THE LEADERSHIP STYLE PREFERENCE INDEX
罗宾斯管理学英文版14章
• Jneral attitude toward his or her job
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
14–7
Psychological Factors Affecting Employee Behavior
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
14–10
Psychological Factors (cont’d)
• Job Satisfaction and Absenteeism
Satisfied employees tend to have lower levels of absenteeism.
Attitudes (cont’d)
• Explain how individuals reconcile inconsistencies between attitudes and behavior.
Personality
• Contrast the MBTI and the big-five model of personality. • Describe the five personality traits that have proved to be most powerful in explaining individual behavior in organizations. • Tell how emotions and emotional intelligence impact behavior.
8th edition Steven P. Robbins Mary Coulter
大学英语第二版 1-4 部分短文及翻译
The Generation Gap at WorkAs offices go, the editorial suites at Time Inc. are pretty laid back. T-shirts are fine. Shave if you like. Slides, sneakers or heels - your choice. Yet there's a limit to what passes for acceptable appearance, and I was sure a recent bunch of college interns had breached it spectacularly with their nose rings, tattoos and low-rise pants. These were bright, ambitious kids. Why the blatant show of disrespect?My younger colleagues wondered too. But they were more amused than aghast, and it occurred to me that there is a widening generation gap when it comes to interpreting casual Fridays. And that's not all: Young folks are putting their stamp on the workplace in ways far more reaching than their wardrobe. And we boomers don't necessarily like it.We're all part of a new-age experiment: four generations working side by side yet often speaking a different language. Think that's an exaggeration? Go ahead. Try to decipher this twentysomething text message: WU CMIW that was CLM or maybe CS. (What's up? Correct me if I'm wrong. That was a career-limiting move or maybe career suicide.)Boomers, the older "silent" generation, and younger ones known as X and Y bring vastly different histories, values and work habits to the job. These gaps have led to stereotypes that hinder our ability to get things done.Nearly 60 percent of HR managers at large companies say they've observed office conflicts that flow from generational differences, according to the Society for Human Resource Management. Tensions typically stem from perceptions of loyalty and respect - as in, we think the kids don't have any. Yet the latest research shows that we may be compatible after all. Debunking some key myths may help you get past the tattoos and belly buttons in your office.Myth No. 1: Young workers love changeIt's commonly thought that young people embrace change as enthusiastically as older workers resist it. Not so. In a study of 3,200 workers, only 12 across the generations said they liked change at the office, reports the Center for Creative Leadership."Resistance to change isn't about age, it's about how much you stand to gain or lose," says the Center's Jennifer Deal, author of "Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground." In general, older workers have more to lose. But many younger workers have identical anxieties.Don't make assumptions based on age, says Deal. Ask your young colleagues how a shift would change their life. If it's for the better, can you blame them for loving it? But it might be as upsetting to them as it is to you - and it could be a bonding moment.Myth No. 2: Gen X- and Y-ers lack a strong work ethic(职业道德)Not true. But coming of age under very different circumstances has affected our work styles. Boomers had to scrape and claw for jobs and work long hours to keep them and get ahead because there were so many of us. Competition was keen. Work became central to our identities, and with two-earner households, we did much of our socializing in professional circles.But Gen X is much smaller and has never known job scarcity. They can demand more or move on. They've seen their parents get downsized, seeming victims of company loyalty, and watched them strain to juggle career and family.That different history has led to marked differences in how we work. Younger generations are willing to move every two or three years to get the job experience and work-life balance they want. Ask them to come into the office over the weekend and they are apt to resist."Their time off is their time off," says Gary Westerman, a former employment consultant. Yet that doesn't mean they won't get the job done. If they must, they'll work from the beach on their laptop. And they're more apt to come in promptly and eschew the water-cooler chats so popular among boomers. They focus, finish and leave. Boomers need to appreciate these style differences. Look at the results, not the process.Myth No. 3: They disrespect eldersThis gets back to the dress issue. When boomers entered the work force, tattoos and body piercings were for bikers and lowlifes. Yet Gen X and Gen Y see these expressions (in tastefully modest doses) as normal, even alluring - not a way to thumb their nose at authority.The question of respect goes beyond a dress code. Boomers got ahead by doing what they were told and expect younger workers to similarly fall in line. But with their leverage in the workplace, twenty- and thirtysomethings don't have to take what you say on faith. They want to know why they're being asked to perform a task.This isn't disrespect. They have more options than you did at that age. But if you are clear in what you expect and explain the reasons behind a particular assignment, they'll respond.Myth No. 4: Younger workers prefer to go it alone"Boomers like to call a meeting," says Robert Wendover, managing director for the Center for Generational Studies. "X- ers would rather e-mail or text." But while younger workers are more accepting of technology, corresponding via text message and preferring to communicate online instead of in a meeting hardly qualifies as going it alone.All generations value working with capable colleagues despite age, says Deal of the Center for Creative Leadership. Boomers accustomed to face time may misread young workers' preference for tech time as isolationist（孤立主义者）. It's anything but - if you know how to use the tools.So learn them. And then give the kid a chance. Soon you won't even notice the silver stud in her tongue.在工作中的代沟作为办公室，在时代公司的编辑套房都相当悠闲。
安踏公司简介
Li Nina
帆船帆板队 12
安踏鼎力支持中国体育
Anta Supports China Sports With Full Strength
CBA联赛
国内马拉松赛事 National Marathon Competition
国内排球联赛 National Volleyball league
CUBA大学生篮球联赛
14
极富创新与进取精神
Passionately Innovative and Progressive
2005年成立国内首家科学运动实验室 Established the first domestic sports lab in 2005
15
丰富的产品线
Broad Product Offering
20
品牌定位
公司运营
Operational Overview
21
品类管理
Category Management
品类战略 Category Strategy
篮球 … 生活
COC
网球 跑步
综训 乒羽
品牌罗盘 Brand Compass
品类专注 Category Focus 消费者洞察 Consumer Insights 商品设计 Product Creation
COC中国奥委会 13
真实的品牌体验
Authentic Brand Experience
• 真正的运动精神 • 高科技专业运动产品 • 充满专业体育氛围的终端呈现 • 原创的品牌体验活动
authentic athletic spirit authentic products authentic trade presence authentic event experience
SigmaRADIUS 开发指南说明书
SigmaRADIUS Development GuideSigmaRADIUS Development Guide IntroductionThe SigmaRADIUS Development Guide helps you interpret results from the SigmaRADIUSLeadership Effectiveness Report to create a practical, sustainable leadership developmentplan. After completing the activities in this guide, you will create your Personal Development Plan that will allow you to leverage your Personal Strengths and build on your Development Opportunities.SigmaRADIUS is a 360 degree feedback tool that provides ratings from leaders, colleagues,and direct/indirect reports based on observed performance on a set of leadershipcompetencies. This information is summarized in the SigmaRADIUS Leadership Effectiveness Report (referred to as the SigmaRADIUS Report).The SigmaRADIUS Development Guide contains the following 4 sections:1)Identifying Personal Strengths and Development OpportunitiesThe first step involves considering the Big Picture to identify your Personal Strengths,Development Opportunities, and those results that were surprising or expected.2)Identifying GapsThe second step involves reviewing a list of the leadership competencies to identifythose that have contributed to success in your position. In this activity, you willdetermine the gap between your self-ratings and your overall scores.3)Understanding your ResultsThe third step involves gaining a better understanding of your SigmaRADIUS results. Thisinvolves exploring surprising results and considering reflection questions aimed athelping you resolve any possible discrepancies between your self perception and others’perception of your leadership performance. This section will help you integrate variousperspectives that provide distinct information about your leadership performance.4)Designing your Personal Enhancement PlanThe fourth step involves identifying and prioritizing the leadership competencies todevelop and leverage. Enhance your leadership potential by incorporating these corecompetencies into your Personal Enhancement Plan and staying focused on yourdevelopment goals.Section 1: Identifying Personal Strengths and Development OpportunitiesA CTIVITY 1.T HEB IG P ICTUREOnce you’ve read your SigmaRADIUS report and understood your results, take a moment to reflect and identify general patterns and themes. This activity encourages you to gain abroad perspective of your strengths and development opportunities as observed by others.The idea is to capture general impressions and identify the take home message.Based on your recollection of your results (don’t look back at your report!), take a moment right now to jot down a summary list of those areas where you excel and those where you feel that you could develop and improve.1.2.3.1.2.3.1.2.3.1.2.3.Section 2: Identifying DiscrepanciesA CTIVITY 2.D RILLING D OWNNow it’s time to see how your self-ratings stack up relative to the ratings provided by others.Listed below are the leadership competencies and corresponding definitions. In the columns provided, fill in your overall score, your self-rating, and the gap (or difference) betweenthese scores.Example: If your self-rating for Sensitivity is 7.0 and your overall score is 5.3, the gap is 1.7(7.0 –5.3 = 1.7).Technical Orientation Demonstrating technical proficiency or expertise acquired through education, training, or experience.Analytical Orientation Demonstrating a preference for problems requiring precise, logical reasoning, and showing an ability to dissect and understand complex, multifaceted problems.Decisiveness The ability to make clear-cut and timely decisions with the appropriate amount of information.Creativity Demonstrating the ability to initiate original and innovative ideas, products, and approaches.Thoroughness The ability to attend to detail and develop a comprehensive approach to problems.Objectivity The ability to maintain a realistic perspective and keep personal biases to a minimum.Risk Taking The willingness to take sound, calculated risks, based on good judgment, in situations where the outcome is uncertain.Prioritizing The ability to quickly identify critical tasks and manage time accordingly to complete these tasks without getting distracted by less important matters.Business Acumen Demonstrating good judgment and business sense as well as the ability to understand business operations, market trends, the competition, and the bottom-line.Open-Mindedness A willingness to consider new ideas and approaches, as well as input from others.First Impression The ability to create a positive impact through social confidence, sincerity, dress, and verbal fluency.Interpersonal Relations Relating to others in an outgoing, friendly, warm, and personable manner in order to establish and maintain effective interpersonal relationships.Sensitivity Showing a supportive, considerate, sensitive, and caring attitude toward the needs, concerns, moods, agendas, interests, and aspirations of others.Social Astuteness The ability to accurately read and respond diplomatically to organizational trends and norms, as well as effectively deal with organizational politics.Conflict Management The ability to mediate and resolve conflicts and disagreements in a manner best for all parties involved.Communication Keeping direct reports and leaders informed about decisions, events, and developments that affect them.Formal Presentation The ability to deliver an interesting, informative, and organized presentation.Persuasiveness The ability to sell others on ideas, approaches, products, and services.Negotiation The ability to negotiate outcomes that further the interests of the organization, and when possible, also further the interests of opposing groups.Operating Upwards The ability to comfortably interact withsenior management using their language, understanding their perspective, andresponding at their level.Client/Customer Focus Demonstrating a service-oriented approach,remaining open to feedback, andmaintaining positive, trusting, productive relationships in order to meet the needs andexpectations of internal and externalcustomers.Listening Skills A willingness to take the time to listen to others' questions and concerns, and to hear their points of view on workplace issues.Demonstrating Understanding Demonstrating an understanding of what others are saying by identifying the relevant information and accurately conveying it to the person.Achievement and Motivation Demonstrating the motivation to work hard, be successful, achieve difficult goals, and complete challenging tasks.Self-Discipline The ability to resist impulse, maintain focus, and see a project through to completion.Flexibility The ability to adapt one's style or approach in order to adjust to changing circumstances or to achieve an objective.Independence The ability to be self-starting and work independently of others when necessary.Self-Esteem Demonstrating a high level of self-worth and self-confidence.Emotional Control Maintaining personal composure during times of stress or pressure, when things are uncertain, or when faced with conflict or disagreement.Dependability The ability to be counted on to meet commitments and deadlines.Ambition Demonstrating a desire for increased influence and promotion in the organizational hierarchy.Valuing Diversity Responding to others with dignity and respect and in a way that recognizes and values individual differences.Integrity Demonstrating a high quality of characterincluding being honest, ethical, trustworthy, and sincere, and effectively representingand respecting company values.Desire to Learn Embracing new challenges and theopportunity to learn, as well asdemonstrating the motivation to grow and develop by responding positively toconstructive feedback.Assuming Responsibility The willingness to step forward and take charge of a difficult situation, without being asked to do so.Vision Seeing the "big picture" in the organization, industry, and economy, including having a clear sense of the company's ideal future state and communicating this to others in a compelling way.Emphasizing Excellence Setting challenging goals and high quality standards, and expecting direct reports to perform at their highest level.Organizational Spokesperson Serving as figurehead and spokesperson for one's unit, and effectively promoting and defending the interests of one’s direct reports.Involving Direct Reports Consulting with direct reports, soliciting suggestions, and taking these suggestions seriously.Facilitating Teamwork The ability to promote teamwork, cooperation, and identification with the work group.Inspirational Role Model The ability to set a positive and inspirational example for direct reports to follow.Short-Term Planning Establishing short-term goals and objectives for direct reports and for the work unit, and developing action steps to achieve them.Strategic Planning The ability to establish a long-rangedirection for the organization or unit, set broad goals that align with the direction,and identify the means to reach those goals.Organizing the Work of Others Clearly defining roles and responsibilities for direct reports, and letting them know exactly what tasks should be done and what results are expected.Delegation Delegating responsibility and authority to direct reports and giving them discretion in determining how to do their work.Monitoring and Controlling Checking on the performance of directreports, giving them personalized feedback, and taking disciplinary action whennecessary.Motivating Others Showing enthusiasm and providing encouragement, recognition, constructive criticism, and coaching to direct reports.Attracting Staff The ability to hire and retain staff, and keep turnover at an acceptable level.Productivity Accomplishing an above average quantity and quality of work.Developing/ Coaching Others Supporting the development and career goals of direct reports through work assignments, ongoing developmental discussions, and feedback.Work/Life Balance Maintaining a healthy and productive balance between work responsibilities and life outside of work.A CTIVITY 3.I DENTIFYING S URPRISES AND E XPECTED R ESULTSFrom the table you just completed in A CTIVITY 2, sort the competencies into one of the four boxes below. Read the examples below to get started. Use your best judgment to sort the competencies, but as a rough guideline, you can consider gaps greater than 1.0 as “unexpected” scores. In some cases, raters’ comments may provide additional information. Example 1:If you received a high overall score on Facilitating Teamwork, but your self-rating was low, then write this behaviour in box 3 (Unexpected Personal Strength)Example 2:If you received a low overall score on Creativity, but your self-rating was high, then write this behaviour in box 4 (Unexpected Development Opportunity)Example 3:If your overall score aligned with your self-rating, then write these competencies in box 1 (Expected Personal Strength) or box 2 (Expected Development Opportunity)1234A CTIVITY 4.W HAT I’VE L EARNED S O F AR…Now it’s time to reflect and consider a few important questions that will help you integrate the information you’ve gathered based on the development activities.1.What are the qualities that define who I am at work? What do others rely on me for?2.Do my results indicate self-awareness or is this an area for improvement? For example,do I see myself the same way that others see me?3.Is my job structured in a way that restricts my ability to perform or demonstrate mypersonal strengths?4.Are my personal strengths being adequately reinforced or rewarded?5.Have I developed strategies and learned how to compensate for those areas where Idon’t have a natural talent? For example, have I learned to rely on others for tasks that involve planning and organizing if this is not a natural talent of mine?6.Have I received training or coaching designed to enhance my performance on a givenleadership competency?7.Am I in a position that inhibits my ability to perform a given leadership competency? Forexample, do my supervisors tell me to delegate but I typically find that I don’t have the resources and support to do so?8.Am I demonstrating important leadership competencies to the best of my ability? CouldI try harder?9.Have any patterns emerged across rater categories? For example, are ratings from myleaders consistently higher than ratings from my direct/indirect reports? What are the implications of this?10.What is the most important thing that I’ve taken away from this process?4. Designing your Personal Enhancement PlanA CTIVITY 5.L EADERSHIP D EVELOPMENT L INEUPThe purpose of this exercise is to identify and prioritize those leadership competencies that should receive the most attention, given your current position and performance results. This final lineup will be used to build your Personal Enhancement Plan.Based on all of the information you’ve gathered, select the six core competencies for yourLeadership Development Lineup.When creating your lineup, include both:∙Development Opportunities identified by either your raters or yourself (or both) as areas that require improvementDevelop those areas that are not currently my strengths∙Personal Strengths to leverage or draw upon in the futureAlign my strengths with my role so I can do more of what I’m good at Prioritize the core competencies in your lineup below by choosing one DevelopmentOpportunity and one Personal Strength to work on in the short term. Once you havereached your short term goals, move on to those competencies that are on deck.1.2.3.4.5.6.Begin building your plan by transferring the first core competency listed in your LeadershipDevelopment Lineup on page 8into the blank Personal Enhancement Plan worksheet onpage 11. Follow the examples presented below and on the next page to start your plan.A CTIVITY 6.P ERSONAL E NHANCEMENT P LAN E XAMPLE 1Core Competency:CommunicationGoal:Hold weekly 1 hour meetings to share recent news and project developments with my teamTimeline:I must hold 8 consecutive meetings on Fridays in May & June to establish this pattern Action Steps:1.Critical Behaviours –What I need to do differently to reach my goalI need to keep my direct reports better informed about recent decisions, developments, and updates that affect their work and their progress on team projects2.Role Model–Who do I admire and when is the best time to observe themMy boss Jill always keeps me “in the know.” I will observe & take note during our meeting on Tuesday 3.Practice–How will I apply these critical behaviours on the jobKeep a spreadsheet of current projects and who is involved, and update it every day. Establish the meeting time on Mondays and send a communication email, prepare a thorough agenda beforehand4.Feedback–Identify those who are in the best position to provide feedback & by whenJim, Steve, and Ann can let me know if I’ve kept them in the loop or not. Ask them on Mondays5.Learning –How will I stay current and enhance my knowledge in this areaAsk Rick to keep me updated on new technology aimed at helping people stay organized!Expected Outcomes:1.I will know I’ve met my goal when:Meetings on Fridays become automatic and others find them productive and informative2.Others who will benefit from this and the changes they will notice:Jim, Steve, Ann, and Jill will no longer have to take it upon themselves to stay in the loop, they will be able to work independently because I have promptly shared information, roles, and expectationsBegin building your plan by transferring the first core competency listed in your Leadership Development Lineup on page 8into the blank Personal Enhancement Plan worksheet onpage 11. Follow the example presented below and on the previous page to start your plan.A CTIVITY 6.P ERSONAL E NHANCEMENT P LAN E XAMPLE 2Core Competency:Achievement and MotivationGoal: Teach my direct reports how to formalize & document short and long term goals in order to increase accountability & help them establish meaningful, relevant rewards for reaching their goalsTimeline:Establish monthly meetings with Jim, Steve, and Ann to review their progress. It may take 6 months or so to establish this pattern. Re-evaluate goals & timelines in JanuaryAction Steps:1. Critical Behaviours -What I need to do differently to reach my goalLeverage my strengths by sharing my knowledge & experience on how to document goals & accomplishments and how to stay motivated and engaged in your work2. Role Model–Who do I admire and when is the best time to observe themMy mentor Peter, who shared his wisdom with me. Meet with him for lunch on Tuesday to get advice 3.Practice–How will I apply these critical behaviours on the jobDefine my goals in writing, use them as a teaching tool, establish monthly meetings to check in4.Feedback–Identify those who are in the best position to provide feedback & by whenMy direct reports (Ann, Jim, Steve) can let me know if I’ve helped them (after each monthly meeting)5.Learning –How will I stay current and enhance my knowledge in this areaDo some research on goal setting and achievement, read relevant management journals & new booksExpected Outcomes:1. I will know I’ve met my goal when:My direct reports “check off” their short term goals and show me they’ve achieved a long term goal 2. Others who will benefit from this and the changes they will notice:This should motivate the whole team to work harder and deliver exceptional resultsUse this worksheet to build your Personal Enhancement Plan, starting with the first corecompetency listed in your Leadership Development Lineup on page 8. You can continue to use this worksheet, or a similar format, for your short term, on deck, and long term goals.A CTIVITY 7.P ERSONAL E NHANCEMENT P LANCore Competency:Goal:Timeline:Action Steps:1.Critical Behaviours -What I need to do differently to reach my goal2.Role Model–Who do I admire and when is the best time to observe them3.Practice–How will I apply these critical behaviours on the job4.Feedback–Identify those who are in the best position to provide feedback & by when5.Learning –How will I stay current and enhance my knowledge in this areaExpected Outcomes:1.I will know I’ve met my goal when:2.Others who will benefit from this and the changes they will notice:。
全国高三高中英语专题试卷带答案解析
全国高三高中英语专题试卷班级:___________ 姓名：___________ 分数：___________一、单项选择1.—It's a pity that Andrew didn't want to go to the conference.—________ willing to go，we could have paid all his expenses.A．Had he been B．BeingC．Was he D．He had been2.Everything，unless otherwise ________，will go on as planned.A．stating B．states C．to state D．stated3.Seldom ________ TV when he studied in senior high school.A．he watches B．he watchedC．does he watch D．did he watch4.—Mary，turn the heat down，________ burn.—OK.Mum.A．the cake will B．or the cake willC．will the cake D．and the cake will5.________ going to the program If You Are the One，she knew she had to be there or her mother would be unhappy.A．Although much she dislikedB．Much although she dislikedC．As she disliked muchD．Much as she disliked6.Not until I read your letter ________ the true state of the affairs.A．did I understand B．had I understoodC．I understood D．I had understood7.There are eight tips in Dr.Roger's lecture on sleep，and one of them is：________ to bed early unless you think it is necessary.A．doesn't go B．not to goC．not going D．don't go8.________ this way can we smooth the difficulty we are faced with now.A．Just in B．After in C．Just by D．Only in9.The new technology，if ________ to farming，will help increase the grain output.A．applying B．to applyC．applied D．having applied10.—What was it that caused the party to be put off?—________ the invitations.A．Because Tom delayed sendingB．Tom delayed to sendC．That Tom delayed sendingD．Tom delayed sending二、完形填空A Leap(跳跃)to HonorLeaping on a narrow balance beam(平衡木) is not easy.But Lola Walter, a 13－year－old gymnast, is an expert at it.To perfect her skills, Lola ____ for four hours a day, five days a week.At the state championships in March, she finished seventh out of 16 girls.That's especially impressive，____she is legally blind, born with a rare condition that causes her eyes to shift(移动)constantly.She often sees double and can't ____ how far away things are.When she was little, her mom ____ that even though she couldn't see ____ , she was fearless.So her mom signed her up for gymnastics when she was three.She loved the ____ right away and gymnastics became her favorite.Though learning gymnastics has been more ___ for her than for some of her teammates, she has never quit.She doesn't let her ____ stop her from doing anything that she wants to.She likes the determination it takes to do the sport.Her biggest ____ is the balance beam.Because she has double vision, she often sees two beams.She must use her sense of touch to help her during herroutine.Sometimes she even closes her eyes.“You have to ____ your mind that it'll take you whe re you want to go，” says Lola.To be a top－level gymnast, one must be brave.The beam is probably the most ____ for anyone because it's four inches wide.At the state competition, Lola didn't fall ___ the beam.In fact, she got an 8.1 out of 10——her highest score yet.Lola doesn't want to be ____ differently from the other girls on her team.At competitions, the judges don't know about her vision ____.She doesn't tell them, because she doesn't think they need to know.Her mom is amazed by her ____ attitude.Lola never thinks about ____.She is presently at level 7 while the highest is level 10 in gymnastics.Her ____ is to reach level 9.She says she wants to be a gymnastics coach to pass down what she's learned to other kids ____ she grows up.Lola is____of all her hard work and success.She says it's helped her overcome problems in her life outside gymnastics too.Her ___ for others is “just believe in yourself”．【1】A．runs B．teaches C．trains D．dances【2】A．since B．unless C．after D．though【3】A．tell B．guess C．assume D．predict【4】A．suspected B．remembered C．imagined D．noticed【5】A．deeply B．well C．ahead D．closely【6】A．task B．sport C．event D．show【7】A．boring B．enjoyable C．difficult D．satisfactory【8】A．talent B．quality C．nature D．condition【9】A．doubt B．advantage C．challenge D．progress【10】A．examine B．express C．open D．trust【11】A．fearful B．harmful C．unfair D．inconvenient 【12】A．to B．on C．off D．against 【13】A．greeted B．treated C．served D．paid【14】A．pains B．stresses C．injuries D．problems 【15】A．positive B．friendly C．flexible D．cautious 【16】A．defending B．quitting C．winning D．bargaining 【17】A．standard B．range C．view D．goal【18】A．until B．as C．when D．before 【19】A．proud B．tired C．ashamed D．confident 【20】A．plan B．advice C．reward D．responsibility三、阅读理解Women nowadays do not just want to work to help meet the rising costs of living and education for their children. They also want a career that will enable them to bring out their skills and use their potentials so that they can experience a sense of fulfillment and pride that come from achievements and success. Some careers that have been traditionally dominated(支配)by the male species have been made open and filled up by women as well. It is no longer a surprising occurrence today to see many women working as pilots, astronauts, engineers, in construction sites, and in the printing business that operates high-tech machines.Many women are also taking their chances on managerial and executive positions that mostly men are the ones sitting on. Many of them also do well in the line of education as teachers, deans and even presidents of universities. You can also see many women as lecturers and reviewers of different businesses. One example is that of the online printing company reviews where women usually have a say on what is the best choice for online printers for any marketing needs.From the income that women are getting from their work, they are able to maintain a family and able to provide a better education for their children and able to enjoy a comfortable lifestyle.However, there are still pronounced biases (偏见) against women in high leadership positions. There still exists the so-called gender-role stereotyping. Women need help to cope with and manage the typical stereotyping of women workers and managers. Those who look for jobs advertised in the classified sections of the newspaper often discover that many corporate positions are closed to women. And most often than not, many give preference to men by indicating in their ads phrases such as “male preferred” or “male applicants only”. Even in some family run or owned corporations, seldom can you see women managers and presidents.Surveys show that although a man and a woman have the same level or handle the same position in an organization, the man would get a higher or bigger compensation package(薪酬) compared to women. Because of this, many women are just contented，to be in subordinate positions in finance, human resources, sales, manufacturing and other supportive roles.There are still other barriers that prevent women from reaching their full potentials in the world of employment. Our culture does not encourage women to excel in government and in business-related jobs. Women who are able to make it on top and handle leadership roles are sometimes regarded merely as tokens. The abilities and skills of women are normally questioned by their own peers, and sadly even by other women.If you are a woman who have the interest, ability and drive to pursue management careers，career counseling is of great help to help you find direction and increase motivation to pursue your career goals. It will help you have the self-confidence to get you in the same career opportunities open to men in this society that still prefers men for top level positions.【1】From the first paragraph we know that women________.A．work mainly to help meet the rising costs of livingB．want to provide their children with better educationC．also want to take some more challenging jobsD．have taken up some work that men can do well【2】It can be inferred that in the past it was surprising to see women________.A．taking jobs outside homeB．working as pilots or astronautsC．educating their children at homeD．operating machines at home【3】The underlined word “subordinate” in the 5th paragraph has a similar meaning to“________”．A．higher B．lowerC．more rewarding D．less demanding【4】What's the best title for the passage?A．Women working out of housesB．Women fighting against biasesC．Women getting larger incomeD．Women aiming high in careers全国高三高中英语专题试卷答案及解析一、单项选择1.—It's a pity that Andrew didn't want to go to the conference.—________ willing to go，we could have paid all his expenses.A．Had he been B．BeingC．Was he D．He had been【答案】A【解析】考查虚拟语气与倒装。
比较中国与德国会计制度不同
Concerning the difference between Germany and China's accounting system and reasons一：Review"With the development of economy, accounting is more and more important." Accounting is the world's universal language of business. In establishing the level of economic development and improve our level of capital markets to adapt, the theory and methodology of accounting standards and international accounting practices and the process of global economic integration trends in harmony, in order to better learn from the experience of foreign cash, we need constantly making comparative analysis of national accounting system in order to better implementation of international accounting standards. Germany, as the EU economically developed countries, international accounting theory and practice reflected in its accounting system, accounting for the development of a good reference and role. So we choose to compare German and Chinese accounting standards as the research object.二：The differences between Germany and China accounting system1. German accounting model is the typical representative in the Nordic countries , which emphasize accounting and financial reporting rules should be geared to the needs of the company in order to protect the interests of the company. While the time of China to establish a market economy is not long. It is in a sound and perfect stage. The capital is also a scarce resource .Market has played an important role in resource configuration, this is a big success progress of history .But at the same time, the allocation of resources is also influenced by national macroeconomic regulation and control, thecharacteristics of imperfect market economy determines the diversity of Chinese accounting service goals; Government as a macroeconomic regulators need is a general statistical data and summary data. The needs of the national tax and accounting objectives, there are a lot of difference between the accounting system is designed to deal with tax can't satisfy the needs of other users; The accounting information of enterprises management authorities need to differ in thousands ways, mainly for internal assessment services; The investors and creditors for investment, borrowing needs; Requires the accounting information should be able to reveal the investment value and business risk of the enterprise.2. Germany is the developed countries, China is a developing country. Because of the difference between the regional economic development level, social history and culture background also reflected in the differences of accounting standards. Like financial instruments measure, fixed assets, physical assets, such as trading on German demands in "fair value" measurement. But China is reluctant .China's immature market mechanism, property market is not perfect, it is difficult to form a market of fair value, and accounting in the fair value of China's lack of experience. From the demand point of view, Chinese investors and other accounting information users pay more attention to "reliability", not "relevance";More hope to get is reliable to reflect the past transactions and events of the financial position and operating results of information, rather than on the basis of the fair value of the forecast information ;More inclined to "the historical cost measurement," rather than "fair value" measurement .So, Germany and China accounting system will have different rules.3. The definition of accounting elements are clearly, when differences of opinion, as a judge on the basis of this definition. In Germany, the financial and accounting laws often to avoid certain accounting concept more clear definition. Definition of accounting elements, more is the understanding of the German accounting scholars from their own, also there are a variety of opinions.German accounting law about accounting elements because there is no clear definition, so also can't to confirm according to its accounting elements .At the same time, the German law nor shall be separately prescribed accounting elements confirmation standard, so, in fact, Germany on its confirmation is heavily dependent on the accounting academic ideas put forward based on the accounting rules and based on the accounting rules and regulations to make legal precedent4. Accounting systems of German law mandatory and the integrity of the content, the macro guidance, caution on the whole, and the impartiality of the disclosure of information .In terms of the contents, the sex, procedural discourse, less focus on standard accounting work should be what kind of results. "People" of Chinese accounting system focused on the specification, many content specification is given priority to with technology, method, results of sexual discourse is not much, lead to accounting norms of poor maneuverability and verifiable.三：The analysis of the causes of different between Germany and China accounting systemAll things for a reason, Germany and China accounting system different is mainly due to the economic development level, cultural level, and the social politics, the following we use Hofstede's five dimensions and Gray 's four accounting values were analyzed.（一）Hofstede's five dimensions1: Individualism versus collectivismChina , At a score of 20 China is a highly collectivist culture where people act in the interests of the group and not necessarily of themselves. Employee commitment to the organization (but not necessarily to the people in the organization) is low. Whereas relationships with colleagues are cooperative for in-groups they are cold or even hostile to out-groups. Personal relationships prevail over task and company.The German(67) society is a truly individualistic one .Small families with a focus on the parent-children relationship rather than aunts and uncles are most common.2: Large versus small power distanceGermany is among the lower power distant countries (score 35). A direct and participative communication and meeting style is common, control is disliked and leadership is required to show expertise and best accepted.China(score80): our country is long-term belongs to a highly centralized state, despite the reform and opening up, the reform to a certain degree of decentralization, but compared to the America and other western countries,China clearly belong to the typical right from the big country. So it can be imagined, the formulation of accounting standards in China is difficult to benefit by mutual discussion, standards tend to flow in general, lack of integrity and comprehensiveness, and financial accounting information is inevitable in the very great degree is to need to echo Power HoldersI think this difference in power distance may explain why the Germany as a country of individualism and just focus on the overall macro-control, and the nature of the actual work and procedural requirements less, focusing on specific individuals in the actual accounting work operations, while China is a country due to centralization , so the government is responsible for developing the system , modify, focusing on normative rather poor operability .3:Strong versus weak uncertainty avoidanceGermany is a uncertainty country (65),so there is a slight preference for uncertainty avoidance. This is also reflected by the law system. In combination with their low Power Distance, where the certainty for own decisions is not covered by the larger responsibility of the boss, Germans prefer to compensate for their higher uncertainty by strongly relying on expertise. China, at 30 China has a low score on uncertainty avoidance. Truth may be relative though in the immediate social circles there is concern for Truth with rules (but not necessarily laws) abound. So for the factors of uncertainty , the country can only allow it to develop and do not dare to take action.This also explains why some economy businesses of Germany adopt the fair value measurement when occur , expecting to rely on their expertise to reduce uncertainty. And China is using the cost method of valuation services for the economy measured.4:Masculinity versus femininityChina is a masculine society (score66). For example, many Chinese people will sacrifice family and leisure priorities to ensure a successful career. Service personnel will provide services until late. Farmers' unions choose to leave their families and homeland, came to the city to seek a new life. Another example is that China is very concerned about their students' test scores and rankings, because it is to measure the success of the students is very important criteria. Germany ,with a score of 66 Germany is considered a masculine society. Performance is much valued and early required as the school system separates children into different types of schools at the age of ten. People rather “live in order to work”and draw a lot of self-esteem from their tasks.5: long term vs short term orientationGermany's high score of 83 indicates that it is a long-term country. People believe that truth depends on situation, context and time. They show an ability to adapt traditions easily to changed conditions, a strong mind to save and invest , thriftiness, and perseverance in achieving results.China got 87 points, which means it has a very pragmatic corporate culture. In the process of social development to keep the pragmatic, people believe that truth depends largely on the situation, context and time. They exhibit very easily to adapt to tradition, the ability to change the environment. They have a strong propensity to save and invest. They achieve results through thrift and perseverance.（二）Gray 's four accounting values1: Professionalism Versus Statutory ControlGermany's accounting "procedure" is its remarkable characteristics different from other countries .Germany belongs to continental law system, economicorder is mainly rely on laws to specification .Basic principles of accounting, accounting statement compiling and audit and so on all have expressly prescribed by law .German accounting norms by the government through scattered in the regulation of the "company law", "commercial law" and "tax law" to reflect .”The company law “and”the commercial law”for accounting regulation mostly is sweeping requirements, and the constraints of the "tax law" for the German company accounting, more detailed and specific, But "tax law" shows that accounting records and statements should be subject to tax purposes. In addition to perfect law system, its legal system and strict law enforcement also are very specific. A specific German accounting legal system include commercial law, limited liability company law, company law, and the corporation shares combined company specially formulated.China's accounting occupation level is apparent on the low side, whether the accounting occupation self control ability, or the occupation judgment ability of the accountants are stretched, far from, which in turn can only follow the requirements of laws and regulations and legal management system. For example, occupation management in the accounting field of our country by the Ministry of Finance (official) to specific management, self management of non folk; the accounting criterion of our country is from the Ministry of Finance shall be responsible for formulating, and non folk formulation, these were associated with the occupation of our country accounting level directly related to lower. As for the differences between China's accounting standards content caused by the accounting occupation level of our low and American, international accounting standards, can be found everywhere, such as the only income measurement method of accounting standards by gross method, for instance in China on the measurement of the lessee leasing assets and liabilities, directly to the rental payment the amount of original entry, without considering the discount factor2: Uniformity Versus FlexibilityChina's lofty cultural collectivism, the hierarchical management structure of centralized maintaining political and interpersonal relationship, emphasis on "benevolence, ritual, loyalty, filial piety", "if you insist," reflected China's culture is the preference of unity rather than individual flexible and active. Reflected in the accounting system and accounting standards, is unified and business needs of different enterprises in different period accounting practice accounting method consistently, less to the enterprise leave suit one's measures to local conditions of accounting treatment. The uniform accounting system of the accounting reform in China is a cultural phenomenon pirated; accounting reform, although want to enterprise accounting personnel to a certain degree of flexibility, but in practice it is difficult to get rid of the influence of this culture. German accounting standards apply only to the shares of the company, other types of enterprises can refer to the accounting treatment, but not mandatory. Consistency problem the choice of accounting method also holds a flexible attitude, it thinks, as long as the cost benefit principle, it should be allowed to carry out the accounting change. German culture personality development pay attention to individual initiative and flexibility, thus remarkable.3: Conservatism Versus OptimismGermany：Income profit confirm the cautious principle of fully embodies the characteristics of a conservative German financial system. To realize but not yet confirmed by market profit cannot be registration books, of course also cannot be as dividends into shareholders' pockets. Such as salesman not according to the internationalization of accounting system with Germany buyer sign trade contract to determine the income, must be in the product delivered to the buyer to determine the income.Company annual bonuses often for future possible losses Cautious principle embodies the principle to protect the interests of the creditors, for creditors,reduce enterprise outflows of course good, but the financial report is often too much consider the interests of the creditors, cannot really reflect the enterprise to create value.China：Do not overstate assets or income, understate liabilities or expenses. But not in any of the grounds of caution to extract various preparations . Assets and liabilities in the process of fair trade in accordance with the fair value of its value4: Secrecy Versus TransparencyGermany: small businesses can simplify the statements can disclose or not to disclose less notes, only large companies have a broader disclosure requirements，the balance sheet, income statement, notes, status report (financial statement), not required to prepare a statement of cash flows, the report points to simplify the format and general formatChina: listed companies must publicly disclosed information content mainly includes: the prospectus; Listed format and content Regular reports (including the annual report, interim report and quarterly report);The interim report. The report includes financial reports, financial reports of the balance sheet, income statement, the cash flow statement, statement of changes in owners' equity, notes to financial statements, financial fact sheet is to disclose.四：SummaryAs China's external trade gradually emerging multipolar trends, European countries, especially in advanced countries such as the European Union has become one of Germany's most important trading partner collaboration, fully familiar with and master the EU economic system is necessary to help in better promote Chinese enterprises with German companies economic cooperation. Learning can also be effective in promoting Chinese accounting systemperfected.The source：/germany.html/s/blog_6cab96e901014mqu.html/wiki/Hofstede/article/7222697.html/p-342581237.html./view/6a527ca1d516c0412e5244677168e032.html/link?url=BnkmmM2xiT9dnEDr4ibUGL76F3ES8SnEm8Dl1kwAfBTTP4 yDIuD-Ri9WUbXDE8_yokGxAI0xfEkcIg1YVuHRR9FbVzMvWeXK_YjX7fQOfC7。
美赛范文
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Problem Chosen
B
2014 M athem atical Contest in M odeling (M CM ) Sum m of evaluating the best college coach ever lies largely in evaluating the performance of a college coach reasonably, especially when we consider both genders and the time factor among various sports. Existing models, however, do not take into account the above factors thoroughly. This problem can be attributed to an evaluation problem. We present a novel solution called “Weighted Topological Sorting Model” to setting up a scientific assessment system of indexes to choose the top 5 coaches in the history of three professional sports. We firstly obtain the data of all college coaches. In particular, we select five representative indicators tightly related the state of coaches and their own backgrounds by means of clustering and analysis. Then we formulate the Analytical Hierarchy Process (AHP) to get the ranking of coaches. In order to reduce the subjectivity of AHP, we combined AHP with Triangular Fuzzy Function. In particular, considering the time line horizon, we make the weight of different periods of coaching based on Life Cycle Theory. We conclude a more rational solution. We show that this strategy is not optimal for its instability but can be improved by establishing a Fuzzy Neutral Network Model using the above fuzzy rules we have got. It also can reduce evaluation errors. Moreover, we develop a new evaluation without traditional and external individual evaluation. This is called Weighted Topological Sorting Model. By distinguishing teams of different genders, we compare each two coaches to obtain the directed and weighted network of contacts. We compare the data with The ESPN Rankings to verify our models. Finally, based on the analysis about the strengths and weaknesses of the proposed models, we have also considered the refinement of our models, taking unobservable factors into account.
1979年至2004年鱼和肉英语作文
1979年至2004年鱼和肉英语作文From 1979 to 2004, the consumption of fish and meat in China underwent significant changes. During this period, China experienced rapid economic growth and urbanization, leading to shifts in dietary patterns and preferences. This essay will explore the trends in fish and meat consumption in China from 1979 to 2004 and analyze the factors influencing these changes.In 1979, China began its economic reforms under the leadership of Deng Xiaoping, which led to a period of rapid economic growth and urbanization. As people's incomes increased, so did their ability to afford more diverse and higher-quality foods, including fish and meat. As a result, the consumption of fish and meat in China began to rise steadily.During the 1980s, the consumption of fish and meat in China continued to increase, driven by rising incomes, urbanization, and changes in dietary habits. Fish, in particular, gained popularity as a source of protein, omega-3 fatty acids, and other essential nutrients. Meat consumption also rose, with pork being the most popular choice among Chinese consumers.In the 1990s, the consumption of fish and meat in China experienced further growth, fueled by continued economicdevelopment and changes in lifestyle and dietary preferences. Fish consumption remained popular, with a growing demand for a variety of fish species, including freshwater and marine fish. Meat consumption also continued to rise, with an increasing preference for poultry and beef in addition to pork.By the early 2000s, fish and meat had become staple foods in the Chinese diet, reflecting the country's increasing affluence and changing food culture. Fish consumption remained high, with an emphasis on freshness and quality. Meat consumption also continued to grow, with a rising demand for premium cuts and processed meat products.Several factors influenced the trends in fish and meat consumption in China from 1979 to 2004. Economic growth and rising incomes played a significant role in driving increased consumption of fish and meat, as people had more disposable income to spend on food. Urbanization also contributed to the growth in fish and meat consumption, as urban residents tended to have more diverse dietary preferences and access to a wider variety of foods.Changes in lifestyle and dietary habits also influenced the consumption of fish and meat in China during this period. As people became more health-conscious and aware of the benefitsof a balanced diet, they increasingly turned to fish and meat as sources of protein, essential nutrients, and flavor. In addition, changing food preferences, including a growing interest in Western-style dishes and cuisines, contributed to the rising demand for fish and meat in China.In conclusion, from 1979 to 2004, the consumption of fish and meat in China experienced significant growth, driven by economic development, urbanization, changes in lifestyle and dietary habits, and shifting food preferences. Fish and meat became popular choices for Chinese consumers, reflecting the country's increasing affluence and evolving food culture. Looking ahead, the trends in fish and meat consumption in China are likely to continue evolving in response to changes in the economy, society, and consumer preferences.。
宁为鸡头,不为凤尾的英文
宁为鸡头,不为凤尾的英文I'd rather be a rooster's head than a phoenix's tail.This proverbial saying depicts the preference for being a leader or a prominent figure, even if it means being in a lower position, rather than being at the bottom of the hierarchy. The phrase implies that it is better to be a leader and have some control over one's life than to be at the mercy of others.In life, there are often situations where we have to make choices. Sometimes, making the decision to be a leader or take control of our own destiny requires sacrifices, hard work, and facing challenges. However, the rewards and satisfaction that come with being in a leadership position or having authority can outweigh the difficulties.First and foremost, being the head of something can provide a sense of purpose and fulfillment. It gives us a sense of pride and accomplishment, knowing that we are responsible for making important decisions and shaping the direction of an organization or a team. This sense of ownership can be incredibly motivating and can drive us to strive for success and excellence in our endeavors. Furthermore, being a leader offers opportunities for growth and development. By taking charge and being at the forefront, we have the chance to expand our skills, knowledge, and abilities. Leaders often face unique challenges that necessitate problem-solving skills, critical thinking, and effective communication. Through these experiences, we can develop valuable qualities such as resilience, adaptability, and strong decision-making abilities, which can bevaluable assets in both personal and professional life.Another advantage of being a leader is the ability to influence and inspire others. As a rooster's head, we have the power to guide and motivate those around us. By setting a positive example and demonstrating strong leadership qualities, we can inspire others to reach their full potential. This can create a supportive and productive work environment, leading to increased efficiency, teamwork, and ultimately, success.Moreover, being a leader often opens doors to new opportunities. Those in leadership positions are more likely to be recognized for their accomplishments and be considered for promotions, new projects, and collaborations. This can lead to career advancement and increased visibility within one's industry or field. Consequently, being a rooster's head can help us expand our professional network and establish valuable connections that can further enhance our future prospects.Lastly, being a leader also allows for the creation of a legacy. A rooster's head has the ability to leave a lasting impact on their environment and those they lead. By implementing positive changes, inspiring others, and achieving significant goals, leaders can leave behind a legacy of success and leave a positive imprint on society.In conclusion, the proverb "I'd rather be a rooster's head than a phoenix's tail" highlights the value of being a leader and having control over one's destiny. Although it may require sacrifices and hard work, being at the forefront offers a sense of purpose,personal growth, the ability to influence and inspire others, new opportunities, and the potential for creating a lasting legacy.。
英语预测
Pollution: An Increasing Concern in China It is reported that ten big cities in China are being ranked among the top twenty cities with the highest pollution index in the world. This means it is high time we did something to bring the situation under control.
Many factors are contributing to the deteriorating situation: industrial wastes pumped into the air, the lakes and rivers; a increasing number of automobiles crowding into the streets; the widespread use of plastic bags etc.
To my view, stiffer laws and regulations must be implemented to check pollution. Industries that release wastes without permission should be heavily fined. Cars should be equipped to minimize the exhaust they release into the air. And the use of plastic bags and disposable meal boxes should be banned. What's more, the media should play an important role in implanting a sense of environmental consciousness into people's mind.
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EGO CONCERN
Overly Concerned with being “well liked’ Difficulty with confrontation Nervous around strangers Goes along with others too readily Avoids giving negative feedback A “Hitchhiker” in groups
ISOLATION
Seen as aloof Seldom socializes with others Likes to individually contribute vs. being on a team Avoids large groups Often misunderstood by others Hides behind a large “mask”
FRUSTRATION
Gives up prematurely Quick tempered Easily annoyed by trivial things Biter and resentful when angry Falls apart under high stress Lashes out at others
CONTROL
Leads in a group of equals Likes to influence others decisions Can make decisions quickly w limited info Wants to take the crucial shot Shares opinions readily Enjoys taking a leadership role
ACHIEVEMENT
Intellectually or athletically competitive Drives self to be the best he/she can be Continually trying to improve Appropriately ambitious Works toward clear personal goals Is seen as a hard woR PRESSURE
Makes good decisions under pressure Keeps calm in emergencies Not easily discouraged Takes control under deadline pressure The right one to lead in a crisis Enjoys do or die situations
INTELLECTUAL CURIOSITY
Strong strategic or conceptual focus Wide ranging interests Continually questioning others to learn Enjoys problem solving Likes to understand the “why” of things Sees interconnections in disparate events
THE LEADERSHIP STYLE PREFERENCE INDEX
INTERPRETATION
PROCRASTINATION
Put off difficult decisions Low sense of urgency Goes into situations unprepared Takes a long time to get started on things Mistakes result from waiting too long Assembles too much information
REBELLIOUSNESS
A rebel Closed minded Difficulty with accommodation or compromise Lack of respect for authority figures Ignores rules or policies Seen as a “Sniper” in a group
COERCION
Stubborn Uses punishments to drive behaviors Difficulty with delegation Cynical, sarcastic and cutting in meetings Keeps great distance from direct reports Seen as egotistical
APPROACHABILITY
Warm and Friendly Personal charisma Seen as down to earth Outgoing People confide in you Takes a personal interest in others at work
IMPULSIVENESS
Jumps in versus plans A wide range of visible emotions Says things which later have to be retracted Acts on the spur of the moment Jumps back and forth from task to task Starts a lot but finishes few
RISK AVERSION
Analysis paralysis Overly compulsive Apprehensive about the future Discomfort with most levels of risk More tense than healthy May freeze in a crisis