THE SHAPE OF PRODUCTION FUNCTIONS AND THE DIRECTION OF TECHNICAL CHANGE
五脏六腑中译英练习答案

xx练习(一):1.藏象学说是研究人体各个脏腑的生理功能、病理变化及其相互关系的学说。
1.The theory of visceral manifestation studies the physiological functions and pathological changes of viscera and their relations.2.藏象学说在中医学理论体系中占有极其重要的地位。
2.The theory of visceral manifestation plays an important role in the theoretical system of TCM.3.五脏的共同生理特点是化生和贮藏精气。
4.六腑的共同生理特点是受盛和传化水谷。
5.脏病多虚,腑病多实。
5.Diseases of the zang-organs are often of deficiency in nature while diseases of the fu-organs are frequently of excess in nature.6.脏实者可泻其腑,腑虚者可补其脏。
6.Excess of zang-organs can be treated by purging the corresponding fu-organs while deficiency of fu-organs can be treated by reinforcing the related zang-organs.7.皮肤受凉而感冒,会出现鼻塞、流涕、咳嗽等症状。
mon cold due to invasion of cold into the skin is often characterized by stuffy nose, running nose and cough.8.肾的精气有促进骨骼生长的作用。
8.Kidney essence is helpful for promoting the growth of skeleton.9.心与小肠相表里。
COST FUNCTIONS(成本函数)尼科尔森中级微观ppt

• For costs to be minimized, the marginal productivity per dollar spent should be the same for all inputs
13
Cost-Minimizing Input Choices
• Note that this equation’s inverse is also of interest
• revenues or losses left over after paying all input costs
– economists consider the opportunity costs of time and funds that owners devote to the operation of their firms
Given output q0, we wish to find the least costly point on the isoquant
k per period
C1 C3
Costs are represented by parallel lines with a slope of w/v C1 < C2 < C3
• The cost-minimizing firm should equate the RTS for the two inputs to the ratio of their prices
12
Cost-Minimizing Input Choices
• Cross-multiplying, we get
w v fl fk
• The Lagrangian multiplier shows how much in extra costs would be incurred by increasing the output constraint slightly
CALPHAD软件介绍

Abstract
The phase-field method has become an important and extremely versatile technique for simulating microstructure evolution at the mesoscale. Thanks to the diffuse-interface approach, it allows us to study the evolution of arbitrary complex grain morphologies without any presumption on their shape or mutual distribution. It is also straightforward to account for different thermodynamic driving forces for microstructure evolution, such as bulk and interfacial energy, elastic energy and electric or magnetic energy, and the effect of different transport processes, such as mass diffusion, heat conduction and convection. The purpose of the paper is to give an introduction to the phase-field modeling technique. The concept of diffuse interfaces, the phase-field variables, the thermodynamic driving force for microstructure evolution and the kinetic phase-field equations are introduced. Furthermore, common techniques for parameter determination and numerical solution of the equations are discussed. To show the variety in phase-field models, different model formulations are exploited, depending on which is most common or most illustrative. c 2007 Elsevier Ltd. All rights reserved.
小学上册第十四次英语第二单元测验卷(有答案)

小学上册英语第二单元测验卷(有答案)考试时间:100分钟(总分:120)A卷一、综合题(共计100题共100分)1. 选择题:What is the term for a creature that can produce its own food?A. AutotrophB. HeterotrophC. ConsumerD. Decomposer答案:A2. 听力题:The main product of fermentation is ______.3. 听力题:A __________ is a mixture that can be separated by evaporation.4. 选择题:What do we call the line that divides the Earth into the Northern and Southern Hemispheres?A. EquatorB. Prime MeridianC. Tropic of CancerD. Tropic of Capricorn5. 填空题:My pet is very ______.6. 填空题:The dog is ________ (跟着) me everywhere.7. 选择题:What do we call a person who plays a musical instrument?A. DancerB. SingerC. MusicianD. Conductor8. 填空题:The food is _______ (非常好吃).9. 听力题:The chemical symbol for sodium is ______.10. 听力题:The boiling point of water is affected by ______ (altitude).11. 选择题:What do we call a story that is not true?A. FactB. FictionC. TruthD. Reality答案:B12. 填空题:I enjoy gardening and planting ______ (花) every spring.13. 选择题:What do you use to brush your teeth?A. ForkB. SpoonC. ToothbrushD. Knife答案:C14. 听力题:I see a _______ (ladybug) on a leaf.15. 听力题:Chemical bonds are formed when atoms ______ with each other.16. 填空题:I enjoy playing __________ with my friends. (游戏)17. 选择题:What is the capital of Iceland?A. ReykjavikB. OsloC. HelsinkiD. StockholmThe ________ is a tiny creature that makes music.19. 选择题:What do we call a small, round candy that is often sour?A. GumdropB. JellybeanC. Sour candyD. Gummy bear20. 选择题:Which animal is known for building dams?A. BeaverB. RabbitC. SquirrelD. Bear答案: A21. 填空题:The _____ (木偶) can dance and sing.22. 填空题:_____ (生态农业) promotes healthy ecosystems.23. 填空题:The _____ (cantaloupe) is a sweet melon.24. ical plants need a lot of _____ (湿度). 填空题:Sometime25. 填空题:Certain plants have unique colors and patterns that make them ______. (某些植物的颜色和图案使它们显得独特。
robbins_mgmt11_tb01

Management, 11e (Robbins/Coulter)Chapter 1 Management and Organizations1) A great manager makes a job more enjoyable and productive.3) Today's managers are just as likely to be women as they are men.5) A manager's job is all about personal achievement.7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.9) Efficiency is described as "doing things right."11) Determining who reports to whom is part of the controlling function of management.13) When a manager performs the controlling function of management, he must monitor and evaluate performance.15) Disturbance handler is one of Mintzberg's interpersonal roles.17) Technical skills become less important as a manager moves into higher levels of management.19) In order for organizations to survive successfully, managers must create a customer-responsive organization.21) Management is universally needed in all organizations.23) Which of the following statements regarding managers in today's world is accurate?A) Their age range is limited to between 30 and 65 years.B) They are found only in large corporations.C) They can be found exclusively in for-profit organizations.D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.25) Supervisor is another name for which of the following?A) team leaderB) middle managerC) first-line managerD) top manager29) ________ have titles such as executive vice president, chief operating officer, and chief executive officer.A) Team leadersB) Middle managersC) First-line managersD) Top managers31) Which of the following is an example of an efficient manufacturing technique?A) cutting inventory levelsB) increasing the amount of time to manufacture productsC) increasing product reject ratesD) meeting customers' rigorous demand35) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.A) effectiveness; efficiencyB) efficiency; effectivenessC) effectiveness; effabilityD) efficiency; experience38) Today, the basic management functions have been condensed to ________.A) planning, organizing, commanding, and coordinatingB) planning, organizing, coordinating, and controllingC) planning, organizing, commanding, and controllingD) planning, organizing, leading, and controlling39) Establishing strategies for achieving organizational goals is a part of the ________ function.A) leadingB) coordinatingC) planningD) organizing40) Organizing includes ________.A) setting organizational goalsB) hiring organizational membersC) motivating organizational membersD) determining who does what tasks43) The process of monitoring, comparing, and correcting is called ________.A) controllingB) planningC) leadingD) organizing46) The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.A) interpersonalB) informationalC) technicalD) decisional50) The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle- or top-level managers.A) leaderB) figureheadC) negotiatorD) disseminator52) Katz proposed that managers need ________ skills.A) technical, human, and financialB) human, empirical, and mechanicalC) technical, interpersonal, and legalD) technical, human, and conceptual55) Understanding building codes would be considered a(n) ________ skill for a building contractor.A) humanB) technicalC) conceptualD) empirical57) Which of the following is true concerning the three managerial skills?A) Technical skills tend to be most important for middle-level managers.B) Conceptual skills are most important for lower-level managers.C) Human skills remain equally important to all levels of management.D) Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart.59) Conceptual skills involve ________.A) managing employees who use tools to produce the organization's productsB) communicating with customersC) thinking about abstract and complex situationsD) inspiring enthusiasm and trust among employeesAnswer: CPage Ref: 13Topic: What Do Managers Do?Objective: 3Difficulty: ModerateClassification: Conceptual62) Which of the following is true regarding a manager's job with respect to customers?A) Today, the majority of employees in developed countries work in product sectors.B) Managers have not yet recognized the importance of delivering consistent high-quality customer services.C) Managers must create a customer-responsive organization in order to survive successfully in today's environment.D) Employees play an insignificant role in delivering quality customer services.63) From a business perspective, a company's ability to achieve its business goals and increaselong-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies is known as ________.A) accountabilityB) universalityC) equitabilityD) sustainability64) Which of the following is true regarding the changes that a manager's job is undergoing?A) Managers practicing sustainability integrate economic, environmental, and social opportunities into the business strategy.B) Digitization hardly affects a manager's responsibilities.C) According to managers, employees contribute the least to the success of a customer service organization.D) Innovative efforts are exclusively important for managers serving in high-tech organizations. Answer: APage Ref: 16Objective: 4Difficulty: ModerateClassification: Conceptual65) Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they are located. This principle is known as the ________.A) impartiality of managementB) neutrality of managementC) universality of managementD) reality of management68) Which of the following represents one of the challenges of management?A) enjoy relatively easy workB) support, coach, and nurture othersC) have little influence on organizational outcomesD) have to deal with a variety of personalitiesManagerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.70) The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.A) directorsB) managersC) subordinatesD) line workers71) Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager's job focuses on ________.A) performing clerical dutiesB) personal achievementC) helping others accomplish their work goalsD) supervising groups rather than individual employees72) The engineers need to be informed that supervisors may frequently be referred to as ________.A) middle managersB) top managersC) project leadersD) first-line managers73) After the merger, the management then makes a deliberate arrangement of people to accomplish specific purposes. Such an arrangement makes up a(n) ________.A) trustB) coalitionC) organizationD) affinity groupAnswer: CPage Ref: 6Topic: What Is an Organization?Objective: 2Difficulty: EasyClassification: ConceptualThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.74) Kelly is a ________.A) top managerB) nonmanagerial employeeC) middle managerD) first-line manager75) Ben and Dan are ________.A) top managersB) middle managersC) supervisorsD) first-line managers76) McKenna is a ________.A) top managerB) supervisorC) middle managerD) first-line manager77) Kelly, Ben, Dan, and McKenna are part of an organization that has a ________.A) traditional committee structureB) traditional pyramid structureC) modern matrix structureD) modern jury structureJoe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce. He also decides which employee will operate which machine. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units that have to be produced. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.82) When Joe decides as to how many units of output his employees should produce, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing83) When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing84) When Joe tells the employees that he is sure they can fulfill the schedule because they are good and skilled employees, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing。
【2024版】微电子封装技术课程重点内容(English)

Microelectronics packaging technology(R eview contents)Chapter 1:Introduction1.The development characteristics and trends of microelectronics packaging.2.The functions of microelectronics packaging.3.The levels of microelectronics packaging technology.4.The methods for chip bonding.Chapter 2:Chip interconnection technologyIt is one of the key chapters1.The Three kinds of chip interconnection, and their characteristics and applications.2.The types of wire bonding (WB) technology, their characteristics and working principles.3.The working principle and main process of the wire ball bonding.4.The major materials for wire bonding.5.Tape automated bonding (TAB) technology:1)The characteristic and application of TAB technology.2)The key materials and technologies of TAB technology.3)The internal lead and outer lead welding technology of TAB technology.6. Flip Chip Bonding (FCB) Technology1)The characteristic and application of flip chip bonding technology2)UBM and multilayer metallization under chip bump;UBM’s structure and material, and the roles ofeach layer.3)The main fabrication method of chip bumps.4)FCB technology and its reliability.5)C4 soldering technology and its advantages.6)The role of underfill in FCB.7)The interconnection principles for Isotropic and anisotropic conductive adhesive respectively. Chapter 3: Packaging technology of Through-Hole components1.The classification of Through-Hole components.2.Focused on:DIP packaging technology, including its process flow.3.The characteristics of PGA.Chapter 4:Packaging technology of surface mounted device (SMD)1.The advantages and disadvantages of SMD.2.The types of SMD.3.The main SMD packaging technologies, focused on:SOP、PLCC、LCCC、QFP.4.The packaging process flow of QFP.5.The risk of moisture absorption in plastic packages, the mechanism of the cracking caused by moistureabsorption, and solutions to prevent for such failure.Chapter 5:Packaging technology of BGA and CSP1.The characteristics of BGA and CSP.2.The packaging technology for PBGA,and its process flow.3.The characteristics of packaging technology for CSP.4.The reliability problems of BGA and CSP.Chapter 6:Multi-Chip Module(MCM)1.The classification and characteristics of MCM2. The assembly technology of MCM.Chapter 7:Electronic packaging materials and substrate technology1. The classification of the materials for electronic packaging, the main requirements for packagingmaterials.2. The types of metals in electronic packaging, and their main applications.3. The main requirements for polymer materials in electronic packaging.4.Classification of main substrate materials, and the major requirements for substrate materials.Chapter 8:Microelectronics packaging reliability1.The basic concepts of electronic packaging reliability.2.The basic concepts for failure mode and failure mechanism in electronic packaging.3.Main failure (defect) modes (types) of electronic packaging.4.The purpose and procedure of failure analysis (FA) ;Common FA techniques (such as cross section, dyeand pry, SEM, CSAM ...).5 The purpose and key factors (such as stress level, stress type …) to design accelerated reliability test. Chapter 9:Advanced packaging technologies1.The concept of wafer level packaging (WLP) technology.2.The key processes of WL-CSP.3.The concept and types of the 3D packaging technologies.Specified Subject 1:LED packaging technology1. Describe briefly the four ways to achieve LED white light, and how they are packaged?2. Describe briefly the difference and similar aspects (similarity) between LED packaging andmicroelectronics packaging.3. And also describe briefly the development trend for LED package technology and the whole LED industryrespectively.Specified Subject 2:MEMS packaging technology1.The differences between micro-electro-mechanical system (MEMS) packaging technology and theconventional microelectronics packaging technologies.2.The function requirements of MEMS packaging.Extra requirement:The common used terms (Abbreviation) for electronic packaging.。
建筑专业英语课件Unit7
影响一个结构选择混凝土的因素
The choice of whether a structure should be built of concrete, steel, masonry, or timber(木 材)depends on the availability(可得性)of materials and on a number of(许多)value decisions(价值判断).
混凝土受压强、受拉弱。因此,每当受 荷、收缩受阻或温度变化引起的拉应力超过 混凝土的抗拉强度时,便会发生开裂。在素 混凝土梁中,因外力引起的力矩由内部的拉 -压形成的力偶来抵抗,此力偶中包含了混 凝土的拉力。当第一条裂缝形成时,此梁会 突然、完全地失效。在钢筋混凝土梁中,钢 筋埋置在混凝土内的方式应能使混凝土开裂 后在钢筋中产生平衡力矩所需的拉力。
costs. Any measures designer can take to standardize the design and forming(加工)will generally pay off(使人 得益)in reduced overall costs.
建筑专业英语课件Unit7
经济性 最重要的考虑常常是该结构的总
建筑专业英语课件Unit7
The construction(施工)of a reinforced concrete member involves building a form or mold(模具)in the shape of the member being built. The form must be strong enough to support the weight and hydrostatic pressure(静水压力)of the wet concrete, and any forces applied to it by workers, concrete buggies(料 车), wind, and so on. The reinforcement(钢筋)is placed in this form and held in place(固定就位) during the concreting(用混凝土浇筑)operation. After the concrete has hardened, the forms are removed(拆除).
管理学第9版练习题英文版附答案1
管理学第9版练习题英文版附答案1Chapter 1 Introduction to Management and Organizations TRUE/FALSE QUESTIONSA MANAGER’S DILEMMA1.Today’s managers are just as likely to be women as they are men.2.Management affects employee morale but not a company’s financial performance.WHO ARE MANAGERS?3.In order to be considered a manager, an individual must coordinate the work of others.4.Supervisors and foremen may both be considered first-line managers.WHAT IS MANAGEMENT?5.Effectiveness refers to the relationship between inputs and outputs.6.Effectiveness is concerned with the means of getting things done, while efficiency is concerned withthe attainment of organizational goals.7. A goal of efficiency is to minimize resource costs.8.Efficiency is often referred to as “doing things right.”9.Managers who are effective at meeting organizational goals always act efficiently.WHAT DO MANAGERS DO?10.The four contemporary functions of management are planning, organizing, leading, and controlling.11.Determining who reports to whom is part of the controlling function of management.12.Directing and motivating are part of the controllingfunction of management.13.Fayol’s management functions are basically equivalent to Mintzberg’s management roles.14.The roles of figurehead, leader, and liaison are all interpersonal roles.15.Disturbance handler is one of Mintzberg’s interpersonal roles.16.Mintzberg’s informational management role involves receiving, collecting, and disseminatinginformation.17.Mintzberg’s resource allocation role is similar to Fayol’s planning function because it involves thecoordination of employee’s activities.18.Resource allocation and disturbance handling are both considered decisional roles.19.A finance manager who reads the Wall Street Journal ona regular basis would be performing thefigurehead role.20.Katz found that managers needed three essential skills: technical, human, and informational.21.Technical skills become less important as a manager moves into higher levels of management.22.Conceptual skills become less important as a manager moves into top management.23.Interpersonal skills involve a manager’s ability to think about abstract situations.24.Coaching and budgeting are skills closely related to the management function of leading.25.Budgeting is a skill that is related to both planning and controlling.26.In today’s world, organizational managers at all levels and in all areas need to encourage theiremployees to be on the look-out for new ideas and new approaches.27.Only first-line managers and employees need to be concerned with being customer-responsive.28.Innovation is only important in high-tech firms.WHAT IS AN ORGANIZATION?29.A distinct purpose is important in defining an organization.30.A nontaxable organization, such as the United Way, cannot be considered an organization. MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.A MANAGER’S DILEMM A31.Which of the following statements regarding managers in today’s world is accurate?a.Their age range is limited to between 30 and 65.b.They are found only in large corporations.c.They can be found exclusively in for-profit organizations.d.The single most important variable in employee productivity and loyalty is the quality of therelationship between employees and their direct supervisors.32.According to data collected by Catalyst, a nonprofit research group, _________ percent of corporateofficers in Fortune 500 companies are women.a.55.3b.15.7c.39.7d.21.9WHO ARE MANAGERS?33.Someone who works with and through other people by coordinating their work activities in order toaccomplish organizational goals is ___________.a.an assembly line workerb. a laborerc. a managerd. a salesperson34.In the past, nonmanagerial employees were viewed as employees who ___________.a.reported to top executivesb.reported to middle managersc.supervised othersd.had no others reporting to them35.Which of the following types of managers is responsible for making organization-wide decisions andestablishing the plans and goals that affect the entire organization?a.first-line managersb.top managersc.production managersd.research managers36.All levels of management between the supervisory level and the top level of the organization aretermed _____________.a.middle managersb.first-line managersc.supervisorsd.foremen37.Which of the following levels of management is associated with positions such as executive vicepresident, chief operating officer, chief executive officer, and chairman of the board?a.team leadersb.middle managersc.first-line managersd.top managers38.Agency head or plant manager is most likely associated with which of the following?a.team leadersb.middle managersc.first-line managersd.top managers39.The lowest level of management is ______________.a. a nonmanagerial employeeb. a department of research managerc. a vice presidentd. a first-line manager40.Supervisor is another name for which of the following?a.team leaderb.middle managerc.first-line managerd.top manager41.Managers with titles such as regional manager, project leader, or plant manager are_______________.a.first-line managersb.top managersc.production managersd.middle managers42.Which of the following best reflects the management structure of a traditional organization?a.pyramidb.circlec.hub with spokesd.infinite line43.Division manager is associated with which of the following levels of management?a.team leadersb.middle managersc.first-line managersd.top managersWHAT IS MANAGEMENT?44._____________ is the process of getting activities completed efficiently and effectively with andthrough other people.a.Leadingb.Managementc.Supervisiond.Controlling45.The distinction between a managerial position and a nonmanagerial position is _______________.a.planning the work of othersb.coordinating the work of othersc.controlling the work of others/doc/b815723333.html,anizing the work of others46.Which of the following is an example of an efficient manufacturing technique?a.cutting inventory levelsb.increasing the amount of time to manufacture productsc.increasing product reject ratesd.decreasing product output47.Wasting resources is considered to be an example of managerial _____________.a.efficiencyb.effectivenessc.inefficiencyd.ineffectiveness48.An automobile manufacturer that increased the total number of cars produced at the same cost, butwith many defects, would be _____________.a.efficient and effectiveb.increasing efficiencyc.increasing effectivenessd.concerned with inputs49.Effectiveness is synonymous with _____________.a.cost minimizationb.resource controlc.goal attainmentd.efficiency50.Efficiency refers to _____________.a.the relationship between inputs and outputsb.the additive relationship between costs and benefitsc.the exponential nature of costs and outputsd.increasing outputs regardless of cost51.In successful organizations, ______________.a.low efficiency and high effectiveness go hand in handb.high efficiency and low effectiveness go hand in handc.high efficiency and high effectiveness go hand in handd.high efficiency and high equity go hand in hand52.Whereas _____________ is concerned with the means of getting things done, _____________ isconcerned with the ends, or attainment of organizational goals.a.effectiveness; efficiencyb.efficiency; effectivenessc.effectiveness; goal attainmentd.goal attainment; efficiencyWHAT DO MANAGERS DO?MANAGEMENT FUNCTIONS53.How many management functions were originally proposed in the early part of the twentieth century?a.threeb.fourc.fived.nine54._____________ was a French industrialist who first identified the basic management functions.a.Weberb.Taylorc.Herzbergd.Fayol55.Today, the basic management functions are considered to be ______________.a.planning, coordinating, staffing, and directingb.planning, organizing, leading, and directing/doc/b815723333.html,manding, organizing, leading, and staffingd.planning, organizing, leading, and controlling56.Which of the following management functions from the mid-1950s is no longer included in the basicfunctions of management?/doc/b815723333.html,mandingb.staffingc.leadingd.controlling57.Writing an organizational strategic plan is an example of the ______________ management function.a.leadingb.coordinatingc.planning/doc/b815723333.html,anizing/doc/b815723333.html,anizing includes _____________.a.defining organizational goalsb.hiring organizational membersc.motivating organizational membersd.determining who does what tasks59.A manager resolving conflict among organizational members is performing what function?a.controlling/doc/b815723333.html,mandingc.directingd.leading60.The process of monitoring, comparing, and correcting is called _____________.a.controllingb.coordinatingc.leading/doc/b815723333.html,anizingMANAGEMENT ROLES61.__________ developed a categorization scheme for defining what managers do, consisting of 10different but highly interrelated roles.a.Henri Fayolb.Henry Fordc.Henry Mintzbergd.Henry Morris62.According to Mintzberg’s management roles, the _____________ roles are those that involve peopleand other duties that are ceremonial and symbolic in nature./doc/b815723333.html,rmationalb.interpersonalc.technicald.decisional63.The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important atthe __________ levels of the organization.a.lowerb.middlec.higherd.supervisory64.Which of the following is not an example of a decisional role according to Mintzberg?a.spokespersonb.entrepreneurc.disturbance handlerd.resource allocator65.A human resource manager attending a local Society for Human Resource Management meetingwould be functioning in which role?/doc/b815723333.html,rmationalb.leaderc.liaisond.disseminator66.A finance manager who reads the Wall Street Journal ona regular basis would be performing whichrole?a.figureheadb.monitorc.disseminatord.interpersonal67.The _____________ role is more important for lower-level managers than it is for either middle- ortop-level managers.a.leaderb.entrepreneurc.spokespersond.disseminator68.The emphasis that managers give to various roles seems to be based on their _____________./doc/b815723333.html,anizational levelb.tenure with the organizationc.experience in their fieldd.personality69.Which of the following is not an example of an interpersonal role according to Mintzberg?a.figureheadb.leaderc.liaisond.spokesperson70.According to Mintzberg’s management roles, the ______________ roles involve receiving,collecting, and disseminating information.a.interpersonal/doc/b815723333.html,rmationalc.technicald.decisional71.All of the following are examples of informational roles according to Mintzberg except____________.a.liaisonb.monitorc.disseminatord.spokesperson72.Which of the following is not an example of a decisional role according to Mintzberg?a.spokespersonb.entrepreneurc.disturbance handlerd.resource allocator73.All of the following are managerial roles that are more important at the higher levels of theorganization except ________________.a.leaderb.disseminatorc.figureheadd.negotiator74.Which of the fol lowing represents the most useful way of describing the manager’s job?a.rolesb.functionsc.skills/doc/b815723333.html,anizational level75.Many of Mintzberg’s roles align with the basic functions of management. For example, the_____________ role is a part of planning.a.figureheadb.leaderc.liaisond.resource allocation76.All three o f Mintzberg’s interpersonal roles are part of the _____________ function./doc/b815723333.html,anizingb.planningc.leadingd.controllingMANAGEMENT SKILLS77.Which of the following identified the three essential managerial skills?a.Katzb.Lewisbergc.Rainesd.Chambers78.The three essential managerial skills include _____________.a.technical, human, and empiricalb.human, empirical, and conceptualc.technical, interpersonal, and controllingd.technical, human, and conceptual79.Understanding building codes would be considered a _____________ skill for a building contractor.a.humanb.technicalc.conceptuald.empirical80.Which of the following is true concerning technical and managerial skills?a.Human skills and technical skills remain equally important as managers move to higher levels.b.Technical-skill needs remain necessary and human skills decrease as managers move to higherlevels.c.Human skills remain necessary and technical-skill needs decrease as managers move to higherlevels.d.Both human-skill and technical-skill needs decrease as managers move to higher levels.81.Managers with good __________ are able to get the best out of their people.a.human skillsb.conceptual skillsc.technical skillsd.visual skills82.Technical skills include _______________.a.leadership and efficiency in a certain specialized fieldb.knowledge of and proficiency in a certain specialized fieldc.familiarity with and interest in a general field of endeavord.skill and interest in a general field of endeavor83.The ability to work well with other people, both individually and in a group, requires________________.a.technical skillsb.assessment skillsc.planning skillsd.human skills84.Which of the following types of skills are described with terms such as abstract situations andvisualization?a.interpersonalb.humanc.technicald.conceptual85.Which one of the following phrases is best associated with managerial conceptual skills?a.decision making/doc/b815723333.html,municating with customers/doc/b815723333.html,ing information to solve business problemsd.product knowledge86.Which of the following skills are more important at lower levels of management, as these managersare dealing directly with employees doing the organization’s work?a.humanb.technicalc.conceptuald.empirical87.Budgeting is associated with the management functions of planning and _____________.a.directing/doc/b815723333.html,anizingc.leadingd.controlling88.Mentoring is primarily associated with the management function of _____________.a.planning/doc/b815723333.html,anizingc.leadingd.controllingWHAT IS AN ORGANIZATION?89.An organization is ______________.a.the physical location where people workb. a collection of individuals working for the same companyc. a deliberate arrangement of people to accomplish some specific purposed. a group of individuals focused on profit making for their shareholders90.One of the common characteristics of all organizations is ____________, which is typicallyexpressed in terms of the organization’s goals.a.its peopleb.its goalsc.its systematic structured.its purpose91.One of the common characteristics of all organizations is _____________, which clarifies members’work relationships.a.its peopleb.its goalsc.its deliberate structured.its purpose92.A deliberate arrangement of people to accomplish some specific purpose is _____________.a. a structure.b. a process.c.an organization.d.an assembly operation93.A difference between traditional organizations and new organizations is that the new organizationstend to be more _____________.a.stable/doc/b815723333.html,mand orientedc.rule orientedd.dynamicWHY STUDY MANAGEMENT?94.Which of the following best describes the concept that management is needed in all types and sizesof organizations, no matter the country in which they’re located?a.the partiality of managementb.the segmentation of managementc.the universality of managementd.the cultures of management95.Universality of management means that _____________a.all managers in all organizations perform the four management functionsb.all managers in all organizations can perform their job thesame wayc.all organizations can hire any manager to perform the management jobsd.any manager can work in any organization and perform any management job96.As members of the general public, we have a vested interest in improving the way organizations aremanaged because _________________.a.we stand to benefit personally from an individual organization’s profitsb.we interact with organizations every single day of our livesc.if organizations don’t improve, we won’t have a place to work in the future/doc/b815723333.html,anizations supply inputs to other organizations/doc/b815723333.html,anizations that are well managed ____________.a.choose the best suppliers for their products/doc/b815723333.html,pete on an international basis because they have the best productsc.always have the lowest-cost productsd.develop a loyal customer base, grow, and prosper98.According to management expert Peter Drucker, management is about ______________.a.profitsb.peoplec.planningd.participation99.Which of the following types of managerial positions is most likely to involve clerical duties?a.shift supervisorb.regional department headc.project managerd.chief executive officer100. A manager’s success is typically _______________.a.dependent on how hard the manager worksb.how closely the manager supervises the employeesc.based on how skilled the manager is at the technical elements of the jobd.dependent on others’ work performance101. A primary responsibility of managers is creating a work environment that _______________.a.is safe and well litb.is clean and organizedc.allows employees to do their work to the best of their abilityd.provides excellent customer service102.Managers often ______________.a.are prevented from making business decisionsb.change their career paths during their work livesc.have opportunities to think creatively and use their imaginationsd.must depend on their employees for guidance in dealing with superiors103.Which of the following represents a challenge of management?a.enjoy relatively easy workb.work with a variety of peoplec.have little influence on organizational outcomesd.have to deal with a variety of personalities104.Each of the following represents a challenge of management except _______________.a.must operate with limited resourcesb.are highly valued by organizationsc.must motivate workers in uncertain situationsd.success depends on others’ performanceSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.WHO ARE MANAGERS?Managerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new sister company. To make sure you are covering the necessary issues, your boss has asked to see an overview of materials that you will be providing the engineers.105.Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose, they could be described as a(n) _____________.a.business unitb.multinational company/doc/b815723333.html,anizationd.holding company106.One of the first things the engineers need to learn is that _____________ are the people who direct the activities of others in an organization.a.directorsb.managersc.subordinatesd.line workers107.Another fact that engineers need to learn is that supervisors may frequently be referred to as _____________.a.middle managersb.top managersc.project leadersd.first-line managers108.Many of the engineers in the group are unclear about what managers actually do. Your training materials explain that a manager’s job focuses on _____________.a.the performance of clerical dutiesb.personal achievementc.helping others accomplish their work goalsd.supervising groups rather than individual employeesThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.109.What is the commonality among Kelly, Ben, Dan, and McKenna?a.They all produce the same product.b.They all have the same job content.c.They all are managers.d.They all have the same vision.110.Kelly is considered to be what level of management?a.top managerb.superintendent of assemblyc.middle managerd.first-line manager111.Ben and Dan are considered to be what level of management?a.top managersb.middle managersc.superintendents of assemblyd.first-line managers112.McKenna is considered to be what level of management?a.top managerb.superintendent of assemblyc.middle managerd.first-line manager113.The structure of the managerial relationships among McKenna, Dan, Ben, and Kelly can best be described as a ____________.a.flexible work groupb.traditional pyramid structurec.innovative nuclear structure/doc/b815723333.html,munication hubWHAT IS MANAGEMENT?The Perfect Manager (Scenario)Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition,she accomplishes this with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic “management functions.”114.Brenda’s ability to complete activities efficiently and effectively with and through other people is known as _____________.a.managementb.leadershipc.coerciond.delegation115.Brenda’s ability to produce the same amount of product with fewer personnel is a reflection of her ___________.a.effectivenessb.process skillsc.leadershipd.efficiency116.The fact that Brenda completes her projects is an indication of her _____________ as a manager.a.leadershipb.effectivenessc.efficiencyd.attention to detail117.If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ____________.a.efficient, but not effectiveb. a leader, but not a top managerc.project oriented, but not effectived.effective, but not efficient118.The “management functions” exemplified by Brenda include all but which of the following?a.planningb.controlling/doc/b815723333.html,anizingd.calibratingWHAT DO MANAGERS DO?Joe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.119.When Joe decides how many units of output his employees will be able to produce and on which days certain products will be run, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizing120.When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizing121.When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions?a.controllingb.leadingc.planning/doc/b815723333.html,anizingThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 A.M. and read his agenda for the day. He is giving two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the east coast. Don then has a meeting with the unit manager, Phil Johnson, to discuss Phil’s recent drop in performanc e (a task Don always hates). Next, Don is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division president. Finally, in the late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just anotherday in the glamorous life of a manager. 122.Together, all of the functions that Don performs during his busy day correspond to the management roles discovered in the late 1960s by which one of the following management researchers?a.Herzbergb.Skinnerc.Mintzbergd.Fayol123.When Don conducts the tour for the east coast managers, he will be operating in which of the management roles?a.leaderb.liaisonc.monitord.figurehead124.When Don meets with Phil to discuss Phil’s performance issues, Don will be operating in which management role?a.leaderb.figureheadc.monitord.disturbance handler125.What role will Don be performing when he gives the plant tour to the newspaper reporter?a.monitorb.figureheadc.disseminatord.spokesperson126.When Don reviews the new equipment malfunction, what management role will he play when deciding whether to bring in extra people?a.monitorb.disseminatorc.resource allocatord.disturbance handlerThe General Manager (Scenario)Michael is the general manager of a production facility. In a routine day, Michael might meet with city officials or civic leaders about environmental issues due to the plant’s presen ce in the community. After these meetings, he will then meet with the plant’s functional managers to discuss the concerns expressed by the city representatives. Other times, Michael might meet with the production manager, Betty, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. Michael might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.127.When Michael gains information from city officials or civic l eaders to learn how the plant’s operations may be affecting the environment, he is performing which management role?a.leaderb.resource allocatorc.entrepreneurd.monitor128.When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role?a.resource allocatorb.disturbance handlerc.liaison。
机械英语考试试题及答案
机械英语考试试题及答案一、选择题(每题2分,共20分)1. The term "mechanical engineering" refers to:A. The study of machinesB. The design and manufacture of mechanical systemsC. The operation of machineryD. The maintenance of mechanical equipment答案:B2. What is the function of a bearing in a mechanical system?A. To reduce frictionB. To increase efficiencyC. To provide powerD. To transmit motion答案:A3. The process of converting thermal energy into mechanical energy is known as:A. ElectrificationB. CombustionC. ThermodynamicsD. Hydrodynamics答案:C4. In mechanical design, the principle of "KISS" stands for:A. Keep It Simple, StupidB. Keep It Short and SimpleC. Keep It Simple and SafeD. Keep It Simple, Smart答案:A5. A gear train is used to:A. Change the direction of motionB. Increase the speed of rotationC. Decrease the speed of rotationD. All of the above答案:D6. What does CAD stand for in mechanical engineering?A. Computer-Aided DesignB. Computer-Aided DraftingC. Computer-Aided DevelopmentD. Computer-Aided Diagnostics答案:A7. The SI unit for force is:A. NewtonB. JouleC. PascalD. Watt答案:A8. What is the purpose of a flywheel in a mechanical system?A. To store energyB. To increase speedC. To reduce noiseD. To dissipate heat答案:A9. The term "hydraulics" is associated with the study of:A. Fluid dynamicsB. Solid mechanicsC. Structural analysisD. Thermal engineering答案:A10. The process of cutting a material to a specific shape is known as:A. MachiningB. CastingC. ForgingD. Extrusion答案:A二、填空题(每空1分,共10分)11. The formula for calculating the moment of a force is \( F \times d \), where \( F \) is the force and \( d \) is the_______.答案:distance from the pivot12. A _______ is a device that converts linear motion into rotational motion.答案:crank13. In a four-stroke internal combustion engine, the four strokes are intake, compression, _______, and exhaust.答案:power14. The _______ of a material is its ability to resist deformation under load.答案:stiffness15. The term "overhaul" in mechanical maintenance refers to a thorough inspection and _______ of a machine or its parts.答案:repair16. The _______ of a machine is the study of how forces act on and within a body.答案: statics17. A _______ is a type of machine that uses a screw to convert rotational motion into linear motion.答案:screw jack18. The _______ of a system is the point around which the system rotates.答案:pivot19. The _______ of a lever is the ratio of the effort arm to the load arm.答案:mechanical advantage20. The _______ is a type of bearing that allows for rotation with minimal friction.答案:ball bearing三、简答题(每题5分,共30分)21. Explain the difference between static and dynamic equilibrium in mechanical systems.答案:Static equilibrium refers to a state where the net force and net moment acting on a body are zero, resulting in no acceleration. Dynamic equilibrium occurs when the net force is zero, but the body is in motion with constant velocity.22. What is the purpose of a clutch in a vehicle?答案:A clutch is used to engage and disengage the power transmission from the engine to the transmission system, allowing the vehicle to start, stop, and change gears smoothly.23. Describe the function of a governor in an engine.答案:A governor is a device that automatically controls the speed of an engine by regulating the fuel supply or the valve settings, ensuring the engine operates within safespeed limits.24. What are the three primary types of joints in structural engineering?答案:The three primary types of joints are pinned joints, fixed joints, and sliding joints, each serving different purposes in connecting and supporting structural elements.25. Explain the。
PRODUCTION FUNCTIONS(生产函数)尼科尔森中级微观ppt
• Labor input beyond l = 40 reduces output 8
A Two-Input Production Function
• To find average productivity, we hold k=10 and solve
7
A Two-Input Production Function
• The marginal productivity function is
MPl = q/l = 120,000l - 3000l2
which diminishes as l increases • This implies that q has a maximum value:
– we need to consider flk which is often > 0
5
Average Physical Product
• Labor productivity is often measured by average productivity
output q f (k, l ) APl labor input l l
q = f(k,l) = 600k 2l2 - k 3l3
• To construct MPl and APl, we must assume a value for k
– let k = 10
• The production function becomes
q = 60,000l2 - 1000l3
10Isoqຫໍສະໝຸດ ant Maps• To illustrate the possible substitution of one input for another, we use an isoquant map • An isoquant shows those combinations of k and l that can produce a given level of output (q0)
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THE SHAPE OF PRODUCTION FUNCTIONS AND THE DIRECTION OF TECHNICAL CHANGE*C HARLES I.J ONESThis paper views the standard production function in macroeconomics as a reduced form and derives its properties from microfoundations.The shape of this production function is governed by the distribution of ideas.If that distribution is Pareto,then two results obtain:the global production function is Cobb-Douglas, and technical change in the long run is labor-augmenting.Kortum showed that Pareto distributions are necessary if search-based idea models are to exhibit steady-state growth.Here we show that this same assumption delivers the addi-tional results about the shape of the production function and the direction of technical change.I.I NTRODUCTIONMuch of macroeconomics—and an even larger fraction of the growth literature—makes strong assumptions about the shape of the production function and the direction of technical change.In particular,it is well-known that for a neoclassical growth model to exhibit steady-state growth,either the production function must be Cobb-Douglas or technical change must be labor-aug-menting in the long run.But apart from analytic convenience,is there any justification for these assumptions?Where do production functions come from?To take a common example,our models frequently specify a relation yϭf(k,⅐)that determines how much output per worker y can be produced with any quantity of capital per worker k.We typically assume that the economy is endowed with this function,but consider how we might derive it from deeper microfoundations.Suppose that production techniques are ideas that get dis-covered over time.One example of such an idea would be a Leontief technology that says,“for each unit of labor,take k* units of capital.Follow these instructions[omitted],and you will get out y*units of output.”The values k*and y*are parameters of this production technique.*I am grateful to Daron Acemoglu,Susanto Basu,Francesco Caselli,Harold Cole,Xavier Gabaix,Douglas Gollin,Peter Klenow,Jens Krueger,Michael Scherer,Robert Solow,Alwyn Young,and participants at numerous seminars for comments.Samuel Kortum provided especially useful insights,for which I am most appreciative.Meredith Beechey,Robert Johnson,and Dean Scrimgeour supplied excellent research assistance.This research is supported by NSF grant SES-0242000.©2005by the President and Fellows of Harvard College and the Massachusetts Institute of Technology.The Quarterly Journal of Economics,May2005517518QUARTERLY JOURNAL OF ECONOMICSIf one wants to produce with a capital-labor ratio very differ-ent from k*,this Leontief technique is not particularly helpful, and one needs to discover a new idea“appropriate”to the higher capital-labor ratio.1Notice that one can replace the Leontief structure with a production technology that exhibits a low elas-ticity of substitution,and this statement remains true:to take advantage of a substantially higher capital-labor ratio,one really needs a new technique targeted at that capital-labor ratio.One needs a new idea.According to this view,the standard production function that we write down,mapping the entire range of capital-labor ratios into output per worker,is a reduced form.It is not a single technology,but rather represents the substitution possibilities across different production techniques.The elasticity of substitu-tion for this global production function depends on the extent to which new techniques that are appropriate at higher capital-labor ratios have been discovered.That is,it depends on the distribution of ideas.But from what distribution are ideas drawn?Kortum[1997] examined a search model of growth in which ideas are productiv-ity levels that are drawn from a distribution.He showed that the only way to get exponential growth in such a model is if ideas are drawn from a Pareto distribution,at least in the upper tail.This same basic assumption,that ideas are drawn from a Pareto distribution,yields two additional results in the frame-work considered here.First,the global production function is Cobb-Douglas.Second,the optimal choice of the individual pro-duction techniques leads technological change to be purely labor-augmenting in the long run.In other words,an assumption Kortum[1997]suggests we make if we want a model to exhibit steady-state growth leads to important predictions about the shape of production functions and the direction of technical change.In addition to Kortum[1997],this paper is most closely related to an older paper by Houthakker[1955–1956]and to two recent papers,Acemoglu[2003b]and Caselli and Coleman[2004].1.This use of appropriate technologies is related to Atkinson and Stiglitz [1969]and Basu and Weil[1998].The way in which these papers fit together will be discussed below.2Section II of this paper presents a simple baseline model that illustrates all of the main results of this paper.In particular,that section shows how a specific shape for the technology menu pro-duces a Cobb-Douglas production function and labor-augmenting technical change.Section III develops the full model with richer microfoundations and derives the Cobb-Douglas result,while Section IV discusses the underlying assumptions and the rela-tionship between this model and Houthakker [1955–1956].Sec-tion V develops the implications for the direction of technical change.Section VI provides a numerical example of the model,and Section VII concludes.II.A B ASELINE M ODELII.A.PreliminariesLet a particular production technique—call it technique i —be defined by two parameters,a i and b i .With this technique,output Y can be produced with capital K and labor L according to the local production function associated with technique i :(1)Y ϭF˜͑b i K ,a i L ͒.We assume that F˜(⅐,⅐)exhibits an elasticity of substitution less than one between its inputs and constant returns to scale in K and L .In addition,we make the usual neoclassical assumption that F˜possesses positive but diminishing marginal products and satisfies the Inada conditions.This production function can be rearranged to give(2)Y ϭa i LF ˜ͩb i K a i L ,1ͪ,so that in per worker terms we have(3)y ϭa i F ˜ͩb i a i k ,1ͪ,2.The insight that production techniques underlie what I call the global production function is present in the old reswitching debate;see Robinson [1953].The notion that distributions for individual parameters aggregate up to yield a well-behaved function is also found in the theory of aggregate demand;see Hildenbrand [1983]and Grandmont [1987].519THE SHAPE OF PRODUCTION FUNCTIONS520QUARTERLY JOURNAL OF ECONOMICSwhere yϵY/L and kϵK/L.Now,define y iϵa i and k iϵa i/b i. Then the production technique can be written as(4)yϭy i F˜ͩk i,1ͪ.If we choose our units so that F˜(1,1)ϭ1,then we have the nice property that kϭk i implies that yϭy i.Therefore,we can think of technique i as being indexed by a i and b i,or,equivalently,by k i and y i.The shape of the global production function is driven by the distribution of alternative production techniques rather than by the shape of the local production function that applies for a single technique.3To illustrate this,consider the example given in Fig-ure I.The circles in thisfigure denote different production tech-niques that are available—the set of(k i,y i)pairs.For a subset of these,we also plot the local production function yϭF˜(b i k,a i). Finally,the heavy solid line shows the global production function, given by the convex hull of the local production techniques.For any given level of k,the global production function shows the maximum amount of output per worker that can be produced using the set of ideas that are available.The key question we’d like to answer is this:what is the shape of the global production function?To make progress,we now turn to a simple baseline model.II.B.The Baseline ModelWe begin with a simple model,really not much more than an example.However,this baseline model turns out to be very use-ful:it is easy to analyze and captures the essence of the model with more detailed microfoundations that is presented in Sec-tion III.At any given point in time,afirm has a stock of ideas—a collection of local production techniques—from which to choose. This set of production techniques is characterized by the follow-ing technology menu:(5)H͑a,b͒ϭN,where H aϾ0,H bϾ0,and NϾ0.Along this menu,there is a3.Other models in the literature feature a difference between the short-run and long-run elasticities of substitution,as opposed to the local-global distinction made here.These include the putty-clay models of Caballero and Hammour[1998] and Gilchrist and Williams[2000].trade-off:ideas with a high value of b are associated with a low value of a .N parameterizes the location of this technology menu and might be thought of as the level of knowledge.A higher N means the technology menu supports higher levels of a and b .Associated with any (a ,b )pair from this technology menu is a local production function Y ϭF˜(bK ,aL ),with the properties assumed above in equation (1),including an elasticity of substi-tution less than one and constant returns to scale in K and L .The global production function for this firm describes the maximum amount of output the firm can produce from a particu-lar set of inputs,when it is free to choose any production tech-nique from the technology menu.That is,the global production function F (K ,L ;N )is defined as(6)Y ϭF ͑K ,L ;N ͒ϵmax b ,aF ˜͑bK ,aL ͒subject to(5).F IGURE IAn Example of the Global Production FunctionCircles identify distinct production techniques;for some of these,the local production function associated with the technique has been drawn as a dashed line.The heavy solid line shows the convex hull of the local production functions,i.e.,the global production function.521THE SHAPE OF PRODUCTION FUNCTIONSCharacterizing the global production function is straightfor-ward.Graphically,one version of this problem with an interior solution is shown in Figure II.Algebraically,an interior solution equates the marginal rate of technical substitution along the isoquant to the marginal rate of technical substitution along the technology menu.We can express this in its elasticity form and use the fact that the elasticity of production with respect to b is the same as the elasticity with respect to K to get the following result:(7)KLϭba,whereK(a,b;K,L)ϵF˜1bK/Y is the capital share,Lϭ1ϪK is the analogous labor share,bϵ(ץH/ץb)(b/H)is the elasticity of H with respect to b,anda is the analogous elasticity with respect to a.The optimal technology choice equates the ratio of the capital and labor shares to the ratio of the elasticities of the technology menu.In Figure II we drew the technology menu as convex to theorigin.Of course,we could have drawn the curve as concaveorF IGURE IIThe Direction of Technical Change 522QUARTERLY JOURNAL OF ECONOMICSlinear,or we could have drawn it as convex,but with a sharper curvature than the isoquant.However,it turns out that the constant elasticity version of the convex curve delivers a particu-larly nice result.4In particular,suppose that the technology menu is given by(8)H ͑a ,b ͒ϵa ␣b ϭN ,␣Ͼ0,Ͼ0.In this case,the elasticity b /a ϭ/␣is constant,so the optimal choice of the technology levels leads to a first-order condition that sets the capital share equal to the constant /(␣ϩ).The constancy of the capital share then leads to two useful and interesting results.First,the global production function takes a Cobb-Douglas form:for any levels of the inputs K and L ,and any location of the technology menu,N ,the choice of tech-nology leads the elasticity of output with respect to capital and labor to be constant.In fact,it is easy to derive the exact form of the global production function by combining the local-global insights of sub-section II.A with the technology menu.For some technique i ,recall the equivalent ways we have of describing the technique:(9)y i ϵa i (10)k i ϵa i /b i .From the technology frontier in equation (8),we know that a i and b i are related by a i ␣b i ϭN .Simple algebra shows that y i and k i are therefore related by(11)y i ϭ͑Nk i͒1/͑␣ϩ͒.That is,given the constant elasticity form of the technology fron-tier,a plot of the techniques in (k ,y )space like that in Figure I yields a Cobb-Douglas production function.With this continuous formulation for the frontier,the global production function is equal to the technology frontier in (k ,y )space.5Multiplying by L4.In this case,the assumption that F ˜has an elasticity of substitution less than one means that the isoquant curves are more sharply curved than the technology menu,which has an elasticity of substitution equal to one.This guarantees an interior solution.5.For this to be true,we need the local production techniques to paste up smoothly with the global production function.For example,if F ˜is a CES function with a capital share parameter (see,for example,equation (36)below),the global production function is actually proportional to that in equation (12).To make the factor of proportionality equal to one,we need the share parameter to equal /(␣ϩ),so that the factor share at k ϭk i is exactly /(␣ϩ).523THE SHAPE OF PRODUCTION FUNCTIONSto get back to the standard form,the global production function is given by(12)Yϭ͑NKL␣͒1/͑␣ϩ͒.That is,we get a Cobb-Douglas production function with constant returns to scale.The second key result is related to the direction of technical change.To see this,consider embedding this production setup in a standard neoclassical growth model.6The fact that the global production function is Cobb-Douglas implies immediately that such a model will exhibit a balanced growth path with positive growth provided N grows exponentially.The balanced growth path result turns out to have a strong implication for the direction of technical change.In particular,it implies that the level of b will be constant along the balanced growth path,and all growth will occur because a rises over time. To see this result,notice that thefirst-order condition in equation (7)can be written as(13)bKF˜1͑bK,aL͒aLF˜2͑bK,aL͒ϭ␣.Now,let xϵbK/aL.Because F˜exhibits constant returns to scale, the marginal products are homogeneous of degree0.This means we can rewrite equation(13)as(14)xF˜1͑x,1͒F˜2͑x,1͒ϭ␣.Since x is the only variable in this equation,the optimal choice of technology is such that x is constant at all points in time.Finally,we now need to show that along a balanced growth path,the only way xϵbK/aL can be constant is if b is constant. Importantly,recall that output is always produced with some local production technique.That is,(15)Y tϭF͑K t,L t;N t͒ϭF˜͑b t K t,a t L t͒,where b t and a t are the optimal choices of the technology levels. Because F˜exhibits constant returns,we have6.By this we mean the usual Ramsey-Cass-Koopmans model with isoelastic utility,constant population growth,and constant growth in N.524QUARTERLY JOURNAL OF ECONOMICS(16)Y t a t L t ϭF ˜ͩb t K t a t L t ,1ͪ.Since x ϭbK /aL must be constant,this implies that Y /aL must also be constant.And this means that bK /Y must be constant.But we know that K /Y is constant along a balanced growth path in the neoclassical growth model,so this implies that b must be constant as well,which completes the proof.Moreover,the fact that the capital share equals /(␣ϩ)implies that the level of b is chosen so that the capital share is invariant to the capital-output ratio,one of the key results in Acemoglu [2003b].Of course,the result that b must be constant along the balanced growth path is really just an application of the Steady-State Growth Theorem:if a neoclassical growth model exhibits steady-state growth with constant and positive factor shares,then either the production function is Cobb-Douglas or technical change is labor-augmenting.In fact,we just proved a version of this theorem for the case in which the local production function is not Cobb-Douglas.7What is the intuition for the result that technical change is purely labor-augmenting?Since the local production function is not Cobb-Douglas,balanced growth requires bK /aL to be con-stant,so that bK and aL must grow at the same rate.In fact,since Y ϭF˜(bK ,aL ),this suggests an alternative interpretation of the word “balanced”in the phrase “balanced growth path”:the effective inputs bK and aL must be balanced in the sense that they grow at the same rate.But the only way this can happen is if b is constant.For example,we know that with b constant,K will grow at the same rate as aL .If b were to grow on top of this,bK would grow faster than aL ,and growth would be unbalanced.The consequence that would result is that the factor shares would trend to zero and one.In the context of our model,it is easy to be confused by this theorem.It is well-known that with Cobb-Douglas production,the “direction”of technical change has no meaning:capital-augment-ing technical change can always be written as labor-augmenting.But the results just outlined seem to be that production is Cobb-7.For the proof of the general theorem,the classic reference is Uzawa [1961];see also Barro and Sala-i-Martin [1995]for a proof in the special case of factor-augmenting technologies.Jones and Scrimgeour [2005]present a formal state-ment of the theorem,discuss a version of Uzawa’s proof,and develop intuition in the general case.525THE SHAPE OF PRODUCTION FUNCTIONS526QUARTERLY JOURNAL OF ECONOMICSDouglas and technical change is labor-augmenting.How can this be?The key to resolving this confusion is to look back at equation (15).First,recall that production always occurs with some local production technique,F˜(b t K t,a t L t).Since this local technique has an elasticity of substitution less than one,the direction of tech-nical change is a well-defined concept.Our result is that b t is constant along a balanced growth path,so that technical change in the local production function is purely labor-augmenting.Sec-ond,equation(15)also reminds us of the definition of the global production function,F(K,L;N).It is this global production func-tion that we show to be Cobb-Douglas.At any point in time,both “views”of the production function are possible,and it is by taking different points of view that we get our two results.II.C.DiscussionWe now pause to make some more general remarks about the baseline model.First,notice that an alternative way to set up the baseline model would be to write down thefirm’s full profit maximization problem.That is,in addition to choosing a and b, we could allow thefirm to choose K and L,taking factor prices as given.We view the analysis of the global production function as conceptually coming a step before profit maximization.The global production function is defined over any combination of K and L;if one desires,one can embed this global production function into a model of howfirms choose their inputs.For our purposes,how-ever,all we are assuming aboutfirm behavior is that they operate their technology efficiently.A helpful analogy might be that one can write down the cost-minimization problem as a precursor to the profit-maximization problem.8Second,our problem is closely related to the world technology frontier problem considered by Caselli and Coleman[2004].Ca-selli and Coleman specialize to CES functions for both F˜and the technology menu H and embed their setup in a profit maximiza-8.In the context of profit maximization,a more formal justification for the global production function approach can be given.For example,the full profit maximization problem can be written asF˜͑͑bK,aL͒K,aL͒ϪwLϪrK,subject to H͑a,b͒ϭN.maxa,b,K,LThe global production function approach can be justified by noting that it is characterized by thefirst-order condition associated with the technology choice in the profit maximization problem.tion problem.They are concerned primarily with characterizing the choices of the technology levels in a cross-country context, rather than over time.But the similarity of the setups is inter-esting and suggests some potentially productive avenues for research.9Finally,notice that the problem here is to choose the levels of a and b.Related problems appear in the literature on the direc-tion of technical change;see Kennedy[1964],Samuelson[1965], and Drandakis and Phelps[1966].However,in these problems the choice variables and the constraints are typically expressed in terms of the growth rates of a and b rather than the levels.As Acemoglu[2003a]and others have pointed out,this results in an arbitrary optimization problem in the early literature related to maximizing the growth rate of output.Acemoglu[2003b]recasts the traditional problem in terms of a two-dimensional version of Romer[1990]with explicit micro-foundations and profit-maximizingfirms.Under some strong—and arguably implausible10—conditions on the shape of the idea production functions,Acemoglu shows that technical change will be purely labor-augmenting in the long run and that the long-run capital share will be invariant to policies that change the capital-output ratio.These results are obviously closely related to what we have here despite the considerably different approaches of the two papers.The main differences in terms of the results are that (a)we provide a very different perspective on the conditions needed to get technical change to be labor-augmenting,and(b) we explicitly bring out the link to a Cobb-Douglas production function.11To sum up,the insight from this baseline model is that if the technology frontier—i.e.,the way in which the levels of a and b9.Caselli and Coleman also contain a helpful discussion of the existence of interior versus corner solutions in their setup.10.The production functions for capital-ideas and labor-ideas must be pa-rameterized“just so.”In particular,let N denote the stock of labor-augmenting ideas.Then the cost of producing new labor-augmenting ideas relative to the cost of producing new capital-augmenting ideas must decline at exactly the rate N˙/N. Plausible specifications—such as one in which the output good itself is the main input into the production of new ideas(in which case the relative cost of producing labor-and capital-ideas is constant)or the idea production function employed by Jones[1995]to remove scale effects from the growth rate(in which case the relative cost of producing labor-ideas declines with N)—lead to a model that does not exhibit a steady state with a positive capital share.11.The results here suggest that one might interpret Acemoglu’s setup as providing a Cobb-Douglas production function in the long run.In contrast,our result delivers Cobb-Douglas production at any point in time.trade off—exhibits constant elasticities,then the global produc-tion function will be Cobb-Douglas and technological change will be labor-augmenting in the long run.But is there any reason to think that the technology frontier takes this particular shape?III.M ICROFOUNDATIONS:P ARETO D ISTRIBUTIONS The baseline model is straightforward and yields strong pre-dictions.However,it involves a very particular specification of the technology menu.It turns out that this specification can be de-rived from a model of ideas with substantially richer microfoun-dations.This is the subject of the current section.12III.A.SetupAn idea in this economy is a technique for combining capital and labor to produce output.The production technique associated with idea i is F˜(b i K,a i L).Because it results in a more tractable problem that yields analytic results,we make the extreme as-sumption that this local production technology is Leontief: (17)YϭF˜͑b i K,a i L͒ϭmin͕b i K,a i L͖.Of course,the intuition regarding the global production function suggests that it is determined by the distribution of ideas,not by the shape of the local production function.In later simulation results,we confirm that the Leontief assumption can be relaxed.A production technique is parameterized by its labor-aug-menting and capital-augmenting parameters,a i and b i.To derive the Cobb-Douglas result,we make a strong assumption about the distribution of ideas.A SSUMPTION1.The parameters describing an idea are drawn fromindependent Pareto distributions:͑18͒Pr͓a iՅa͔ϭ1Ϫͩa␥aͪϪ␣,aՆ␥aϾ012.I owe a large debt to Sam Kortum in this section.A previous version of this paper contained a much more cumbersome derivation of the Cobb-Douglas result.Kortum,in discussing this earlier version at a conference,offered a number of useful comments that simplify the presentation,including the Poisson approach that appears in the Appendix.͑19͒Pr ͓b i Յb ͔ϭ1Ϫͩb ␥b ͪϪ,b Ն␥b Ͼ0,where ␣Ͼ0,Ͼ0,and ␣ϩϾ1.13With this assumption,the joint distribution of a i and b i satisfies(20)G ͑b ,a ͒ϵPr ͓b i Ͼb ,a i Ͼa ͔ϭͩb ␥b ͪϪͩa ␥a ͪϪ␣.We specify this distribution in its complementary form because this simplifies some of the equations that follow.Let Y i (K ,L )ϵF ˜(b i K ,a i L )denote output using technique i .Then,since F ˜is Leontief,the distribution of Y i is given by͑21͒H ͑y ˜͒ϵPr ͓Y i Ͼy˜͔ϭPr ͓b i K Ͼy ˜,a i L Ͼy ˜͔ϭG ͩy ˜,y ˜ͪϭ␥K L ␣y ˜Ϫ͑␣ϩ͒,where ␥ϵ␥a␣␥b .That is,the distribution of Y i is itself Pareto.14III.B.Deriving the Global Production FunctionThe global production function describes,as a function of inputs,the maximum amount of output that can be produced using any combination of existing production techniques.We have already made one simplification in our setup by limiting consideration to Leontief techniques.Now we make another by ignoring combinations of techniques and allowing only a single technique to be used at each point in time.Again,this is a simplifying assumption that allows for an analytic result,but it will be relaxed later in the numerical simulations.Let N denote the total number of production techniques that are available,and assume that the N ideas are drawn indepen-dently.Then,we define the global production function:13.This last condition that the sum of the two parameters be greater than one is needed so that the mean of the Fre ´chet distribution below exists.On a related point,recall that for a Pareto distribution,the k th moment exists only if the shape parameter (e.g.,␣or )is larger than k .14.Since b i Ն␥b and a i Ն␥a ,the support for this distribution is y ˜Նmin {␥b K ,␥a L }.D EFINITION1.The global production function F(K,L;N)is given as(22)F͑K,L;N͒ϵmaxiϭ1,...,NF˜͑b i K,a i L͒.Let YϭF(K,L;N).Since the N draws are independent,the distribution of the global production function satisfies͑23͒Pr͓YՅy˜͔ϭ͑1ϪH͑y˜͒͒N.ϭ͑1Ϫ␥KL␣y˜Ϫ͑␣ϩ͒͒N.Of course,as the number of ideas N gets large,this probability for any given level of y˜goes to zero.So to get a stable distribution,we need to normalize our random variable somehow,in a manner analogous to that used in the Central Limit Theorem.In this case,the right normalization turns out to involve z N, where(24)z Nϵ͑␥NKL␣͒1/͑␣ϩ͒.In particular,consider͑25͒Pr͓YՅz N y˜͔ϭ͑1Ϫ␥KL␣͑z N y˜͒Ϫ͑␣ϩ͒͒Nϭͩ1Ϫy˜Ϫ͑␣ϩ͒NͪN.Then using the standard result that lim N3ϱ(1Ϫx/N)Nϭexp(Ϫx)for anyfixed value of x,we have(26)limN3ϱPr͓YՅz N y˜͔ϭexp͑Ϫy˜Ϫ͑␣ϩ͒͒for y˜Ͼ0.This distribution is known as a Fre´chet distribution.15 Therefore,(27)Y͑␥NKL␣͒1/͑␣ϩ͒ϳaFre´chet͑␣ϩ͒.The global production function,appropriately normalized,con-verges asymptotically to a Fre´chet distribution.This means that as N gets large,the production function behaves like(28)YϷ͑␥NKL␣͒1/͑␣ϩ͒⑀,15.This is a special case of the much more general theory of extreme values. For a more general theorem relevant to this case,see Theorem2.1.1of Galambos [1978],as well as Kortum[1997]and Castillo[1988].。