2#楼室外电梯施工方案
高职英语2课文翻译
Unit31.It’s importa nt to know your objecti ves on a busines s trip,and to set out with those goals in mind and how toaccompl ish them.But along the way,somethi ng ratheramazing happens when you travelon busines s.You may go to some prettyamazing places,and get chances to see thingsyou would have never soughtout on your own.翻译：了解出差的目的，出发时牢记目标并清楚如何达成目标，这些都是很重要的。
但在途中也会发生一些有趣的事情。
你可能会去到一些令人惊叹的地方，有机会看到你自己可能永远都发现不了的东西。
s s.There are times when you have complet ed your work and 2.Busines s trips don’t have to be all about busine,attract ions and good food.The first resourc e to find out what is reallyyou can take in some of the local colorn g is the locals. If you go to a faraway town to conduct busines s cool to enjoy in the city or town you are visitiwith a partner or vendor, they are often more than happy to show you the lay of the land and what is fun to see and do in the town.翻译：商务旅行不必都是生意。
2用英语怎么写
1.2用英文怎么写2的英文是two。
词汇分析音标：英[tuː] 美 [tu]释义：n. 两个adj. 两个的num. 二短语Two Whatevers 两个凡是Two Women 烽火母女泪；两个女人；战地两女性；两女Two Cops 特警冤家；两个警察；锄暴特警；两个刑警Two Soldiers 两个士兵；两名士兵；同胞兄弟；幽默英语故事两名士兵Two Lamps 两盏巨灯Perfect Two 新天生一对；天生一对；咸菜贤才大贤永才例句1、They teamed Class One with Class Two.他们将一班和二班编成一队。
我们用两个师包围了这座城市。
3、We talked about two hours, but he hedged over my questions.我们用两个师包围了这座城市。
4、Working together for two months welded them into a group.在一起工作两个月使他们形成了一个团体。
5、He died two months ago.他两个月前去世了。
2.2的英文怎么写2的英文是two。
two英 [tu：] 美 [tu]n. 两个；两个东西；两点钟；一对；adj. 两个的；我同；num. 两个；第二；二；双语例句1. It's a long way to go for two people in their seventies.对于两个七十几岁的人来说，这段路太远了。
他在那儿的时候体重下降了2英石。
3. I undid the bottom two buttons of my yellow and grey shirt.我解开了自己黄灰相间的衬衫上最下面的两个纽扣。
4. It would be difficult to find two men who were more dissimilar.很难找到彼此间差异更大的人了。
全新版大学英语(第二版)综合教程2课文背诵段落原文及翻译
11 To restore balance to my life, I force myself back into the real world. I call people, arrange to meet with the few remaining friends who haven't fled New York City. I try to at least get to the gym, so as to set apart the weekend from the rest of my week. I arrange interviews for stories, doctor's appointments -- anything to get me out of the house and connected with others.
13 However, I do not want to overstate my case. There is enormous creativity to be found in Chinese scientific, technological and artistic innovations past and present. And there is a danger of exaggerating creative breakthroughs in the West. When any innovation is examined closely, its reliance on previous achievements is all too apparent (the "standing on the shoulders of giants" phenomenon).
四川方言带“二”字称谓词特征及其文化释义
四川方言带“二”字称谓词特征及其文化释义摘要：本文基于当前丰富的方言词典语料库，搜集整理了部分具有四川文化特色的“二”字四川方言称谓词汇，从其构词方式，总结出带“二”字称谓词的构词特征及其情感色彩，同时，这些带“二”字称谓词也一定程度反映出“二”的中庸文化特征，体现了四川人圆滑娇俏的语言特色。
关键词：四川方言；“二”字词；称谓词；引言带“二”字的方言词汇的使用是四川话中一个独特而又广泛存在的现象。
这些带“二”的词汇不仅数量众多，而且涉及到多个方言词汇类型，如称谓、民俗和数词等。
对于这些词汇的研究，既有助于我们更好地了解四川话的特点和文化内涵，也能够推动方言文化的保护和传承。
因此，本文将以“四川话里带二字的方言词汇”为主题，探讨这些词汇的分类、结构和文化意义，从而为方言语言学和语言文化研究提供一些有价值的参考和思考。
一、“二”字称谓词的词义分类称谓语是反映人与人之间的亲属关系、社会关系及其在这些关系中所扮演的角色的一套名词系统，是对人的身份、年龄、职业、性别、性格等的称谓，主要包括亲属称谓和社会称谓。
按照词语的语义，称谓词分为一般称谓、人称称谓、职业称谓、器具称谓、动物称谓、时间称谓、人体称谓。
（一）一般称谓一般称谓可以分为6个同义义场，包括个体身份、个体行为、个体状态、群体特征、鬼怪、生活，这些分类名称即词类功能和词义类别。
（二）亲属称谓“二”字亲属称谓包括：祖辈称谓：父系亲属称谓，二娘、二爸。
母系亲属称谓二（太）公。
其中二爸也可以作为母系称谓，四川有时叫母亲为二爸；同辈称谓：二哥。
晚辈称谓：二大女子。
（三）人称称谓人称称谓主要有两类词词：“二家你们”和“姓+二嬢，姓+老二”（四）职业称谓职业称谓在四川方言里褒贬含义具有共时和历时的流动性，有时又不含情感色彩。
共时的流动性主要体现在使用者态度上，历时流动性主要体现在词汇自身的发展上。
（五）用具称谓用具称谓一般是“二+用具名称/用具特征”二碳没烧透的炭、二马裾、二马裙比、二锤品质和体积较小的锤子、二梁辅助正梁的另一房梁、二黄篾由黄篾析出的较有韧性喻短得不合身的衣裤、二行中号纤绳，供船只过险滩使用、二咕噜又叫对班，两人抬的轿子的竹篾，用于擦屁股（六）动物称谓对于体积大，有些令人恐惧的动物组词一般用“老二”，“二爸”，“二爷”，如猪二爸、梭老二、梭二爷、乌老二蛇。
周边地面 2
周边地面——对没有地下室的建筑指底层房间外墙内侧两米范围内的地面。
对有地下室埋墙的建筑，指从室外地面和埋墙的交线算起向下两米内为周边地面。
非周边地面——对没有地下室的房间指底层地面中周边地面以外的部分。
有地下室埋墙的建筑，非周边地面指埋墙和地面面积的和减去从室外地面和埋墙交线算起向下两米的面积。
关于周边地面和非周边地面的几点说明1．周边地面和非周边地面的定义周边地面指距外墙内表面2m以内的地面，其余部分划为非周边地面。
位于室外地面以下的外墙（地下室外墙）应从与室外地面相平的墙壁算起，往下2m范围内为周边地面，其余部分划为非周边地面。
2．节能标准中对周边地面和非周边地面传热阻的计算《民用建筑节能设计标准》（采暖居住部分）JGJ26-95和《公共建筑节能设计标准》GB50189-2005对周边地面和非周边地面热阻采用了不同的计算方法，应分别对待。
A) 居住建筑：换热阻计算依据来源于《供热工程》（贺平孙刚编著）。
由于室内热量通过地面传到室外的路程长短不同，即热阻值不同，靠近外墙的室内地面，距离室外路程短，热阻值小，传热量大，反之远离外墙的地面热阻值大，传热量小，离外墙8m以远的地面，传热量基本不变。
基于上述情况，在工程上一般采用近似方法计算，把地面沿外墙平行的方向分成四个计算地带（每2m为一个地带，8m以外地面按第四地带考虑），如图1示。
1) 对于贴土非保温地面（组成地面的各层材料导热系数λ都大于1.16W/m?℃），各地带的传热系数和换热阻如下：周边地面传热系数限值为0.52 W / m2·℃地区，考虑到非保温地面第一地带（周边地面）的传热系数为0.47 W / m2·℃，小于限值0.5 2W / m2·℃,可不做保温；非周边地面（第二、三、四地带）不做保温时传热系数最大值为0.23 W / m2·℃,小于限值0.3 W / m2·℃，同样也能满足非周边地面限值的要求。
现代大学英语中级写作(上)_Unit 2
No mistakes
Questions to think about Is this a directive or informative process
analysis? It is an informative process analysis giving the history of Liquid Paper. What is the central idea of the essay? Is the thesis statement presented or implied? The central idea is how Liquid Paper was invented and how it became a big business. The thesis statement is implied.
What is Process Analysis?
• A process analysis(PA) is a step-by-step explanation of how to do something , or how something works/ is done or made, or how something happened.
2的书写方法
2的书写方法在日常生活中，我们经常会涉及到数字2的书写。
无论是在学习、工作还是生活中，正确的书写方法都是非常重要的。
下面，我们就来详细了解一下数字2的书写方法。
首先，我们要明确数字2的基本形态。
数字2是阿拉伯数字中的一个，它的基本形态是一个弯曲的弧线，上面有一个小圆圈。
这是我们最常见的数字2的书写形式，也是最标准的书写形式。
在书写时，我们需要注意保持数字2的整体形状，保持圆润、匀称，不要出现歪斜、变形等情况。
其次，我们要注意数字2的书写顺序。
在书写数字2时，一般是从上到下、从左到右的书写顺序。
首先画出数字2的上半部分的曲线，然后再画下半部分的曲线，最后在上半部分的曲线上方画一个小圆圈。
这样的书写顺序可以帮助我们更好地掌握数字2的书写方法，保持数字的整体形状和美观度。
除了基本形态和书写顺序外，我们还需要了解数字2的书写规范。
在正式的文件、文书、报告中，数字2的书写需要符合一定的规范。
一般来说，数字2要与其他数字保持一致的字体、大小和风格，以保持整个文档的统一性和美观度。
在手写时，我们也需要注意字迹工整、规范，避免出现潦草、模糊的情况。
此外，数字2的书写还需要注意与其他数字的区分。
在一些情况下，数字2可能会与字母z混淆，因此在书写时要特别小心，确保数字2的书写清晰可辨，不会引起误解。
总的来说，正确的数字2的书写方法对我们的学习、工作和生活都是非常重要的。
通过掌握数字2的基本形态、书写顺序和书写规范，我们能够更好地书写出整洁、规范的数字2，提高书写质量，避免出现错误和混淆。
希望大家能够重视数字2的书写方法，不断提升自己的书写水平，为自己的学习和工作增添亮点。
2021 年全国硕士研究生入学统一考试英语(二)试题真题(打印版)
2021 年全国硕士研究生入学统一考试英语(二)试题Section I Use of EnglishDirections:Read the following text.Choose the best word(s) for each numberedblank and mark A,B, C or D on ANSWER SHEET 1. (10 points)Section Reading ComprehensionPart ADirections:Read the following four texts.Answer the questions below each textby choosing A, B, C, or D. Mark your answers on ANSWER SHEET 1.(40 points)Reskilling is something that sounds like a buzzword but is actually arequirement if we plan to have a future where a lot of would-beworkers do not get left behind.. We know we are moving into a period where the jobs in demandwill change rapidly, as will the requirements of the jobs that remain.Research by the WEF detailed in the Harvard Business Review, findsthat on average 42 per cent of the core skills " within job roles willchange by 2022. That is a very short timeline, so we can onlyimagine what the changes will be further in the future.The question of who should pay for reskilling is a thorny one Forindividual companies, the temptation is always to let go of workerswhose skills are no longer demand and replace them with thosewhose skills are.That does not always happen.AT&T is often given asthe gold standard of a company who decided to do a massivereskilling program rather than go with a fire-and-hire strategy.ultimatelyretraining 18,000employees. Prepandemic,othercompanies including Amazon and Disney had also pledged to createtheir own plans. When the skills mismatch is in the broader economythough, the focus usually turns to government to handle. Efforts inCanada and elsewhere have been arguably languid at best, and havegiven us a situation where we frequently hear of employers beggingfor workers even at times and In regionswhere unemployment is high.With the pandemic, unemployment is veryhigh indeed. In February,at 3.5 per cent and 5.5 per cent respectively,unemployment rates inCanada and the United States were at generational lows and workershortages were everywhere.As of May, those rates had spiked up to13.3 per cent and 13.7 per cent, and although many worker shortageshad disappeared, not all had done so. In the medical field, to take anobvious example,the pandemic meant that there were still clearshortages of doctors, nurses and other medical personnelOf course, it is not like you can take an unemployed waiter andtrain him to be a doctor in a few weeks, no matter who pays for it.Buteven if you cannot close that gap, maybe you can close others, anddoing so would be to the benefit of all concerned That seems to bethe case in Sweden, where the pandemickick-started a retrainingprogram where business as well as government had a role.Reskiling in this way would be challenging in a North Americancontext. You can easily imagine a chorus of"you cant do that,"because teachers or nurses or whoever have special skills, and usingany support staff who has been quickly trained is bound to end indisaster. Maybe. Or maybe it is something that can work 'ell inSweden,with its history of co-operation between business,labourand government, but not in North Americawhere our history is verydifferent. Then again, maybe it is akin to wartime, when extraordinarythings take place, but it is business as usualafter the fact.And yet, asin war the pandemic is teaching us that many things, including rapidreskilling, can be done if there is a will to do them. In any case,Swedens work force is now more skilled, in more things,and moreflexible than it was before.Of course, reskilling programs, whether for pandemic needs or thepostpandemic world,are expensive and at a time when everyonesbudgets are lean this may not be the time to implement them.Thenagain,extending income support programs to get us through thenext months is expensive, too, to say nothing of the cost of having aswath of long-term unemployed in thePOST-COVID years Given that,perhaps we should think hard about whether the pandemic canjump-start us to a place where reskilling becomes much more than abuzzword.B.PreDaacancies for the unemplovo teau.e1C. Retrain their cabin staff for better servicesD.finance their staff' s college educationText 2When Microsoft bought task managennent app Wunderlist andmobile calendar Sunrise in 2015, it pickecup two newcomers thatwere attracting considerable buzz in Silicon Valley. Microsoft' s ownOffice dominates the market for"productivity"software, but thestart-ups represented a new wave of technology designed from theground up for the smartphone world.Both apps, however, were later scrapped, after Microsoft said it hadused their best features in its own productsTheir teams of engineersstayed on, making them two of the many" acqui-hires"that thebiggest companies have used to feed their insatiable hunger for techtalent.To Microsoft’ s critics,the fates of Wunderlist and Sunrise areexamples of a remorseless drive by Big Tech to chew up anyinnovative companies that lie in their path. " They bought theseedlings and closed them down,"complained Paul Arnold, a partnerat San Francisco-based Switch Ventures, putting paid to businessesthat might one day turn into competitors. Microsoft declined tccomment.Like other start-up investors,Mr Arnold ' s own business oftendepends on selling start-ups to larger tech companies,though headmits to mixed feelings about the result:"I think these things aregood for me, if I put my selfish hat on. But are they good for theAmerican economy? I don' t know.”The US Federal Trade Commission says it wants to find the answerto that question. This week, it asked the five most valuable US techcompanies for information about their many smallacquisitions ovelthe past decade. Although only a research project at this stage, therequest has raised the prospect of regulators wading into early-stagetech markets that until now have been beyond their reach.Given their combined market value of more than $5.5tn,riflingthrough such small deals —many of them much less prominent thanwunderlist and Sunrise —might seem beside the point. Betweenthem,the five companies (Apple，Microsoft,Google，Amazon andFacebook) have spent an average of only $3.4bn a year on sub-$1bnacquisitions over the past five years a drop in the ocean compared with their massive financial reserves, and the more than$130bn of venture capital that was invested in the US last year.However, critics say that the big companies use such deals to buytheir most threatening potential competitcrs before their businesseshave a chance to gain momentum, in some cases as part of a"buyand kill" tactic to simply close them down31. What is true about Wuderlist and sunrise after their acquisitionsA.Their market values declined.B. Their tech features improvedC. Their engineers were retainedD. Their products werere-priced.32. Microsoft's critics believe that the big tech companies tend toA. ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors.33. Paul Arnold is concerned that small acquisitions miahtA. harm the national economyB. worsen market competitionC. discourage start-up investorsD.weaken big tech companies.34. The US Federal Trade Commission intend toA. examine small acquisitionsB. limit Big Tech'’ s expansionC. supervise start-ups’operationsD.encourage research collaboration35. For the five biggest tech companies, their small acquisition haveA. brought little financial pressureB. raised few management challengesC.set an example for future dealsD. generated considerable profitsText 4we're fairly good at judging people based on first impressions,thin slices of experience ranging from a glimpse of a photo to afive-minute interaction, and deliberation can be not only extraneousbut intrusive. In one study of the ability she dubbed"thin slicing,"the late psychologist Nalini Ambady asked participants to watchsilent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly withstudents’ end-of-semester ratings.Another set of participants had tccount backward from 1,000 by nines as they watched the clips,occupying their conratings were just asaccurate, demonstrie social processing.Critically, anotherninute writing downreasons for their Jjudgment,betore giving the rating. Accuracydropped dramatically. Ambady suspected that deliberation focusedthem on vivid but misleading cues,such as certain gestures orutterances, rather than letting the complex interplay of subtle signalsform a holistic impression. She found similar interference whenparticipants watched 15-second clips of pairs of people and judgedwhether they were strangers, friends, or dating partners.Other research shows we' re better at detecting deception andsexual orientation from thin slices when we rely on intuition insteadof reflection.“It' s as if you' re driving a stick shift," says Judith Hall,a psychologist at Northeastern University,"and if you start thinkingabout it too much, you can' t remember what you’ re doing. But if yougo on automatic pilot, you' re fine. Much of our social life is like that."Thinking too much can also harm our ability to form preferencesCollege students' ratings of strawberry jams and college coursesaligned better with experts' opinions when the students weren'tasked to analyze their rationale. And peoplemadecar-buyingdecisions that were both objectively better and more personallysatisfying when asked to focus on their feelings rather than on details,but only if the decision was complex — when they had a lot o1information to process.Intuition ' s special powers are unleashed only in certaincircumstances. In one study, participants completed a battery of eighttasks, including four that tapped reflective thinking (discerning rules,comprehending vocabulary) and four that tapped intuition andcreativity (generating new products or figures of speech).Then theyrated the degree to which they had used intuition ( "gut feelings,""hunches,"“my heart”). Use of their gut hurt their performance onthe first four tasks,as expected, and helped them on the restSometimes the heart is smarter than the head.36. Nalini Ambabys study deals with_A. instructor student interactionB.the power of people's memoryC. the reliability of first impressionsD.People’s ability to influence others37. In Ambaby ' s study,rating accuracydropped whenparticipants_A. gave the rating in limited timeB. focused on specific detailsC. watched shorter video clipsD. discussed with on another38.Judith Hall mentions driving to mention that_A. memory can be selectiveB.reflection can be distractingC. social skills must be cultivatedD. deception is difficult to detect39. When you are making complex decisions, it is advisable to_A. follow your feelingsB. list your preferencesc. seek expert adviceD.collect enough data40.(缺)Directions:In the following article, some sentences have been removed. FotQuestions 41—45, choose the most suitable one from the list A—G tcfit into each of the numbered blanks.There are two extra choiceswhich do not fit in any of the blanks. Mark your answers on ANSWERSHEET 1.(10 points)A. Stay calmB. Stay humbleC. Don’t make judgmentsD.Be realistic about the risksE. Decide whether to waitF.Ask permission to disagreeG. Identify a shared goalHow to Disagree with Someone More Powerful than YouYour boss proposes a new initiative you think won' t work.Youlsenior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has morepower than you do? How do you decide whether it’s worth speakingup? And if you do, what exactly should you say? Here' s how tcdisagree with someone more powerful than you.41.You may decide it' s best to hold off on voicing your opinion.Maybe you haven’t finished thinking the problem through, the wholediscussion was a surprise to you, or you want to get a clearer sense oiwhat the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking—all the things that wouldmake the disagreement stronger or more valid. It's also a good ideato delay the conversation if you' re in a meeting or other public space.Discussing the issue in private will make the powerful person feel lessthreatened.42.Before you share your thoughts,think about what the powerfulperson cares aboutit may be "the credibility of their team orgetting a project done on time. You' re more likely to be heard if youcan connect your disagreement to a higher purpose.When you dospeak up, don' t assume the link will be clear. You’ ll want to state itovertly, contextualizing your statements so that you' re seen not as adisagreeable underling but as a colleague whos trying to advance ashared goal. The discussion will then become more like a chess gamethan a boxing match.43.This step may sound overly deferential, but it' s a smart way to givethe powerful person psychological safety and control. You can saysomething like,“I know we seem to be moving toward a first-quartercommitment here.I have reasons to think that won' t work.T d like to lay out my reasoning. Would that be OK?"This gives the person achoice,allowing them to verbally opt in.And, assuming they say yes.it willmake, you feel more confidentabout voicing yourdisagreement.44._You might feel your heart racing or your face turning red, but dcwhatever you can to remain neutral in both your words and actions,When your body language communicates reluctance or anxiety,itundercuts the message. Itsends a mixed message, and yourcounterpart gets to choose what to read. Deep breaths can help, ascan speaking more slowly and deliberately. When we feel panicky wetend to talk louder and faster. Simply slowing the pace and talking inan even tone helps the other person calm down and does the samefor you. It also makes you seem confident, even if you aren't.45._Emphasize that you're offering your opinion, not gospel truth. Itmay be a well-informed, well-researched opinion, but it' s still anopinion, my talk tentatively and slightly understate your confidence.Instead of saying something like, " If we set an end-of-quarterdeadline, we'll never make it,:" say,“This is just my opinion, but ldon't see how we will make that deadline." Having asserted yourposition(as a position，not as a fact) demonstrate equal curiosityabout other views.Remind the person that this is your point of view,and then invite critique. Be open to hearing other opinions.Part CDirections:Translate the following text into Chinese. Write your translation onthe ANSWER SHEET. (10 points)We tend to think that friends and family members are our biggestsource of connection, laughter and warmth . While that may well betrue, researchers have also recently found that interacting withstrangers actually brings a boost in mood and feelings of belongingthat we didn't expect.In one series of studies,researchers instructed Chicago- areacommuters using publictransportation to strike up a conversationwith someone near them. On average,participants who followed thisinstruction felt better than those who had been told to stand or sit insilence.The researchers also argued that when we shy away fromcasual interactions with strangers,It is often due to a misplacedanxiety that they might not want to talk to us. Much of the time,however, this belief is false . As it tums outmany people are actuallyperfectly wiling to talk- and may even beflattered to receive yourattention .Section m WritinPart A51. Directions:Suppose you are organising an online meeting. Write an email to Jackan international student.(1) invite him to participate,and(2) tell him the detailsYou should write neatly on ANSWER SHEET 2.Do not sign your own name at the end of the e-mail. Use " LiMing"instead.Do not write the address. (10 points)Part B52.Directions:Write an essay based on chart below. In your writing,you should(1) interpret the chart,and(2) give your commentsYou should write about 150words on theANSWERhave a chance to gain momentum, in some cases as part of a"buyand kill" tactic to simply close them down31. What is true about Wuderlist and sunrise after their acquisitionsA.Their market values declined.B. Their tech features improvedC. Their engineers were retainedD. Their products werere-priced.32. Microsoft's critics believe that the big tech companies tend toA. ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors.33. Paul Arnold is concerned that small acquisitions miahtA. harm the national economyB. worsen market competitionC. discourage start-up investorsD.weaken big tech companies.34. The US Federal Trade Commission intend toA. examine small acquisitionsB. limit Big Tech'’ s expansionC. supervise start-ups’operationsD.encourage research collaboration35. For the five biggest tech companies, their small acquisition haveA. brought little financial pressureB. raised few management challengesC.set an example for future dealsD. generated considerable profitsText 4we're fairly good at judging people based on first impressions,thin slices of experience ranging from a glimpse of a photo to afive-minute interaction, and deliberation can be not only extraneousbut intrusive. In one study of the ability she dubbed"thin slicing,"the late psychologist Nalini Ambady asked participants to watchsilent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly withstudents’ end-of-semester ratings.Another set of participants had tccount backward from 1,000 by nines as they watched the clips,occupying their conratings were just asaccurate, demonstrie social processing.Critically, anotherninute writing downreasons for their Jjudgment,betore giving the rating. Accuracydropped dramatically. Ambady suspected that deliberation focusedthem on vivid but misleading cues,such as certain gestures orutterances, rather than letting the complex interplay of subtle signalsform a holistic impression. She found similar interference whenparticipants watched 15-second clips of pairs of people and judgedwhether they were strangers, friends, or dating partners.Other research shows we' re better at detecting deception andsexual orientation from thin slices when we rely on intuition insteadof reflection.“It' s as if you' re driving a stick shift," says Judith Hall,a psychologist at Northeastern University,"and if you start thinkingabout it too much, you can' t remember what you’ re doing. But if yougo on automatic pilot, you' re fine. Much of our social life is like that."Thinking too much can also harm our ability to form preferencesCollege students' ratings of strawberry jams and college coursesaligned better with experts' opinions when the students weren'tasked to analyze their rationale. And people madecar-buyingdecisions that were both objectively better and more personallysatisfying when asked to focus on their feelings rather than on details,but only if the decision was complex — when they had a lot o1information to process.Intuition ' s special powers are unleashed only in certaincircumstances. In one study, participants completed a battery of eighttasks, including four that tapped reflective thinking (discerning rules,comprehending vocabulary) and four that tapped intuition andcreativity (generating new products or figures of speech).Then theyrated the degree to which they had used intuition ( "gut feelings,""hunches,"“my heart”). Use of their gut hurt their performance onthe first four tasks,as expected, and helped them on the restSometimes the heart is smarter than the head.36. Nalini Ambabys study deals with_A. instructor student interactionB.the power of people's memoryC. the reliability of first impressionsD.People’s ability to influence others37. In Ambaby ' s study,rating accuracydropped whenparticipants_A. gave the rating in limited timeB. focused on specific detailsC. watched shorter video clipsD. discussed with on another38.Judith Hall mentions driving to mention that_A. memory can be selectiveB.reflection can be distractingC. social skills must be cultivatedD. deception is difficult to detect39. When you are making complex decisions, it is advisable to_A. follow your feelingsB. list your preferencesc. seek expert adviceD.collect enough data40.(缺)Directions:In the following article, some sentences have been removed. FotQuestions 41—45, choose the most suitable one from the list A—G tcfit into each of the numbered blanks.There are two extra choiceswhich do not fit in any of the blanks. Mark your answers on ANSWERSHEET 1.(10 points)A. Stay calmB. Stay humbleC. Don’t make judgmentsD.Be realistic about the risksE. Decide whether to waitF.Ask permission to disagreeG. Identify a shared goalHow to Disagree with Someone More Powerful than YouYour boss proposes a new initiative you think won' t work.Youlsenior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has morepower than you do? How do you decide whether it’s worth speakingup? And if you do, what exactly should you say? Here' s how tcdisagree with someone more powerful than you.41.You may decide it' s best to hold off on voicing your opinion.Maybe you haven’t finished thinking the problem through, the wholediscussion was a surprise to you, or you want to get a clearer sense oiwhat the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking—all the things that wouldmake the disagreement stronger or more valid. It's also a good ideato delay the conversation if you' re in a meeting or other public space.Discussing the issue in private will make the powerful person feel lessthreatened.42.Before you share your thoughts,think about what the powerfulperson cares aboutit may be "the credibility of their team orgetting a project done on time. You' re more likely to be heard if youcan connect your disagreement to a higher purpose.When you dospeak up, don' t assume the link will be clear. You’ ll want to state itovertly, contextualizing your statements so that you' re seen not as adisagreeable underling but as a colleague whos trying to advance ashared goal. The discussion will then become more like a chess gamethan a boxing match.43.This step may sound overly deferential, but it' s a smart way to givethe powerful person psychological safety and control. You can saysomething like,“I know we seem to be moving toward a first-quartercommitment here.I have reasons to think that won' t work.T d like to lay out my reasoning. Would that be OK?"This gives the person achoice,allowing them to verbally opt in.And, assuming they say yes.it willmake, you feel more confidentabout voicing yourdisagreement.44._You might feel your heart racing or your face turning red, but dcwhatever you can to remain neutral in both your words and actions,When your body language communicates reluctance or anxiety,itundercuts the message. Itsends a mixed message, and yourcounterpart gets to choose what to read. Deep breaths can help, ascan speaking more slowly and deliberately. When we feel panicky wetend to talk louder and faster. Simply slowing the pace and talking inan even tone helps the other person calm down and does the samefor you. It also makes you seem confident, even if you aren't.45._Emphasize that you're offering your opinion, not gospel truth. Itmay be a well-informed, well-researched opinion, but it' s still anopinion, my talk tentatively and slightly understate your confidence.Instead of saying something like, " If we set an end-of-quarterdeadline, we'll never make it,:" say,“This is just my opinion, but ldon't see how we will make that deadline." Havingasserted yourposition(as a position，not as a fact) demonstrate equal curiosityabout other views.Remind the person that this is your point of view,and then invite critique. Be open to hearing other opinions.Part CDirections:Translate the following text into Chinese. Write your translation onthe ANSWER SHEET. (10 points)We tend to think that friends and family members are our biggestsource of connection, laughter and warmth . While that may well betrue, researchers have also recently found that interacting withstrangers actually brings a boost in mood and feelings of belongingthat we didn't expect.In one series of studies,researchers instructed Chicago- areacommuters using public transportation to strike up a conversationwith someone near them. On average,participants who followed thisinstruction felt better than those who had been told to stand or sit insilence.The researchers also argued that when we shy away fromcasual interactions with strangers,It is often due to a misplacedanxiety that they might not want to talk to us. Much of the time,however, this belief is false . As it tums outmany people are actuallyperfectly wiling to talk- and may even beflattered to receive yourattention .Section m WritinPart A51.Directions:Suppose you are organising an online meeting. Write an email to Jackan international student.(1)invite him to participate,and(2) tell him the detailsYou should write neatly on ANSWER SHEET 2.Do not sign your own name at the end of the e-mail. Use " LiMing"instead.Do not write the address. (10 points)Part B52.Directions:Write an essay based on chart below. In your writing,you should(1) interpret the chart,and (2)give your commentsYou should write about 150words on theANSWERSHEET.(15points)60.0%,50.0% ,4.0%s30.0N)23.9%20.ogsy,10.0gy .px.hep.0.0%。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
第一节编制依据1.1总装备部北京朝阳区来广营军职楼二标段施工组织设计1.2 2#楼建筑施工图纸和现场位置、条件1.3 SC200/200（北京宏升卓越工程机械有限公司）施工升降机说明书1.4国家标准《施工升降机》GB/T10054-2005。
1.5《建筑施工升降机安装、使用、拆卸安全技术规程》JGJ215-2010 1.6《起重设备安装工程施工及验收规范》GB50278-20101.7《施工现场临时用电安全技术规范》JGJ46-2005第二节工程概况2.1工程名称2.2建筑、结构设计概况第三节施工准备3.1技术准备1、在正式施工以前，对参与施工的有关管理人员、技术人员和工人进行技术性的交待与说明。
2、熟悉相关施工规范，对安装过程中可能遇到的问题进行预判，确保升降机安装及使用过程的顺利。
3、明确施工中的验收程序、各种记录、报审、报验表格。
3.2人员准备总负责：侯建明生产负责人：张义、叶根胜技术负责人：郑毅、张启光拆装、使用负责人：崔建平、冯良安全管理：刘新宪、张雷拆装工4名，电工1名，信号工1名，施工升降机司机2名。
电梯司机必须具备施工电梯驾驶资格，经过正规培训，持有驾驶执照。
安装人员均需具有丰富安装经验。
技术指导人员为安装公司正式员工，经验丰富。
以上人员在进场前7天需办好进出工地的各种手续。
拆装人员准备3.3现场部署总装备部北京朝阳区来广营军职退休干部住宅2#楼工程，装修阶段根据结构形式、工程特点、装饰规模的要求，在2#楼南侧（1-14）～（1-16）和（2-23）～（2-25）距建筑物3米位置安装二台SC200/200施工升降机，主要用于2#楼装修物料的运输。
（1）现场布置完毕，设备、材料已进场。
（2）安装位置定位测量完毕。
（3）电梯基础混凝土强度达到其强度等级 75%以上。
（4）电梯安装前必须配备专用的电源箱，每个吊笼由单一开关控制。
（5）电源箱应直接从现场变电室引入电源，每个吊笼应用一根大于 25mm2 的铜线电缆连接。
（6）对电梯各部件进行全面检查，起重设备准备到位。
（7）设置接地保护装置，接地电阻≤4Ω。
（8）安全教育完成，机械检查合格，施工人员持证上岗。
由于电梯安装之时，结构尚未完全施工完毕，因此电梯的安装分两个阶段进行，先安装至十二层的高度，待上部外脚手架拆除完毕后，再最终安装至屋面高度。
电梯防护脚手架随电梯的安装同步搭设。
3.4设备、工具、材料本工程升降机型号选用SC型SCD200/200TD，为双笼带对重升降机，标准节尺寸为650*650*1508，壁厚为4.5mm规格的立管标准节重量170 kg；额定载重2*2000Kg，提升速度36m/min，最大搭设高度55m，额定安装载重量2*1000 kg，电机功率2*2*11kw，吊笼重量2*2000 kg，对重重量2*1000 kg，外笼重量1480kg，双笼同时施工。
3.5安全防护用品3.6现场拆装作业准备安装施工升降机现场严禁非拆装人员进入并设警戒线，且须设专人看护,安全员旁站。
拆运部按该施工升降机说明书、本方案或补充资料对信号工、汽车起重机司机、施工升降机司机(由施工升降机产权单位配备)、拆装工及相关人员进行有针对性的安全、技术联合交底。
3.7基础设计1、室外电梯基础坐落在2#楼肥槽回填土上，基础顶面标高－1.000米。
在肥槽土方回填时，电梯基础20m范围内，从筏板顶至电梯基础底面用3：7灰土夯实，压实系数不小于0.95，保证基础稳定性和承载力要求。
2、电梯（除基础外）和防护架座落区域全部用100厚C15混凝土硬化，四周用红机砖砌筑200高挡水墙，并有排水措施防止基础被雨水侵泡失稳。
3、电梯基础设计方案见附图。
3.8使用计划计划安装时间： 2013年8月15日计划拆除时间： 2013年12月30日第四节施工升降机安装4.1工艺流程检查施工升降机完好性→安装外笼与吊笼→吊笼、外笼安装完毕后的调整→安装电缆→电气装置检查→安装吊杆→安装标准节→安装附墙架→安装标准节→安装电缆保护架→安装限位开关、极限位开关碰铁4.2外笼及吊笼安装⑴将基础表面清扫干净。
⑵安装外笼并用水平尺找平。
⑶安装吊笼下缓冲弹簧。
⑷松开电动机上的制动器，方法是：首先拆下两个开口销，拆掉前面螺母开口处做个记号，便于复位而后旋紧两个螺母，务必使两个螺母平行下旋，直至制动器松开可随意拔动制动盘为止。
⑸用起重设备将吊笼吊起就位。
⑹用起重设备吊起传动小车。
⑺从标准节上方使传动小车就位。
⑻将传动小车与吊笼的连接耳板对好后，穿入销轴并固定，将超载装置传感器穿。
⑼将制动器复位。
⑽在地脚螺栓（M24×400，共6条）处底盘和基础间垫入不同厚的调整钢板，用以调整导轨架的垂直度。
用水准仪或线坠测量导轨架的垂直度，保证导轨架的各个立管在两个相邻方向上的垂直度≤1/1500。
调整完毕后用混凝土将地脚螺栓浇注在基础上的预留孔内，待混凝土凝固后将地脚螺栓紧固(紧固力不小于350N·m)。
⑾用同样的方法调整外笼门框的垂直度，使外笼门的垂直度在两个相近方向≤1/1000。
⑿安装好吊笼顶上的护身栏杆。
⒀调整门锁。
4.3吊笼、外笼安装完毕后的调整⑴检查所有用于运输的垫木或螺栓等是否全部除掉。
⑵齿轮与齿条的齿合侧隙应保证0.2～0.5mm。
⑶导轮与齿条背面的间隙为0.5mm。
⑷各个滚轮与标准节立管的间隙为0.5mm⑸所有门应开关灵活。
4.4电缆安装⑴供电电源箱距升降机电源应在20m以内，从供电电源箱引出的每个吊笼用铜线电缆线其规格不得小于3×25mm2+2×10 mm2，确保供电质量，交流380V±5％。
⑵将供电电缆从升降机电源箱内的总电源开关经空气开关接入现场供电箱。
⑶将电缆一圈一圈顺时针放入电缆筒中，尽量使圈一样大，其直径略小于电缆筒径。
电缆不得扭扣、打结。
⑷将电缆筒固定在外笼底盘上挑线架正下方，将电缆线一端从电缆筒底部引出接入电源箱，另一端通过电缆托架引到吊笼内接入电控箱。
4.5电气装置检查⑴检查各安全控制开关：分别打开吊笼上各个门，上下限位开关、极限开关等均应能够起作用。
⑵校核电动机接线,吊笼上下运行方向应与操作盒上所示一致，电气检查完毕后，升降机可进入安装工况。
4.6吊杆安装⑴安装前在吊杆安装孔内加入润滑脂。
⑵将吊杆放入吊笼顶部安装孔内（电动吊杆应接好电源线），吊杆须确保安全运行，制动灵敏可靠。
⑶在工作间隙不使用吊杆时,应将吊钩勾住吊笼顶部的吊点使其固定。
工作完毕时,应将吊杆拆除。
4.7导轨架的安装⑴将操作盒安装在吊笼顶部的安全护栏上并接通电源，并检查吊笼的运行方向是否与操作盒上的指示方向相符，若相反则应改变输入电源线的相序，严禁改变施工升降机本身电源相序及电路。
检查紧急停车按钮是否有效。
⑵打开一扇护身栏杆，将吊杆上的吊钩放下，并挂住标准节吊具。
⑶用标准节吊具挂住一节标准节，带锥套的一端向下。
⑷起吊标准节，将标准节吊至吊笼顶部，并放稳。
⑸关上护身栏杆，启动升降机，当吊笼升至接近导轨架顶部时，应点动行驶，直至吊笼顶部距导轨架顶部大约为300mm左右时停止。
⑹用吊杆吊起标准节，对准下面标准节立管和齿条上的销孔放下吊钩，用螺栓紧固。
⑺松开吊钩，将吊杆转回，用350N.m的拧紧力矩紧固全部螺栓。
每安装一节导轨架最上一节导轨架中间偏下位置安装上限位及上极限行程开关碰铁。
⑻按上述方法将标准节依次相连直至连到所需高度为止，随着导轨架的不断加高，应同时安装附墙架，并检查导轨架安装垂直度。
⑼标准节安装完毕后应达到以下要求：升降机运动部件与建筑物和固定施工设备之间的距离不得小于0.25m，各标准节接缝处错位应小于0.2mm，相邻两根齿条对接处沿齿厚方向错位应小于0.5mm，沿齿高方向错位应小于0.2mm。
导轨架垂直度允许偏差安装垂直度可用经纬仪或其它检测垂直度的仪器或方法来测量。
⑽若利用现场的起重设备如塔吊等安装导轨架，可先将4～6节标准节在地面上连成一组然后吊上导轨架。
4.8附墙架安装（使用说明书规定的螺栓）⑴施工升降机附墙架作用于建筑物上的力约8t，附墙支撑座与建筑物连接强度不得小于8吨。
提前在建筑物上相应锚点位置打孔，施工升降机附着用4条M24×250螺栓将附墙座与建筑物外墙面上固定（见图C1-2）。
注意：固定附墙座的螺栓须使用双母紧固。
⑵将前杆用U型螺栓固定于标准节方框上，用吊杆吊起中架、后架、附墙架（组合成一体），将其安置于附墙座与前杆之间；通过调整后架和附墙座校正导轨架的垂直度，调整完将扣瓦件紧固；从地面起每隔9米安装一套附墙架，最后一道附墙架以上梯身悬高不得大于7.5m。
标准节螺栓使用厂家提供的螺栓。
⑶紧固所有螺栓，慢慢启动升降机，确保吊笼不与附墙架相碰。
注意：附墙架的最大水平倾角不得大于±8゜，即144:1000。
4.9电缆保护架的安装在标准节加高过程中要同时安装电缆保护架，从地面起第一电缆保护架距电缆筒1.5m，第二个电缆保护架距第一个3m。
调整电缆保护架以及电缆托架的位置，确保电缆在电缆保护架“U”形中心。
4.10限位开关及极限开关碰铁的安装⑴下限位碰铁的位置，应调整在吊笼满载下行时，自动停止在吊笼底板与外笼门坎相平处。
⑵下极限碰铁应安装在吊笼底在碰到缓冲弹簧之前制动。
⑶上限位碰铁调到使吊笼自动停止在上终端站平台位置，要确保此时吊笼与导轨架顶部的安全距离须符合当地的安全规定(GB/T10054—2005中的5.2.11.2.1条规定:当额定提升速度小于0.8m/s时，上限位开关的安装位置应保证吊笼触发该开关后，上部安全距离不小于1.8m）。
⑷上极限位碰铁应安装在吊笼越过上终端平台150mm处。
⑸确保上下限位开关距限位碰铁的距离。
⑹必须保证极限开关触柄与上下极限位碰铁的距离，在极限开关断开（OFF）位置时，其触柄距碰铁0.5～2mm范围之内。
⑺紧固所有碰铁上的螺栓，确保碰铁不移动。
4.11安装后的检查⑴检查基础、地线等。
⑵检查钢结构、附着，紧固所有螺栓，测试标准节垂直度并记录。
⑶检查机械部分、各部轮、轴等，按润滑要求各部位加油。
⑷检查电气部分、各部安全装置是否灵敏可靠，检查制动、超载保护器是否灵敏可靠。
第五节室外电梯防护架5.1电梯防护架设计1、室外电梯外笼距离建筑物 1.35m，电梯与结构连接处搭设双排钢管脚手架，钢管全部采用橘黄色48.3*3.6mm钢管。
2、选择双排双立杆脚手架。
内外排立杆间距为 1.05m，内侧立杆距结构外表面300mm，横杆步距为1.80m和1m间隔设置，1.80m处过人。
3、防护架立杆纵距1.40m、0.70m、1.40m，700mm间距为双笼电梯双门立杆间距，两侧1.40m间距为门左右两根立杆间距。
施工均布活荷载为3.0kN/m2。