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英文文献翻译

英文文献翻译

外文文献原稿和译文原稿Sodium Polyacrylate:Also known as super-absorbent or “SAP”(super absorbent polymer), Kimberly Clark used to call it SAM (super absorbent material). It is typically used in fine granular form (like table salt). It helps improve capacity for better retention in a disposable diaper, allowing the product to be thinner with improved performance and less usage of pine fluff pulp. The molecular structure of the polyacrylate has sodium carboxylate groups hanging off the main chain. When it comes in contact with water, the sodium detaches itself, leaving only carboxylions. Being negatively charged, these ions repel one another so that the polymer also has cross-links, which effectively leads to a three-dimensional structure. It has hige molecular weight of more than a million; thus, instead of getting dissolved, it solidifies into a gel. The Hydrogen in the water (H-O-H) is trapped by the acrylate due to the atomic bonds associated with the polarity forces between the atoms. Electrolytes in the liquid, such as salt minerals (urine contains 0.9% of minerals), reduce polarity, thereby affecting superabsorbent properties, especially with regard to the superabsorbent capacity for liquid retention. This is the main reason why diapers containing SAP should never be tested with plain water. Linear molecular configurations have less total capacity than non-linear molecules but, on the other hand, retention of liquid in a linear molecule is higher than in a non-linear molecule, due to improved polarity. For a list of SAP suppliers, please use this link: SAP, the superabsorbent can be designed to absorb higher amounts of liquids (with less retention) or very high retentions (but lower capacity). In addition, a surface cross linker can be added to the superabsorbent particle to help it move liquids while it is saturated. This helps avoid formation of "gel blocks", the phenomenon that describes the impossibility of moving liquids once a SAP particle gets saturated.History of Super Absorbent Polymer ChemistryUn til the 1980’s, water absorbing materials were cellulosic or fiber-based products. Choices were tissue paper, cotton, sponge, and fluff pulp. The water retention capacity of these types of materials is only 20 times their weight – at most.In the early 1960s, the United States Department of Agriculture (USDA) was conducting work on materials to improve water conservation in soils. They developed a resin based on the grafting of acrylonitrile polymer onto the backbone of starch molecules (i.e. starch-grafting). The hydrolyzed product of the hydrolysis of this starch-acrylonitrile co-polymer gave water absorption greater than 400 times its weight. Also, the gel did not release liquid water the way that fiber-based absorbents do.The polymer came to be known as “Super Slurper”.The USDA gave the technical know how several USA companies for further development of the basic technology. A wide range of grating combinations were attempted including work with acrylic acid, acrylamide and polyvinyl alcohol (PVA).Since Japanese companies were excluded by the USDA, they started independent research using starch, carboxy methyl cellulose (CMC), acrylic acid, polyvinyl alcohol (PVA) and isobutylene maleic anhydride (IMA).Early global participants in the development of super absorbent chemistry included Dow Chemical, Hercules, General Mills Chemical, DuPont, National Starch & Chemical, Enka (Akzo), Sanyo Chemical, Sumitomo Chemical, Kao, Nihon Starch and Japan Exlan.In the early 1970s, super absorbent polymer was used commercially for the first time –not for soil amendment applications as originally intended –but for disposable hygienic products. The first product markets were feminine sanitary napkins and adult incontinence products.In 1978, Park Davis (d.b.a. Professional Medical Products) used super absorbent polymers in sanitary napkins.Super absorbent polymer was first used in Europe in a baby diaper in 1982 when Schickendanz and Beghin-Say added the material to the absorbent core. Shortly thereafter, UniCharm introduced super absorbent baby diapers in Japan while Proctor & Gamble and Kimberly-Clark in the USA began to use the material.The development of super absorbent technology and performance has been largely led by demands in the disposable hygiene segment. Strides in absorption performance have allowed the development of the ultra-thin baby diaper which uses a fraction of the materials – particularly fluff pulp – which earlier disposable diapers consumed.Over the years, technology has progressed so that there is little if any starch-grafted super absorbent polymer used in disposable hygienic products. These super absorbents typically are cross-linked acrylic homo-polymers (usually Sodium neutralized).Super absorbents used in soil amendments applications tend to be cross-linked acrylic-acrylamide co-polymers (usually Potassium neutralized).Besides granular super absorbent polymers, ARCO Chemical developed a super absorbent fiber technology in the early 1990s. This technology was eventually sold to Camelot Absorbents. There are super absorbent fibers commercially available today. While significantly more expensive than the granular polymers, the super absorbent fibers offer technical advantages in certain niche markets including cable wrap, medical devices and food packaging.Sodium polyacrylate, also known as waterlock, is a polymer with the chemical formula [-CH2-CH(COONa)-]n widely used in consumer products. It has the ability to absorb as much as 200 to 300 times its mass in water. Acrylate polymers generally are considered to possess an anionic charge. While sodium neutralized polyacrylates are the most common form used in industry, there are also other salts available including potassium, lithium and ammonium.ApplicationsAcrylates and acrylic chemistry have a wide variety of industrial uses that include: ∙Sequestering agents in detergents. (By binding hard water elements such as calcium and magnesium, the surfactants in detergents work more efficiently.) ∙Thickening agents∙Coatings∙Fake snowSuper absorbent polymers. These cross-linked acrylic polymers are referred to as "Super Absorbents" and "Water Crystals", and are used in baby diapers. Copolymerversions are used in agriculture and other specialty absorbent applications. The origins of super absorbent polymer chemistry trace back to the early 1960s when the U.S. Department of Agriculture developed the first super absorbent polymer materials. This chemical is featured in the Maximum Absorbency Garment used by NASA.译文聚丙烯酸钠聚丙烯酸钠,又可以称为超级吸收剂或者又叫高吸水性树脂,凯博利克拉克教授曾经称它为SAM即:超级吸收性物质。

Java编程语言外文翻译、英汉互译、中英对照

Java编程语言外文翻译、英汉互译、中英对照

文档从互联网中收集,已重新修正排版,word格式支持编辑,如有帮助欢迎下载支持。

外文翻译原文及译文学院计算机学院专业计算机科学与技术班级学号姓名指导教师负责教师Java(programming language)Java is a general-purpose, concurrent, class-based, object-oriented computer program- -ming language that is specifically designed to have as few implementation dependencies as possible. It is intended to let application developers "write once, run anywhere" (WORA), meaning that code that runs on one platform does not need to be recompiled to run on another. Java applications are typically compiled to byte code (class file) that can run on any Java virtual machine(JVM) regardless of computer architecture. Java is, as of 2012, one of the most popular programming languages in use, particularly for client-server web applications, with a reported 10 million users. Java was originally developed by James Gosling at Sun Microsystems (which has since merged into Oracle Corporation) and released in 1995 as a core component of Sun Microsystems' Java platform. The language derives much of its syntax from C and C++, but it has fewer low-level facilities than either of them.The original and reference implementation Java compilers, virtual machines, and class libraries were developed by Sun from 1991 and first released in 1995. As of May 2007, in compliance with the specifications of the Java Community Process, Sun relicensed most of its Java technologies under the GNU General Public License. Others have also developed alternative implementations of these Sun technologies, such as the GNU Compiler for Java and GNU Classpath.Java is a set of several computer software products and specifications from Sun Microsystems (which has since merged with Oracle Corporation), that together provide a system for developing application software and deploying it in across-platform computing environment. Java is used in a wide variety of computing platforms from embedded devices and mobile phones on the low end, to enterprise servers and supercomputers on the high end. While less common, Java appletsare sometimes used to provide improved and secure functions while browsing the World Wide Web on desktop computers.Writing in the Java programming language is the primary way to produce code that will be deployed as Java bytecode. There are, however, byte code compilers available forother languages such as Ada, JavaScript, Python, and Ruby. Several new languages have been designed to run natively on the Java Virtual Machine (JVM), such as Scala, Clojure and Groovy.Java syntax borrows heavily from C and C++, but object-oriented features are modeled after Smalltalk and Objective-C. Java eliminates certain low-level constructs such as pointers and has a very simple memory model where every object is allocated on the heap and all variables of object types are references. Memory management is handled through integrated automatic garbage collection performed by the JVM.An edition of the Java platform is the name for a bundle of related programs from Sun that allow for developing and running programs written in the Java programming language. The platform is not specific to any one processor or operating system, but rather an execution engine (called a virtual machine) and a compiler with a set of libraries that are implemented for various hardware and operating systems so that Java programs can run identically on all of them. The Java platform consists of several programs, each of which provides a portion of its overall capabilities. For example, the Java compiler, which converts Java source code into Java byte code (an intermediate language for the JVM), is provided as part of the Java Development Kit (JDK). The Java Runtime Environment(JRE), complementing the JVM with a just-in-time (JIT) compiler, converts intermediate byte code into native machine code on the fly. An extensive set of libraries are also part of the Java platform.The essential components in the platform are the Java language compiler, the libraries, and the runtime environment in which Java intermediate byte code "executes" according to the rules laid out in the virtual machine specification.In most modern operating systems (OSs), a large body of reusable code is provided to simplify the programmer's job. This code is typically provided as a set of dynamically loadable libraries that applications can call at runtime. Because the Java platform is not dependent on any specific operating system, applications cannot rely on any of the pre-existing OS libraries. Instead, the Java platform provides a comprehensive set of its own standard class libraries containing much of the same reusable functions commonly found in modern operating systems. Most of the system library is also written in Java. For instance, Swing library paints the user interface and handles the events itself, eliminatingmany subtle differences between how different platforms handle even similar components.The Java class libraries serve three purposes within the Java platform. First, like other standard code libraries, the Java libraries provide the programmer a well-known set of functions to perform common tasks, such as maintaining lists of items or performing complex string parsing. Second, the class libraries provide an abstract interface to tasks that would normally depend heavily on the hardware and operating system. Tasks such as network access and file access are often heavily intertwined with the distinctive implementations of each platform. The and java.io libraries implement an abstraction layer in native OS code, then provide a standard interface for the Java applications to perform those tasks. Finally, when some underlying platform does not support all of the features a Java application expects, the class libraries work to gracefully handle the absent components, either by emulation to provide a substitute, or at least by providing a consistent way to check for the presence of a specific feature.The success of Java and its write once, run anywhere concept has led to other similar efforts, notably the .NET Framework, appearing since 2002, which incorporates many of the successful aspects of Java. .NET in its complete form (Microsoft's implementation) is currently only fully available on Windows platforms, whereas Java is fully available on many platforms. .NET was built from the ground-up to support multiple programming languages, while the Java platform was initially built to support only the Java language, although many other languages have been made for JVM since..NET includes a Java-like language called Visual J# (formerly named J++) that is incompatible with the Java specification, and the associated class library mostly dates to the old JDK 1.1 version of the language. For these reasons, it is more a transitional language to switch from Java to the .NET platform, than a first class .NET language. Visual J# was discontinued with the release of Microsoft Visual Studio 2008. The existing version shipping with Visual Studio 2005will be supported until 2015 as per the product life-cycle strategy.In June and July 1994, after three days of brainstorming with John Gage, the Director of Science for Sun, Gosling, Joy, Naughton, Wayne Rosing, and Eric Schmidt, the team re-targeted the platform for the World Wide Web. They felt that with the advent of graphical web browsers like Mosaic, the Internet was on its way to evolving into the samehighly interactive medium that they had envisioned for cable TV. As a prototype, Naughton wrote a small browser, Web Runner (named after the movie Blade Runner), later renamed Hot Java.That year, the language was renamed Java after a trademark search revealed that Oak was used by Oak Technology. Although Java 1.0a was available for download in 1994, the first public release of Java was 1.0a2 with the Hot Java browser on May 23, 1995, announced by Gage at the Sun World conference. His announcement was accompanied by a surprise announcement by Marc Andreessen, Executive Vice President of Netscape Communications Corporation, that Netscape browsers would be including Java support. On January 9, 1996, the Java Soft group was formed by Sun Microsystems to develop the technology.Java编程语言Java是一种通用的,并发的,基于类的并且是面向对象的计算机编程语言,它是为实现尽可能地减少执行的依赖关系而特别设计的。

智能交通系统中英文对照外文翻译文献

智能交通系统中英文对照外文翻译文献

智能交通系统中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Traffic Assignment Forecast Model Research in ITS IntroductionThe intelligent transportation system (ITS) develops rapidly along with the city sustainable development, the digital city construction and the development of transportation. One of the main functions of the ITS is to improve transportation environment and alleviate the transportation jam, the most effective method to gain the aim is to forecast the traffic volume of the local network and the important nodes exactly with GIS function of path analysis and correlation mathematic methods, and this will lead a better planning of the traffic network. Traffic assignment forecast is an important phase of traffic volume forecast. It will assign the forecasted traffic to every way in the traffic sector. If the traffic volume of certain road is too big, which would bring on traffic jam, planners must consider the adoption of new roads or improving existing roads to alleviate the traffic congestion situation. This study attempts to present an improved traffic assignment forecast model, MPCC, based on analyzing the advantages and disadvantages of classic traffic assignment forecast models, and test the validity of the improved model in practice.1 Analysis of classic models1.1 Shortcut traffic assignmentShortcut traffic assignment is a static traffic assignment method. In this method, the traffic load impact in the vehicles’ travel is not considered, and the traffic impedance (travel time) is a constant. The traffic volume of every origination-destination couple will be assigned to the shortcut between the origination and destination, while the traffic volume of other roads in this sector is null. This assignment method has the advantage of simple calculation; however, uneven distribution of the traffic volume is its obvious shortcoming. Using this assignment method, the assignment traffic volume will be concentrated on the shortcut, which isobviously not realistic. However, shortcut traffic assignment is the basis of all theother traffic assignment methods.1.2 Multi-ways probability assignmentIn reality, travelers always want to choose the shortcut to the destination, whichis called the shortcut factor; however, as the complexity of the traffic network, thepath chosen may not necessarily be the shortcut, which is called the random factor.Although every traveler hopes to follow the shortcut, there are some whose choice isnot the shortcut in fact. The shorter the path is, the greater the probability of beingchosen is; the longer the path is, the smaller the probability of being chosen is.Therefore, the multi-ways probability assignment model is guided by the LOGIT model:∑---=n j ii i F F p 1)exp()exp(θθ (1)Where i p is the probability of the path section i; i F is the travel time of thepath section i; θ is the transport decision parameter, which is calculated by the followprinciple: firstly, calculate the i p with different θ (from 0 to 1), then find the θwhich makes i p the most proximate to the actual i p .The shortcut factor and the random factor is considered in multi-ways probabilityassignment, therefore, the assignment result is more reasonable, but the relationshipbetween traffic impedance and traffic load and road capacity is not considered in thismethod, which leads to the assignment result is imprecise in more crowded trafficnetwork. We attempt to improve the accuracy through integrating the several elements above in one model-MPCC.2 Multi-ways probability and capacity constraint model2.1 Rational path aggregateIn order to make the improved model more reasonable in the application, theconcept of rational path aggregate has been proposed. The rational path aggregate,which is the foundation of MPCC model, constrains the calculation scope. Rationalpath aggregate refers to the aggregate of paths between starts and ends of the trafficsector, defined by inner nodes ascertained by the following rules: the distancebetween the next inner node and the start can not be shorter than the distance betweenthe current one and the start; at the same time, the distance between the next innernode and the end can not be longer than the distance between the current one and theend. The multi-ways probability assignment model will be only used in the rationalpath aggregate to assign the forecast traffic volume, and this will greatly enhance theapplicability of this model.2.2 Model assumption1) Traffic impedance is not a constant. It is decided by the vehicle characteristicand the current traffic situation.2) The traffic impedance which travelers estimate is random and imprecise.3) Every traveler chooses the path from respective rational path aggregate.Based on the assumptions above, we can use the MPCC model to assign thetraffic volume in the sector of origination-destination couples.2.3 Calculation of path traffic impedanceActually, travelers have different understanding to path traffic impedance, butgenerally, the travel cost, which is mainly made up of forecast travel time, travellength and forecast travel outlay, is considered the traffic impedance. Eq. (2) displaysthis relationship. a a a a F L T C γβα++= (2)Where a C is the traffic impedance of the path section a; a T is the forecast traveltime of the path section a; a L is the travel length of the path section a; a F is theforecast travel outlay of the path section a; α, β, γ are the weight value of that threeelements which impact the traffic impedance. For a certain path section, there aredifferent α, β and γ value for different vehicles. We can get the weighted average of α,β and γ of each path section from the statistic percent of each type of vehicle in thepath section.2.4 Chosen probability in MPCCActually, travelers always want to follow the best path (broad sense shortcut), butbecause of the impact of random factor, travelers just can choose the path which is ofthe smallest traffic impedance they estimate by themselves. It is the key point ofMPCC. According to the random utility theory of economics, if traffic impedance is considered as the negativeutility, the chosen probability rs p of origination-destinationpoints couple (r, s) should follow LOGIT model:∑---=n j jrs rs bC bC p 1)exp()exp( (3) where rs p is the chosen probability of the pathsection (r, s);rs C is the traffic impedance of the path sect-ion (r, s); j C is the trafficimpedance of each path section in the forecast traffic sector; b reflects the travelers’cognition to the traffic impedance of paths in the traffic sector, which has reverseratio to its deviation. If b → ∞ , the deviation of understanding extent of trafficimpedance approaches to 0. In this case, all the travelers will follow the path whichis of the smallest traffic impedance, which equals to the assignment results withShortcut Traffic Assignment. Contrarily, if b → 0, travelers ’ understanding error approaches infinity. In this case, the paths travelers choose are scattered. There is anobjection that b is of dimension in Eq.(3). Because the deviation of b should beknown before, it is difficult to determine the value of b. Therefore, Eq.(3) is improvedas follows:∑---=n j OD j OD rsrs C bC C bC p 1)exp()exp(,∑-=n j j OD C n C 11(4) Where OD C is the average of the traffic impedance of all the as-signed paths; bwhich is of no dimension, just has relationship to the rational path aggregate, ratherthan the traffic impedance. According to actual observation, the range of b which is anexperience value is generally between 3.00 to 4.00. For the more crowded cityinternal roads, b is normally between 3.00 and 3.50.2.5 Flow of MPCCMPCC model combines the idea of multi-ways probability assignment anditerative capacity constraint traffic assignment.Firstly, we can get the geometric information of the road network and OD trafficvolume from related data. Then we determine the rational path aggregate with themethod which is explained in Section 2.1.Secondly, we can calculate the traffic impedance of each path section with Eq.(2),Fig.1 Flowchart of MPCC which is expatiated in Section 2.3.Thirdly, on the foundation of the traffic impedance of each path section, we cancalculate the respective forecast traffic volume of every path section with improvedLOGIT model (Eq.(4)) in Section 2.4, which is the key point of MPCC.Fourthly, through the calculation processabove, we can get the chosen probability andforecast traffic volume of each path section, but itis not the end. We must recalculate the trafficimpedance again in the new traffic volumesituation. As is shown in Fig.1, because of theconsideration of the relationship between trafficimpedance and traffic load, the traffic impedanceand forecast assignment traffic volume of everypath will be continually amended. Using therelationship model between average speed andtraffic volume, we can calculate the travel timeand the traffic impedance of certain path sect-ionunder different traffic volume situation. For theroads with different technical levels, therelationship models between average speeds totraffic volume are as follows: 1) Highway: 1082.049.179AN V = (5) 2) Level 1 Roads: 11433.084.155AN V = (6) 3) Level 2 Roads: 66.091.057.112AN V = (7) 4) Level 3 Roads: 3.132.01.99AN V = (8) 5) Level 4 Roads: 0988.05.70A N V =(9) Where V is the average speed of the path section; A N is the traffic volume of thepath section.At the end, we can repeat assigning traffic volume of path sections with themethod in previous step, which is the idea of iterative capacity constraint assignment,until the traffic volume of every path section is stable.译文智能交通交通量分配预测模型介绍随着城市的可持续化发展、数字化城市的建设以及交通运输业的发展,智能交通系统(ITS)的发展越来越快。

外文翻译FYH

外文翻译FYH

本科生毕业设计 (论文)
外文翻译
原文标题IPv4 Address Behaviour T oday 译文标题IPv4今日地址行为
作者所在系别计算机科学与工程系
作者所在专业网络工程
作者所在班级B08522
作者姓名范永浩
作者学号20084052204
指导教师姓名安志远
指导教师职称教授
完成时间2012 年 3 月
北华航天工业学院教务处制
注:1. 指导教师对译文进行评阅时应注意以下几个方面:①翻译的外文文献与毕业设计(论文)的主题是否高度相关,并作为外文参考文献列入毕业设计(论文)的参考文献;②翻译的外文文献字数是否达到规定数量(3 000字以上);③译文语言是否准确、通顺、具有参考价值。

2. 外文原文应以附件的方式置于译文之后。

应收账款风险管理外文文献翻译2014年译文3530字

应收账款风险管理外文文献翻译2014年译文3530字

文献出处:Michalski G. The Study of Accounts receivable risk management [J]. International Review of Business Research Papers, 2014 (68): 83-96.(声明:本译文归百度文库所有,完整译文请到百度文库。

)原文The Study of Accounts receivable risk managementMichalski G.AbstractIn the fierce market competition, enterprises in order to obtain a competitive advantage, in addition to relying on product,price, advertising and other means, basically use credit to credit as the foundation of this marketing means. The development of credit, to a certain extent, to expand the company's market share, improves the competitiveness of enterprises, but on the other hand, the formation of a large number of accounts receivable. Due to the factors of customer, market and many other aspects of existence, accounts receivable is easy to form a bad and doubtful debt. Once the bad and doubtful debts too much,would seriously endanger the development of the enterprise, and even lead to bankruptcy. Therefore, enterprises in the positive use of credit this marketing means to expand market share, we must strengthen the management of accounts receivable using a variety of measures, to reduce the risk of accounts receivable, in order to avoid business dilemma to expand credit and difficult to collect the payment. Under this background, the research of enterprise accounts receivable risk management has a very important significance to reduce enterprise accounts receivable risk.Key words: Accounts receivable; Risk management; Credit management1 IntroductionEnterprise in order to expand product sales, increase product sales, more or less, there are certain goods sell on credit, goods sell on credit is formed the account receivable, thereby increasing the risk of enterprise operation. Therefore, the enterprise must take practical measures, formulate rational and effective managementmethods, such as accounts receivable beforehand prevention, supervision and recycling management, to ensure the reasonable occupied level of accounts receivable and payment security, as far as possible to reduce bad debt losses, reduce business risk. In order to strengthen the management of accounts receivable risk, to revitalize the enterprise funds, increase the risk resistance ability of the enterprise. Through effective management, can guarantee the enterprise production and management normalization, reduce unnecessary financial expenses keep enough cash flow, can be more flexible to respond to market changes, increase the ability to resist risks of enterprises in the market, to better control the market.2 Problems need to be solved2.1Internal control department responsibilities chaos. Internal control system refers to the unit in order to ensure that business activities orderly, ensure the safety and integrity of the assets, prevent fraud, and fraud, and realize the goal of management and develop and implement a series of has the control function of the methods, measures and procedures. In the era of the socialist market economy, the enterprise accounts receivable risks mainly because of the internal system, one-sided pursuit of profit, did not establish the sustained development strategy, lack of communication between sales department and finance department, not assign special personnel to pursue of accounts receivable, no accounts receivable inventory system is established.2.2 Sales staff lack of professional ethics. Some salesman wanted to get rich without considering corporate interests, only to complete performance when selling products, not to take to the customer management by objectives, the lack of effective planning, after the occurrence of credit to the customer pledge no tracking or lack of tracking, collection of easily accept the customer the reason and finish the receivable task. Lack of complete sales idea, don't think the recovery of payment is a part of sales. These behaviors can't provide accurate market information, for the company to mislead the company decision, reduce the company's economic benefit, resulting in enterprise receivables cost increase.2.3 lack of advanced analysis of the accounts receivable risk degree. Enterprise musthave a large number of sales of goods, in order to survive must withdraw the payment at the same time, only in this way can enterprises healthy development, but sometimes in order to expand sales of enterprises by credit, also can produce a large number of accounts receivable, accounts receivable increase directly affect the enterprise's short-term debt paying ability and cash flow. To this, the enterprise must according to the customer in reimbursement dynamics of accounts receivable risk rating, see which companies can return on time, which don't, take action on their payments, in advance to avoid the loss.2.4 Credit management system is not perfect.At present our country has just started to establish the system of credit management, credit management system is almost blank, credit management units are mainly limited to the banking, securities and other financial institutions, enterprises are few. Enterprise is mostly blind credit policy, the result is looser credit policy, easy cause credit long maturity and high cash discount, low credit standards. At the same time, the social credit consciousness is weak, many enterprises do not value their own credit, malicious delinquency, form a vicious circle, causes the credit crisis.3 How to deal with the enterprise accounts receivable risk3.1 Improve accounts receivable internal control system.Set up a perfect credit management, to manage customer credit, to the customer for effective risk management, the purpose is to predict in advance to reduce losses. Understand the customer's credit situation, establish credit files for customers according to collect information for dynamic management. Enterprise financial department should regularly take back, aging of accounts receivable, cost, and so on and so forth, should use the ratio in the analysis, comparison, trend, analysis methods, such as the structure analysis of overdue loans bad debt risk and the impact on the financial condition, to determine bad treatment and the current credit policy. Check the implementation of internal control system, internal audit department to check whether there are accounts receivable cannot be brought back, check whether there is any major mistakes, dereliction of duty on staff, internal fraud, deliberately not withdraw accounts, etc., to ensure the recovery of accounts receivable. Sales department shall establish a perfectmarketing system, and constantly improve the level of sales personnel's professional ethics, strengthen the performance, not to sell, while ignoring the potential risk of receivables.3.2 Perfect sales staff appraisal method. An enterprise to keep accounts receivable is not high, we must strengthen the enterprise staff risk awareness, the operator is the soul of enterprise management and sales personnel, is the direct way to create sales revenue, if in this link problems, will affect the healthy development of the enterprise, the enterprise should enhance the propaganda work for employees, increasing reward, make employees to realize enterprise management state is closely connected with employees, earnestly, completes the labor of duty, improve enterprise economic benefits. Set up payment for goods collection appraisal system.In order to prevent sales staff one-sided pursuit of sales and sales, enterprises should make payment for goods inspection rewards and punishment system, such as accounts receivable, bad debt loss rate index, carries on the inspection of relevant staff, in order to determine the rewards and punishments.3.3 Strengthen the advanced analysis of accounts receivable risk degree. Accounts receivable risk analysis for an enterprise to correct forecast development trend of accounts receivable is very important, is advantageous to the accounts receivable back on time, reduce bad debt losses, therefore the enterprise accounts receivable, enterprises should take various measures to strive for timely recovery of funds, to not withdraw money, should do a good job in the accounts receivable risk degree analysis, when it is necessary to take certain measures, in order to reduce the risk of accounts receivable. In this use ABC classification management of inventory management, to talk about how to analyze the degree of accounts receivable risk.3.4 Enhance the management of enterprise credit system. In order to strengthen the management of accounts receivable, formulate an effective accounts receivable credit policy, not only can save funds advance expenditure, reduce bad debt losses, but also can expand sales, improve the economic benefits of enterprises. Establish customer credit evaluation system, risk aversion. Customer credit evaluation system is carried out on the customer credit evaluation, according to the evaluation results toidentify which customers can give commercial credit, which you can't, control the accounts receivable risk. When the customer credit evaluation, from the two aspects of qualitative and quantitative analysis.Qualitative analysis - credit standards. Qualitative analysis is a kind of credit standards, credit standard is to provide business credit, and minimum requirements, establish standard of credit is the key to consider customer delay the payment, or refuse to pay the payment to the company the possibility of damage. The determination of credit standards, mainly according to the actual situation of enterprises, market competition situation and the customer's credit situation to decide. Enterprises in determining the credit standards to do comprehensive problem. Typically companies can use a standard, in order to measure and compare the customer's credit standing. In addition, the company is necessary to conduct regular customer credit quality inspection and evaluation analysis. We can through to the customer's quality, ability, capital, collateral, makes an analysis of the operating environment, etc, this evaluation method is commonly referred to as 5 c system evaluation method, the system is an important factor to evaluate customers' credit quality.Quantitative analysis --, credit conditions. Quantitative analysis is, in fact, a kind of credit conditions. Credit conditions refers to the enterprise for customer credit payment, including credit term, discount and cash discount, is the customer credit quantitative, according to the quantitative index to evaluate the customer credit risk prevention. Customer credit index quantitative process is first calculated can reflect customer debt paying ability and financial status of the main indexes. These indicators including asset-liability ratio, current ratio, quick ratio, equity ratio, etc., and then reflect the quantitative indicators of customer credit compared with normal indicators divided customers into several categories, and different for different categories of customer credit policy, in order to avoid the blindness of sell on credit.3.5 Intensify receivables collection and cash. Accounts receivable collection is in the customer without payment within the prescribed time limit, after the occurrence of accounts receivable, various measures should be taken, as far as possible the paymentfor goods timely recovery. For overdue accounts receivable, should according to its default time, amount to carry on the analysis, collection measures according to the circumstance, collection measures: 5 days late, a first letter again, we call each other asked, head of the situation and understand their attitude, know the reason why the customer can't pay;30 days overdue, it issued a second again, and immediately stop supply again on the phone, cancel the credit limit and credited to corporate customers credit list; Exceed the time limit of 60 days, the third seal again letter, if possible for customers to visit; Overdue 90 days, a fourth letter again letter, consulting professional institutions, the debt to asset survey;180 days overdue, consider litigation or arbitration. In order to guarantee the normal business activities of enterprises, improve enterprise economic benefits, we should reasonable use of accounts receivable, cash for accounts receivable. Enterprises can use accounts receivable to loan, do so on the one hand, reduce the accounts receivable too much, can get a bank loan at the same time, for the enterprise development, enterprises can also be discounted receivables into commercial paper, use of bill financing, reduce the cost of the loan, enterprises can also use accounts receivable factoring financing. Therefore, when the accounts receivable too much, the enterprise should enhance the cash accounts receivable, reduce the loss.4 ConclusionsAccounts receivable is not merely a kind of credit risk management after the event, but a continuous space on a full time complete process. Should be a process and a full range of management process, is a kind of management thought. Comprehensive reflected in accounts receivable management is not only sales department and finance department's affairs, but the collection of the sales department, finance department, accounting department and legal department affairs and the power of the internal audit department. This paper to prevent and dissolve all kinds of accounts receivable risk, lists the concrete methods of the various measures, some may be in domestic has not implemented, but believe as companies stepped up on accounts receivable risk management, continuous improvement of the primary market, the improvement of domestic credit environment, accounts receivable risk will begreatly reduced. Account of the risk management in the developing process of hard to avoid can appear some new problems, which has yet to be further solved译文应收账款风险管理米科斯基摘要在激烈的市场竞争中,企业为了获取竞争优势,除了依靠产品、价格、广告等手段之外,基本上都釆用了以信用为基础的赊销这一营销手段。

ZigBee 中文翻译译文 含外文原文

ZigBee 中文翻译译文 含外文原文

毕业设计(论文)译文及原稿免费下载,免费分享。

让论文写得更简单,更舒适。

更容易……译文题目ZigBee:无线技术,低功耗传感器网络原稿题目ZigBee: Wireless Technologyfor Low-Power Sensor Networks原稿出处电子文献ZigBee:无线技术,低功耗传感器网络加里莱格美国东部时间2004年5月6日上午12:00技师(工程师)们在发掘无线传感器的潜在应用方面从未感到任何困难。

例如,在家庭安全系统方面,无线传感器相对于有线传感器更易安装。

而在有线传感器的装置通常占无线传感器安装的费用80%的工业环境方面同样正确(适用)。

而且相比于有线传感器的不切实际甚至是不肯能而言,无线传感器更具应用性。

虽然,无线传感器需要消耗更多能量,也就是说所需电池的数量会随之增加或改变过于频繁。

再加上对无线传感器由空气传送的数据可靠性的怀疑论,所以无线传感器看起来并不是那么吸引人。

一个低功率无线技术被称为ZigBee,它是无线传感器方程重写,但是。

一个安全的网络技术,对最近通过的IEEE802.15.4无线标准(图1)的顶部游戏机,ZigBee的承诺,把无线传感器的一切从工厂自动化系统到家庭安全系统,消费电子产品。

与802.15.4的合作下,ZigBee提供具有电池寿命可比普通小型电池的长几年。

ZigBee设备预计也便宜,有人估计销售价格最终不到3美元每节点,。

由于价格低,他们应该是一个自然适应于在光线如无线交换机,无线自动调温器,烟雾探测器和家用产品。

(图1)虽然还没有正式的规范的ZigBee存在(由ZigBee联盟是一个贸易集团,批准应该在今年年底),但ZigBee的前景似乎一片光明。

技术研究公司In -Stat/MDR在它所谓的“谨慎进取”的预测中预测,802.15.4节点和芯片销售将从今天基本上为零,增加到2010年的165万台。

不是所有这些单位都将与ZigBee结合,但大多数可能会。

外文翻译

The Strategic Role of Human ResourceManagementTyson, S1. Human Resource Management at WorkWhat Is Human Resource ManagementTo understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform' planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include:Planning: Establishing goals and standards; developing rules and procedures; developing plans and forecasting—predicting or projecting some future occurrence.Organizing: Giving each subordinate a specific task; establishing departments; delegating authority to subordi-nates; establishing channels of authority and communication; coordinating the work of subordinates. Staffing: Deciding what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.Leading: Getting others to get the job done; maintaining morale; motivating subordinates.Controlling: Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it's usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include:Conducting job analyses (determining the nature of each employee's job)Planning labor needs and recruiting job candidatesSelecting job candidatesOrienting and training new employeesManaging Wages and Salaries (how to compensate employees )Providing incentives and benefitsAppraising performanceWhy Is HR Management Important to All ManagersWhy are these concepts and techniques important to all managers? Perhaps it's easier to answer this bylisting some of the personnel mistakes you don't want to make while managing. For example, you don t want:To hire the wrong person for the jobTo experience high turnoverTo find your people not doing their bestTo waste time with useless interviewsTo have your company taken to court because of your discriminatory actionsTo have your company cited under federal occupational safety laws for unsafe practicesTo have some of your employees think their salaries are unfair and inequitable relative to others in the organizationTo allow a lack of training to undermine your department's effectivenessTo commit any unfair labor practicesCarefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results—through others. Remember that you could do everything else right as a manager —lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managers-whether presidents, generals, governors, or supervisors-have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one company president summed up:"For many years it has been said that capital is the bottleneck for a developing industry. I don't think this any longer holds true. I think it's the work force and the company's inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don't know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can't maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future---"At no time in our history has that statement been truer than it is today. As we'll see in a moment, intensified global competition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change; but to manage change they must have committed employees who do their jobs as if they own the company. In this book we'll see that human resource management practices and policies can play a crucial role in fostering such employee commitment and in enabling the firm to better respond to change.2. Line and Staff Aspects of HRMAll managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Let’s answer this question, starling with a short definition of line versus staff authority.Line versus Staff AuthorityAuthority is the right to make decisions, to direct the work of others, and to give orders. In management, we usually distinguish between line authority and staff authority.Line managers are authorized to direct the work of subordinates— they're always someone's boss. In addition, line managers are in charge of accomplishing the organization's basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for accomplishing the organization's basic goals. They also have the authority to direct the work of their subordinates. ) Staff managers, on the other hand, are authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation Line Managers' Human Resource Management ResponsibilitiesAccording to one expert, 'The direct handling of people is, and always has been, an integral part of every line manager's responsibility, from president down to the lowest-level supervisor.For example, one major company outlines its line supervisors' responsibilities for effective human resource management under the following general headings:Placing the right person on the right jobStarting new employees in the organization (orientation)Training employees for jobs that are new to themImproving the job performance of each personGaining creative cooperation and developing smooth working relationshipsInterpreting the company s policies and proceduresControlling labor costsDeveloping the abilities of each personCreating and maintaining departmental moraleProtecting employees' health and physical conditionIn small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.Human Resource Department’s HR Management ResponsibilitiesThe human resource department provides this specialized assistance. In doing so, the HR manager carries out three distinct functions:A line function. First, the HR manager performs a line function by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). In other words, he or she exerts line authority within the personnel department. HR managers are also likely to exert implied authority. This is so because line managers know the HR manager often has access to top management in personnel areas like testing and affirmative action. As a result, HR managers' "suggestions" are often viewed as "orders from topside". This implied authority carries even more weight with supervisors troubled with humanresource/personnel problems.A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as "the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers.Staff (service) functions. Serving and assisting line managers is the "bread and butter" of the HR manager's job. For example, HR assists in the hiring, training, evaluating, rewarding, counseling, promoting, and firing of employees. It also administers the various benefit programs (health and accident insurance, retirement,vacation, and so on). It assists line managers in their attempts to comply with equal employment and occupational safety laws. And it plays an important role with respect to grievances and labor relations. As part of these service activities, the HR managers land department) also carry out an "innovator" role by providing 'up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs. Cooperative Line and Staff Human Resource Management: An ExampleExactly which HR management activities are carried out by line managers and staff managers? There's no single division of line and staff responsibilities that could be applied across the board in all organizations. But to show you what such a division might look like. This shows some HR responsibilities of line managers and staff managers in five areas: recruitment and selection; training and development; compensation; labor relations; and employee security and safety.For example, in the area of recruiting and hiring it's the line manager’s responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.In summary, HR management is an integral part of every manager's job. Whether you're a first-line supervisor, middle manager, or president, whether you're a production manager, sales manager, office manager, hospital administrator, county manager (or HR manager), getting results through people is the name of the game. And to do this, you'll need a good working knowledge of the human resource/personnel concepts and techniques in this book.3. The Changing Environment of Human Resource ManagementChanges are occurring today in the environment of human resource management, changes that are requiring it to play an ever more crucial role in organizations. These trends include work force diversity, technological trends, globalization, and changes in the nature of jobs and work.Work Force DiversityThe composition of the work force will continue to change dramatically in the next ten years; specifically, it will continue to become more diverse as women, minority group members, and older workers flood the work force. Diversity has been defined as "…any attribute that humans are likely to use to tell them, ' that person is different from me' "and thus includes such factors as race, sex, age, values, and cultural norms.”For example, women represented 42.1% of the civilian U.S. labor force in 1979 and 45.5% in 1992, and they should represent 47.7% in the year 2005. This means that in roughly the next ten years the number of women in the labor force will jump by about 24%, while the number of men in the labor force will increase more gradually by a total of about 14%. Related to this, about two-thirds of all single mothers separated, divorced, widowed, or never married) are in the labor force today, as are almost 45% of mothers with children under three years old. The human resource department will increasingly be called upon to help companies accommodate. These employees, with new child care and maternity leave provisions, for example, and with basic skills training where such training is required.Changes in racial composition will be even more dramatic. For example, between 1992 and 2005 people classified as Asian and other (including Native Americans) in the work force will jump by just over 81 %, whilethe number of employees classified as black will rise 25.2%, and those white 15%. In the same period workers classified as white will have declined as a percentage of the civilian labor force from 87.6% in 1979 to 85.5% in 1992 to a projected 82.9% in 2005. The number of Hispanics in the civilian labor force will jump by almost 64% in the next ten years, so that Hispanics will represent 11% of the civilian labor force in 2005, up from 8% in 1992.The labor force is also getting older. The median age of the labor force in 1979 was 34.7 years. This has risen continuously since then to 37.8 years in 1995, and a projected 40.5 years in 2005. This is due mostly to the aging of the baby boom generation, those born between 1946 and 1964. Since baby boomers now comprise just over half the U. S. labored force.Increased diversity will place tremendous demands on the HR management function. The large number of baby boom women in the labor force who are having babies has already necessitated the implementation of more flexible work scheduling options and called greater attention to promotional opportunities for women. As the work force ages, employers will have to grapple with greater health care costs and higher pension contributions. There will also be a shortage of workers aged 25 to 34. "While the career opportunities in management for workers in the 35 to 44 age cohort may be constrained by the abundance of more expe-rienced members of the 45 to 54 age cohort.” With more females in the work force, an upswing in the number of dual-career couples will force more employers to establish child care facilities on or near company premises and to accommodate the travel, scheduling, and moving needs of dual-career employees.In some respects these are among the more mundane diversity-related demands that HR will have to cope with. Health care and promotional options are probably relatively manageable compared to the tensions and pressures that cultural, attitudinal, and value-based differences can trigger. Diversity training and similar programs aimed at creating a cohesive and collegial work force out of a group of highly diverse individuals are thus increasingly a necessity.Creating unanimity from a diverse work force may be more of a challenge for HR than it might at first appear. As several experts recently put it, there are two fundamental and inconsistent realities operating today with regard to diversity. One is that organizations claim they seek to maximize diversity in the work place, and maximize the capabilities of such a diverse workforce. The other is that traditional human resources systems will not allow diversity, only similarity. “These experts specifically refer to the fact that employers traditionally hire, appraise, and promote people who fit a particular employee'' s image of what employees should believe and act like, and there’s a corresponding tendency to screen out those who don't "fit" Establishing HR programs that do more than just pay lip service to the goal of diversity nay thus be a considerable challenge for many employers.Technological TrendsTechnological change will continue to shift employment from some occupations to others while contributing to a rise in productivity. For example, telecommunications already makes it relatively easy for many to work at home. Computer-aided design/computer-aided manufacturing systems plus robotics will also increase. Thus, General Motors has over 14, 000 robots building automobiles (compared to about 1, 000 in 1984), and researchers at Carnegie Mellon University estimated that there were between 100, 000 and 200, 000 robots in the United Stales in the early 1990s. Manufacturing advances like these will eliminate many blue-collar jobs, replacing them with fewer but more highly skilled jobs. Similar changes are taking place in office automation, where personal computers, word processing, and management information systems continue to change the nature of office work.Labor-intensive blue-collar and clerical jobs will decrease while technical, managerial, and professional jobswill increase. Job and organization structures will have to be redesigned, new incentive and compensation plans instituted, new job descriptions written, and new employee selection, evaluation, and training programs instituted — all with the help of HR managementTechnology will also force firms to become more competitive. For example, Inter-Design of Ohio sells plastic clocks, refrigerator magnets, soap dishes, and similar products. Its president explains the impact of information technology—merging communications with computers—this way: "In the seventies we went to the Post Office to pick up our orders. In the early 80s, we put in an 800 number, In the late 80s, we got a fax machine In 1991, we added electronic data interchange" Now, just two years later, more than half of Inter-Design's orders arrive via modem, straight into company computers. Errors in order entry and shipping have all but disappeared. Information technology has also hastened what experts call the "fall of hierarchy;” in other words, managers depend less and less on yesterday's stick-to-the-chain-of-command approach to organizing. For example, with "distributed computing,” every employee with a personal computer on his or her desk can tap into the firm's computer network and get needed information. Says one manager at Goodyear Tire and Rubber Company 'It used to be, if you wanted information, you had to go up, over, and down through the organization. Now you just tap in. That's what broke down the hierarchy. It's not why we bought computers, but it's what they did.HR plays an integral role in any such changes. For example, empowering workers to make more decisions presumes that they are selected, trained, and rewarded to do so.GlobalizationGlobalization refers to the tendency of firms to extend their sales or manufacturing to new markets abroad, and. for businesses everywhere, the rate of globalization in the past few years has been nothing short of phenomenal.For U. S. firms, this globalization is manifesting itself in many ways. The value of the U S. import/export trade grew from 9.4% of the U.S. economy in 1960 to almost 23% in 1991. U. S exports are reaching new markets, with big gains since 1988 to countries ranging from Uruguay and Mexico to the Netherlands, Hungary, and KuwaitProduction is becoming globalized, too, as manufacturers around the world put manufacturing facilities where they will be most advantageous. Thus, the Toyota Camry—what many would claim is “obviously" a Japanese car — is produced in Georgetown, Kentucky and contains almost 80% U.S. made parts. At the same time, the Pontiac LeMans ("obviously" a U S. car) actually contains almost two-thirds foreign-made parts.This globalization of markets and manufacturing has vastly increased international competition. Throughout the world, firms that formerly competed only with local firms— from airlines to auto makers lo banks—now find that complacency must give way to an onslaught of foreign competitors.Many firms have responded successfully while others have failed. When Swedish furniture retailer Ikea built its first U.S. furniture superstore in New Jersey, its superior styles and management systems grabbed market share from numerous domestic competitors, driving several out of business.Such global competition is, of course, a two-way street. Ford and GM have huge market shares in Europe, while IBM, Microsoft, Apple, and countless smaller firms have major market shares around his world. As one international business expert puts it, "the bottom line is that the growing integration of the world economy into a single, huge marketplace is increasing the intensity of competition in a wide range of manufacturing and service industries.Indeed, more U. S firms will transfer their operations abroad, not just to seek cheaper labor, but to tap what Fortune magazine calls " a vast new supply of skilled labor around the world ' Even today, in fact, most multinational firms set up manufacturing plants abroad partly to establish beachheads in promising marketsand partly to utilize that country's professionals and engineers. For example, ASEA Brown Boverita$30-billion-a-year Swiss/Swedish builder of transportation and electric generation systems) already has 25000 new employees in former Communist countries and has thus shifted many jobs from Western to Eastern Europe. From tapping the global labor force to formulating selection, training, and compensation policies for expatriate employees, managing globalization will thus be a major HR challenge in the next few years Trends in the Nature of WorkTechnological and globalization trends are in turn producing changes in the nature of jobs and work. Technological changes including fax machines, information technology, and personal computers have allowed companies to relocate operations to locations with lower wages. For example, Hertz Rent-A-Car's reservation operation is centered in Oklahoma City, while Hyatt Hetel's is in Omaha, Nebraska. There is also a trend toward increased use of part-time and temporary workers. Part-time workers comprised 18.8% of the work force in 1993, up from 15.5% in 1969. However, the most notable trends in the nature of work are the trends to service jobs, and to knowledge work and the stress on human capitalA Service Society An enormous shift from manufacturing jobs to service jobs is taking place in North America and Western Europe. Today over two-thirds of the U.S. work force is employed in producing and delivering services, not products. In fact, the manufacturing work force declined over 12% during the 1980s. Of the 21% million or so new jobs added to the U. S economy through the 1990s, virtually all will be in such service industries as fast foods, retailing, and consulting, teaching, and legal work. These jobs, in turn, will demand new types of "knowledge" workers and new human resource management methods to manage them. Knowledge Work and Human Capital Management expert Peter Drucker has said that the typical business will soon bear little resemblance to the typical manufacturing company of 30 years ago. As Drucker predicts it, "the typical business will be knowledge-based, an organization composed largely of specialists who direct and discipline their own performance through organized feedback from colleagues, customers and headquarters. For this reason, it will be what I call an information-based organization. " As a result, the distinguishing characteristic of companies today and tomorrow, say many experts, is the growing emphasis on human capital — the knowledge, education, training, skills, and expertise of a firm's workers—at the expense of physical capital like equipment, machinery, and the physical plant.This growing emphasis on education and human capital reflects several social and economic factors. One is the increase in the service-oriented nature of the U. S. economy. (Service jobs like consulting put a bigger premium on worker education and knowledge than do traditional manufacturing jobs.) Another is the fact that manufacturing jobs are changing, too. Particularly in the United States, manufacturing-intensive jobs in the steel, auto, rubber, and textile industries are being replaced by what one expert calls "knowledge-intensive high tech manufacturing in such industries as aerospace, computers, telecommunications, home electronics, pharmaceuticals, and medical instruments. At the same time, even heavy manufacturing jobs are becoming more high tech: At Alcoa Aluminum’s Davenport, Iowa plant, for instance, a computer stands at each work post to help each employee control his or her machines or communicate data. As Fortune magazine recently put it, "practically every package deliverer, bank teller, retail clerk, telephone operator, and bill collector in America works with a computer [today] "Jobs today thus demand a level of expertise far beyond that required of most workers 20 or 30 years ago, so that human capital is quickly replacing machines as the basis for most firms' success.Furthermore, it is not unusual for more than one-fourth of many firms' sales to come from products less than five years old. As a result, "innovating—creating new products, new services, new ways of turning out goods more cheaply-—-has become the most urgent concern of corporations everywhere " This means thatcompanies are relying more on employees' creativity and skills, thus placing more stress on the employees brain power.For managers, the challenge of fostering intellectual or human capital lies in the fact that such workers must be managed differently than were those of previous generations. As one expert put this, "the center of gravity in employment is moving fast from manual and clerical workers to knowledge workers, who resist the command and control model that business took from the military 100 years a-go.” Workers like these, in other words, cannot just be ordered around and closely monitored. New human resource management systems and skills will be required to select and train such employees and to win their self-discipline and commitment.4. Tomorrow’s HRTrends like globalization and technological innovation are changing the way firms are managed. Organizations today must grapple with revolutionary trends, accelerating product and technological change; globalize competition, deregulation, demographic changes, and trends toward a service society and the information age. These trends have changed the playing field on which firms must compete. In particular, they have dramatically increased the degree of competition in virtually all industries, while forcing firms to cope with unprecedented product innovation and technological change.In the companies that have successfully responded to these challenges, new modes of organizing and managing have emerged. For example:The traditional, pyramid-shaped organization is giving way to new organizational forms. At firms like AT&T the new way of organizing stresses cross-functional teams and boosting interdepartmental communications. There is a corresponding de-emphasis on "sticking to the chain of command" to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization,1 in which employees do not identify with separate departments but instead interact with whomever they must to get the job done. Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down They say today's organization should put the customer on top and emphasize that every move the company makes should be toward satisfying the customer's needs. Management must therefore empower its front-line employees—the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer's needs. The main purpose of managers in this "upside down" organization is to serve thefront-line employees, to see that they have what they need to do their jobs — and thus to serve the customers. Flatter organizations are the norm. Instead of the pyramid-shaped organization with its seven to ten or more layers of management, flat organizations with just three or four levels will prevail. Many companies (including AT&T and General Electric) have already cut the management layers from a dozen to six or fewer. As the remaining managers have more people reporting to them, they will be less able to meddle in the work of their subordinates.Work itself—on the factory floor, in the office, even in the hotel — is increasingly organized around teams and processes rather than specialized functions. On the plant floor, a worker will not just have the job of installing the same door handle over and over again. He or she will belong to a multifunction team, one that manages its own budget and controls the quality of own work.The bases of power are changing. "In the new organization,” says management theorist Rosabeth Moss Kanter, position, title, and authority are no longer adequate tools for managers to rely on to get their jobs done. Instead, success depends increasingly on tapping into sources of good ideas, on figuring out whose。

3D打印外文文献翻译译文

3D打印外文文献翻译译文
3D printing foreign literature translation in Chinese:
3D打印的外文文献翻译
3D打印是一种快速制造技术,可以通过逐层堆叠材料来创建三维物体。

这种技术已经被广泛应用于许多领域,如汽车制造、医疗保健和航空航天。

3D打印的流程包括设计、建模、切片和制造。

设计人员使用计算机辅助设计软件创建物体的虚拟模型。

然后,这个模型会被切片软件转换成多个薄层的图像。

最后,3D打印机会根据这些图像逐层堆叠材料来制造物体。

通过3D打印技术,制造复杂形状和结构的物体变得更加容易。

与传统制造方法相比,3D打印可以减少材料浪费和生产时间。

此外,3D打印还能够根据用户的个性化需求制造定制化的产品。

例如,在医疗领域,医生可以使用3D打印技术制造适合特定患者的假体和人工器官。

然而,3D打印也面临一些挑战和限制。

首先,3D打印仍然是一个相对昂贵的技术。

购买和维护3D打印设备需要大量的投资。

此外,目前可用的3D打印材料种类有限,制造出来的产品可能不具备足够的强度和耐用性。

另外,3D打印技术还面临知识产权和道德方面的问题。

例如,一些人可能滥用这项技术来制造非法产品,如武器。

此外,3D打印技术还可能导致版权侵犯和知识产权争议。

总而言之,3D打印是一项有潜力的技术,可以在许多领域带来革命性的变化。

然而,要充分发挥其优势,还需要克服一些技术和伦理方面的挑战。

XXX财务分析体系外文文献翻译最新译文

XXX财务分析体系外文文献翻译最新译文XXX the use of DuPont financial analysis system in XXX DuPont system breaks down the return on equity (ROE) into three components: net profit margin。

asset turnover。

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the XXX that it should be used in n with other financial analysis tools.In recent years。

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民航服务空乘外文文献翻译最新译文

民航服务空乘外文文献翻译最新译文XXX linguistic。

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1 丹江口重力坝后期加高的安全稳定性研究 周伟,常晓林,卢淑媛 (武汉大学 水资源与水利水电学院,中国,湖北,武汉430072)

摘要:通过采用以传统库仑摩擦模型和相应的接触元件为基础的一种大位移改善接触摩擦模型,本文对丹江口重力坝后期加高的新老混凝土结合面进行接触分析,以便研究开裂后大坝的稳定和变形状态。计算结果表明,接触面的摩擦应力和正应力的分布及大小符合一般规律,沿坝基面的抗剪断安全系数也满足重力坝设计规范要求。 关键词:安全稳定性研究;接触模型;增广拉格朗日乘子法。

1.概述

为了满足南水北调中线工程,丹江口(DJK)重力坝从162米加高至177.6

米。通过温度场的模拟,丹江口重力坝新老混凝土结合面将会产生厚度变化的裂缝。由于温度变化裂缝必然会产生在结合面。开裂后,研究大坝稳定性和变形状态,本文假定大坝建设后有缝隙,然后采用以增广拉格朗日乘子法为基础的大位移改善接触摩擦模型进行新老混凝土的接触分析。只有在研究了不同条件组合下大坝的整个安全能力和变形状态,设计师才能明白如何将丹江口重力坝新老混凝土接触面坚固地结合,以及是否有足够的安全能力,以抵抗增加的水的反作用力。

2接触模型 2.1接触问题综述

接触问题是高度非线性的,需要有效的计算机资源来解决。我们理解这个问

题的物理性和花时间去建立尽可能高效运行的实际模型是非常重要的。接触问题呈现了两个显著的困难。首先,我们通常不知道接触的区域,直到我们已经遇到问题。根据载荷,材料,边界条件和其他因素的影响,结合面可以彼此渗入和分 2

离以不可预知的和突然的方式。然后,大多数接触问题需要考虑摩擦。有几种摩擦法和模型可供选择,并且都是非线性的。摩擦反应是无规律的,使得求解收敛困难。为了模拟一个接触问题,我们首先需要确定其可能的相互作用的部分进行分析。如果该相互作用中的一部分是在一个点上,模型对应的部件是一个节点。如果该相互作用中的一部分是在一个表面上,模型中的对应的部件是一个元素:一个梁,壳,或固态元件。本文只讨论面面接触问题和模型,其中有限元模型通过特定接触元素的存在来识别可能的接触对。这些接触元件被叠加在正被用于分析相互作用模型的各个部分。 图一 简化摩擦模型

2.2库仑摩擦模型 在基本的库仑摩擦模型中,其结合面彼此开始滑动前,两个接触面可以承受剪应力在一定程度的升高。该状态被称为粘滞。库仑摩擦模型(见图1 )被定义为: limlim p (1) 其中lim是极限剪切应力,为摩擦系数,是等效的剪应力, p为接触常压。

一旦等效剪应力超过lim ,结合面和目标表面就会相对于彼此滑动。这 状态被称为滑动。粘滞/滑动计算决定从粘滞到滑动的过渡点,反之亦然。 2.3改进库仑摩擦应力模型 摩擦是一个复杂的物理现象,它涉及到接触面的特性如表面粗糙度,相对速 度,正应力,甚至有时还与温度有关。摩擦的实际物理性仍然是一个研究课题。因此,摩擦的数值模拟已经被简化为两种理想化模型。 最流行的摩擦模型是粘着摩擦或库仑摩擦应力模型。本文采用了一种在传统 3

的库仑摩擦模型基础上改进的接触摩擦模型1,该模型是: tarctan2rnRV (2) 其中n是正应力,是切向(摩擦)力,是摩擦系数, RV被理想化的滑动速度,t是在相对速度的方向上的切向矢量 rrtVV (3)

rV是相对滑动速度。 物理上,RV值是滑动发生时的相对速度值。在决定数学模型如何密切地表示阶梯函数时,RV值很重要。 一个非常大的RV值会导致有效摩擦的作用降低。一个非常小的RV值则会导致收敛不佳。建议的RV值应为典型相对滑动速度的1 %或10 %。正因为如此平滑的过程,接触节点总是有一些打滑。摩擦模型的反正切表示这个非线性摩擦行为的数学理想化,这使得解决方案容易收敛。 2.4接触元素

可以使用非线性弹簧单元2进行改善接触摩擦模型的实施。注意一个非线性弹簧的行为,如图2所示,由下式给出:

2121uuFFKKKK (4) 其中K为弹簧刚度,2112uuFF和,,是点1和2的位移和力,在速度方面的等价式很容易理解 t1t121FFKKKK (5)

图二 弹簧元件 由于K是相对速度的一个非线性函数, 方程5被逐步得到解决,其中,每 4

个增量内的迭代次数可能是必要的。对于一个典型的迭代i,则方程解决后的形式

ititiiiiiiFFKKKK2121 (6)

2121和被用来替代和其中

ii

iiiiii21221111 (7) 注意,1211ii和对应于迭代的开始。对于可变形的刚性接触,很容易看到: 02i (8) 在静态分析中,速度必须根据位移和时间增量计算,将时间增量表示为t,我们可以这样写:

tuii11 (9) 其中iu1表示位移增量iu1对于迭代i的修正(另见公式7) : 111iiuu (10)将式8和式9代入到方程6中得到 iiiFuKt111 (11)通过考虑先前增量结束时的速度,方程ll可以得到改进,来得到第一次迭代的增量。然后方程9可以改写为:

p11111—tu (12) 因此方程11可以修改为: )(1211111pprKFuKt—) (13)

对于后续的迭代将调整到方程11 。 在方程13中,pr表示在以前的增量结束时,点1和2之间的相对速度。必须注意的是,如果所述刚性体的速度与相对速度差别极大,那么方程13的附加 5

术语就特别重要。 3基于增广拉格朗日乘子法的接触算法

对于这种面面接触的问题,它可以用增广拉格朗日乘子法或者用罚方法。

增广拉格朗日乘子法是一系列罚参数迭代的更新,以找到准确的拉格朗日乘子(即接触力)。相较于罚方法,增广拉格朗日方法通常会导致更好的调节,并且对接触罚参数的大小不太敏感3。以下内容是以增广拉格朗日乘子法为基础而进行的讨论。 一般的接触可以被定义为点A和B的限制位移 : TOLnuuBA)( (14) 其中,A在一个主体,B在另一个主体, n是两个点之间一个矢量的方向余弦,TOL是闭合距离(图3)。在拉格朗日乘子过程中,变分方法是通过约束增广的4。虚功原理产生了传统的系统方程 fuK (15) 约束条件可以表示为: 0uC (16) 通过对增广功能的最小化:

图三 可能接触体之间的正常间隙

uCfuuKuTTT21 (17) 我们得到

00fuCCKT (18) 其中K是刚度矩阵,C是约束矩阵,f是节点力。方程8可以同时解决位移(u) 6

和拉格朗日乘子()。 4丹江口重力坝后期加高的接触分析 4.1计算条件 图4给出了丹江口重力坝的几何尺寸和接触界面的位置。原来坝的下游坡度是1:0.75 ;在海拔150米上部的后期坝下游坡度是1:0.35,而在海拔150米下部的下游坡度则为1:0.6 。表1给出了坝体和基础材料的参数值。在研究中,考虑水压力(水位),沙压力,坝体自重等荷载。 表1 坝体和基础材料参数 参数 弹性模量 泊松比 内聚力 摩擦角(度) 原来部分混凝土 25 0.167 2.5 45 加高部分混凝土 20 0.167 2.5 45 基岩 21 0.22 0.9 41

4.2计算案例 由于温度变化的影响,开裂必然发生在接触界面,为了研究开裂后大坝的稳定性和变形状态,本文假定大坝建成有缝隙后,缝隙的宽度变化从0.0mm至1.1mm。本文的详细假设情况介绍如下: (1)工况一:假设大坝建成后高程为177.6米且无裂缝,上游水位为172.2米; (2)工况二:假设大坝已经开裂,垂直方向开裂宽度为1.1mm ,斜向开裂宽度0.9mm,上游水位高程为172.2米; (3)工况三:假设大坝已经开裂,开裂的宽度是所有0.25米在洗澡的垂直缝,斜缝,上游水位为172.2米。 4.3有限元法计算模型 该模型采用块体平面中4个节点元素和上述接触元素。图5给出了大坝有限元法(FEM)的网格。坝节点的总数为2650;元素总数为2732。

7

图四 DJK重力坝模型 图五 DJK重力坝有限元网格 4.4计算结果分析 通过有限元计算,表2和表3分别给出了基础界面的垂向应力y和水平应力x,表4给出了沿坝基面的抗剪断安全系数,而图6和图7分别给出了结合面的摩擦应力和正应力分布。此外,为了与有限元计算对比,本文还利用刚体极限平衡法(RBLEM)计算了沿坝基面的抗剪断安全系数。 计算结果表明,在接触面上的摩擦应力和正应力的分布与大小符合一般规律,从表4可以看出,利用有限元法得到的沿坝基面的抗剪断安全系数也大于3.0 ,这满足“重力坝设计规范”的要求 ,就刚体极限平衡法的结果而言,它表明了有限元的结果是可信的,因为两种方法都在理论上相等的。 表2 基础界面的垂向应力y /MPa 情形 坝踵 前期坝趾 后期坝趾 情形一 -0.364 -0.989 -1.410 情形二 -0.211 -1.130 -2.040 情形三 -0.200 -0.070 -1.150 注意:“+”表示拉应力。

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