An Evaluation of the Performance of RANSAC Algorithms for Stereo Camera Calibration

performance evaluation理工英语4 Performance EvaluationIntroductionPerformance evaluation is a crucial process in assessing the effectiveness and efficiency of individuals, teams, or organizations. It involves the systematic assessment and measurement of performance against predetermined goals, objectives, and standards. This article aims to explore the concept of performance evaluation, its significance in various contexts, and the different methods used for evaluation.Defining Performance EvaluationPerformance evaluation is defined as the systematic process of assessing and reviewing an individual's or organization's performance in relation to established goals and objectives. It involves analyzing the quality, quantity, and timeliness of work, as well as the overall contribution towards achieving desired outcomes.Significance of Performance EvaluationPerformance evaluation plays a critical role in various contexts, including:1. Employee Performance Evaluation: In organizations, performance evaluation helps assess employees' job performance, identify areas for improvement, and determine reward and promotion opportunities. It provides valuable feedback and helps create a performance-driven culture.2. Team Performance Evaluation: Evaluating team performance is essential for identifying strengths and weaknesses, enhancing collaboration, and optimizing resources. It enables organizations to allocate tasks effectively, promote teamwork, and achieve collective goals.3. Organizational Performance Evaluation: Assessing the overall performance of an organization is essential for strategic planning, decision-making, and performance improvement. It helps identify areas requiring attention and enables organizations to align their objectives with key performance indicators (KPIs).Methods of Performance EvaluationThere are several methods used for performance evaluation, depending on the nature and context of evaluation:1. Rating Scales: This method involves using predefined scales to rate employees' performance against specific criteria. It provides a structured approach and simplifies the evaluation process. However, it can be subjective and may not capture the full extent of performance.2. 360-Degree Feedback: This method involves obtaining feedback from multiple sources, including supervisors, subordinates, peers, and customers. It provides a holistic view of an individual's performance and promotes a comprehensive understanding of strengths and areas for improvement.3. Objective Measurements: Objective measurements involve quantifying performance based on quantifiable data, such as sales figures, production output, or customer satisfaction ratings. This method provides a precise assessment of performance but may not capture qualitative aspects.4. Self-Assessment: Self-assessment encourages individuals to reflect on their performance and identify areas for improvement. It promotes self-awareness, accountability, and personal development. However, it may be biased and influenced by individuals' perceptions.5. Behavioral Observation: This method involves directly observing individuals' behavior in specific work-related situations. It provides valuable insights into work habits, interpersonal skills, and adherence to organizational values. However, it can be time-consuming and may not capture performance in all areas.ConclusionPerformance evaluation is a vital process for assessing and improving individual, team, and organizational performance. It helps organizations align their objectives, motivate employees, and ensure efficient resource allocation. By using appropriate evaluation methods, organizations can drive continuous improvement and achieve long-term success. It is essential for organizations to establish clear evaluation criteria, provide constructive feedback, and support employee development to maximize the benefits of performance evaluation.。

绩效评估考核（Performance appraisal and assessment）The so-called performance appraisal, is through the system method and principle to assess and measure employees in the work of the behavior and effect. The results can affect the staff salary adjustment, bonuses and job rise and fall, career design and many other vital interests. The ultimate goal is to improve the performance of employees, while achieving business goals, improve employee satisfaction and future sense of accomplishment, and ultimately to achieve "win-win" development of enterprises and individuals". But it is also a "double-edged sword", well used to maximize the enthusiasm of employees and tap the potential of employees; on the contrary, it will undermine employees, and bring negative impact on enterprise development. The following 10 years of work experience, we should talk about the current situation and existing problems of enterprise staff performance appraisal, as well as suggestions for effective performance appraisal.First, the correct management idea of performance appraisal has not been successfully implanted in EnterprisesTo carry out performance appraisal work, the first question is why we should carry out performance appraisal work. This problem is not clear, and it will inevitably lead to blind performance appraisal. To carry out performance appraisal, the core problem is to achieve the strategic goal of the enterprise. Enterprises in the implementation of the performance appraisal, it is necessary to do a good job of propaganda and training, but the training and publicity if there is no real intention to highlight the performance appraisal, performance appraisal can not let employees understand very well, so the performanceappraisal is very difficult to achieve the goal.But in many enterprises, performance management is only senior managers in the little master, did not get a good promotion at the grassroots level, in the implementation process will inevitably lead to such problems, and some departments will think the performance appraisal is the human resources department that has nothing to do with other departments within the enterprise. At the same time, in the performance evaluation system design, the pursuit of one step in the design of indicators, without considering the actual situation of the enterprise, then some of the assessment will be difficult to achieve good results in actual operation.Two, the assessment indicators are primary and secondary, and the design is not reasonable enoughPerformance appraisal is a scientific measurement and evaluation of employees' job performance with various techniques and methods to meet the needs of personnel selection, allocation and training, as well as organizational change and development. There is no doubt that performance appraisal is a work, and it is a highly technical work. Therefore, the performance evaluation of the program design and formulation of a high demand. Normally, we are used to complete the mission, from the perspective of organization development, to design and establish evaluation scheme, and the scheme is the result of some cover and contain everything, non quantitative indicators were artificially "quantified", the "quantitative index" ready to accept either course caused by the examiners and examinees were at a loss.Three, the implementation of the organization is not enoughAmerican management scientist Larry Idy and Ram Charan in "execution: put forward how to complete the task of learning" in the book: not because of business failure often take the wrong strategy, but because of the good strategy is not performed correctly, ineffective implementation is the real cause of business failure.Business strategy and planning are important, but only execution can make them potentially useful. A lack of executive power of enterprise will make it work out the strategy and eventually become a mere scrap of paper, so is the performance appraisal. A good assessment system can not be carried out well, but it is also a waste of effort. There is a process to realize the strategic goal of an enterprise. The concrete process is execution, and executive ability is the ability to change the strategic vision into reality. The executive power of an enterprise is determined by three key factors, namely strategy, personnel and operation process. The effective implementation of performance appraisal also needs the coordination of personnel and the selection of the method of implementation and the process control.The author knows from many enterprises,More and more workers and even some executives believe that the performance appraisal is a kind of form, not to play its due role in the human face, not essential; performance appraisal is so feeble. The author believes that the main reason for thisdecline in the execution may be: (1) performance evaluation related to inadequate training; (2) the performance appraisal is not high-level practical support; (3) the performance appraisal index itself is unreasonable, contributed to the subjectivity and uncontrollable sex; (4) effect interpersonal relationship; (5) subordinate departments, the lack of effective communication mechanism; (6) "to advance inertia and culture to the people".Four, performance appraisal results and rewards and punishments are not equalFor enterprises, performance management is a part of corporate culture, fair and scientific performance appraisal can optimize its organizational structure, improve the overall performance, performance management for employees, create a positive work environment, through the performance appraisal, the staff to correctly understand their own advantages and disadvantages, and the development direction of the self correction, so as to get more opportunities and greater development performance.But at present, many enterprise managers regard performance appraisal as the task and requirement of the enterprise or superior. Therefore, in the process of assessment, the work attitude is not serious, the examination form is unitary, and the work is done carelessly. After that, the performance appraisal results are shelved. On the whole, performance appraisal results will have little impact on the final pay of the person being evaluated and the promotion of the future position. The intensity of punishment is not consistent withthe results of performance appraisal, to give material and spiritual rewards for the performance of employees are not significant, employee punishment for poor performance is not enough, this will inevitably lead to employees' work enthusiasm is not high, thus losing the purpose of the performance appraisal. In dealing with the assessment results on the one hand to ensure the fairness and justice, on the other hand also from the human point of view, considering the differences in temperament of employees, take individual mode of communication, the performance feedback to be assessed, and help them to find causes analysis, the result is good or bad, so as to arouse by re assessment of the rise of hope, to establish confidence in the work, and they help enterprises grow together and progress.。

Performance Evaluation in the WorkplacePerformance evaluation is a crucial aspect of any organization, as it not only gauges the productivity of employees but also helps in aligning individual goals with the overall objectives of the company. In this assignment, we will explore the various facets of performance evaluation, its importance, and how it can be effectively implemented in the workplace.Performance evaluation is a process that assesses the degree to which an employee has met the expectations set out in their job description. It typically involves objective measures of an employee's work, such as the quantity and quality of their output, as well as subjective measures, such as their attitude, professionalism, and teamwork.The importance of performance evaluation cannot be understated. Firstly, it provides a clear understanding of an employee's strengths and areas for improvement. This information can then be used to develop training programs or provide guidance on how to improve specific skills or behaviors. Secondly, it acts as a motivator for employees to work harder and excel in their respective roles. By knowing that their performance is being evaluated, employees are more likely to put in extra effort to achieve better results. Finally, it also helps in maintaining a high standard of work ethics and professionalism within the organization.To ensure that performance evaluation is conducted effectively, several key factors need to be considered. Firstly, clear and SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals should be set for each employee. These goals act as a roadmap for employees to guide their work and measure their progress. Secondly, regular feedback and supervision are essential. Employees should be appraised on a regular basis and provided with constructive criticism on their performance. This feedback should be given in a timely manner to allow for any necessary adjustments or improvements.Moreover, performance evaluation should be conducted fairly and objectively. Biases and subjective opinions should be minimized by using objective criteria and reliable assessment methods. To ensure transparency, the evaluation process should be well-documented and communicated clearly to employees. They should be informed about the evaluation criteria, how their performance will be measured, and how the evaluation will be used to inform decisions about their future within the organization.In conclusion, performance evaluation is a critical component of organizational success. It not only helps in assessing individual performance but also acts as a tool for development, motivation, and maintaining high standards of work ethics. By implementing fair, objective, and well-communicated evaluation processes, organizationscan ensure that their employees are performing at their best and aligning their efforts with the overall objectives of the company.。

绩效评估英文Performance EvaluationPerformance evaluation is a crucial process used by organizations to assess the performance and productivity of their employees. It aims to determine how well employees are performing their assigned tasks and meeting their objectives. This process plays a vital role in enhancing employee performance, identifying their strengths and weaknesses, and providing them with appropriate feedback and guidance for improvement.There are several methods used for performance evaluation, each with its own advantages and limitations. The most commonly used method is the traditional performance appraisal, which involves the supervisor providing feedback to the employee based on their performance throughout the year. This method is often considered subjective due to the reliance on the supervisor's observation and judgment. However, if implemented effectively, it can provide valuable insights into an employee's performance.Another widely used method is the 360-degree feedback, which involves obtaining feedback from multiple sources, including peers, subordinates, and supervisors. This method provides a comprehensive assessment of an employee's performance from various perspectives. It helps to eliminate biases and provides a more accurate evaluation of an employee's strengths and weaknesses. However, it can be time-consuming and requires careful coordination among various stakeholders.Goal setting is another important component of performanceevaluation. By setting clear and measurable goals, employees have a benchmark against which their performance can be evaluated. It also helps employees to focus their efforts and align their actions with the organizational objectives. However, goals must be realistic and attainable to promote motivation and enhance performance.In addition to evaluating individual performance, organizations also evaluate team performance. This includes assessing how well team members collaborate, communicate, and achieve their collective goals. Team performance evaluation helps identify areas where the team can improve and encourages collaboration and synergy among team members.Performance evaluation should not be viewed as a one-time event but rather an ongoing process. Regular and timely feedback is essential for employees to understand how they are performing and to make necessary adjustments. It is important for supervisors to provide constructive feedback that highlights both areas of improvement and commendable performance. This helps employees to develop their skills, overcome weaknesses, and enhance their overall performance.While performance evaluation aims to improve employee performance, it is also crucial to consider the impact of the organizational culture and work environment on performance. Factors such as leadership, training, and resources can significantly influence an employee's ability to perform their job effectively. Organizations need to provide a supportive and conducive work environment that promotes employee development and motivation.In conclusion, performance evaluation is a critical process that helps organizations assess employee performance and productivity. It involves various methods, such as traditional performance appraisal and 360-degree feedback, to provide a comprehensive assessment of an employee's performance. The process should be ongoing, with regular feedback and goal setting, and should consider the influence of the organizational culture and work environment on performance. By implementing effective performance evaluation processes, organizations can improve employee performance, identify areas for improvement, and foster a culture of continuous learning and development.。

河南城建学院三好学生申报流程1.申报三好学生需要填写申请表格，注明个人基本信息和所获荣誉。

Filling out the application form for the title of excellent student requires providing personal information and listing the honors received.2.申请人需要提供学校认可的证明材料，包括成绩单、奖状等。

Applicants need to provide school-recognized proof materials, including transcripts and certificates of awards.3.申请人需要找到一位老师或者指导员担任推荐人，并填写推荐信。

Applicants need to find a teacher or counselor to act asa recommender and fill out the recommendation letter.4.推荐人需要介绍申请人的学习情况、品德表现等，以及对申请人的评价。

The recommender needs to introduce the applicant's academic performance, moral behavior, and provide anevaluation of the applicant.5.所有申报材料都需要在规定的时间内提交到学院学生工作办公室。

All application materials need to be submitted to the Student Affairs Office of the college within the specified timeframe.6.学生工作办公室会进行初审，核实申请材料的真实性和完整性。

质量分析报告英语Quality Analysis Report1. IntroductionThe purpose of this quality analysis report is to provide an evaluation of the overall quality of a product or service. This report will analyze various quality factors such as reliability, performance, usability, and customer satisfaction.2. MethodologyTo ensure a thorough analysis, the following methods were utilized:2.1. Reviewing product specifications and requirements: The initial step involved a detailed review of the product specifications and requirements to understand the intended quality standards.2.2. Conducting tests: Various tests were conducted to evaluate the product's reliability, performance, and usability. These tests included stress testing, load testing, and user experience testing.2.3. Collecting feedback: Feedback was collected from end-users through surveys and interviews to understand their level of satisfaction with the product.3. Results and AnalysisBased on the methodology mentioned above, the following observations were made:3.1. Reliability: The product demonstrated a high level of reliability during stress testing. It was able to handle an increased workload with minimal issues or failures. However, a few minor bugs were identified during the testing process, which were promptly fixed.3.2. Performance: The performance of the product was found to be satisfactory. It met the specified performance requirements and responded well to peak load scenarios. However, there were occasional instances of latency during heavy usage, which need to be addressed to improve overall performance.3.3. Usability: The product was evaluated for its ease of use and user-friendliness. The feedback from end-users indicated that the product was intuitive and easy to navigate. However, there were a few areas where user instructions could be clearer to provide a seamless experience.3.4. Customer Satisfaction: Overall, the product received positive feedback from end-users. They appreciated its reliability and performance. However, there were a few areas where the product fell short of expectations, such as the occasional latency issues mentioned earlier. Addressing these concerns would lead to a higher level of customer satisfaction.4. RecommendationsBased on the analysis conducted, the following recommendations are suggested to improve the quality of the product:4.1. Bug-fixing: Continuous monitoring and bug fixing should be performed to eliminate any remaining issues or bugs identified during the testing process.4.2. Performance optimization: The latency issues observed during heavy usage need to be addressed by optimizing the product's performance. This can be achieved by identifying bottlenecks and implementing appropriate performance improvements.4.3. User instruction enhancement: User instructions should be reviewed and enhanced to provide clearer guidance to end-users. This willensure a smoother and more seamless user experience.4.4. Customer feedback incorporation: The feedback collected from end-users should be carefully analyzed and incorporated into the ongoing development process. This will help address any existing shortcomings and improve overall customer satisfaction.5. ConclusionIn conclusion, this quality analysis report provides a comprehensive evaluation of the product's reliability, performance, usability, and customer satisfaction. The report highlights areas of strength as well as areas for improvement, with specific recommendations to enhance the quality of the product. By implementing these recommendations, the product can achieve higher levels of customer satisfaction and meet the desired quality standards.。

医药行业专业英语词汇（非常有用）FDA和EDQM术语: CLINICAL?TRIAL：临床试验? ANIMAL?TRIAL：动物试验? ACCELERATED?APPROVAL：加速批准? STANDARD?DRUG：标准药物? INVESTIGATOR：研究人员；调研人员PREPARING?AND?SUBMITTING：起草和申报? SUBMISSION：申报；递交? BENIFIT （S）：受益? RISK（S）：受害? DRUG?PRODUCT：药物产品? DRUG?SUBSTANCE：原料药? ESTABLISHED?NAME：确定的名称? GENERIC?NAME：非专利名称? PROPRIETARY?NAME：专有名称；? INN（INTERNATIONAL?NONPROPRIETARY?NAME）：国际非专有名称? ADVERSE?EFFECT：副作用? ADVERSE?REACTION：不良反应? PROTOCOL：方案? ARCHIVAL?COPY：存档用副本? REVIEW?COPY：审查用副本? OFFICIAL?COMPENDIUM：法定药典（主要指USP、?NF）．? USP （THE?UNITED?STATES?PHARMACOPEIA）：美国药典NF（NATIONAL?FORMULARY）：（美国）国家处方集? OFFICIAL＝PHARMACOPEIAL=?COMPENDIAL：药典的；法定的；官方的? AGENCY：审理部门（指FDA）? IDENTITY：真伪；鉴别；特性? STRENGTH：规格；规格含量（每一剂量单位所含有效成分的量）? LABELED?AMOUNT：标示量? REGULATORY?SPECIFICATION：质量管理规格标准（NDA提供）? REGULATORY?METHODOLOGY：质量管理方法? REGULATORY?METHODS?VALIDATION：管理用分析方法的验证COS/CEP?欧洲药典符合性认证ICH（International?Conference?on?Harmonization?of?Technical?Requirements?for?Registration?of PharmaceuticalsforHumanUse)人用药物注册技术要求国际协调会议ICH文件分为质量、安全性、有效性和综合学科4类。

Standard DescriptionAS 1 References inAuditors Reports tothe Standards of thePublic CompanyAccounting OversightBoard This standard requires that auditors' reports on audits and other engagements relating to public companies and other issuers include a reference that the engagement was performed in accordance with the standards of the PCAOB.AS 2 Superseded by AS 5 Not applicable, superseded by AS 5.AS 3 Audit Documentation This standard establishes general requirements for documentationthe auditor should prepare and retain in connection withengagements conducted pursuant to the standards of the PublicCompany Accounting Oversight Board ("PCAOB"). Suchengagements include an audit of financial statements, an audit ofinternal control over financial reporting, and a review of interimfinancial information. This standard does not replace specificdocumentation requirements of other standards of the PCAOB.AS 4 Reporting on Whethera Previously ReportedMaterial WeaknessContinues to Exist This standard establishes requirements and provides direction that apply when an auditor is engaged to report on whether a previously reported material weakness in internal control over financial reporting (hereinafter referred to as a material weakness) continues to exist as of a date specified by management.AS 5 An Audit of InternalControl OverFinancial ReportingThat Is Integratedwith An Audit ofFinancial Statements This standard establishes requirements and provides direction that applies when an auditor is engaged to perform an auditof management's assessment of the effectiveness of internal control over financial reporting ("the audit of internal control over financial reporting") that is integrated with an audit of the financial statements.AS 6 Evaluatingconsistency ofFinancial Statements This standard establishes requirements and provides direction for the auditor's evaluation of the consistency of the financial statements, including changes to previously issued financial statements, and the effect of that evaluation on the auditor's report on the financial statements.AS 7 Engagement QualityReview This standard establishes requirements and provides direction on the performance of an engagement quality review.The objective of an engagement quality review is to perform an evaluation of the significant judgments made by the engagement team and the related conclusions reached in forming the overall conclusion on the engagement and in preparing the engagement report (if a report is to be issued) in order to determine whether to provide concurring approval of issuance.AS 8 Audit Risk This standard discusses the auditor's consideration of audit risk inan audit of financial statements as part of an integrated audit or anaudit of financial statements only. It describes the components ofaudit risk and the auditor's responsibilities for reducing audit risk toan appropriately low level in order to obtain reasonable assurancethat the financial statements are free of material misstatement.AS 9 Audit Planning This standard establishes requirements regarding planning anaudit, including assessing matters that are important to the audit,and establishing an appropriate audit strategy and audit plan.Standard DescriptionAS 10 Supervision of theAudit Engagement This standard sets forth requirements for supervision of the audit engagement, including, in particular, supervising the work of engagement team members. It applies to the engagement partner and to other engagement team members who assist the engagement partner with supervision.AS 11 Consideration ofMateriality inPlanning andPerforming an Audit This standard describes the auditor's responsibilities for consideration of materiality in planning and performing an audit.AS 12 Identifying andAssessing Risks ofMaterialMisstatement This standard establishes requirements regarding the process of identifying and assessing risks of material misstatement of the financial statements. The risk assessment process discussed in the standard includes information-gathering procedures to identify risks and an analysis of the identified risks.AS 13 The Auditor’sResponses to theRisks of MaterialMisstatement This standard establishes requirements for responding to the risks of material misstatement in financial statements through the general conduct of the audit and performing audit procedures regarding significant accounts and disclosures.AS 14 Evaluating AuditRisks This standard establishes requirements regarding the auditor's evaluation of audit results and determination of whether the auditor has obtained sufficient appropriate audit evidence. The evaluation process set forth in this standard includes, among other things, evaluation of misstatements identified during the audit; the overall presentation of the financial statements, including disclosures; and the potential for management bias in the financial statements.AS 15 Audit Evidence This standard explains what constitutes audit evidence andestablishes requirements for designing and performing auditprocedures to obtain sufficient appropriate audit evidence tosupport the opinion expressed in the auditor's report.AS 16 Communications withAudit Committees This standard requires the auditor to communicate with the company's audit committee regarding certain matters related to the conduct of an audit and to obtain certain information from the audit committee relevant to the audit. This standard also requires the auditor to establish an understanding of the terms of the audit engagement with the audit committee and to record that understanding in an engagement letter.AS 17 AuditingSupplementalInformationAccompanyingAudited FinancialStatements This standard sets forth the auditor's responsibilities when the auditor of the company's financial statements is engaged to perform audit procedures and report on supplemental information that accompanies financial statements audited pursuant to Public Company Accounting Oversight Board ("PCAOB") standards.AS 18 Related Parties This standard establishes requirements regarding the auditor'sevaluation of a company's identification of, accounting for, anddisclosure of relationships and transactions between the companyand its related parties。

KXO302 IS Project Individual ComponentSynopsis of the task and its contextHaving been a member of a team which has engaged in a series of project management activities towards a defined goal, you will be required to reflect on the performance of the team, and of the individuals in the team, including yourself. Unlike the Team Component of the unit, in the Individual Component, each team member is assessed independently. This component contributes 30% of the overall unit assessment, made up of 10% for your personal contribution (*), another 10% for your personal evaluation of the team and team members (†), and with the remaining 10% for your contribution to teamwork (‡).Match between learning outcomes and criteria for the taskUnit learning outcomes Task specific criteriaOn successful completion of this unit, you will be able to: On successful completion of this task, you will be able to:1. Work cooperatively and effectively in a systems development team;1. Keep records that accurately reflect your individual activities and progress towards theteam goal (‡)2. Assist and advise other team members where possible and where necessary in orderto help achieve team goals (‡)2. Determine the requirements for a given hypothetical information system, and produce aproject plan to meet those requirements; 3.Accept and complete a reasonable share of the tasks and activities necessary toachieve team goals (*)3. Apply an appropriate systems development methodology to design, build and deploy aninformation system;4. Document both the process and the deliverables of an information system, both in writing andface-to-face to an audience;5. Reflect on the activities of an information systems development team, and identify thestrengths and weaknesses of individual and team performances. 4. Provide an evaluation of the performance of the team as a whole, and also themembers of the team, including yourself (†)Criteria HD (High Distinction) DN (Distinction) CR (Credit) PP (Pass) NN (Fail)1. Keep records thataccurately reflectyour individualactivities andprogress towardsthe team goal In reviewing andreflecting on the activitiesof your assignment teamyou and your team have:In reviewing andreflecting on the activitiesof your assignment teamyou and your team have:In reviewing andreflecting on the activitiesof your assignment teamyou and your team have:In reviewing andreflecting on the activitiesof your assignment teamyou and your team have:In reviewing andreflecting on the activitiesof your assignment teamyou and your team have:Weighting 5% of the overall unit Presented your activities and progress in documents structured in accordance withaccepted business practice and in a style and manner suited to the contextPresented your activitiesand progress in a seriesof documentsPresented your activitiesand progress in somedocumentsRecords are kept whichclearly identify progressmade and actionstaken/proposed to dealwith actual and potentialproblems and goals.Records are kept whichclearly identify progressmadeAll records are kept atapproximately weeklyintervals.Most records are kept atapproximately weeklyintervals.Some records are keptCriteria HD (High Distinction) DN (Distinction) CR (Credit) PP (Pass) NN (Fail)2. Assist and adviseother team memberswhere possible andwhere necessary inorder to helpachieve team goals In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:Weighting 5% of the overall unit Always participated inteam activities andsought out opportunitiesto offer help and adviceFrequently participated inteam activities andoffered help and advicewhen askedFrequently participated inteam activitiesSometimes participated inteam activitiesConcentrated on yourown work and rarelyparticipated in teamactivitiesCriteria HD (High Distinction) DN (Distinction) CR (Credit) PP (Pass) NN (Fail)3. Accept and completea reasonable shareof the tasks andactivities necessaryto achieve teamgoals In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:In your activities withinyour assignment teamyou have:Weighting 10% of the overall unit Completed all assignedtasks comfortably withinthe allotted or agreedtimeframeCompleted all assignedtasks within the allotted oragreed timeframeCompleted almost allassigned tasks within theallotted or agreedtimeframeCompleted mostassigned tasks within theallotted or agreedtimeframeCompleted someassigned tasksCriteria HD (High Distinction) DN (Distinction) CR (Credit) PP (Pass) NN (Fail)4. Provide anevaluation of theperformance of theteam as a whole, andalso the members ofthe team, includingyourself (†) In reflecting on theactivities of yourassignment team youhave:In reflecting on theactivities of yourassignment team youhave:In reflecting on theactivities of yourassignment team youhave:In reflecting on theactivities of yourassignment team youhave:In reflecting on theactivities of yourassignment team youhave:(a) Weighting 5% of theoverall unit Provided a completedescription of your team’sactivities of your teamand highlighted significantfeatures and drawnwholly reasonablefindings of the lessonslearntProvided a completedescription of your team’sactivities of your teamand highlighted significantfeatures and drawnmostly reasonablefindings of the lessonslearntDescribed most activitiesof your team andhighlighted significantfeaturesDescribed most activitiesof your teamDescribed some activitiesof your team(b) Weighting 5% of theoverall unit Described the activitiesand made accurateassessments of thecontribution of allmembers of your teamDescribed the activitiesand made reasonableassessments of thecontribution of allmembers of your teamDescribed the activitiesand made someassessments of thecontribution of allmembers of your teamDescribed the activitiesand contribution of allmembers of your team.Described the activitiesand contribution of somemembers of your team.。

评分矩阵的英语Performance evaluation matrices are a critical tool used by organizations to assess the effectiveness and efficiency of their employees. These matrices provide a structured and systematic approach to measuring an individual's contributions, skills, and overall performance within the workplace. The primary purpose of a performance evaluation matrix is to establish clear expectations, provide feedback, and identify areas for improvement, ultimately leading to enhanced organizational productivity and employee development.At the heart of a performance evaluation matrix lies a grid or table that outlines various performance criteria, typically categorized into different dimensions or competencies. These dimensions may include factors such as job knowledge, problem-solving abilities, communication skills, teamwork, initiative, and adaptability, among others. Each dimension is then assigned a specific weight or importance level, reflecting the organization's strategic priorities and the particular requirements of the role or department.The evaluation process typically involves a periodic review, often conducted annually or semi-annually, where managers or supervisors assess an employee's performance against the established criteria. This assessment is usually based on a combination of quantitative and qualitative measures, such as key performance indicators (KPIs), peer feedback, and observed behaviors. The resulting scores or ratings for each dimension are then compiled into an overall performance evaluation matrix, providing a comprehensive snapshot of the employee's strengths, weaknesses, and areas for development.One of the primary advantages of using a performance evaluation matrix is the objectivity and transparency it brings to the performance review process. By clearly defining the evaluation criteria and their relative importance, organizations can ensure that the assessment is based on measurable and observable factors, rather than subjective or biased opinions. This approach helps to minimize the potential for favoritism or inconsistency in the evaluation process, fostering a sense of fairness and trust among employees.Moreover, the performance evaluation matrix serves as a valuable tool for employee development and growth. By identifying an employee's areas of strength and weakness, the matrix can inform targeted training and development initiatives, enabling individuals to enhance their skills and address any performance gaps. This, in turn,can lead to improved job satisfaction, increased motivation, and a stronger alignment between individual and organizational goals.Another key benefit of the performance evaluation matrix is its ability to support strategic decision-making within the organization. The data gathered from these matrices can be used to inform talent management strategies, such as succession planning, career progression, and compensation decisions. By understanding the strengths and weaknesses of the workforce, organizations can make more informed decisions about talent allocation, promotions, and the identification of high-potential employees.However, the effective implementation of a performance evaluation matrix is not without its challenges. One common issue is the potential for bias or subjectivity in the evaluation process, despite the use of a structured framework. Factors such as personal relationships, cultural biases, or even cognitive biases can influence the way managers or supervisors assess their employees. To mitigate these challenges, organizations must invest in robust training and calibration processes for their evaluators, ensuring consistency and objectivity in the assessment.Additionally, the performance evaluation matrix must be regularly reviewed and updated to align with the organization's evolving business needs and strategic priorities. As the workplace and jobrequirements change over time, the evaluation criteria and their relative weights may need to be adjusted to ensure that the matrix remains relevant and effective.Another potential pitfall of the performance evaluation matrix is the risk of over-emphasis on numerical scores or ratings, which can lead to a reductive and impersonal approach to performance management. While the matrix provides a structured framework, it is essential to balance the quantitative aspects with qualitative feedback, open communication, and a focus on employee development and growth.Despite these challenges, the performance evaluation matrix remains a valuable tool in the arsenal of effective performance management. By providing a structured and transparent approach to performance assessment, organizations can foster a culture of accountability, feedback, and continuous improvement. When implemented effectively, the performance evaluation matrix can contribute to the overall success and competitiveness of an organization, while also supporting the professional development and engagement of its employees.In conclusion, the performance evaluation matrix is a powerful tool that enables organizations to assess and manage the performance of their employees in a systematic and objective manner. By aligningindividual goals with organizational priorities, identifying areas for growth, and supporting strategic decision-making, the performance evaluation matrix can be a crucial component of a comprehensive talent management strategy. As organizations navigate the ever-changing business landscape, the effective use of performance evaluation matrices will continue to be a critical factor in driving organizational success and cultivating a high-performing workforce.。

Fundamentals of protection practiceThe purpose of an electrical power system is to generate and supply electrical energy to consumers. The system should be designed and managed to deliver this energy to the utilization points with both reliability and economy. As these two requirements are largely opposed, it is instructive to look at the reliability of a system and its cost and value to the consumer.One hand ,The diagram mast make sure the reliability in system design,. On the other hand, high reliability should not be pursued as an end in itself, regardless of cost, but should rather be balanced against economy,taking.Security of supply can be bettered by improving plant design, increasing the spare capacity margin and arranging alternative circuits to supply loads. Sub-division of the system into zones. each controlled by switchgear in association with protective gear. provides flexibility during normal operation and ensures a minimum of dislocation following a breakdown.The greatest threat to the security of a supply system is the short circuit,which imposes a sudden and sometimes violent change on system operation. The large current which then flows, accompanied by the localized release of a considerable quantity of energy, can cause fire at the fault location, and mechanical damage throughout the system, particularly to machine and transformer windings. Rapid isolation of the fault by the nearest switchgear will minimize the damage and disruption caused to the system.A power system represents a very large capital investment. To maximize the return on this outlay. the system must be loaded as much as possible. For this reason it is necessary not only to provide a supply of energy which is attractive to prospective users by operating the system ,but also to keep the system in full operation as far as possible continuously, so that it may give the best service to the consumer, and earn the most revenue for the supply authority. Absolute freedom from failure of the plant and system network cannot be guaran- teed. The risk of a fault occurring, however slight for each item, is multiplied by the number of such items which are closely associated in an extensive system, as any fault produces repercussions throughout the network. When the system is large, the chance of a fault occurring and the disturbance that a fault would bring are both so great that withoutequipment to remove faults the system will become, in practical terms, inoperable. The object of the system will be defeated if adequate provision for fault clearance is not made. Nor is the installation of switchgear alone sufficient; discriminative protective gear, designed according to the characteristics and requirements of the power system. must be provided to control the switchgear. A system is not properly designed and managed if it is not adequately protected.Protective gearThis is a collective term which covers all the equipment used for detecting,locating and initiating the removal of a fault from the power system. Relays are extensively used for major protective functions, but the term also covers direct-acting a.c.trips and fuses.In addition to relays the term includes all accessories such as current and voltage transformers, shunts, d.c.and a.c. wiring and any other devices relating to the protective relays.In general, the main switchgear, although fundamentally protective in its function, is excluded from the term protective gear, as are also common services, such as the station battery and any other equipment required to secure opera- tion of the circuit breaker. ReliablityThe performance of the protection applied to large power systems is frequently assessed numerically. For this purpose each system fault is classed as an incident and those which are cleared by the tripping of the correct circuit breakers and only those, are classed as 'correct'. The percentage of correct clearances can then be determined.This principle of assessment gives an accurate evaluation of the protection of the system as a whole, but it is severe in its judgement of relay performance, in that many relays are called into operation for each system fault, and all must behave correctly for a correct clearance to be recorded. On this basis, a performance of 94% is obtainable by standard techniques.Complete reliability is unlikely ever to be achieved by further improvements in construction. A very big step, however, can be taken by providing duplication of equipment or 'redundancy'. Two complete sets of equipment are provided, and arranged so that either by itself can carry out the required function. If the risk of an equipment failing is x/unit. the resultant risk, allowing for redundancy, is x2. Where x is small the resultant risk (x2) maybe negligible.It has long been the practice to apply duplicate protective systems to busbars, both being required to operate to complete a tripping operation, that is, a 'two-out-of-two' arrangement. In other cases, important circuits have been provided with duplicate main protection schemes, either being able to trip independently, that is, a 'one-out-of- two' arrangement. The former arrangement guards against unwanted operation, the latter against failure to operate.These two features can be obtained together by adopting a 'two-out-of-three' arrangement in which three basic systems are used and are interconnected so that the operation of any two will complete the tripping function. Such schemes have already been used to a limited extent and application of the principle will undoubtedly increase. Probability theory suggests that if a power network were protected throughout on this basis, a protection performance of 99.98% should be attainable. This performance figure requires that the separate protection systems be completely independent; any common factors, such as common current transformers or tripping batteries, will reduce the overall performance. SELECTIVITYProtection is arranged in zones, which should cover the power system completely, leaving no part unprotected. When a fault occurs the protection is required to select and trip only the neareat circuit breakers. This property of selective tripping is also called 'discrimination' and is achieved by two general methods:a Time graded systemsProtective systems in successive zones are arranged to operate in times which are graded through the sequence of equipments so that upon the occurrence of a fault, although a number of protective equipments respond, only those relevant to the faulty zone complete the tripping functiopn. The others make incomplete operations and then reset.b Unit systemsIt is possible to design protective systems which respond only to fault conditions lying within a clearly defined zone. This 'unit protection' or 'restricted protection' can be applied throughout a power system and, since it does not involve time grading, can be relatively fast in operation.Unit protection is usually achieved by means of a comparison of quantities at theboundaries of the zone. Certain protective systems derive their 'restricted' property from the configuration of the power system and may also be classed as unit protection. Whichever method is used, it must be kept in mind that selectivity is not merely a matter of relay design. It also depends on the correct co-ordination of current transformers and relays with a suitable choice of relay settings, taking into account the possible range of such variables as fault currents. maximum load current, system impedances and other related factors, where appropriate.STABILITYThis term, applied to protection as distinct from power networks, refers to the ability of the system to remain inert to all load conditions and faults external to the relevant zone. It is essentially a term which is applicable to unit systems; the term 'discrimination' is the equivalent expression applicable to non-unit systems.SPEEDThe function of automatic protection is to isolate faults from the power system in a very much shorter time than could be achieved manually, even with a great deal of personal supervision. The object is to safeguard continuity of supply by removing each disturbance before it leads to widespread loss of synchronism, which would necessitate the shutting down of plant.Loading the system produces phase displacements between the voltages at different points and therefore increases the probability that synchronism will be lost when the system is disturbed by a fault. The shorter the time a fault is allowed to remain in the system, the greater can be the loading of the system. Figure 1.5 shows typical relations between system loading and fault clearance times for various types of fault. It will be noted that phase faults have a more marked effect on the stability of the system than does a simple earth fault and therefore require faster clearance.SENSITIVITYSensitivity is a term frequently used when referring to the minimum operating current of a complete protective system. A protective system is said to be sensitive if the primary operating current is low.When the term is applied to an individual relay, it does not reter to a current or voltage setting but to the volt-ampere consumption at the minimum operating current.A given type of relay element can usually be wound for a wide range of setting currents; the coil will have an impedance which is inversely proportional to the square of the setting current value, so that the volt-ampere product at any setting is constant. This is the true measure of the input requirements of the relay, and so also of the sensitivity. Relay power factor has some significance in the matter of transient performance .For d.c. relays the VA input also represents power consumption, and the burden is therefore frequently quoted in watts.PRIMARY AND BACK-UP PROTECTIONThe reliability of a power system has been discussed in earlier sections. Many factors may cause protection failure and there is always some possibility of a circuit breaker failure. For this reason, it is usual to supplement primary protection with other systems to 'back-up' the operation of the main system and to minimize the possibility of failure to clear a fault from the system.Back-up protection may be obtained automatically as an inherent feature of the main protection scheme, or separately by means of additional equipment. Time graded schemes such as overcurrent or distance protection schemes are examples of those providing inherent back-up protection; the faulty section is normally isolated discriminatively by the time grading, but if the appropriate relay fails or the circuit breaker fails to trip, the next relay in the grading sequence will complete its operation and trip the associated circuit breaker, thereby interrupting the fault circuit one section further back. In this way complete back- up cover is obtained; one more section is isolated than is desirable but this is inevitable in the event of the failure of circuit breaker. Where the system interconnection is more complex, the above operation will be repeated so that all parallel infeeds are tripped. If the power system is protected mainly by unit schemes, automatic back-up protection is not obtained, and it is then normal to supplement the main protection with time graded overcurrent protection, which will provide local back-up cover if the main protective relays have failed, and will trip further back in the event of circuit breaker failure.Such back-up protection is inherently slower than the main protection and, depending on the power system con- figuration, may be less discriminative. For the most important circuits the performance may not be good enouugh, even as a back-up protection, or, in some cases, not even possible, owing to the effect of multiple infeeds. In these casesduplicate high speed protective systems may be installed. These provide excellent mutual back-up cover against failure of the protective equipment, but either no remote back-up protection against circuit breaker failure or, at best, time delayed cover.Breaker fail protection can be obtained by checkina that fault current ceases within a brief time interval from the operation of the main protection. If this does not occur, all other connections to the busbar section are interrupted, the condition being necessarily treated as a busdar fault. This provides the required back-up protection with the minimum of time delay, and confines the tripping operation to the one station, as compared with the alternative of tripping the remote ends of all the relevant circults.The extent and type of back-up protection which is applied will naturally be related to the failure risks and relative economic importance of the system. For distribution systems where fault clearance times are not critical, time delayed remote back-up protection is adequate but for EHV systems, where system stability is at risk unless a fault is cleared quickly, local back-up, as described above, should be chosen.Ideal back-up protection would be completely indepen_ dent of the main protection. Current transformers, voltage transformers, auxiliary tripping relays, trip coils and d.c. supplies would be duplicated. This ideal is rarely attained in practice. The following compromises are typical:a. Separate current transformers (cores and secondary windings only) are used for each protective system, as this involves little extra cost or accommodation compared with the use of common current transformers which would have to be larger because of the combined burden.b. Common voltage transformers are used because duplication would involve a considerable increase in cost, because of the voltage transformers themselves, and also because of the increased accommodation which would have to be provided. Since security of the VT output is vital, it is desirable that the supply to each protection should be separately fused and also continuously supervised by a relay which wil1 give an alarm on failure of the supply and, where appropriate, prevent an unwanted operation of the protection.c. Trip supplies to the two protections should be separately fused. Duplication of tripping batteries and of tripplng coils on circuit breakers is sometimes provided. Trip circuitsshould be continuously supervised.d. It is desirable that the main and back-up protections (or duplicate main protections) should operate on different princlples, so that unusual events that may cause failure of the one will be less likely to affect the other./viewforum.php?f=20继电保护原理发电并将电力供应给用户这就是电力系统的作用。

the metamorphoses of performancebudgetingthe metamorphoses of performance budgeting翻译为：绩效预算的变化and physical control in the public sector, of which empirical assessment becomes increasingly important.Performance budgeting is a form of budgeting that evaluates the performance of government programs in order to determine how the budget should be allocated. It is a tool used to assess and manage the efficiency of government programs and operations. Performance budgeting looks at the use of funds and how they are used to achieve goals and objectives. Performance budgeting measures the actual activities of a program or organization, rather than just its outputs or outcomes. Performance budgeting is a process designed to ensure that the spending of public funds is properly monitored and managed in order to ensure that it is achieving its intended purpose.Physical control in the public sector often involves the control of physical assets such as buildings and property. It is the process of monitoring and controlling the physical assets of a government organization or public service in order to ensure they are properly maintained and used in acost-effective manner. Physical control includes activities such as ensuring the maintenance of facilities, monitoring safety and security, and ensuring that assets remain up to date and in good condition.The metamorphosis of performance budgeting and physical control in the public sector has seen significant changes over the years, the most notable being the shift from the traditional focus on outputs to a more comprehensive evaluation of outcomes. This shift was brought about by an increased focus on results-based management, which emphasizes the importance of assessing the effectiveness of public programs and initiatives in delivering services. With an increasing emphasis on the need for accountability in the public sector, performance budgeting and physical control now also need to include elements of empirical assessment. By collecting data and conducting analysis, governments can track the performance of their programs and make necessary adjustments as needed in order to ensure that they are being used as efficiently as possible. Furthermore, empirical assessment allows governments to gain insight into how funds are being used, what the outcomes of their programs are, and whether or not they are achieving their set goals. Through the implementation of empirical assessment, performance budgeting and physical control in the public sector can be improved, and help ensure that public resources are being used in a waythat is beneficial to the general public.。

评估报告英文As an author of the Baidu Wenku document, I am pleased to present this evaluation report in English. This report aims to provide a comprehensive assessment of the current situation and make recommendations for improvement.Introduction。

The purpose of this evaluation report is to analyze the performance and effectiveness of the current strategies and operations. It covers various aspects such as financial performance, market position, customer satisfaction, and internal processes.Financial Performance。

The financial performance of the company has been stable over the past year. The revenue has increased by 10% compared to the previous year, and the profit margin has also improved. However, there are still areas for improvement, such as reducing operating costs and increasing efficiency in resource allocation.Market Position。

英文回答：The evaluation of the teacher ' s title is the identification and evaluation of the teacher ' s professional level and educational practices， as well as an incentive and guarantee for teaching and teaching。

The evaluation of teaching titles in Jiangxi Province has been guided by the national job evaluation policy，which， in conjunction with the actual development of education in Jiangxi Province， has resulted in a systematic setof evaluation conditions and process requirements。

The conditions for the evaluation of the teacher ' s title include，inter alia， the conditions of his、her position， the conditionsof his、her degree level， the performance of his、her teaching，scientific and operational abilities， etc。

Teachers are required to meet the requirements for the evaluation of their titles，covering all aspects of their basic qualifications， teaching and professional development。

全日制专业学位硕士研究生专业实践考核表Professional Practice Evaluation Form for SJTU Professional Master Students姓名Name学号Student ID学院School专业Major实践单位Place of Practice校内导师SJTU Supervisor校外导师External Supervisor电子邮箱Email20 年月日填表说明一、专业实践是全日制专业学位硕士研究生实践教学的重要组成部分，是建立以提升职业能力为导向的专业学位研究生培养模式改革的基本要求，也是落实《教育部关于做好全日制硕士专业学位研究生培养工作的若干意见》（教研〔2009〕1号）和《教育部人力资源与社会保障部关于深入推进专业学位研究生培养模式改革的意见》（教研〔2013〕3号）等文件精神的重要举措。

二、专业学位硕士研究生应按照培养方案要求与院系教学安排，与指导教师一起制定专业实践计划,开展专业实践活动。

实践活动中，应按要求提交《上海交通大学全日制专业学位硕士研究生专业实践活动记录表》；实践结束前，应提交本考核表，参加学院组织的考核并通过后，取得相应学分。

三、实践考核成绩为“通过”或“不通过”；不通过者应重新参加专业实践和考核。

四、考核结果应由院系教务老师提交至研究生信息管理系统。

五、本考核表一式一份；本考核表及学生参加实践期间提交的《专业实践活动记录表》一起由院系存档备查。

一、专业实践总结报告Professional Practice Report包括实践单位概况、实践课题及实践内容介绍、实践成果与成效总结、建议与意见等，不少于5000字。

The main content of the report should cover: introduction to the institution where the professional practice is performed, the topic and main contents of the professional practice, the achievements and outcomes, comments and suggestions. No less than 4000 words if written in English.学生签名Signature: 日期Date: 2020-10-27二、专业实践考核Evaluation of the Professional Practice。