helmet: 头盔33. Knee pads: 护膝35. Wrist guards: 护腕37. T-stop: T字停车38. Snowplow stop: 后刹车防冻刹车41. Crossover: 叉腿滑行42. One-foot turn: 单脚转向43. Power slide: 滑行急速减速44. Mohawk turn: 民族风滑行45. Hockey stop: 冰球停车技巧46. Edge control: 控制刃口47. Jumping: 跳跃48. Spinning: 转身49. Spiral: 摆螺旋50. Axle: 转体跳51. Lutz: 卢兹跳52. Toe loop: 脚尖跳53. Flip: 正踢跳54. Salchow: 萨尔科跳56. Combination jump: 组合跳57. Triple jump: 三周跳59. Choreography: 舞蹈编排60. Music: 音乐61. Costume: 衣服62. Program: 节目63. Technique: 技术66. Radii of curvatures: 弯曲半径70. Judges: 裁判74. Basic skating skills: 基本滑行技巧75. Technical elements: 技术元素76. Step sequences: 步序80. Lifts: 举起81. Partner holds: 双人手以83. Coaching: 教练85. Conditioning: 体能训练87. Nationals: 国内锦标赛89. Olympics: 奥运会90. World championships: 世界锦标赛91. Games: 比赛92. Tournament: 锦标赛93. Exhibition: 展览94. Trophy: 奖杯95. Medal: 奖章96. Podium: 领奖台97. Victory lap: 胜利绕场98. Ceremony: 仪式。
2025届郴州市重点中学英语九年级第一学期期末考试模拟试题含解析

2025届郴州市重点中学英语九年级第一学期期末考试模拟试题注意事项:1.答题前,考生先将自己的姓名、准考证号码填写清楚,将条形码准确粘贴在条形码区域内。
2.答题时请按要求用笔。
3.请按照题号顺序在答题卡各题目的答题区域内作答,超出答题区域书写的答案无效;在草稿纸、试卷上答题无效。
4.作图可先使用铅笔画出,确定后必须用黑色字迹的签字笔描黑。
5.保持卡面清洁,不要折暴、不要弄破、弄皱,不准使用涂改液、修正带、刮纸刀。
Ⅰ. 单项选择1、David Burt’s dream in China is to go into the west and ______ an early childhood school there.A.clean up B.look up C.give up D.set up2、We are too tired. Let’s stop ________ a drink.A.having B.to have C.have D.to having3、—I’m sorry, sir. I’ve made lots of mistakes in the monthly exa m.— Never mind. ___________, the exam is a bit difficult.A.In all B.Above allC.After all D.First of all4、The country life he was used to greatly since 2008.A.change B.has changed C.changing D.have changed5、—Could you please tell me ________ tomorrow?—At 8:00 in the morning.A.how she drives to workB.when she will leave for BeijingC.how long she waited for usD.what she will do next6、Though it isn’t the city with the largest population in Australia, ______ is the capital city of the country.A.Sydney B.Canberra C.Toronto7、You ________ open the door before the train stops. It’s dangerous.A.won’t B.may not C.mustn’t D.needn’t8、–What about a cup of coffee? Y ou’ll feel better.– Thanks, I am sleepy. I really need ________.A.one B.that C.this D.it9、— We are supposed to recycle paper and bottles. It can help the environment.—_________. It can save money, too.A.Don’t mention itB.Never mindC.It’s a piece of cake.D.Y ou seem to have a point10、—Thank you very much for giving me some advice on how to deal with stress.—________.A.That's true B.Don't mention itC.OK. I'll try D.I don't think soⅡ. 完形填空11、完型填空。
广东省揭阳市实验中学2019-2020学年高三英语下学期期末试题含解析

广东省揭阳市实验中学2019-2020学年高三英语下学期期末试题含解析一、选择题1. calculations! We have a computer to do that sort of things.A . mustn't B. shouldn't C. can't D. needn't You _______ have done all the参考答案:B略2. — I was very angry with Kelvin yesterday.— I know your feelings, but if you forgive him, you ______ a bigger man.A. will beB. have beenC. would beD. were参考答案:A3. _____ is well known to the world is that China has very top technology in space industry.A.It B.As C.What D.Which参考答案:C4. In my opinion, all Mr Tom ______ good to his students in his class at present. He is very strict in their study.A. does does doesB. does do doC. does does doD. did do does参考答案:C5. I called you up last night but I couldn’t _____________.A. get throughB. ring backC. ring offD. hang on参考答案:A6. - Which one of these do you want?-_______Either will do.A. I don't mindB. I'm sureC. No problemD. Go ahead参考答案:A7. After a thorough invest igation, the policeman declared that the blow on the victim’s head ______ from behind.A. should have been madeB. must have been madeC. could be madeD. ought to be made参考答案:B8. Without the development of the Internet, Taobao and Tmall $57.1 billion in sales on November 11th, 2014.A.wouldn’t makeB.didn’t makeC.hadn’t madeD.wouldn’t have made参考答案:D9. As economy is declining, jobs ______to the young continue to be scarce.A. valuableB. convenientC. comfortableD. available参考答案:D10. The train CRH380A, ___ trial operation on the Shanghai-Hangzhou high-speed railway, set a speed record of 416.6 kilometers per hour.A.started B.tostart C.starting D.being started参考答案:C11. When the middle-aged man was visiting his girlfriend, she demanded that he _______ his beard.A. shavedB. had shavedC. would shaveD. shave参考答案:D12. Scientists have discovered that bees learn to fly the shortest possible route between flowers _____ they are in a different order.A. even ifB. so thatC. incase D. as if参考答案:A13. After ten hours’drive,they finally reached they thought was the place they had been dreaming of.A.that B.which C.where D.what参考答案:D14. President Obama’s national security adviser, General James Jones, is ________ and will be replaced by his deputy, Tom Donilon, a senior administration official said on Friday.A. renewingB. recoveringC. reformingD. resigning参考答案:D略15. Langfang is most beautiful city and I believe I will come for second visit.A. the, aB. /, aC. the, /D. a, the参考答案:A略16. Do you know that a living cell can be for a thousand years if the temperature is right?A. sparedB. protectedC. preservedD. developed.参考答案:C17. ― What would you like to do? Doing shopping or going to the cinema?― ________. Whatever you want to do is fine with me.A. Go right aheadB. It’s up to youC. It’s worth a goD. It’s hard to say参考答案:B18. Out _________, still discussing the fashion show with great interest.A. walked a crowd of young girlsB. did a crowd of young girls walkC. were walking a crowd of young girlsD. a crowd of young girls were walking参考答案:A略二、书面表达19. 写作(满分30分)假如你叫李华,是青岛市某中学学生。
管理学专业术语(中英文对照)

1.管理与组织导论管理者:(manager)基层管理者:(first-line managers)中层管理者:(middle managers)高层管理者:(top managers)管理:(management)效率:(efficiency)效果:(effectiveness)计划:(planning)组织:(organizing)领导:(leading)控制:(controlling)管理角色:(management roles)人际关系角色:(interpersonal roles)信息传递角色:(informational roles)决策制定角色:(descisional roles)技术技能:(technical skills)人际技能:(human skills)概念技能:(conceptual skills)管理的普遍性:(universality of management)2.管理的历史劳动分工:(division of labor)工作专业化:(job specialization)工业革命:(industrific revolution)科学管理:(scientific management)一般行政管理理论:(general administrative theory) 管理原则:(principles of management)官僚行政组织:(bureaucracy)定量方法:(quantitative approach)组织行为:(organizational behavior)霍桑研究系统:(Hawthorne studies systems)封闭系统:(closed systems)开放系统:(open systems)权变理论:(contingency approach)劳动力多元化:(workforce diversity)电子企业:(e-business)电子商务:(e-commerce)内部网:(intranet)学习型组织:(learning organization)知识管理:(knowledge management)质量管理:(quality management)3.组织文化与环境管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management) 组织文化:(organization culture)强文化:(strong cultures)社会化:(socialization)工作场所精神境界:(workplace spirituality)外部环境:(external environment)具体环境:(specific environment)一般环境:(general environment)环境的不确定性:(environment uncertainty)环境的复杂性:(environment complexity)利益相关群体:(stakholders)4.全球环境中的管理狭隘主义:(parochialism)民族中心论:(ethnocentric attitude)多国中心论:(polycentric attitude)全球中心论:(geocentric attitude)跨国公司:(multinational corporation)多国公司:(multidomestic corporation)全球公司:(global company)跨国或无边界组织:(transnational or boredrless organization) 初始全球化组织:(born globals)全球外购:(global sourcing)出口:(exporting)进口:(importing)许可证经营:(licensing)许可经营:(franchising)战略同盟:(strategic alliance)合资企业:(joint venture)外国子公司:(foreign subsidiary)市场经济:(market economy)计划经济:(command economy)民族文化:(national culture)5.社会责任与管理道德古典观点:(classical view)社会经济学观点:(socioeconomic view)社会义务:(social obligation)社会响应:(social responsiveness)社会责任:(social responsinility)社会屏障筛选:(social screening)管理的绿色化:(gerrning of management)以价值观为基础的管理:(values-based management) 道德:(ethics)自我强度控制点:(ego strength locus of control)道德准则:(code of ethics)社会企业家:(social entrepreneur)社会影响管理:(social impact management)6.制定决策决策:(decisions)决策制定过程:(decision-making process)决策标准问题:(decision criteria problem)理性的:(rational)有限理性:(bounded rationality)满意的承诺升级:(satisfied escalation of commitment) 直觉决策:(intuitive decision making)结构良好问题:(structured problems)程序化决策:(programmed decision)程序:(procedure)规则:(rule)政策:(policy)结构不良问题:(unstructured problems)非程序化决策:(nonprogrammed decisions) 确定性:(certainty)风险性:(risk)命令型风格:(directive style)分析型风格:(analytic style)概念型风格:(conceptual style)行为型风格:(behavioral style)启发法:(heuristics)7.计划的基础陈述目标:(stated goals)真实目标:(real goals)战略计划:(strategic plans)运营计划:(operational plans)长期计划:(long-term plans)短期计划:(short-term plans)具体计划:(specific plans)方向性计划:(directional plans)一次性计划:(single-used plans)持续性计划:(standing plans)传统目标:(traditional goal setting)手段-目标链:(means-ends chain)目标管理:(management by objectives)使命:(mission)承诺概念:(commitment concept)正式计划部门:(formal planning department) 8.战略管理战略管理:(strategic management)组织战略商业模式:(strategies business model ) 战略管理过程:(strategic management process) 机会:(opportunities)威胁:(threats)资源:(resources)能力:(capabilities)核心竞争力:(core competencies)SWOT分析法:(SWOT analysis)公司层战略:(corporate strategy)增长战略:(growth strategy)相关多元化:(related diversification)非相关多元化:(unrelated diversification)稳定性战略:(stability strategy)更新战略:(renewal strategies)紧缩战略:(retrenchment strategy)扭转战略:(turnaround strategy)BCG矩阵:(BCG matrix)业务层战略:(business strategy)战略业务单元:(strategic business units) 竞争优势:(competitive advantage)成本领先战略:(cost leadership strategy) 遵循差异化战略:(differentiation strategy) 聚焦战略:(focus strategy)徘徊其间:(stuck in the middle)战略灵活性:(strategic flexibility)市场先入者:(first mover)9.计划的工具技术环境扫描:(environment scanning)竞争对手情报:(competitor intelligence) 预测:(forecasts)定量预测:(quantitative forecasting)定性预测:(qualitative forecasting)标杆比较:(benchmarking)资源:(resources)预算:(budget)甘特图:(Gantt chart)负荷图:(load chart)事件:(events)计划评审技术:(the program evaluation and review technique) 活动:(activities)松弛时间:(slack time)关键路径:(critical path)盈亏平衡分析:(breakeven analysis)线性规划:(linear programming)项目管理:(project management)脚本:(scenario)10.组织结构与设计组织结构设计:(organazational structure design)工作专门化:(work specialization)职能部门化:(functional departmentalization)产品部门化:(product departmentalization)地区部门化:(geographical departmentalization)过程部门化:(process departmentalization)顾客部门化:(customer departmentalization)跨职能团队:(cross-functional teams)指挥链:(chain of command)职权:(authority)职责:(responsibility)统一指挥:(unity of command)管理跨度:(span of control)集权化:(centralization)分权化:(decentralization)员工授权:(employee empowerment)正规化:(formalization)机械式组织:(mechanistic organization) 有机式组织:(organic organization)单件生产:(unit production)大批量生产:(mass production)连续生产:(process production)简单结构:(simple structure)职能型结构:(flanctional structure)事业部型结构:(divisional structure)团队结构:(team structure)矩阵型结构:(matrix structure)项目型结构:(project structure)无边界组织:(boundaryless organization) 虚拟组织:(virtual organization)学习型组织:(learning organization)组织结构图:(organizational charts)11.沟通与信息技术沟通:(communication)人际沟通:(interpersonal communication) 组织沟通:(organizational communication) 信息:(message)编码:(encoding)解码:(decoding)沟通过程:(communication process)噪声:(noise)非语言沟通:(nonverbal communication) 体态语言:(body language)语调:(verbal intonation)过滤:(filtering)信息超载:(information overload)积极倾听:(active listening)正式沟通:(formal communication)非正式沟通:(informal communication) 下行沟通:(upward communication)横向沟通:(lateral communication)斜向沟通:(diagonal communication)沟通网络:( communication networks)小道消息:(grape-vine)电子邮件:()即时消息:(instant messaging)音频邮件:(voic)电子数据交换:(electrinic data interchange)电话会议:(teleconferencing)可视会议:(videoconferencing)网络会议:(webconferencing)内部互联网:(intranet)外部互联网:(Extranet)实践社区:(communities practive)12.人力资源管理高绩效工作实务:(high-performance work practices)人力资源管理过程:(human resource management process) 工会(labor union)反优先雇佣行动计划:(affirmative action)人力资源规划:(human resource planning)职务分析:(job analysis)职务说明书:(job description)职务规范:(job specification)招聘:(recruitment)解聘:(decriuitment)甄选:(selection)效度:(validity)信度:(reliability)工作抽样:(work samping)评估中心:(assessment centers)真实工作预览:(relistic job preview)上岗培训:(orientation)绩效管理系统:(performance management system)书面描述法:(written essay)关键事件法:(critical incidents)评分表法:(graphic rating scales)行为定位评分法:(behaviorally anchored rating scales) 多人比较法:(multiperson comparisons)360度反馈法:(360-degree feedback)基于技能薪酬:(skill-based pay)浮动工资:(variable pay)精简机构:(downsizing)性骚扰:(sexual harassment)基于家庭的福利:(family-friendly benefits)13.变革与创新管理组织变革:(organizational change)变革推动者:(change agent)组织发展:(organizational development)压力:(stress)14.行为的基础行为:(behavior)组织行为学:(organizational behavior)员工生产率:(employee productivity)离职率:(turnover)组织公民行为:(organizational citizen behavior)工作满意度:(job satisfaction)工作场所不当行为态度:(workplace misbehavior attitudes) 认知行为:(cognitive component)情感成分:(affective component)行为成分:(behavior component)组织承诺:(organizational commitment)组织支持感:(perceived organizational support)认知失调:(cognitive dissonance)态度调查:(attitude surveys)人格:(personality)马基雅维里主义:(machiavellianism)自尊:(self-esteem)自我控制:(self-monitoring)印象管理:(impression management)情绪:(emotion)情绪智力:(emotional Intelligence)知觉:(perception)归因理论:(attribution theory)基本归因错误:(fundamental attribution error) 自我服务偏见:(self-serving bias)假设相似性:(assumed similarity)刻板印象:(stereotyping)晕轮效应:(halo effect)操作性条件反射:(operant conditioning)社会学习理论:(social learning theory)行为塑造:(shaping behavior)15.理解群体与团队群体:(group)形成阶段:(forming)震荡阶段:(storming)规范阶段:(norming)执行阶段:(performing)解体阶段:(adjourning)群体思维:(groupthink)地位:(status)社会惰化:(social loafing)群体内聚力:(group cohesiveness)冲突:(conflict)冲突的传统观点:(traditional view of conflict)冲突的人际关系观点:(human relations view of conflict) 冲突的交互作用观点:(interactionist view of conflict) 积极冲突:(functional conflict)消极冲突:(disfunctional conflict)任务冲突:(task conflict)关系冲突:(relationship conflict)过程冲突:(process conflict)工作团队:(workteams)自我管理团队:(self-managed work teams)跨职能团队:(cross-functional team)虚拟团队:(virtual team)社会网络构造:(social network structure)16.激励员工动机:(motivation)需要层次理论:(hierarchy of needs theory) 双因素理论:(two-factor theory)保健因素:(hygiene factors)激励因素:(motivators)三种需要理论:(three-needs theory)成就需要:(need for achievement)权力需要:(need for power)归属需要:(need for affiliation)目标设置理论:(goal-setting theory)自我效能感:(self-efficacy)强化理论:(reinforcement theory)强化物:(reinforcer)工作设计:(job design)工作扩大化:(job enlargement)工作丰富化:(job enrichment)工作深度:(job depth)工作特征模型:(job characteristics model) 公平理论:(equity theory)参照对象:(referents)分配公平:(distributive justice)程序公平:(procedural justice)期望理论:(expectancy theory)压缩工作周:(compressed workweek)弹性工作制:(flexible work hours)弹性时间制:(flextime)工作分担:(job sharing)远程办公:(telecommuting)账目公开管理:(open-book management)员工认可方案:(employee recognition programs) 绩效工资方案:(pay-for-performance program) 股票期权:(stock options)17.领导领导者:(leader)领导:(leadership)行为理论:(behavioral theories)独裁型风格:(authoeratic style)民主型风格:(democratic style)放任型风格:(laissez-faire style)定规维度:(initiating strueture)关怀维度:(consideration)高-高型领导者:(high-high leader)管理方格:(managerial grid)权变模型:(contingency model)最难共事着问卷:(least-preferred co-worker questionnaire) 情境领导理论:(situational leadership theory)成熟度:(readiness)领导者参与模型:(leader participation model)路径-目标理论:(path-goal theory)交易型领导者:(transactional leaders)变革型领导者:(transformational leaders)领袖魅力型领导者:(charismatic leader)愿景规划型领导:(visionary leadership)法定权利:(legitimate power)强制权利:(coercive power)奖赏权力:(reward power)专家权利:(expert power)参照权利:(referent power)信誉:(credibility)信任:(trust)授权:(empowerment)18.控制的基础控制:(controlling)市场控制:(market control)官僚控制:(bureaucratic control)小集团控制:(clan control)控制过程:(control process)偏差范围:(range of variation)直接纠正行动:(immediate corrective)彻底纠正行动:(basic correvtive action)绩效:(performance)组织绩效:(organizational performance)生产率:(productivity)组织有效性:(organizational effectiveness)前馈控制:(feedforward control)同期控制:(concurrent control)走动管理:(management by walking around)反馈控制:(feedback control)经济附加值:(economic value added)市场附加值:(market valueadded)平衡计分卡:(balanced scorecard)管理信息系统:(management information system)- - -标杆比较:(benchmarking)员工偷窃:(employee theft)服务利润链:(service profit chain)公司治理:(corporate governance)19.运营与价值链管理运营管理:(operations management)制造型组织:(manufacturing organizations)服务型组织:(service organizations)价值链:(value chain)价值链管理:(value chain management)组织过程:(organizational processes)知识产权:(intellectual processes)质量:(quality)批量定制:(mass customization)- - 总结资料。
组织行为学中英文词汇对照

组织行为学中英文词汇对照Aability[ə'bɪləti]能力achievement [ə'tʃivmənt]成就动机achievement need 成就需要affiliation need [ə,fɪlɪ'eʃən]归属需要arbitrator ['ɑːbɪtreɪtə]仲裁人assessment centers[ə'sɛsmənt]['sɛntɚz]评价中心attitude ['ætɪtʊd]态度attribution归因attribution theory归因理论attribution theory of leadership领导的归因理论Bbehavioral theories of leadership 领导的行为理论behaviorism theories 行为主义理论Big Five personality traits "大五"人格特质body language身体语言bounded rationally有限理性brainstorming脑力激荡法bureaucracy 官僚结构Ccareer 职业centralization集权化chain of command命令链charismatic leadership 领袖魅力的领导charismatic leadership theories魅力领导理论classical conditioning 经典条件反射cliques 小集团cognitive component of an attitude 态度的认知成分cognitive learning 认知学习cognitive theories 认知理论cohesiveness凝聚力collaborating协作command group命令型群体communication沟通communication apprehension沟通焦虑communication networks 沟通网络communication process沟通过程competence 能力competing 竞争compromising 折中conciliator 和解人conflict冲突conflict management冲突管理conflict process 冲突过程conformity 从众问题conscientiousness 责任心consideration 关怀维度consistency 一贯contingency approaches to management 管理的权变途径contingency leadership theory领导权变理论continuous reinforcement 连续强化contrast effects对比效应control theory控制理论controlling 控制core values核心价值观creativity创造力cross-functional teams多功能型团队cultural differences 文化差异Ddecision making决策decision rationality 决策理性decision role决策角色decision-making style 决策风格decisions 决策decoding 解码delegating style 授权风格Delphi technique 德尔菲技术Departmentalization部门化dispositional attributions 个性归因distributive bargaining分配谈判distributive justice 分配公平diversity 多元化dominant culture 主导文化downward communication下行沟通Dynamics of Synergy 协力优势dysfunctional conflict 功能失调的冲突Eeconomic rationality model 经济理性模型emotion 情绪emotional intelligence情绪智力emotional stability 情绪稳定性mployee involvement 员工参与employee-oriented leader 员工导向的领导者empowerment授权encoding 编码encounter stage 碰撞阶段engagement 卷入environment 环境equity theory公平理论equity theory of work motivation 工作动机的公平理论ERG theory ERG理论exchange leadership theories 领导的交换理论expectancy theory期望理论export power专家性权力external validity 外部效度externals 外控者extraversion 外向性extrinsic motive 外源性动机extrinsic rewards 外部报酬Ffeedback 反馈Fiedler contingency model 费德勒的权变模型filtering 过滤Five-Factor Model(FFM) 五因素模型flexible benefits灵活福利formal group 正式群体formal networks 正式沟通网络formal organization正式组织function conflict 功能正常的冲突functional analysis 功能性分析fundamental attribution error 基本归因偏差Ggeneral mental ability(GMA) 一般心理能力goal conflict目标冲突goal setting 目标设定goal sharing 目标共享goal-setting theory目标设置理论group 群体group decision making群体决策group leadership theories领导的群体理论group stressors群体压力源group shift群体转移groupthink群体思维Hhalo effect晕轮效应Hawthorne effect霍桑效应Herzberg's Two-Factor Theory of Motivation赫茨伯格的动机双因素理论horizontal organization扁平化组织human capital人力资本human relations views of conflict 冲突的人际关系观点hygiene factors 保健因素Iincentives 诱因informal groups非正式群体informal network 非正式沟通网络information richness 信息丰富性initiating structure 结构维度instrumental values 工具价值观integrative bargaining 综合谈判intergroup dynamics 组间动力integrity 正直intellectual ability心理能力intelligence activity 智力活动interacting groups 互动群体interactional view of conflict 冲突的相互作用观点interest group 利益型群体internal validity 内部效度internals 内控者interpersonal communication人际沟通interpersonal roles人际角色intrinsic motive 内源性动机intrinsic rewards 内部报酬intuition 直觉Jjob design工作设计job enlargement工作扩大化job enrichment工作丰富化job involvement 工作参与job rotation工作轮换job satisfaction工作满意度job specification 工作规范Kknowledge management知识管理Lleader role 领导角色leader-member exchange (LMX) theory 领导者—成员交换理论leader-member relations 领导者—成员关系leadership 领导eadership skill 领导技能learned helplessness习得性无助learning 学习learning organization学习型组织least preferred coworker (LPC) questionnaire 最难共事者问卷life-cycle approach生命周期理论lower-order needs 较低层次的需要loyalty 忠诚Mmanagement by objectives (MBO) 目标管理Management Information System(MIS) 管理信息系统managerial communication model 管理沟通模型managerial grid管理方格论managerial grid style 管理方格风格managers管理者Maslow's hierarchy of needs 马斯洛的需要层次理论means-ends chain途径—目标链monitor 监控者mood 心情motivation 激励multicultural organization 多元文化型组织Nneed 需要negative reinforcement负性强化neglect 忽略negotiation谈判negotiation skills 谈判技巧nominal group technique名义群体技术nonverbal communication非语言沟通normative commitment 规范承诺norms 规范Ooperant conditioning 操作条件反射organization 组织organizational behavior (OB) 组织行为学Organizational Citizenship Behaviors(OCBs) 组织的公民行为organizational commitment组织承诺organizational culture组织文化organizational development组织发展Organizational Hierarchies 组织层级organizational structure组织结构Pparticipating style 参与风格participative management参与式管理path-goal leadership theory路径—目标领导理论pay for performance绩效奖金perception 知觉perceptual context 知觉背景personality 人格personality traits 人格特质Porter Lawler motivation model波特—劳勒动机模型position power职位权力positive reinforcement正性强化power权力power motive权力动机power need 权力需要problem-solving teams问题解决型团队production-oriented leader 生产导向的领导者productivity 生产率profit sharing 利润共享projection投射psychological contract心理契约Qquality of life 生活质量quality of work life(QWL) 工作生活质量Rrationality 理性recognition 认可reengineering再造工程reinforcement theory强化理论reinforcers 强化物risky shift phenomenon 风险偏移现象role 角色role ambiguity角色模糊role conflict角色冲突role expectations角色期待role identity 角色同一性role perception角色知觉Ssecurity motive 安全动机selective perception选择性知觉self-actualization 自我实现self-esteem 自尊self-managed teams自我管理团队selling style 推销风格sensitivity training敏感性训练similarity 相似性Simmon's Bounded Rationality Model西蒙的有限理性模型situational attributions 情景归因situational leadership情境领导理论small groups 小群体social cognition theory 社会认知理论social learning 社会学习social loafing社会惰化social perception社会知觉social recognition 社会认可socialization process 社会化过程social-learning theory社会学习理论status 地位status motive 地位动机stereotyping刻板印象storming 震荡stress 压力strong culture 强文化subculture亚文化synergy 协同效应Ttask group任务型群体task structure 任务结构team团队team building团队建设team structure 团队结构terminal values 终极价值观Thematic Apperception Test(TAT) 主题统觉测验theory X X理论theory Y Y理论traditional view of conflict冲突的传统观点trait theories of leadership领导的特质理论transactional leadership交易型领导者transformational leadership变革型领导者trust 信任turnover 流动type A personality A型人格Uupward communication上行沟通Vvalues 价值观virtual organization虚拟组织virtual teams虚拟团队Wwork group工作群体work specialization工作专门化专业词汇(葡语)1. desejos 愿望2. valores opostos,相反的价值观3. Diferentes sistemas de valores不同的价值体系4. negativamente afetado 负面影响5. tem que ser percebido 被感知6. forma de oposição 反对的形式7. solução ganho-ganho 双赢的方案8. interesses利益。
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R. HANUS et al.
FIG. 1. Classical unconditioned control loop. w: reference variables; u: desired control variables; ur: actual control variables; y: output variables; R: controller; N.L. : nonlinearity; F: process.
This is the case when some saturation on the manipulated variable exists. Examples of such limitations are physical limits of the actuators (a fully open or d o s e d valve, for instance), or security requirements on the controller outputs. When a substitution is performed, bumpless transfer is achieved by a proper positioning of the controller states. In the case of saturation, anti-windup systems attempt to correct the controller states. Actually, the two p h e n o m e n a can be treated in a similar manner, by using the conditioning principle defined by Hanus (1979). The mismatch between the control variable u and the manipulated variable u r (Fig. 1) can deeply deteriorate the performances of the closed-loop. A n illustration of such a deterioration can be found in the examples given in Section 7. The control deterioration can be explained by an inadequacy of the state of the controller, as explained in Hanus (1980a, b), a n d / ~ s t r 6 m and Wittenmark (1984). Some solutions to the windup problems have been given in the literature. The first one we found is Fertrik and Ross (1967); followed by K r a m e r and Jenkins (1971), Vandenbussche (1975) and Khandheria and Luyben (1976). Unfortunately, these different solutions are always designed for a specific application. Their use is restricted to one class of nonlinearities, one class of controllers, and sometimes to one class of process models. Hanus (1979) gives a solution to bumpless transfer and windup problems which is independent of the nature of the controller, of the controlled system and of the nonlinearity acting 729
* Received 21 December 1984; revised 5 May 1985; revised 31 October 1985; revised 26 June 1986; revised 6 May 1987; revised 11 June 1987. The original version of this paper was not presented at any IFAC meeting. This paper was recommended for publication in revised form by Associate Editor Daniel Tabak under the direction of Editor H. Austin Spang III. ? Laboratoire d'Automatique, Faeult6 des Sciences appliqu6es-C.P. 165, Universit6 Libre de Bruxelles, 50 Avenue F. D. Roosevelt, B-1050 Brussels, Belgium.
Conditioning Technique, a General Anti-windup and Bumpless Transfer Method*
R. H A N U S , ? M. K I N N A E R T ? and J.-L. H E N R O ' I q ' E ?
A general way to take into account, by an appropriate design of the controller, any discrepancy which can occur between the actual inputs of a process and the desired outputs of its controller yields the so-called conditioned control algorithms and reduces deterioration in control performance.
on the control variable. This solution used an operator formalism. It was extended to nonlinear systems by using the state space description in Hanus (1980a, b). /~str6m and Wittenmark (1984) define a general state space model and use an explicit observer in order to take into account some saturations on the control variables (pp. 369-373). With this method, the dynamics of the closed loop system with a constraint on the controller output is usually different from the dynamics in the absence of constraint. Both Astr6m and Wittenmark (1984) and Hanus (1979, 1980a, b) introduce a measure or an estimation of the actual control signal applied to the controlled system, so that the states of the controller always assume the correct values. Hanus modifies the states further through the use of a "realizable" reference signal. Thanks to this technique, when the difference between the desired control variable and the actual control variable disappears, the closed-loop system reaches steady state with the same dynamics as the unconstrained closed-loop system. In the present paper, the conditioning technique described by Hanus (1979, 1980a, b) is extended to multiple-input-multiple-output (MIMO) nonlinear systems. Moreover, conditioning of complex structures like cascade or parallel block controllers is studied. We also introduce the concept of "self-conditionable" controllers, in order to simplify the implementation of the algorithms. Some considerations about the stability of conditioned systems are given. The paper is organized as follows. Section 2 presents Hanus' conditioning technique for MIMO systems. Section 3 describes the "self conditionable" structure. Conditioning of complex control structures is discussed in Section 4. Section 5 gives some stability considerations. Section 6 explains the use of conditioning as an initializing technique. Application of the conditioning technique is illustrated in Section 7. A PI controller is used as a simple example. Finally, some concluding remarks are given in Section 8.