lec1 nature of organisation
1990年诺贝尔化学奖
1990年诺贝尔化学奖伊利亚斯·詹姆士·科里1990年10月17日，瑞典皇家科学院授予美国哈佛大学的有机化学家伊利亚斯·詹姆士·科里（Elias James Corey）以1990年的诺贝尔化学奖，表彰他在有机合成的理论和方法学方面的贡献。
科里从50年代后期开始进行有机合成的研究工作，30多年来他和他的同事们合成了几百个重要的天然产物。
这些化合物的结构都比较复杂，而且越往后，他合成的目标化合物越复杂，合成的难度也越大。
按照科里和他的学生成学敏在1989年出版的一本名为《化学合成的逻辑》的书分类，他的合成工作主要涉及（1）大环结构：主要是一些大环内酯和大环内酰胺类的抗菌化合物；（2）杂环结构：主要是一些生物碱和维生素等；（3）倍半萜类化合物：由3个异戊二烯结构单位组成分子碳架的各种天然的烃类和其衍生物；（4）多环异戊二烯类化合物：含有更多异戊二烯结构单位的天然多环化合物；（5）前列腺素类化合物：一类激素；（6）白三烯类化合物：一类具有很强生物活性的多烯和其衍生物。
下面列出科里首先合成的有代表性的几个化合物：从这几个例子就足以看出，即使他最早期的合成工作（如长叶烯的合成）也已经能够显示出他的巨大天才。
但是，科里最大的功绩并不在于他的那些艰巨的合成工作，而是在1967年他提出具有严格逻辑性的“逆合成分析原理”，以及有关在合成过程中，各种功能团的转变、加入和消去的一系列系统地修饰分子的原则和方法。
逆合成分析原理，简单地说，就是确定如何将要合成的目标分子按可再结合的原则在合适的键上进行分割，使其成为合理的、较简单的和较易得的较小起始反应物分子；然后，再反过来将找到的这些小分子或等价物按一定的顺序和立体方式，逐个地通过合成反应再结合起来，并经过必要的修饰，而得到所要合成的目标化合物。
所以逆合成分析是决定整个合成路线的关键，关系到整个合成的策略、成败和评价。
例如，科里选用的长叶烯逆合成是：在a键处分割长叶烯是可取的逆合成分析方式之一。
lec 6
Managing change andinnovationWeek 6L E A R N I N G O U T L I N E1. What is change?Define organisational change.Explain why handling change is an integral part of a manager’s job 2. Forces for changeIdentify the external and internal forces for change.Contrast using internal and external change agents.3. Two views of the change processContrast the calm waters and white-water rapids metaphors of change.Explain Lewin’s three-step model of the change process.Discuss the environment that managers face today.4. Managing changeDescribe the options managers have for changing anorganisation’s structure.Discuss how changing technology influences organisational change.Identify the different organisational development techniques.L E A R N I N G O U T L I N E5. Managing resistance to changeExplain why people are likely to resist change.Describe how the force –field analysis can be used to identify options to deal with resistance.Identify the six techniques for dealing with resistance to change. 6. Contemporary issues in managing changeExplain why changing organisational culture is so difficult and how managers can do it.Identify what is involved in managing a downsized workplace.Describe employee stress and how managers can help employees deal with stress.Discuss what it takes to make change happen successfully.7. Stimulating innovationExplain why innovation is not just creativity.Explain the systems view of innovation.Describe the structural, cultural, and human resource variables that are necessary for innovation.Explain what idea champions are and why they’re important to innovation.1. WHAT IS CHANGE?•Organisational change–Any alterations in the people, structure, or technology of an organisation•Characteristics of change–Is constant yet varies in degree and direction–Produces uncertainty yet is not completely unpredictable–Creates both threats and opportunitiesManaging change is an integral partof every manager’s job.2. FORCES FOR CHANGE•External forces–Marketplace–Governmental laws andregulations–Technology–Labor market–Economic changes •Internal forces–Changes in organisationalstrategy–Workforce changes–New equipment–Employee attitudesThe manager as change agent•Change agents–People who act as catalysts and assume the responsibility for changing process are called change agents.•Types of change agents–Managers: internal entrepreneurs–Non-managers: change specialists–Outside consultants: change implementation experts3. TWO VIEWS OF THE CHANGEPROCESS•The calm waters metaphor–Lewin’s description of the change process as a break in the organisation’s equilibrium state•Unfreezing the status quo•Changing to a new state•Refreezing to make the change permanent•White-water rapids metaphor–The lack of environmental stability and predictability requires that managers and organisations continually adapt (manage changeactively) to survive.Lewin, K. (1951). Field theory in social science. New York: Harper & Row.A comprehensive approach to change4. MANAGING CHANGEThree categories of changeOrganisational Development •Organisational development: An effort that is planned, organisation wide and managed from the top. It isintended to increase organisational effectiveness andhealth through planned interventions in theorganisation’s process using knowledge of behavioural science.•Assumptions:–Employees desire to grow and develop.–Employees have a need to be accepted by others.–Organisational design affects employee behaviour. Organisational development techniques5. MANAGING RESISTANCE TO CHANGE•Why do people resist change?–The ambiguity and uncertainty that change introduces–The comfort of old habits– A concern over personal loss of status, money, authority, friendships, and personal convenience–The perception that change is incompatible with the goals and interest of the organisationUsing force field analysis• 2 sets of forces operate in any system (Kurt Lewin) –Driving forces (encourage change)–Resisting forces (discourage change)•Equilibrium is when the forces are balanced against each other.•To make change managers may need to maximise driving forces and minimise resisting forcesLewin, K. (1951). Field theory in social science: Selected theoretical papers. New York: Harper & Row.Techniques to reduce resistance tochangecation and communication2.Participation3.Facilitation and support4.Negotiation5.Manipulation6.Coercion6. CONTEMPORARY ISSUES INMANAGING CHANGE •Changing organisational cultures–Cultures are naturally resistant to change–Conditions that facilitate cultural change:The occurrence of a dramatic crisisLeadership changing handsA young, flexible, and small organisationA weak organisational cultureDownsizing•The planned elimination of large numbers of personnel designed to enhance organisational effectiveness.–Workforce reductionA type of downsizing strategy, using a cost-cutting approachemphasising short-term results and redundancies–Organisational redesignRestructuring or delayering of the organisation, with elimination offunctions, layers and work processes–Systemic changeA program of organisational cultural change involving all staffDoes downsizing lead to improvedperformance?•Layoffs–Permanent separations initiated by an organisation and implemented either all at once or phased in over time.•Productivity–An economic measure of efficiency that summarises what is produced relative to the inputs used to produce themHR system ProductivityDownsizingManaging the downsized workplace Zatzick, C. D., & Iverson, R. D. (2006). High-commitment management and workforce reduction: competitive advantage or disadvantage? Academy of Management Journal.49,999-1015.Major reasons for the failure of downsizing•Initial cost savings but long-term negative effects•Loss of people who are ‘irreplaceable assets’•‘Survivor syndrome’: loss of motivation, self-absorption, risk-aversion•‘Survivors’seek new employment•Reputational damageGreenhalgh, L., Lawrence, A. T., & Sutton, R. I. (1988). Determinants of work force reduction strategies in declining organizations. Academy of Management Review, 13,241-254.Handling employee stress•What is stress?–StressThe physical and psychological tension an individual feels whenconfronted with extraordinary demands, constraints, or opportunitiesand their associated importance and uncertainties.Functional Stress: Stress that has a positive effect on performance.•How potential stress becomes actual stress–When there is uncertainty over the outcome.–When the outcome is important.Symptoms of stressIssues in managing change•Reducing stress1.Engage in proper employee selection2.Match employees’KSA’s to jobs’TDR’se realistic job interviews for reduce ambiguity4.Improve organisational communications5.Develop a performance planning programe job redesign7.Provide a counseling program8.Offer time planning management assistance9.Sponsor wellness programsIssues in managing change•Making change happen successfully–Embrace change—become a change-capable organisation.–Create a simple, compelling message explaining why change is necessary.–Communicate constantly and honestly.–Foster as much employee participation as possible—get all employees committed.–Encourage employees to be flexible.–Remove those who resist and cannot be changed.How can cultural change beaccomplished?•Conduct a cultural analysis to identify cultural elements needing change•Make it clear to employees that the organisation’s survival is legitimately threatened if change is notforthcoming•Appoint new leadership with a new vision•Initiate a reorganisation•Introduce new stories and rituals to convey the new vision•Change the selection and socialisation processes and the evaluation and reward systems to support the new valuesTypes of Change:(The Dunphy/Stace scale of change)Dunphy, D., & Stace, D. 1990. Under new management: Australian organisations in transition, Sydney: McGraw-Hill.7. STIMULATING INNOVATION•Creativity–The ability to combine ideas in a unique way or to make an unusual association.•Innovation–Turning the outcomes of the creative process into useful products, services, or work methodsAdapted from Woodman, R. W., Sawyer, J. E., & Griffin, R. W. 1993. Toward a theory of organisational creativity. Academy of Management Review, 18,293-321.Forms of Innovation•Radical versus incremental innovation.•Technical versus managerial innovations.•Product versus process variations.The innovation processPromoting innovation in organisations•The reward system•The organisational culture•IntrapreneurshipStimulating and nurturing innovation•Structural variables–Adopt an organic structure–Make available plentiful resources–Engage in frequent inter-unit communication–Minimize extreme time pressures on creative activities–Provide explicit support for creativityStimulating and nurturing innovation (cont’d)•Cultural variables–Accept ambiguity–Tolerate the impractical–Have low external controls–Tolerate risk taking–Tolerate conflict–Focus on ends rather than means–Develop an open-system focus–Provide positive feedbackStimulating and nurturing innovation (cont’d)•Human resource variables–Actively promote training and development to keep employees’skills current.–Offer high job security to encourage risk taking.–Encourage individual to be “champions”of change.The failure to innovate•Lack of resources•Failure to recognise opportunities•Resistance to change•Lock-in through complementary assetsL E A R N I N G R E V I E W1. What is change?Define organisational change and why it’s important to managers.2. Forces for changeExternal and internal forces for change and change agents.3. Two views of the change processMetaphors of change, Lewin’s model, today’s environment.4. Managing changeOrganisation’s structure., technology, development techniques. 5. Managing resistance to changeWhy people resist change, the force –field analysis, resistance to change.6. Contemporary issues in managing changeDifficulty of change, downsizing, employee stress, successful change.7. Stimulating innovationInnovation and creativity, the systems view of innovation, variables that necessary for innovation, idea champions.。
lec 4
Individualism versus collectivism
• ‘Employees will benefit from the enhanced choice and flexibility available when agreeing with their employer about workplace pay and conditions beyond the minimum standards’. • ‘There is an inexorable historical process under way…it will sweep away the insufferably arrogant assumption made by the present industrial relations system that men and women in Australia are too stupid to be trusted with the responsibility of deciding what is good for them.’
The human resource management process
Robbins, S., Bergman, R., Stagg, I., & Coulter, M. (2006). Management 4th Edition. French Forest, Australia: Pearson Prentice Hall.
– – – – –
Human Resources Human Capital Personnel Management People and Culture (NAB) Talent Department (Deloitte)
lec 7
The Nature of International Business
Our daily lives are strongly influenced by business from around the world. No organisation is insulated from the effects of foreign markets and competition.
Dealing with the external environment The nature & meaning of international business. Recent trends in international business. Managing internationalisation. Managing in an international market. Structure of the global economy. Environmental challenges of international management. Management challenges in a global economy.
MGMT1001 Fundamentals of Management
Managing External Pressures on the Organisation
Lecture content
The external environment
Specific environment General environment
Advantages and Disadvantages of Internationalisation Approaches
生理学智慧树知到课后章节答案2023年下南开大学
生理学智慧树知到课后章节答案2023年下南开大学南开大学绪论单元测试1.The regulation mode and characteristic of three physiological functions inhuman body？答案:All of the above three.第一章测试1.The AV node, which normally exhibits the fastest rate of autorhythmicity isknown as the pacemaker of the heart.答案:错2.Bulk flow occurs because of differences in the hydrostatic and colloidosmotic pressures between the plasma and interstitial fluid.答案:对3.Which of the following correctly ranks pressures during isovolumetriccontraction of a normal cardiac cycle?答案:aortic > left ventricular > left atrial4.When the radius of the resistance vessels is increased, which of the followingis increased?答案:Capillary blood flow5. What is mainly responsible for the delay between the atrial and ventricularcontractions?答案:slow action potential conduction velocity of AV node cells第二章测试1.Cholesterol is found within the lipid bilayer答案:对2.The greater the difference in concentration, the slower the rate of netdiffusion.答案:错3.Opposite charges attract each other.答案:对4.Cholesterol contributes to the fluidity and stability of the membrance,Between which molecules is cholesterol found?答案:phospholipids.5.Membrane potential is measured in these units答案:millivolts第三章测试1.These filaments are arranged in cylindrical bundles called myofibrils.答案:对2.T tubules store calcium.答案:错3.In skeletal muscle, magnesium must be attached to ATP before myosinATPase can split the ATP答案:对4.Which of the following is the functional unit of a skeletal muscle?答案:sarcomere5.Which of the following ions binds to calmodulin in smooth muscles?答案:calcium第四章测试1.The major element of whole blood is __________.答案:plasma2.Which of the following blood components provide the major defense for ourbodies against invading bacteria and viruses?答案:white cells3.When blood clumps or forms visible islands in the still liquid plasma, it iscalled:答案:Agglutination4. Antigens are:答案:found on the surface of red cells5.Most of the volume of normal human blood is composed of:答案:plasma第五章测试ing the equation PV = constant; if the volume of the thoracic cavityincreases (in other words, the size of the thoracic cavity increases), the pressure inside the thoracic cavity will __________.答案:decrease2.When the pressure within the thoracic cavity increases compared toatmospheric pressure, air will __________ the lungs.答案:Exit3.After a person inhales normally and then forces himself to inhale some more,this is called the __________ volume.答案:inspiratory reserve4.Which of the following increases the ability of oxygen binding to hemoglobin?答案:an increase in partial pressure in oxygen5.Which of the following pO2 values results in more saturation of hemoglobin?答案:80 mm Hg第六章测试1.The posterior pituitary dose not actually produce any hormones.答案:对2.Thyroid hormone decreases the body’s overall metabolic rate.答案:错3.Adequate nutrition and good health are the primary environment factorsinfluencing growth.答案:对4.Which of the following hormones is associated with acromegaly?答案:growth hormone5.Hormones are classified into 3 distinct classes according to their biochemicalstructure:答案:amines;peptides and proteins;steroids第七章测试1.Amylase is a digestive enzyme that will digest __________.答案:carbohydrates2.When lipids are digested, they form __________.答案:glycerol and fatty acids3.The major functions of the digestive system are to digest food and to absorbnutrients into the __________.答案:bloodstream4.Which of the following is considered to be an accessory organ of digestion?答案:pancreas5.Which of the following digestive hormones stimulates the pancreas to releasebuffers to stabilize the pH within the duodenum?答案:secretin第八章测试1.The afferent arteriole delivers blood to the glomerular capillaries.答案:对2.Sodium is passively reabsorbed in the proximal tubule.答案:错3.The creatinine clearance (CCr) is commonly used to approximate the GFR.答案:对4.Which of the following substances is a hormone of the adrenal gland答案:aldosterone5.The functional unit of the kidney is答案:the nephron第九章测试1.There are two kinds of chemical synapses—excitatory and inhibitory.答案:对2.The magnitude of the resting membrane potential in neurons is generally inthe range of −40 to −90 mV.答案:对3.EPSP has local potential properties and can be summed up.答案:对4.When a nerve cell is excited, the first step action potential is generated by答案:axon initial segment5.The correct statement about the production of inhibitory postsynapticpotential is :答案:Hyperplasia of the postsynaptic membrane。
生物英语测试题及答案
生物英语测试题及答案一、选择题（每题2分，共20分）1. Which of the following is not a characteristic of living organisms?A. ReproductionB. ResponsivenessC. GrowthD. Inertia2. What is the basic unit of life?A. CellB. TissueC. OrganD. Organ system3. What is the process by which organisms convert sunlight into chemical energy?A. PhotosynthesisB. RespirationC. FermentationD. Digestion4. What is the term for the study of the structure of organisms?A. PhysiologyB. AnatomyC. PathologyD. Embryology5. Which of the following is not a kingdom in the classification of life?A. PlantaeB. AnimaliaC. FungiD. Crystallia6. What is the function of chlorophyll in plants?A. To store waterB. To store foodC. To absorb lightD. To release oxygen7. What is the process by which organisms break down food into energy?A. PhotosynthesisB. RespirationC. FermentationD. Digestion8. What is the term for the genetic material found in the nucleus of a cell?A. DNAB. RNAC. ProteinD. Enzyme9. What is the term for the study of the classification of organisms?A. TaxonomyB. AnatomyC. PhysiologyD. Ecology10. Which of the following is not a type of tissue in plants?A. Meristematic tissueB. Vascular tissueC. Connective tissueD. Protective tissue二、填空题（每空1分，共10分）1. The process by which organisms use oxygen to break down glucose is called ________.2. The largest organ in the human body is the ________.3. The study of the interactions between organisms and their environment is known as ________.4. The basic unit of heredity in all organisms is the________.5. The process by which plants produce food is called________.三、简答题（每题10分，共20分）1. Explain the difference between mitosis and meiosis in terms of their roles in cell division.2. Describe the role of mitochondria in a cell and why they are often referred to as the "powerhouses" of the cell.四、论述题（每题15分，共30分）1. Discuss the importance of biodiversity and how human activities can affect it.2. Explain the concept of natural selection and provideexamples of how it has shaped species over time.答案：一、选择题1. D2. A3. A4. B5. D6. C7. B8. A9. A10. C二、填空题1. Respiration2. Skin3. Ecology4. Gene5. Photosynthesis三、简答题1. Mitosis is the process of cell division that results in two daughter cells each having the same number of chromosomes as the parent cell. It is essential for growth, repair, and asexual reproduction. Meiosis, on the other hand, is a type of cell division that reduces the chromosome number by half, resulting in four non-identical daughter cells. This process is crucial for sexual reproduction, as it allows for the combination of genetic material from two parents, resultingin genetic variation in offspring.2. Mitochondria are organelles found in the cells of eukaryotic organisms and are often referred to as the "powerhouses" of the cell because they generate most of the cell's supply of adenosine triphosphate (ATP), which is used as a source of chemical energy. Mitochondria are unique among organelles because they contain their own DNA and can replicate independently of the cell.四、论述题1. Biodiversity is crucial for maintaining the balance of ecosystems and for the health of the planet. It provides a variety of services, such as pollination, water purification, and climate regulation. Human activities, such as deforestation, pollution, and climate change, cansignificantly reduce biodiversity. These activities can lead to the loss of species, disruption of ecosystems, and a decrease in the services that nature provides to humans.2. Natural selection is the process by which organisms that are better adapted to their environment tend to survive and produce more offspring. Over time, this leads to the evolution of species. For example, the peppered moth in England underwent a change in coloration due to industrial pollution, where darker moths became more common because they were less visible to predators against the soot-darkened trees. This is a classic example of how natural selection can lead to changes in species over time.。
植物转录因子LEC1研究进展(一)
植物转录因子LEC1研究进展(一)摘要LEC1编码CCAAT结合因子HAP3亚基的同源物,是植物胚胎发育过程中重要的转录调节因子。
综述了LEC1的发现、结构和生物学功能,以为LEC1的进一步研究提供参考。
关键词LEC1;结构;生物学功能AbstractLEC1whichencodesHAP3subunitoftheCCAATbindingfactorisanimportanttranscriptionalreg ulatorrequiredforplantembryodevelopment.Recentprogressonthediscovery,structureandbiologica lfunctionofLEC1wasreviewedsoastoprovidereferenceforbetterresearch.KeywordsLEC1;structure;biologicalfunction作为植物学的重要分支,植物的胚胎发育一直是研究的热点课题。
20世纪80年代以来,基因工程技术的迅速发展和应用,使科学家不再局限于形态学和细胞学的研究,开始从基因组水平上了解植物细胞胚胎的发生机制,现已有大量的基因被陆续揭示。
研究表明,它们相互作用构成了一个复杂的调控网络。
其中LEC1基因LEAFYCOTYLEDON1(LEC1)是胚胎发生发育过程中关键调控因子,控制胚胎发育过程中的多个方面。
1LEC1的发现Meinke等1]研究发现拟南芥leafycotyledon(lec)突变体lec1、lec2和Fusca3(fus3)存在显著的胚胎成熟缺陷,其子叶部分转化成真叶,产生了胎生胚。
进一步研究发现,突变体幼胚在鱼雷期过后提早成熟进入萌发途径,并获得了只有植物营养组织具有的特点,暗示这些基因在胚胎发生过程中起着重要的作用。
在被lec1发现之前,科学家已通过遗传学方法获得了许多影响拟南芥胚胎发生的调节因子。
lec 3
• •
Taylorist methods
• Task subdivisand motion studies’); • Incentive payments
Taylor’s assumptions about workers
Weber and bureaucracy
• Weber was the great theoretician of organisations and of the development of bureaucracy as organisational form. • Top down, multiple level, hierarchical structures are the prevailing organisational form in most complex organisations. • ‘Bureaucracy’ is not confined to the public sector. • Despite its pejorative tone bureaucratic structures are remarkably successful and persistent
Two management traditions
This lecture will concentrate on two traditions: • Management as a ‘science’; • Management as creators of ‘moral order’ in organisations
MGMT1001 Fundamentals of Management
The Development of Management Theory
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Stakeholder
Competitors Directors Government
Shareholders
Business
Workforce
Community / Trade unions
Financial institutions
Customers
Suppliers
Directors
Look after the affairs of the organisation. Establish vision, mission and values Delegate authority to management, and monitor and evaluate the implementation of policies, strategies and business plans.
Suppliers
• •
To continue to sell profitably to the business. To be paid promptly & fully for goods supplied.
• buying at the right time, in correct quantities and at the right prices to gain competitive edge
Stakeholder
Definitions: •An individual or group with an interest in an organisation. •Any individual or group who can affect or are affected by the achievement of a firm’s objective.
• Firms depend on banks, insurance companies, etc to finance activities • To be paid back in full when repayments are due. • To receive interest on the loan when due.
•
Mission Statement
Is a formal short written statement of the purpose of a company or organisation. Mission statement should have the following elements: Purpose Why does the business exist? What is our business? Strategic Scope The products or services it offers. Strategic scope defines the boundaries of its operations.
• Directors,
Shareholders,
Workforce,
Customers,
Suppliers, Competitors, Community / Trade unions, Government, and Financial institutions are known as the firm’s stakeholder groups because of their close links with the organisation.
Competitors
To compete by all lawful means. To differentiate its products from those of other businesses. To compare & contrast performance with other businesses.
Workforce
To receive a ‘fair’ wage. To ensure good working conditions. To secure their jobs through the survival & expansion of the business.
Financial Institutions
Government
• •Βιβλιοθήκη To receive tax revenue from profitable firms. To direct the operations of the business for the benefit of the community/nation. Establish and enforce the rules and procedures under which firms must operate
Examples of Mission Statement
• Google: To organize the world's information and make it universally accessible and useful. • NIKE Inc: To Bring Inspiration and innovation to every athlete in the world. • eBay’s: To provide a global trading platform where practically anyone can trade practically anything • McDonald: To be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.
Vision • What do we want to become? • An encompassing explanation of where the organisation trying to head. Goals • The broad, long term accomplishments an organisation wishes to attain. • Needs to be mutually agreed by workers and management.
Shareholders
To share in the success/profitability of the business. To receive dividends from after-tax profits. Voting to elect the directors
Customers
•
To obtain ‘good value for money’ from the goods & services purchased. To receive high levels of customer service
•
• More aware of their right, firms need to maintain good rapport with their customers
•
Objectives
Specific statements detailing how to achieve the organisation’s goals.
Objectives need to conform to the SMART criteria.
Specific Measurable Achievable Be precise about what you are going to achieve. Quantify your objectives. Be realistic given the circumstances in which it is set and the resources. Relevant Time Relevant to the people responsible for achieving them. Set with a time-frame. State when you will achieve the objective (within a month? By February 2012?).
MGT206 INTRODUCTION TO BUSINESS
Lecture 1 NATURE OF ORGANISATIONS
LEARNING OUTCOMES
Successful students will be able to:
• Discuss the principles that underpin objectives, mission statement, vision statement and organisational goal. Identify the organisation. stakeholder’s role within & outside the
Community / Trade unions
To benefit from the employment the business creates. To be free from environmental disadvantages the firm may generate. Collective bargaining power to negotiate wages, work conditions, work hours, and other aspects of work environment