Local criteria for the existence of an accelerated frame of reference
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管理学第9版练习题附答案Chapter 6 Decision Making: The Essence of the Manager’s JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4.The fourth step of the decision-making process requires the decision maker tolist viable alternatives that could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze eachone.6.The step in the decision-making process that involves choosing a best alternativeis termed implementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounded rationality.11.Studies of the events leading up to the Challenger space shuttle disaster pointto an escalation of commitment by decision makers.12. Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions tend to be repetitive and routine.15.Rules and policies are basically the same.16.A policy is an explicit statement that tells a manager what he or she ought orought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, andpolicies.18.Most managerial decisions in the real world are fully nonprogrammed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate thelikelihood of certain outcomes.21.Risk is a situation in which a decision maker has neither certainty norreasonable probability estimates.22.People who have a low tolerance for ambiguity and are rational in their way ofthinking are said to have a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguitythan do directive types.24.Individuals with a conceptual style tend to be very broad in their outlook andwill look at many alternatives.25. Behavioral-style decision makers work well with others.26.Most managers have characteristics of analytic decisionmakers.27.According to the boxed feature, “Managing Workforce Diversity,” diverseemployees tend to make decisions faster than a homogeneous group of employees.28.The anchoring effect describes when decision makers fixate on initial informationas a starting point and then, once set, they fail to adequately adjust for subsequent information.29.The availability bias describes when decision makers try to create meaning out ofrandom events.30. The sunk cost error is when decision makers forget that current choices cannotcorrect the past.DECISION MAKING FOR T ODAY’S WORLD31.Today’s business world revolves around making decisions, usually with completeor adequate information, and under minimal time pressure.32.Managers need to understand cultural differences to make effective decisions intoday’s fast-moving world.33.According to the boxed feature, “Focus on Leadership,” when identifyingproblems, managers might be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34.According to the boxed feature, “Focus on Leadership,” findings from studies byGeert Hofstede and from GLOBE researchers show that inhigh uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35.Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36.Decision making is typically described as ________________, which is a view thatis too simplistic.a.deciding what is correctb.putting preferences on paperc.choosing among alternativesd.processing information to completion37.A series of eight steps that begins with identifying a problem and concludes withevaluating the decision’s effectiveness i s the ________________.a.decision-making processb.managerial processc.maximin styled.bounded rationality approach38.________________ is the existence of a discrepancy between an existing and adesired state of affairs.a.An opportunityb. A solutionc. A weaknessd. A problem39.In identifying the problem, a manager _________________./doc/d417811801.html,pares the current state of affairs with where they would like to beb.expects problems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the following statements is true concerning problem identification?a.Problems are generally obvious.b. A symptom and a problem are basically the same.c.Well-trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure on the managerto act.41. What is the second step in the decision-making process?a.identifying decision criteriab.allocating weights to the criteriac.analyzing alternativesd.identifying a problem42.To determine the _____________, a manager must determine what is relevant orimportant to resolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decision-making process?a.allocating weights to the criteriab.analyzing the alternativesd.implementing the alternative44.If all criteria in the decision making are equal, weighting the criteria______________.a.improves decision making when large numbers of criteria are involvedb.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpfulto remember?a.All weights must be the same.b.The total of the weights should sum to .c.Every factor criterion considered, regardless of its importance, must receivesome weighting.d.Assign the most important criterion a score, and then assign weights againstthat standard.46.What is the step where a decision maker wants to be creative in coming up withpossible alternative?a.allocating weights to the criteriab.analyzing alternativesc.developing alternativesd.identifying decision criteria47. When analyzing alternatives, what becomes evident?a.the strengths and weaknesses of each alternativec.the list of alternativesd.the problem48.When developing alternatives in the decision-making process, what must a managerdo?a.list alternativesb.evaluate alternativesc.weight alternativesd.implement alternatives49.Selecting an alternative in the decision-making process is accomplished by__________________.a.choosing the alternative with the highest scoreb.choosing the one you like bestc.selecting the alternative that has the lowest priced.selecting the alternative that is the most reliable50.In Step 6 of the decision-making process, each alternative is evaluated byappraising it against the _____________.a.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51.______________ includes conveying a decision to those affected and getting theircommitment to it.a.Selecting an alternativeb.Evaluating the decision effectivenessc.Implementing the alternativesd.Analyzing alternatives52.Which of the following is important in effectively implementing the chosenalternative in the decision-making process?a.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _______________.a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correctoutcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evaluating the effectivenessof the decision-making process?a.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is lessthan 50 percent effective.d.Ninety percent of problems with decision making occur in the implementationstep.THE MANAGER AS DECISION MAKER55.Managers are assumed to be ______________; they make consistent, value-maximizingchoices within specified constraints.a.rationalb.leaders/doc/d417811801.html,anizedd.satisficers56.It is assumed that a perfectly rational decision maker ______________.a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if _________________.a.the problem is ambiguousb.the goals are unclearc.the alternatives are limitedd.time constraints exist58. Which of the following is not a valid assumption about rationality?a.The problem is clear and unambiguous.b. A single, well-defined goal is to be achieved.c.Preferences are clear.d.Preferences are constantly changing.59.When managers circumvent the rational decision-making model and find ways tosatisfice, they are following the concept of _________________.a.jurisprudenceb.bounded rationalityc.least-squared exemptionsd.self-motivated decisions60.B ecause managers can’t possibly analyze all information on all alternatives,managers ______________, rather than ______________.a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.satisfice; maximize61.The type of decision making in which the solution is considered “good enough”is known as _________________.a.intuitionb.satisfyingc.maximizingd.satisficing62.When a decision maker chooses an alternative under perfect rationality, she______________ her decision, whereas under bounded rationality she chooses a ______________ decision.a.minimizes; satisficingb.satisfices; maximizingc.maximizes; satisficingd.maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may havebeen wrong is referred to as _______________.a.economies of commitmentb.escalation of commitmentc.dimensional commitmentd.expansion of commitment64.Intuitive decision making is _______________.a.not utilized in organizationsb. a conscious process based on accumulated judgmentc.making decisions based on experience, feelings, and accumulated judgmentd.important in supporting escalation of commitment65.In studying intuitive decision making, researchers have found that__________________.a.managers do not make decisions based on feelings or emotionsb.managers use data from their subconscious mind to help make their decisionsc.rational thinking always works better than intuitived.accumulated experience does not support intuitive decisions66.All of the following are aspects of intuition except __________________.a.experienced-based decisionsb.affect-initiated decisionsc.cognitive-based decisionsd.programmed decisions67._____________ are straightforward, familiar, and easily defined.a.Unstructured problemsb.Structured problemsc.Unique problemsd.Nonprogrammed problems68.Structured problems align well with which type ofdecision making?a.programmedb.satisficingc.intuitiond.gut feeling69. ______________ decision making is relatively simple and tends to rely heavily onprevious solutions.a.Nonprogrammedb.Linearc.Satisficingd.Programmed70.A procedure _______________.a.is an explicit statement detailing exactly how to deal with a decisionb.is a series of interrelated sequential steps to respond to a structuredproblemc.is a set of guidelines that channel a manager’s thinking in dealing with aproblemd.allows a manager to use broad decision-making authority71.A ______________ is an explicit statement that tells a manager what he or she canor cannot do.a.procedureb.policyc.ruled.solution72.A policy ____________.a.typically contains an ambiguous termb.is used frequently when a manager faces a structured problemc.allows little discretion on the part of the managerd.offers strict rules as to how a problem should be solved73.What is a difference between a policy and a rule?a. A policy establishes parameters.b. A rule establishes parameters.c. A policy is more explicit.d. A rule is more ambiguous.74.A ______________ typically contains an ambiguous term that leaves interpretationup to the decision maker.a.systemb.rulec.solutiond.policy75.A business school’s statement that it “strives for productive relationshipswith local org anizations” is an example of a ________________.a.ruleb.policyc.procedure/doc/d417811801.html,mitment76.Unstructured problems _____________.a.are easily solvedb.present familiar circumstancesc.force managers to deal with incomplete or ambiguous informationd.are routine77.Nonprogrammed decisions are best described as ________________.a.recurring, but difficult to makeb.very similar to problems in other areas of the organizationc.requiring more aggressive action on the decision maker’s thought processesd.unique and nonrecurring78.When problems are ______________, managers must rely on ______________ in orderto develop unique solutions.a.structured; nonprogrammed decision makingb.structured; pure intuitionc.unstructured; nonprogrammed decision makingd.unstructured; programmed decision making79.Lower-level managers typically confront what type of decision making?a.uniqueb.nonroutinec.programmedd.nonprogrammed80.Which of the following is likely to make the most programmed decisions?a.the CEO of PepsiCo.b.the vice president of General Motors Cadillac Division.c.the head of the Minute Maid Division at Coca-Cola.d.the manager of the local McDonald’s.81.______________ is a situation in which a manager can make accurate decisionsbecause the outcome of every alternative is known.a.Certaintyb.Riskc.Uncertaintyd.Maximaxe.Maximin82.If an individual knows the price of three similar cars at different dealerships,he or she is operating under what type of decision-making condition?a.riskb.uncertaintyc.certaintyd.factual83.A retail clothing store manager who estimates how much to order for the currentspring season b ased on last spring’s outcomes is operating under what kind of decision-making condition?a.seasonalb.riskc.uncertaintyd.certainty84.______________ is a situation in which a decision maker has neither certainty norreasonable probability estimates available.a.Certaintyb.Riskc.Uncertaintyd.Maximax85.Nonprogrammed decisions are typically made under a condition of ________________.a.certaintyb.low levels of riskc.uncertaintyd.reliability86. A person at a horse racetrack who bets all of his or her money on the odds-basedlong shot to “win” (rather than “place” or “show”) is making what kind of choice?a.maximaxb.maximinc.minimaxd.minimin87.What best describes the psychological orientation of an individual making a“maximax” choice?a.optimistb.realistc.pessimistd.satisficer88.Optimistic managers could be expected to utilize their maximax orientation whenthey _______________.a.maximize the maximum payoffb.maximize the minimum payoffc.minimize the maximum regretd.minimize the minimum regret89.What is the psychological orientation of a decision maker who makes a “maximin”choice?a.optimistb.realistc.pessimistd.satisficer90.Which of the following best describes “maximizing the minimum possible payoff”?a.maximaxb.maximinc.minimaxd.minimin91.A manager who desires t o minimize his or her maximim “regret” will opt for a______________ choice.a.maximaxb.maximinc.minimaxd.minimin92. Decision makers using what decision-making style make fast decisions and focuson the short run?a.directiveb.behavioralc.analyticd.conceptual93.What types are characterized as careful decision makers with the ability to adaptor cope with unique situations?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers94.Who are concerned about the achievements of thosearound them and are receptiveto suggestions from others?a.directive decision makersb.behavioral decision makersc.analytic decision makersd.conceptual decision makers95.Many managers use __________ or rules of thumb to simplify their decision making.a.heuristicsb.biasesc.errorsd.habits96.When decision makers tend to think they know more than they do or holdunrealistically positive views of themselves and their performance, they are exhibiting _______________.a.self-serving biasb.the anchoring effectc.immediate gratification biasd.overconfidence bias97.When decision makers seek out information that reaffirms their past choices anddiscount information that contradicts past judgments, they are exhibiting _______________.a.availability biasb.the anchoring effectc.self-serving biasd.confirmation bias98.When decision makers assess the likelihood of an event based on how closely itresembles other events or sets of events, they are using _______________.a.availability biasb.framing biasc.selective perception biasd.representation bias99.What is the tendency for decision makers to falsely believe that they would haveaccurately predicted the outcome of an event once that outcome is actually known?a.the hindsight biasb.the sunk costs errorc.the randomness biasd.the selective perception biasDECISION MAKING FOR TODAY’S WORLD100.According to the boxed feature, “Focus on Leadership,” when _______________, managers might come from a culture that gathers facts or from a culture that is more intuitive in gathering ideas and possibilities.a.developing alternativesb.implementing alternativesc.searching for informationd.identifying problems101.To make effective d ecisions in today’s fast-moving world, managers need to -_______________./doc/d417811801.html,e the five-stage decision-making processb.know when it is time to call it quitsc.ignore cultural differencesd.identify their style of decision making102.What is a characteristic that the experts say an effective decision-making process has?a.It is inconsistent.b.It acknowledges only objective thinking.c.It focuses on all factors—even those that do not seem important.d.It requires only as much information and analysis as is necessary.103. What term is used by Navy aviators to describe a gut feeling that something isn’t right?a.leemersb.the creepsc.uneasinessd.regret104.Managers of highly reliable organizations (HROs) get the input of _______________ and let them make decisions.a.CEOsb.frontline workersc.customersd.suppliers105.When highly reliable organizations (HROs) face complexity, they -_______________.a.try to simplify datab.aim for deeper understanding of the situationc.defer to the expertsd.act, then thinkSCENARIOS AND QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESSDecisions, Decisions (Scenario)Sond ra needed help. Her insurance company’s rapid growth was necessitating making some changes, but what changes? Should they add to the existing information system or should they buy a new system? She was given the responsibility of analyzing the company’s pr esent information system and deciding what the company should do that would give them plenty of room. She was confused and needed help in making the correct decision.106.According to the decision-making process, the first step Sondra should take is to _____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.identify the problem107. According to the decision-making process, the second step Sondra should take is to ____________.a.analyze alternative solutionsb.identify decision criteriac.evaluate her decision’s effectivenessd.allocate weights to the criteria108.Allocating weights to the criteria is the step in the decision-making process that occurs between identifying the decision criteria and ______________.a.developing the alternativesb.selecting alternativesc.implementing the alternatived.identifying the problem109.When Sondra is conveying her decision to those affected and getting their commitment to it, she is performing which stepin the decision-making process?a.analyzing alternative solutionsb.selecting alternativesc.implementing the alternatived.identifying the problem110.The very last step Sondra should take, according to the decision-making process, is to __________.a.analyze alternative solutionsb.select alternativesc.implement the alternatived.evaluate the decision’s effectivenessThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.111.Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n) _____________, a discrepancy between an existing and a desired state of affairs.a.alternativeb.weighted problem setc.problemd.certainty avoidance situation112.In talking with an automotive repair person, Colleen needs to prioritize the repairs. Her first concern is safety of the vehicle. This step in the decision-making process is called __________________.a.weighting the decision criteriab.analyzing of alternativesc.identifying decision criteriad.selecting an alternativeTHE MANAGER AS DECISION MAKERThe Car (Scenario)Colleen is a student, and her older brother has loaned her an old car. The car is in need of several repairs before she will feel comfortable driving it.113.Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has found all the problems and that there will be no problem correcting the imperfections within a specified budget. This is an example of a __________ decision.a.parochialb.irrationalc.ethicald.rational114.Colleen’s brother has a different view of the repairs. He assumes that the repair person is using the best information available, but there may be other unexpected repairs that might surface and that a higher budget might be more reasonable. He is using ______________.a.rational decision makingb.risk avoidancec.bounded rationalityd.Stage 4 decision making115.Colleen’s brother feels the car is worth repairing because he has owned several cars made by the same manufacturer as this car, and he has driven this car for several years. He is using _________ to determine that the car has value despite its need of repair.a.intuitive decision makingb.selective coordination of thought processesc.sunk costsd.return on investmentThe First Job (Scenario)Upon graduation, you search for a job with the university’s job placement center. Although you have studied and prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing company working the afternoon shift from 3:00 . until 11:00 .116.If you had made a larger search using the Internet and other employment search processes, you might have been able to find more employment opportunities. This would have been a more _________ decision-making process.a.nonprogrammableb.uncertaind.perfectly rational117.Under bounded rationality, you would be expected to search for a job by ________________.a.looking at all the opportunities that can be analyzed in the time availableb.looking at all the opportunities availablec.looking “outside the box” in your searchd.analyzing all the opportunities until you find the perfect job118.If you use a shortened process of searching for a job, it is likely that you ___________ rather than maximized in your decision process.a.minimizedb.rationalizedc.satisficedd.agreed119.During your job search, you depend on __________ decision making by making your decision based on accumulated judgment and experience.a.experientialb.legalc.intuitived.formidableIs the Picture Clear? (Scenario)Sharon was the regional manager of a large cable television company. She faced many problems and decisions daily, such as how to price each market, who to hire, what kind of technology she should purchase, and how she should handle the increasing customer complaints. She needed some help sorting these issues out.120.When a customer calls and requests a refund for a partial month’s usage of cable, the fact that such situations are routine and most likely have a standard response would make the response a ______________ decision.a.standardb.routinec.policyd.programmed121.Sometimes Sharon follows a ______________, a series of interrelated sequential steps for responding to a structured problem.a.rulec.procedured.suggestion122.Sometimes Sharon instructs her local managers to follow ______________ when confronted with problem situations. Theseestablish parameters for the manager making the decision rather than specifically stating what should or should not be done.a.rulesb.proceduresc.policiesd.orders123.Unfortunately, Sharon also faces issues containing information that is ambiguous or incomplete, such as what kind of technology to purchase. These are known as ______________ problems.a.unstructuredb.variablec.randomd.hit-and-missManaging Your Career (Scenario)Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different decision-making processes.124.Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a problem. This is referred to as a _____________.a.ruleb.policyc.broad guidelined.procedure125.Michelle finds a company directive that specifically restricts her from taking certain actions. This is a _____________.a.ruleb.policyc.broad guidelined.procedure。
The functions of managementThe functions of management uniquely describe manager’s jobs. The most commonly cited functions of management are planning, organizing, leading, and controlling, although some identify additional functions. The functions of management define the process of management as distinct from accounting, finance, marketing, and other business functions.Planning is the function of management that involves setting objectives and determining a course of action for achieving these objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision-markers. Planning is a process consisting of several steps. The process begins with environmental scanning, which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning. Planner must establish objectives, which are statements of what needs to be achieved. Planners must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as “organizational design”decisions. Organization also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called “job design” decisions. Organizing at the level of the organization involves deciding how best to departmentalize, or cluster jobs into departments to effectively coordinate effort. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations utilize multiple methods of departmentalization. Organizing at the level of job involves how best to design individual jobs to be good decision-makers.Leading involves influencing others toward the attainment of organizational objectives. Effective leading requires the manager to motivate subordinates, communicate effectively, and effectively use power. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort toward theattainment of organizational objectives. To become effective at leading, managers must first understand their subordina tes’personalities, values, attitudes, and emotions. Therefore, the behavioral sciences have made many contributions to the understanding of this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. Studies of motivation and motivation theory provide important information about the ways in which workers can be energized to put forth productive effort. Studies of communication provide direction as to how managers can effectively and persuasively communicate. Studies of leadership and leadership style provide information regarding questions such as, “what makes a manager a good leader?”and “in what situations are certain leadership styles most appropriate and effective?”Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include establishing performance standards, comparing actual performance against standards, comparing actual performance against standards, and taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits, but may also be stated in other terms, such as units produced, number of defective products, or levels of customer service. The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree. The managerial function of controlling should not be confused with control in the behavioral or manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives. Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are the budget and the performance audit. Although controlling is often thought of in terms of financial criteria, managers must also control production/operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization.The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.。
1关键词语What is a negotiation?A negotiation is a process of communication between parties to manage conflicts in order for them to come to an agreement, solve a problem or make arrangements.谈判是各方为化解冲突而进行沟通的过程,目的是使各方达成一项协议、解决一个问题或做出某种安排。
Factors in a successful negotiation1. Result of mutual taking and giving共同的给予和获取的结果2. The existence of conflicts and collaboration 冲突与合作并存3.Every party can exercise(行使)veto right(否决权)to the results of the negotiation各方都可对谈判决议行使否决权What is a conflict ?A conflict is a dispute, disagreement or argument between two or more interdependent parties who have different and common interests. 冲突是发生在两个或更多既有不同利益又有共同利益的相互依赖的当事人之间的对抗、争执或不同意见。
Stakes are the value of benefits that may be gained or lost,and costs that may be incurred or avoided.利益是指(通过谈判)可以获得的利益或者是失去的利益及可以引发或者是避免的成本。
Four points1.The negotiations are pertinent to relevant parties’interests.谈判是对于各方具有利害关系的事件2.All parties have to pay for the gaining, but what they will get is determined by how well negotiators manage the situation.谈判各方必须有所付出才能获取利益,但所获取利益取决于谈判者如何应对谈判3.What they will get is also determined by the current situation.所获取利益也取决于谈判时的事态发展现状4.Negotiators have to balance the relation between the current interests and long-term interests.谈判者必须对眼前利益和长远利益之间作出权衡2谈判结构ⅡGeneral Structure of Negotiation1.Determine interests and issues确定利益与议题Negotiators should identify their own interests and the other side’sinterests (specially their underlying interests) and find out what issues are involved.2.Design and offer options设计和提出方案Set forth suggestions and optionsGenerate a number of options before making a final decision3.Introduce criteria to evaluate options引入评价方案的标准For their own interests, all parties will examine and evaluate all suggested options according totheir own criteria to find out the most favorable one .4.Estimate reservation points估计各自的保留点和底线5.Explore alternatives to agreement寻求达成协议的替代方案If the agreement is important, negotiators should come up with some alternative suggestions compromising all p arties’ interests.6.Reach an agreement达成最终协议BA TNA Best Alternative to a Negotiated Agreement谈判协议最佳替代方案[BA TNA是罗杰·费希尔(Roger Fisher)和威廉·尤里(William Ury)在他们所著的经典文章Getting to Yes中所提出来的。
山东省烟台市2023-2024学年高二下学期7月期末英语试题一、阅读理解The 2024 Video Competition, centering on the theme of “Artificial Intelligence Architectural Design”, is open to architectural design students. As the next generation of design professionals, we welcome your uniquer insights that explore the relationship between human creativity and the boundless potential of AI within our field. Concepts demonstrated through original video content are highly encouraged. Students may team with architectural design educators to complete videos.SUBMISSION THEMESVideo submissions might address questions such as:What is the potential impact of AI on the future of the architectural design profession?How can AI be combined into the design process to enhance creativity?How might AI-driven design systems work with human designers, and what is the future of AI-human design partnerships in the industry?.VIDEO REQUIREMENTSThe video must be between 1-3 minutes in length. Be efficient and precise!Original and creative approaches to the video are encouraged! The video should be entertaining and positive with a message that advocates our profession.JUDGING CRITERIAVideo relates well to the topic.Video shows imagination, creativity, and inspiration.Video has a clear and convincing message.Video contains original content.Video is of a professional quality.Entries will be judged by professionals from across architectural design professional organizations. The finalists will be announced online by September 30, 2024. Cash prizes are to be announced.SUBMISSION REQUIREMENTSUpload your video to YouTube and complete the Online Submission Form by July 31, 2024.1.Who does the 2024 Video Competition target?A.AI specialists.B.University professors.C.Professional architects.D.Architectural design majors.2.Which of the following entry topics is out of line with the required themes?A.What role will Al play in architectural design?B.How do we employ imagination to boost design?C.What may AI bring to architectural design works?D.How do AI design systems cooperate with humans?3.What can we learn from the text?A.The video has a duration limit.B.The contest result won’t be issued until July.C.The submission form is to be submitted by email.D.A participant must partner with an advisor for the video.Sharanya, 14, an eighth grader from Challenger School, built a solar-powered trash-collecting robot, which will play a vital role in taking care of the environment.V olunteering in local city cleanups, Sharanya was always saddened to see tons of rubbish still out there after hours’ hard work. “People do have very limited time and resources, but robots don’t. They’ll collect double the amount and work for longer hours,” Sharanya says. “I learned from a science journal that solar panels moving to always face the sun collect more energy than stationary ones. So I determined to design a trash-collecting robot powered by a sun-tracking solar panel.”However, Sharanya had no experience in robotics, so it was a completely new experience. She firmly believed there’s no instant way to success and that it’s just a process of trial and error. Throughout the project, she studied operating instructions repeatedly and had to use tons of power tools and cut pieces of metal to certain lengths. Her dad would come to her rescue whenever she accidentally burned a wire. “It’s difficult to follow the scientific method, but sticking to this and changing just one variable at a time gets you the best results,” Sharanya says.Sharanya’s robot has trash and recycling bins and moves with motorized wheels. The device’s front and back have object-detecting sensors. One end of the robot. has a rubbish-collecting moveable arm with a pan to gather objects and drop them into the trash or recycling bins. This pan also contains a metal-detecting sensor to sort metal recyclables into the appropriate place. A solar panel sits at the robot's other end; extended into the air. Attached to it is a light-tracking device that follows the sun, enabling the solar panel to move accordingly.In tests, the sun-tracking solar panel generated more power than a stationary one over six hours. And the robot correctly identified an object every time it was presented. It picked up items and accurately classified aluminum cans as recyclables 80 percent of the time. Sharanya is confident that the robot will soon sort plastic and glass by striking the items and detecting the difference in their frequencies.4.What led Sharanya to intend a sun-tracking solari panel for, the robot?A.Her survey findings.B.The knowledge she acquired.C.Her social experiences.D.The extra courses she attended.5.What does paragraph 3 focus on concerning Sharanya?A.What contributed to her success.B.Why she didn’t fear failure.C.Whether goals counted in her work.D.How she was financially supported. 6.What may be the function of the object-detecting sensors?A.To identify colors.B.To locate metal materials.C.To discover garbage.D.To analyze moving routes.7.What does the author mainly want to say in the last paragraph?A.The robot needs retesting.B.The robot reached no desired effect.C.The robot enjoys wide popularity.D.The robot faces a promising prospect.From the beloved New York Times opinion writer Margaret Renkl comes a "howling (咆哮) love letter to the world": an insightful book that tracks the passing of seasons.In The Comfort of Crows (乌鸦), Margaret Renkl presents fifty-two chapters that follow the creatures and plants in her backyard in the state of Tennessee over the course of a year. As we move through the seasons—from a crow spied on an icy New Year's Day, its resourcefulness and sense of community setting a theme for the year, to the unwillingly departing bluebirds ofDecember, revisiting the nest they used in spring—what develops is a picture of joy and sorrow: joy in the ongoing pleasures of the natural world, and sorrow over winters that end too soon and dramatically decreasing songbird population.Renkl acknowledges her desperation at the human-caused crises the natural world faces, and her determination not to stand by. "The very least I owe my wild neighbors is a willingness to witness their struggle, to make up for their losses in every way I can, and to speak on their behalf about all the ways I can't," she writes.Renkl makes good on that commitment. She ensures fallen leaves in her yard are left where they were so that insects overwinter and birds can dine there. She also creates a shelter for frogs in the form of a large tank filled with water and frog-friendly plants.With these steps, Renkl refuses to give up in the face of human-caused global warming that is changing our environment and harming other species. Renkl sees, this harm primarily through absences. For two decades,; Renkl hasn't seen a turtle in her yard, and only one grasshopper has appeared in each of the last two years. Fewer birds come as well.The phenomenon of ecological damage is alarmingly apparent, To help, we humans do require fuel to restore our destroyed spirit. Fortunately, you can find that in Renkl's book. Find it as well in the informative, original full-color illustrations, all done by the author's brother Billy Renkl. The animals and plants so valued by Renkl need us now more than ever.8.What season does the content of the book start with?A.Spring.B.Summer.C.Fall.D.Winter.9.What can we learn about Renkl from paragraph 3 and 4?A.She's to blame for environmental issues.B.She shows her love for animals by action.C.The last thing she'll do is sympathize with animals.D.Her inability to preserve nature discouraged her from attempts.10.How did Renkl find the harm of global warming to other species?A.By hearsay.B.By official document.C.By journal.D.By personal observation11.What does the underlined word "it" in the last paragraph refer to?A.The book.B.Destroyed spirit.C.The fuel.D.Ecological damage.Your mind’s being drawn away while you’re engaging in enjoyable activities can reduce satisfaction and result in over-consuming everyday pleasures later, according to new research.The study looked at how distraction affects “hedonic consumption”—pleasure-related consumption like buying goods or experiencing cheerful things because they make us feel good and not necessarily because we need them. When distracted while doing a pleasant activity, people are likely to experience less enjoyment from it than if they were fully focused. That may lead to dissatisfaction and drive more consumption to compensate for that shortfall.The researchers invited 122 participants who reported on how much they expected to enjoy their lunch before eating it and were then asked to eat their lunch under one of three conditions: no distraction, mild distraction (watching a video), and high distraction (playing a video game). After lunch, participants reported on their actual enjoyment, satisfaction, desire for further satisfaction and amount consumed. They also reported on their snacking later in the day.Participants who ate while distracted reported lower enjoyment and satisfaction, which was associated with increased snacking afterward and a more general desire for further satisfaction.The researchers also followed 220 participants for weeks to investigate this broader effect beyond food. As with the food-based experiment, they found when people were distracted during consumption, they were likely to enjoy a product less than they hoped, feel less satisfied and need further satisfaction.“Overconsumption often results due to a lack of self-control,”said lead author Murphy, PhD, of Ghent University. “However, our findings suggest overconsumption may also often be driven by the simple human desire to reach a certain level of enjoyment from an activity. When distraction gets in the way, it’s likely we may try to compensate by consuming more.”Murphy and his team plan to conduct more research to confirm the existence of a hedonic compensation effect. If it’s confirmed, they intend to apply interventions that could help people pay more attention to their consumption experiences in an effort to lower the likelihood of overconsumption. “By understanding the key drivers of hedonic overconsumption, we can develop strategies to prevent its occurrence,” said Murphy.12.What do the underlined words“compensate for” mean in paragraph 2?A.Add to.B.Look into.C.Make up for.D.Put up with. 13.Participants who are eating but attracted to video games tend to ______ soon.A.have refreshments B.purchase luxuriesC.watch more videos D.hang about with partners14.What may be the newly found driver of overconsumption according to Murphy?A.Divided attention.B.Addiction to games.C.Others’interventions.D.Lack of self-discipline.15.What can be inferred from the last paragraph?!A.There exist data errors in the study.B.The study outcomes deserve further proof.C.Overconsumption will be rooted out in the near future.D.Murpby’s solutions to overconsumption are conventional.Have you ever sat in front of a blank canvas (画布), just out of ideas and feeling completely uninspired? 16 The good news is that as an artist you can develop that ability.The best way is to have as many experiences as possible. The more experiences you have, the more ideas will flow to your artwork. 17 If you want to draw birds, you must watch how they move, discuss them with knowledgeable professionals and view other artists’ works of the same subject. It’ll boost your creativity towards what you wish to paint.Making notes of your thoughts and reactions can also be a useful tool. Some artists feel content simply by drawing their reactions and emotions, but others find more understanding in their experiences by recording things to later process. 18Join an art community and reach out to those like-minded. 19 Surrounding yourself with fellow art lovers will push you to explore diverse areas of the art world. Remember such experiences are fuel for creativity.20 You just need to know how to develop that creativity intentionally. It’s a skill that takes attention, but once cultivated, it can enable you to create more impressive works of art. A.Creativity doesn’t always come naturally.B.Plus, you need to investigate the experiences.C.New ideas can give a whole fresh meaning to life.D.Ask them how they exercise and enhance creativity.E.Learning how to be more creative in art couldn’t be easier.F.Carry a journal around and take down what catches your eye.G.We have the false, impression that artists are simply born with talents.二、完形填空One July afternoon witnessed a touching rescue that happened in Zhanjiang, China’s Guangdong Province.Liang Yongyu, a 33-year-old father of two, was on his way home when he heard someone shouting, “Look, there is smoke up there, and a child.” 21 his head, Liang saw thick smoke pouring out of the third-floor balcony (阳台) 22 with guardrails, where a frightened boy of about 6 got 23 with the heavy fire spreading inside the apartment and 24 the way out. The boy walked back and forth, desperately seeking 25 .Liang’s mind worked fast. He quickly studied the 26 and noticed an enclosed delivery truck next to him. A rescue plan was 27 . He requested the driver to 28 the vehicle directly underneath the burning apartment. Meanwhile, other residents 29 in the action. Ms Zeng brought a ladder (梯子), and another resident brought iron pliers (钳子).Soon bystanders set up the ladder 30 the truck. Liang climbed it in a rush and skillfully cut off some guardrails, thus creating a 31 , through which the boy stepped out just seconds before the massive 32 consumed the balcony. Firemen eventually came and put it out.Relieved, bystanders applauded Liang, saying that had he 33 for a little more time, the consequence would have been disastrous. Liang Yongyu’s 34 heroic deed has not only made a great difference to the boy but solidified people’s trust in 35 . 21.A.Lifting B.Lowering C.Shaking D.Nodding 22.A.packed B.surrounded C.covered D.associated 23.A.confused B.ignored C.separated D.trapped 24.A.sparing B.leaving C.blocking D.bringing 25.A.assistance B.understanding C.guidance D.truth26.A.loss B.situation C.schedule D.phenomenon 27.A.asked for B.held back C.figured out D.agreed on 28.A.park B.inspect C.drive D.restart 29.A.checked B.believed C.competed D.joined 30.A.side by side with B.for lack of C.on top of D.in place of31.A.target B.signal C.position D.passage 32.A.smoke B.fire C.crowd D.air 33.A.hesitated B.predicted C.argued D.complained 34.A.unexceptional B.invisible C.decisive D.unexpected 35.A.friendship B.fairness C.communication D.humanity三、语法填空阅读下面短文,在空白处填入1个适当的单词或括号内单词的正确形式。
Unit 11.I’m just coming around to have a friendly chat with you. How are youdoing2.When you’re writing a paper, you must acknowledge the sources of thestatements you have quoted to support your argument.3.As the saying goes, “Where there is a will, there is a way.” Peoplewho want to make things better can do so if only they are strongly motivated.4.The expression of intense feelings in a simple and yet profound way isrecognized as a characteristic of Emily Dickinson’s poetry.5.Thomas Jefferson devoted himself completely to the drafting of TheDeclaration of Independence despite his personal sorrow and trouble.6.As the most influential US president, Franklin Roosevelt left a legacywhich still deeply affects the country today.7.Madame Curie is often cited as an example of a great scientist who wouldnever yielded to hardships in her quest for knowledge.8.As I see it, laziness is the biggest obstacle to person’s success.9.Curiosity is the best teacher. If information of no intrinsic interestis crammed into students’ heads, no effective learning can be achieved.10.What are your criteria for selecting the greatest literary works of the20th century11.It’s good to see a child develop different interests, but when anyinterest turns into an obsession it can be worrisome to parents. 12.Before they go to school, children manage to progress from newborns withonly innate abilities to children with an enormous amount of knowledge about the world they live in.13.Mother Teresa will long be remembered for her unique contributions tothe cause of caring for the sick and dying.14.Albert Einstein, Franklin Roosevelt’s contemporary, got involved inpolitics by suggesting the government develop its own nuclear weapons program.15.For the inclusion of your record in the Guinness Book of World Records,an application must be submitted to the publication headquarters in London.16.History has proved that in time of crisis a capable and charismatic 有魅力的 person must be called to leadership so as to raise the nation’s moral.1.With today’s world making fantastic progress in science and technology,any nation content to rely on past successes will soon be left behind.2.Though she was only a normal athlete in high school, in college herability allowed her to rise above the others and become a star.3.After replacing a wounded artillery general, Napoleon made history atthe young age of 24 by seizing rebellious Toulon 土伦.4.I wish I were endowed with both intelligence and good looks, but overallI think it’s more i mportant to be smart than pretty.5.I enjoy my work, but my boss bothers me so much that I’m not sure howmuch longer I’ll be able to put up with him.6.This approach is going nowhere. We had better come up with a new wayof dealing with this problem.7.As the name suggests, the book Greatness: Who Makes History and Whyfocuses on what enables some people to go down in history.8.This psychology professor’s study of great figures is reportedly tobe built on over ten years of research.9.I think your grades are low b ecause you don’t study enough. You reallyneed to put in more time studying if you expect to do well.10.Advertising is a tough business because it is very difficult to comeup with new ideas to sell the same old products.11.I think it’s the teacher’s responsibility to take charge of the class,not to always ask the students what they want to do.12.The qualities that truly set Winston Churchill apart were hisdetermination and his ability to inspire others.Unit 21.The author’s s on was studying medicine at McGill University with theintention of becoming a surgeon.2.I took her criticism as a sincere desire to see improvement in my work.3.They didn’t fight, but stood there glaring at one another.4.Don’t get sore at me because you got low marks in your exams.5.Though the poem is well-known, no one has yet been able to trace itsauthor.6.The new club strives to educate its members to render service to thecommunity.7.Mary likes to go dancing on weekends because she does not believe thatthe denial of pleasure is a virtue.8.People place stamps on letters or packages as proof that they have paidfor mailing these items.9.The mayor praised the Lei Feng Spirit that could be found everywherein the city and paid particular t ribute to youngsters who helped theelderly.10.These disks hold more than 400 times as much information as aconventional floppy disk 软磁盘.11.Though he didn’t have much to give, he was generous with his money.12.F ather’s Day is a day on which the people of many countries expresstheir gratitude and appreciation for their fathers by giving them giftsor greeting cards.13.She slammed on the brakes and the car came to a sudden stop.14.You might be more successful in your job if you would take the troubleto make yourself more agreeable to your colleagues 同事 as well as youremployer.1.The only thing on sale that attracted me was a little French clock.caught/took my fancy2.It was John’s mistake to sign the agreement without reading itcarefully.a mistakeon John’s part3.We fail to appreciate sufficiently all sorts of things that are suppliedto us easily by nature.takefor granted4.If a criminal fears that he’s going to get caught, he will hesitatebefore he robs or steals.think twice5.She had put aside money for a long time for this holiday and she meantto enjoy every minute of it.saved up6.We have to take into account the data mentioned in the annual report.referred to7.It is unpleasant to hear Tom talk too proudly of his abilities andachievements. boast about8.After her husband died at the age of 35, Mary made great efforts to ensureher five children’s education.took pains with9.For better health you must avoid eating too much.refrain from10.Mr. Eden is one of the most prominent scientists in the country and toa certain extent a media star.something of11.If you help a neglected child, he may not actually show you gratitude,but chances are that you will get thanks by some means or other.in one way or another12.She got a little bored with his habit of never allowing her to finisha sentence. fed upUnit 31.Generally speaking, tactics covers what you need to do at the momentwhile strategy provides the broad guidelines that determine the overalldirection.2.My family’s health and security are of the utmost importance to me.3.If one of those stays支柱gives way, the entire structure may collapse.4.Unlike a tightrope, a slack will sway up and down or from side to side.5.The president wanted to see him on a matter of great significance.6.Two foreign tourists died ad two soldiers were badly hurt yesterday whena coach and an Army truck collided almost head-on along a straightstretch of road.7.We tried all sorts of solutions to that problem, and they all came toa dead end.8.The blow on his head erased the details of the accident from his memory.9.We usually judge others within the framework of our own experience.10.By the time the lifeboat arrived, the ship was almost vertical in thewater. The wounded soldier is sitting in the vertical position, uprightin bed.11.The music ceased suddenly when she turned off the radio.12.By pointing out just one flaw, she destroyed his entire argument.13.The music implies suddenly when she turned off the radio.14.He affirmed his plan to make payments on time.1. We got lost and finally were two hours late. wound up being2. The schoolboy tried to drive the cow into the stable by tugging 拉 itstail, but failed.pulling on3. The roots of plants absorb water and make their food out of it. take in4. By constantly looking up at the clock he is really saying that he wantsus to leave. in effect5. Although the glow of the sunset was the most intense colure in the scene,the darkening blue of the rest of the sky began increasingly prevail.take over6. After graduation, John changed his job frequently but he eventuallytaught English in a local middle school.ended up teachingUnit 41.Even though animals within a breed may look similar to us humans, theyprobably look unique to each other.2.Students have different individual abilities and potentials, andtherefore should be taught accordingly.3.Many Americans would deny the existence of a single American culturepartly because there is such racial diversity in the county.4.Preadolescent 青春前期的 groups are homogeneous; that is, members areusually of the same sex and come from the same neighborhood.5.The travel agency will make every arrangement for your trip and theexpenses, all inclusive are estimated at $300.6.All developed nations maintain a variety of social welfare programs tohelp unemployed or underemployed people to function more fully insociety.7.Lying is defined as deceiving someone about certain matters or facts.8.The irritation my boss showed was simply due to my failure to make afavorable comment on his management.9.The variables that educational psychologists have found to be importantin classroom teaching include the time teachers allocate to instruction,the amount of content they cover, the percent of time that students are engaged in learning, and so on.10.The Austrian physician and founder of psychoanalysis, Sigmund Freud,used his psychotherapy to uncover painful and forgotten memories in his patients.11.An instance of irony is the suggestion, put forward with apparentseriousness by the English satirist Jonathan Swift in his A Modest Proposal 一个温和的建议, that the poor people of Ireland should rid themselves of poverty by selling their children to the rich to eat.12.Human learning and memory have been studied mostly with verbal materialssuch as word lists and stories or with tasks requiring motor skills such as learning to type or to play an instrument.13.Babies will readily learn to walk on their own when they are offereda reward.14.When depressed, these patients experience painful sadness, negativethinking, and indifference to things that used to bring them happiness.15.The probability of an outcome is represented by a number between 0 and1, with probability 0 indicating certainty that an event will not occur and probability 1 indicating certainty that it will occur.16.IQ scores may vary according to testing conditions, and thus it isadvisable to understand results of the tests as falling within a certain range, such as average or superior.1.The major method of instruction for schools of the United States andmany other countries stresses the educational development of the child in terms of individual needs and interests.2.The explosion in use and popularity of the Internet in the 1990s is mostlikely due to the World Wide Web.3.A quality control inspector is responsible for making sure that everyproduct measures/lives up to the specified standard before it goes into circulation.4.If you do what you are really interested in and try hard, you'll find,as often as not that you are living with contentment.5.The Greek philosopher Socrates was also a great teacher, whose methodconsisted of asking questions that forced his students to think deeply about the meaning of life, truth, and justice.6.His plan is an ambitious one, and I doubt whether he will really gothrough with it.7.The secretary general, like the rest of the UN staff, is supposed tobe independent, but in reality, he must rely on member countries, especially the five permanent Security Council members, to get anything done.8.It’s been argued that the problems with teaching have been brought aboutin part by inadequate facilities.Unit 51.The first artificial intelligence 人工智能 conference in 1956 inspiredresearchers to undertake projects that emulated human behavior in areas of reasoning, language comprehension, and communications.2.In 1979 the . Supreme Court ruled that states may require the consent同意,许可 of one parent of a minor 未成年者requesting an abortion.3.By 1951 industrial production had exceeded prewar peaks; it continuedto rise in the succeeding years.4.That park contains miniature reproductions of such famous sights inChina as the Great Wall and the Summer Palace.5.According to our professor, unemployment is an inevitable consequenceof free market economics.6.There are nearly 2,900 radio stations associated with ABC, as well asa sizable publishing group.7.Don’t worry. The danger from these snakes is practically nothing.8.A crowd of people gathered, outraged by the way the police officers werehitting the two men.9.Psychological drug dependency is characterized by a craving for the drugand belief that one cannot function without taking it.10.The bomb was designed to cause the maximum amount of harm to the maximumnumber of people.11.Although breast cancer primarily afflicts females, about 1,400 malebreast cancers were also reported in the United States in 1997.12.Some people’s attitudes towards foreigners are based on sheerignorance and prejudice.13.When he stood up from his seat, he suddenly felt an intense pain in thelower part of his back.14.We see each other at regular intervals — usually once a week.15.I read a very interesting biography of Marx’s last week, which is basedon his correspondence with Engels over 40 years.1.Tom’s boss asked him to take control of the office for a couple of weekswhile she was away.take charge of2.As he fell down from the cliff 悬崖 the mountaineer was lucky enoughto grab a branch with his left hand.get hold of3.Such projects as road or dam building, mining, or large-scale farmingcan cause great hardships to people whose lives depend on the land.who live off on4.The government began to support small businesses when it realized thatthey were the key to economic growth.smile upon5.Adrenaline肾上腺素 helps the body to get used to sudden stress byincreasing heart rate and raising blood pressure.adjust to6. A central purpose of drama has always been to provide a means for asociety to think carefully about itself and its beliefs.reflect upon7.I had seen the singer before on TV, but she looked very different whenI met her personally.i n person8.Chicago’s O’Hare Airport was closed as a result of the snowstorm.due to9.Cindy, Linda, and Niaomi went to the benefit fashion show, as did Claudiaand Christy, all known as the “supermodels” of the 1990’s.along with10.The rocket roared into space, increasing its speed to 38,000 mph shortlyafter. picking up11.I’m sorry, but someone else has borrowed the book you want.checked out12.On seeing General Powell, the soldier threw out his chest and saluted.stuck outUnit 61.Official . statistics on employment and unemployment are derived froma monthly sample survey of households.2.For a solid or liquid fuel to ignite, some of the fuel must first beheated to the temperature at which it turns to gas.3.He keeps his savings under his pillow because he distrusts banks.4.The writer’s thesis is that all human problems can be solved by logic.5.Since the early 1900’s, pronunciation in the United States has becomesmore standardized because people throughout the country have become more and more exposed to each other’s speech patterns.6.I am not jealous of her good fortune, but I do feel she should shareit with others.7.Zoologists observe the ways animals interact with one another and theirenvironment.8.People spend a lot of their Hard-earned money on holidays and of coursethey want to get good professional service.9.She felt frustrated when she didn’t get a promotion after all theseyears of hard work.10.She grabbed for her gun when she heard the shots down the street.11.I suggest that you keep the flashlight handy in case the fuse 保险丝blows again.12.The secretaries’ report provided the leaders with the necessarynumerical information.13.Mary and her brothers were all very happy because their father approvedtheir plans for the summer.14.The issue of the death penalty is highly controversial in some westerncountries.15.He has abstract ideas about what to do, but no specific plans orproposals.1.There are many heroines who make headlines for showing courage whenconfronted with some public emergency.in the face of2.For those who are disabled when they are born or during childhood,special education is necessary.from birth3.Their request for better working conditions was equal to a criticismof the management.am ounted to4.There are still difficulties before us, but we will overcome themindividually in order.one by one5.He didn’t sell his house right away; he waited to get the best offer.held out for6.In the face of enemy attacks, the president said that his countrymenwould never yield to threats.give in to7.A good visual artist 视觉艺术家 has to be a drawer first. Ramsay learntat an early time the crucial importance of drawing as the basis for hisart. early on8.How can you ever achieve any success if you are afraid of everythingthat is unpleasant or difficult.shy away from9.Tom took the place of George just after half-time when it appeared thatthe injury to George’s knee was affecting his performance.substituted for10.He’s disorganized, he’s inefficient, he’s never there when you wanthim –in a word, the man’s hop eless.in short11.The detective put a chemical on the paper, and the fingerprints appeared.showed up12.Emily’s life resulted in tragedy after her husband was captured duringthe Civil War. ended inUnit 71.Johnny is only 15 but actually he has outgrown his mother by five inches.2.Cockroaches 蟑螂 have earned a bad reputation because they feed ongarbage.3.Arab Americans have tended to identify more strongly with their Muslimheritage.4.I have moments of despair, but fundamentally I am an optimist.5.She hesitated for a fraction of a second before accepting his challengeto a game of tennis.6.Thanks to the Internet, data can now be transferred easily from onecomputer to another.7.Drums can be used to convey messages over distances beyond the humanvoice’s reach.8.Technological advances are the chief agents of change.9.In 1894 bottling machines were installed in a Mississippi factory andthe first bottled Coke was produced.10.There are laws to specify 指定 the persons who will obtain a deadperson’s estate if no will exists.ura filed a lawsuit against her company for ignoring her for promotionbecause she was pregnant.passing her over2.The President ought to seize the opportunity to stop quarrelling withthe political parties and negotiate a speedy return to democracy.make his peace with3.The Clayton Antitrust Act 克莱顿反托拉斯法declared illegal suchpractices as price-cutting to drive competitors out of business.freeze competitors out of business4.He was very intelligent, but he failed to meet the requirements for amanager. fell short of5.The earliest European description of the American continent appearedin published form in 1505.in print6.Children from age 6 to age 14 in Germany attend full-time school withoutpayment. for free7.Workers are tearing open roads to lay new cables.put in8.The Foreign Ministry holds weekly press conferences to let reportersknow the latest developments in diplomacy.fill reporters in on9.First offenders of traffic regulations are sometimes let go without anypunishment. let off10.Mother was startled at the news and broke several plates.taken aback by11.Having broken with his girlfriend and standing alone in the street withhis suitcase, George did not know where to go or what to do.was at a loss12.It rook me nearly a month to get free of my cough.get rid of。
R e f e r e n c e O n l y BHMA A156.23 - 2004Revision of:ANSI/BHMA A156.23 - 1999AMERICAN NATIONAL STANDARDFORELECTROMAGNETIC LOCKSSPONSORBUILDERS HARDWARE MANUFACTURERS ASSOCIATION, INC.ANSI APPROVED 5/26/2004AMERICAN NATIONAL STANDARDS INSTITUTE, INC.R e f e r e n c e O n l y 2AMERICAN NATIONAL STANDARDAn American National Standard implies a consensus of those substantially concerned with its scope and provisions. An American National Standard is intended as a guide to aid the manufacturer, the consumer and the general public. The existence of an American National Standard does not in any respect preclude anyone, whether he has approved the Standard or not, from manufacturing, marketing, purchasing, or using products, processes, or procedures not conforming to the Standard. American National Standards are subject to periodic review and users are cautioned to obtain the latest editions.CAUTION NOTICE: This American National Standard is permitted to be revised or withdrawn at any time. The procedures of the American National Standards Institute require that action be taken to reaffirm, revise, or withdraw this standard no later than five years from the date of publication. Purchasers of American National Standards receive current information on all standards by calling or writing The American National Standards Institute.Published by BUILDERS HARDWARE MANUFACTURERS ASSOCIATION, INC.355 Lexington Avenue, New York, New York, 10017Copyright 2004 by the Builders Hardware ManufacturersAssociation, Inc.Not to be reproduced withoutspecific authorization from BHMAPrinted in the USAThis Standard was developed by the Builders Hardware Manufacturers Association, Inc. It was approved by ANSI under the canvass method. BHMA was accredited on 21 March 1983 as a sponsor using the Canvass Method.R e f e r e n c e O n l y 3FOREWORD (This Foreword is not a part of ANSI/BHMA A156.23) The general classification of builders hardware includes a wide variety of items which are divided into several categories. To recognize this diversity, a sectional classification system has been established. Electromagnetic locks is one such section and this Standard is the result of the collective efforts of members of the Builders Hardware Manufacturers Association, Inc. who manufacture these products. The total product standards effort is therefore, a collection of sections, each covering a specific category of items. Strength, cycle, operational tests and where it has been necessary, material and dimensional requirements have been established to insure safety and stability to which the public is entitled. There are no restrictions on design except for those dimensional requirements imposed for the reasons given above. This Standard is not intended to obstruct but rather to encourage the development of improved products, methods and materials. The BHMA recognizes that errors will be found, items will become obsolete, and new products and methods will be developed. With this in mind the Association plans to update, correct and revise these Standards on a regular basis. It shall also be the responsibility of manufacturers to request such appropriate revisions. The BHMA numbers which indicate functions of electromagnetic locks do not identify size or design and are not intended to be used without necessary supplementary information. Individual manufacturer's catalogs should be consulted.R e f e r e n c e O n l y 4TABLE OF CONTENTSSection Page1. SCOPE............................................................................................................................5 2. DEFINITIONS (5)3. GENERAL (6)4. TEST METHODS (6)5. STRENGTH TESTS (7)6. ELECTRICAL TESTS (8)7. CYCLE TEST (9)8. FINISH TESTS (10)9. EXPLANATION OF IDENTIFYING NUMBERS (11)10. TYPICAL ILLUSTRATIONS, AND TYPE NUMBER DESCRIPTIONS (12)APPENDIX A (NOT A PART OF ANSI/BHMA A156.23) (15)R e f e r e n c e O n l y 51. SCOPE1.1 This Standard establishes requirements for electromagnetic locks and includes cyclical, dynamic, operational, strength and finish tests. This product is used for access control.1.2 Tests described in this Standard are performed under laboratory conditions. In actual usage, results vary because of installation, maintenance, and environmental conditions.2. DEFINITIONS2.1 Electromagnetic Lock . An electrically powered lock. It locks or unlocks a door by the activation or deactivation of an electromagnet coupled to an armature.2.1.1 Direct Pull The mounting arrangement of an electromagnetic door lock whereby an opening force applied to the face of the door is directly opposed by the attraction of the magnet and armature along an axis perpendicular to the face of the door, which is obtained when the contact plane between magnet and armature is parallel to the door face.2.1.2 Shear Lock The mounting arrangement of an electromagnetic door lock whereby the attraction between electromagnet and armature moves one or the other (usually the smaller armature) not only into contact with each other but also into a position of mechanical restraint by a third member which prevents sliding separation (shear) of the magnet and armature along their contact plane. To unlock, the moving member is then retracted into its original resting position by mechanical, magnetic, gravitational, or other force.2.2 Armature A plate attracted by the energized electromagnet component of the lock and when in contact with the magnet, resistant to being separated from the magnet. Also called a strike.2.3 Indoor-Only Electromagnetic locks which are not suitable for continuous exposure to an outdoor environment.R e fe r e n c e O n l y 63. GENERAL3.1 An electromagnetic lock shall be listed or labeled by a nationally recognized independent testing laboratory, and be subject to a periodic in-plant follow-up inspection service.3.2 Tolerances . Where only minus tolerances are given, the dimensions are permitted to be exceeded at the option of the manufacturer.3.3 Reference to other Standards . ANSI Standards are available from the American National Standards Institute, 11 West 42nd Street, New York, NY 10036 or . ASTM Standards are available from ASTM, 100 Barr Harbor Dr., West Conshohocken, PA 19428-2959.3.4 Values . Required values in this Standard are given in US units. The SI (metric) equivalents are approximate. 3.5 Codes . Electromagnetic locks are not permitted on some doors within a means of egress. Consult applicable building codes and ANSI/NFPA 101 Life Safety Code.3.6 Options . When specified, electromagnetic locks shall be equipped with one or more options (consult individual manufacturer's catalogs). These shall consist of switches, special electronic circuits, or a combination of both that are utilized to monitor and indicate locked, unlocked or open door, and magnetic holding force. When supplied they shall be subject to tests as required in 5.3.7 Use on Fire Doors . Electromagnetic locks used on labeled fire door assemblies shall be listed or labeled for fire doors by a nationally recognized independent testing laboratory, and be subject to a periodic in-plant follow-up inspection service.3.8 Power Requirements . Electromagnetic locks shall be operated by direct (DC) or alternating (AC) current. Locks requiring power in excess of 30 VAC RMS (volts alternating current root mean square) or 42.5 VDC shall be supplied with a junction box in accordance with the National Electric Code ANSI/NFPA 70-2002.4. TEST METHODS4.1 Test Specimens . Locks for testing shall be selected at random from the manufacturer's finished stock. Use separate samples for each test, four total. Additional parts are also required for the Appearance Finish tests as described. No sample is required for indoor-only products in the Operational Salt Spray Test, 4.2.5.4.2 Failure Criteria4.2.1 Cycle and Operational Tests . One lock shall be tested for all cycle and operational tests and failure of any one test constitutes failure of all tests in this category.4.2.2 Dynamic Test . One lock shall be tested for the dynamic test and separation of the armature and the lock constitutes failure of this test.4.2.3 Strength Test . One lock shall be tested for the strength test and separation constitutes failure of this test.Re fe r e n c e O n l y 74.2.4 Appearance Finish Tests . One armature and one outside lock body shall be tested for each finish being tested. Failure of any part shall constitute a failure of that finish.4.2.5 Operational Salt Spray Test . One lock shall be tested and failure constitutes failure of the test. This test is not applicable to locks designated for indoor-only usage.4.3 Test Equipment4.3.1 The Dynamic Test5.3 shall be performed on the Security Test Fixture, or equivalent as necessary to achieve forces higher than its normal capability, as shown in the ASTM F 476-84 (R2002) Standard Test Methods for Security of Swinging Door Assemblies (see 5.1.1,6.4 and8.4 of F 476-84). Mount and locate the electromagnetic lock in accordance with Figure 1.4.3.2 The Operational Tests and the Cycle Tests shall be performed on 3 ft x 7 ft x 1 3/4 in (915 x 2130 x 45 mm) solid wood core doors and 16 gauge (.053 min) steel frames. The doors and frames shall be rigid enough to hold the lock firmly and to withstand the tests outlined. Doors shall be hung on heavy duty ball bearing hinges or pivots and shall be equipped with a size 3 hydraulic door closer. 4.3.3 The Strength Test5.1, shall be conducted using a tension loading device where the load is applied directly and at a rate not slower than a 10 lbf (44 N) per second nor faster than a 20 lbf (90 N) per second. Locks shall be installed in accordance with Figure 2 of this Standard and using the mounting hardware supplied by the manufacturer.4.3.4 Measuring equipment shall consist of commercial torque meters, force meters and load dynamometers and tension loading devices capable of a combined calibration and reading accuracy within 5% to obtain test data as specified in the applicable performance tests. A linear measuring gauge accurate to reading within ±0.005 in. (0.13 mm) to obtain test data as specified.5. STRENGTH TESTS5.1 Strength Test Prepare the test specimen in accordance with 4.3.3. Energize the lock for 15 minutes at room temperature at its rated voltage + 2%. At a rate not slower than a 10 lbf (44 N) nor faster than a 20 lbf (90 N) per second, apply tension until the mechanism fully releases. The reading immediately prior to separation shall determine the holding force designation of the lock as specified. Requirements as specified in 5.7. 5.2 Preloaded Door Test (Warped Door) Energize the test specimen at 125% rated voltage. Place a 50 lbf (222 N) load perpendicular to the door at a point 1 in. (25.4 mm) from the lock edge of the door and on the center line of the normal latch bolt location, in the direction of opening. Denergize the test specimen. The door shall swing open within one second when de-energized. 5.3 Dynamic Test . Prepare the test specimen in accordance with 4.3.1. Energize the lock at its rated voltage + 2% and lock the door in the closed position. Test in accordance with 21.1 and 21.2 of ASTM F 476-84 (R2002). See Figure 1. Requirements as specified in 5.7. 5.4 Under Voltage Test . The lock shall operate as intended while energized at 85% of its rated voltage. The holding force shall not be less than that given in requirements as specified in 5.7.R e f e r e n c e O n l y 85.5 Operational Salt Spray Test. (Does not apply to Indoor-only) This test shall be conducted in accordance with ANSI/BHMA A156.18-2000 for Materials and Finishes. The entire lock assembly shall be tested unlocked and positioned in the normal installation orientation. After 96 hours exposure, remove the sample, wash under running water, and allow to dry for 24 hours. The lock shall then operate at 85% of its rated holding force as specified in 5.7.5.6 Ambient Temperature Test . After four hours exposure to the temperatures given below without power applied during the high and low ambient temperature exposure, the lock shall meet the strength test at its ranking at the rated voltage for the tested lock. Remove from the chamber, apply power and test within 10 minutes. Requirements as specified in 5.7.High - 0F/C Low - 0F/CIndoor-Only 120/49 32/0All others 151/66 -31/-355.7 Requirements (All Grades)Holding Force lbf. (N) Dynamic TestJoules (5 blows)Under Voltage Operational Salt Spray Ambient Temp Test 50045 425 lbf (2224 N) 425 lbf 500 100068 850 lbf (3780 N) 850 lbf 1000 1500 951275lbf(5670 N) 1275lbf 1500 2000 and abovein 500 lb.increments onlyHolding Force times .07 Holding Force times .85 Holding Force times .85 Holding Force times 1.06. ELECTRICAL TESTS6.1 Residual Magnetism Test . Disconnect the door closer and power the test lock for 24 hours. Then disconnect the power and immediately apply an opening force to the door 30 in (762 mm) from the pivot center and 40 in (1016 mm) from the bottom of the door. The force required to open the door (separate the door from the magnet) shall not exceed the value given below:Requirement: Within one second: 4 lbf (18 N)6.2 Over Voltage Test . The lock shall withstand over voltage requirement below continuously for 24 hours without damage to the coil.Requirement : 125% of Rated VoltageR e f e r e n c e O n l y 96.3 Inductive Kickback Test . Connect the lock through a switch to a power supply of the rated voltage as shown in Figure 3. If designed to operate at more than one voltage, the test lock shall be configured for the highest operating voltage. Use a storage oscilloscope with a minimum singleshot bandwidth of 200 megahertz with a ten mega-ohm probe set to trigger on the falling edge of the supply voltage. Open the switch and record the captured trace. Peak voltage shall not exceed the value below.Requirement: Peak voltage not to exceed 53 volts6.4 Dielectric Voltage Withstand Test . The lock shall meet the requirement below after the application for one minute of a 40-70 Hz alternating potential as follows: (1) between all live parts and enclosures, and (2) between live parts of circuits operating at different potentials or at different frequencies. The electrical connection between circuits shall be disconnected before application of the test potential. The test potential shall be 500 volts for circuits operating at 30 VAC or VDC or lower and 1000 volts plus twice the rated voltage for circuits operating at higher voltage instantly applied and sustained for one minute.Requirement :No Breakdown 6.5 Temperature Rise Test shall be conducted in accordance with UL 1034 - 2000, Section 41. Requirement:70o F + 5 to 160o F maximum (21o C + 2 to 71o C maximum) at steady state temperature.7. CYCLE TEST7.1 Using the test equipment described in 4.3.2, apply a horizontal 15 lbf (67 N) 30 in (762 mm) from the pivot center and 40 in (1016 mm) from the bottom of the door in the direction of door swing. De-energize the lock and open the door. Allow the door closer to cause the door to close and then re-energize the lock. Repeat this cycle until the number of cycles specified have been completed. Cycles per minute shall not exceed 30. Cycle Test Requirements : Grade 1Grade 2 Grade 3 1,000,000 Cycles500,000 Cycles 250,000 Cycles7.2 At the conclusion of the Cycle Test: 7.2.1 Repeat Electrical Tests 6.1 thru 6.4. 7.2.2 Repeat Strength Tests 5.1, except holding force shall not be less than 85% of the value listed in for the holding force being tested. 7.2.3 Repeat Strength Test 5.2.R e f e r e n c e O n l y 108. FINISH TESTS8.1 These requirements do not predict the performance life of finishes in actual use but are used as a quality control method to ensure consistent finish quality. Electromagnetic locks shall be tested unlocked with the lock and the armature separated. Finish tests shall be conducted in accordance with ANSI/BHMA A156.18-2000 for Materials and Finishes.8.2 Salt Spray Test . Requirements:All finishes on the outside case of locks, mounting hardware, and armatures:24 Hours 8.3 Humidity Test Requirements :Organic coatings on outside case of locks, mounting hardware, and armatures: 48 HoursR e fe r e n c e O n l y 119. EXPLANATION OF IDENTIFYING NUMBERS9.1 First letter denotes BHMA Product Section (E).9.2 First numeral is indoor or outdoor type designation :0 – All except Indoor -only, 1 Indoor Only9.3 Second numeral identifies the type of product: 8 - Electromagnetic Locks9.4 Third and fourth numerals are product types based mainly on the mounting location and whether they are direct pull or shear designs: 50 through 99 are reserved for electromagnetic locks in various types.9.5 Fifth numeral designates the grade of the item: 1 is highest.9.6 Select the appropriate level of holding force for the application, and specify by a suffix “-holding force rating” in 500 pound increments, i.e. “-1000”.9.7 Example of identifying number: E18501-1000E Section (E)1 Indoor Only8 Type of Product (Electromagnetic Lock)50 Type Number as above1 Grade (Grade 1)-1000 Holding Force RatingR e f e re n c e O n l y 1210. TYPICAL ILLUSTRATIONS, AND TYPE NUMBER DESCRIPTIONSIn all cases, specify holding force and voltage, and whether DC or AC is required. For availability, consult individual manufacturers’ catalogs.E08501Lock mounted on header. Armature mountedon push side of doorE08511Double lock mounted on header for pairs ofdoors. Armatures mounted on push side ofdoors.E08521 Lock with housing extending across full width of header. Armature mounted on push side of door. One or two locks with full length housing.E08531Lock mounted on face of header. Armaturemounted on pull side of door with an anglebracket.E08541Lock mounted on header. Armature mountedon push side of glass door with a specialmounting bracket.R e f e re n c eO n l y 13Lock with housing extending along the fullheight of lock jamb. Armature mounted onpush side of door. One or two locks with fulllength housing.E08561Shear lock mounted on face of header.Armature mounted on push or pull side of dooras specified with an angle bracket. Lock andarmature are in shear (parallel) contact whenlocked.E08571Shear lock is mortised in header. Armaturerecessed in top of door. For out swinging doors.Lock and armature are in shear (parallel)contact when locked.E08581 Shear lock is mortised in header. Armature is mortised in top of door. For center hung single or double acting doors as specified. Lock and armature are in shear (parallel) contact when locked. E08591 Shear lock mortised in lock jamb. Armature mortised in edge of door. Lock and armature are in shear (parallel) contact when locked. Door side Frame sideR e f e r e n c e O n l y 14Shear lock recessed in bottom of door or floor.Armature recessed in floor or bottom of door.Specify whether or not threshold is to be used.Lock and armature are in shear (parallel) contactwhen locked.R e f e r e n c e O n l y 15APPENDIX A (NOT A PART OF ANSI/BHMA A156.23)A-1 Radio frequency interference criteria are not included in this Standard but is of concern to the user.A-2 The Inductive Kick Back Test verifies suppression of peak voltage. Components used in connection with electromagnetic locks should be protected accordingly.A-3 While not covered in this Standard, optional control switching circuits are to be functional under a temperature range of 0 degrees F (-18 C) to 150 degrees F (66 C).A-4 Electromagnetic locks are frequently used in connection with delayed egress locks permitted under certain circumstances and in certain occupancies. Consult local code criteria. A-5 Use of the test method for holding force found in 5.2 is applicable to any electromagnetic lock when a greater or lesser holding force than specified in this Standard is asserted.A-6 Special functions are sometimes available. Consult individual manufacturers’ catalogs. A-7 Conformance Criteria. Certification that products offered meet the requirements of this Standard and conform to the individual manufacturer's drawings, specifications, standards and quality assurance practices are available and in some circumstances are required. Buyer requirements determine the need for proof of conformance such as first article inspection, test laboratory reports, or listings. Specifiers requiring assertions of conformance utilize statements of conformance by individual manufacturers, or test reports acceptable to the buyer.A-8 Preservation, Packaging and Packing. Unless other arrangements between buyer and seller are made, preservation, packaging and packing should be sufficient to protect containers and their contents under normal shipping and handling conditions from the source of supply to the destination point. A-9 Marking. Unless other arrangements between buyer and seller are made, marking shall bein accordance with the individual manufacturer's standard practice.A-10 Conformance to Other Standards. This Standard, contains requirements for products to be listed by nationally recognized independent testing laboratories. Such laboratories require conformance to other standards in addition to ANSI/BHMA A156.23.A-11 Signals to a central or local panel that indicate locked, unlocked, magnetic holding force, or door open conditions may be provided as options. Smoke and fire detectors, water flow sensors, seismic disturbance indicators, and other signaling devices may be provided to release the lock under emergency conditions.A-12 Status Indicators can sense the locked or unlocked condition of the magnetic locks; magnetic bond sensors are an electromagnet lock status feature that senses the degree of magnetic holding force.Re fe re n c eO n l y 16Note: Shear application shown for illustration purposes only; mount actual test specimens per manufacturer’s instructions.FIGURE 1R e f e r e n c e O n l y 17 FIGURE 2 FIGURE 3。
第1篇I. IntroductionThis report presents a legal case involving John Doe, a plaintiff, and XYZ Corporation, the defendant. The case revolves around a breach of contract and the resulting damages suffered by the plaintiff. The report aims to analyze the legal issues involved, the arguments presented by both parties, and the court's decision.II. BackgroundJohn Doe, a local businessman, entered into a contract with XYZ Corporation to supply his business with a specific product. The contract outlined the terms and conditions of the supply agreement, including the quantity, quality, and delivery schedule of the product. XYZ Corporation agreed to provide the product as per the contract's terms.However, upon receiving the product, John Doe discovered that it did not meet the agreed-upon quality standards. The product was defective and caused significant damage to his business. Consequently, John Doe filed a lawsuit against XYZ Corporation, seeking damages for breach of contract and other related claims.III. Legal IssuesA. Breach of ContractThe primary legal issue in this case is whether XYZ Corporation breached the contract by delivering a defective product. To establish a breach of contract claim, John Doe must prove that:1. A valid contract existed between the parties.2. The defendant breached the contract by failing to perform its obligations.3. The breach caused damages to the plaintiff.B. DamagesJohn Doe seeks damages for the breach of contract and the resulting harm to his business. To recover damages, he must prove:1. The existence of a valid contract.2. The defendant's breach of the contract.3. The direct and proximate cause of the breach to the plaintiff's damages.4. The extent of the damages suffered.IV. Parties' ArgumentsA. John Doe's ArgumentJohn Doe argues that XYZ Corporation breached the contract by delivering a defective product that did not meet the agreed-upon quality standards. He claims that this breach caused significant damage to his business, resulting in lost profits and increased expenses. Therefore, he seeks damages to compensate for the harm he suffered.B. XYZ Corporation's ArgumentXYZ Corporation denies the breach of contract claim and argues that the defective product was due to unforeseen circumstances beyond their control. They contend that the breach was not intentional and that they should not be held liable for the damages incurred by John Doe.V. Court's DecisionThe court found that XYZ Corporation breached the contract by delivering a defective product. The court considered the evidence presented by both parties and determined that the product did not meet the agreed-upon quality standards. As a result, the court awarded John Doe damages for the breach of contract and the resulting harm to his business.The court held XYZ Corporation liable for the damages suffered by John Doe, including lost profits, increased expenses, and other related costs. The court also ordered XYZ Corporation to pay John Doe's legal fees and costs associated with the lawsuit.VI. ConclusionThe case of John Doe vs. XYZ Corporation highlights the importance of fulfilling contractual obligations and the consequences of breaching a contract. The court's decision serves as a reminder to businesses to adhere to the terms and conditions of their agreements and to take necessary precautions to ensure the quality of their products or services.In this case, XYZ Corporation's failure to deliver a quality product resulted in significant damages to John Doe's business. The court's decision not only awarded John Doe damages but also imposed liability on XYZ Corporation for their breach of contract. This case serves as a valuable lesson for businesses to prioritize the quality of their products and services and to honor their contractual commitments.第2篇I. IntroductionThe case of Smith v. Johnson is a significant legal dispute that revolves around the interpretation of contract law. This report aims to provide a comprehensive analysis of the case, including the facts, legal issues, and the court's decision. The case highlights the importance of clear and unambiguous language in contracts and the potential consequences of ambiguity.II. Facts of the CaseIn 2010, John Smith and James Johnson entered into a verbal agreement to purchase a piece of property. The agreement was based on a verbal promise by Johnson to sell the property to Smith for $500,000. Smith paid a deposit of $50,000 to Johnson, and both parties intended to finalize the transaction by signing a written contract.However, before the written contract was completed, Johnson changed his mind and decided not to sell the property to Smith. Johnson claimed that the verbal agreement was not enforceable due to its ambiguity, and that Smith had not fulfilled his part of the agreement. Smith, on the otherhand, argued that the verbal agreement was enforceable and that Johnson was in breach of contract.III. Legal IssuesThe primary legal issue in this case is whether the verbal agreement between Smith and Johnson is enforceable under contract law. The court must consider the following questions:1. Did the parties enter into a binding agreement?2. Was the agreement clear and unambiguous?3. Did Smith fulfill his part of the agreement?4. Did Johnson breach the agreement?IV. The Court's DecisionThe court, after reviewing the evidence and hearing arguments from both parties, ruled in favor of Smith. The court held that the verbal agreement between Smith and Johnson was enforceable under contract law.The court emphasized that while verbal agreements are generally not enforceable, they can be upheld if certain conditions are met. In this case, the court found that the following conditions were satisfied:1. The agreement was clear and unambiguous: The court determined thatthe verbal agreement between Smith and Johnson was clear and unambiguous. Both parties had a mutual understanding of the terms of the agreement, and there was no evidence of any misunderstanding or confusion.2. Smith fulfilled his part of the agreement: The court found that Smith had fulfilled his part of the agreement by paying a deposit of $50,000to Johnson. This demonstrated his intention to enter into the agreement and his commitment to the transaction.3. Johnson breached the agreement: The court concluded that Johnson had breached the agreement by changing his mind and deciding not to sell the property to Smith. By failing to honor the verbal agreement, Johnson had acted in bad faith and caused harm to Smith.V. Analysis and ConclusionThe case of Smith v. Johnson highlights the importance of clear and unambiguous language in contracts. Verbal agreements can be enforceable, but they must meet certain criteria to be upheld in court. In this case, the court found that the verbal agreement between Smith and Johnson was clear and unambiguous, and that Smith had fulfilled his part of the agreement. As a result, the court ruled in favor of Smith and held Johnson liable for breaching the agreement.This case serves as a reminder to parties entering into agreements to ensure that their intentions are clearly stated and understood. Ambiguity can lead to costly legal disputes and can result in one party being unfairly disadvantaged. By taking the time to draft clear and unambiguous contracts, parties can minimize the risk of disputes and ensure that their agreements are enforceable.In conclusion, the case of Smith v. Johnson demonstrates thesignificance of contract law and the importance of clear communication in legal agreements. The court's decision in this case reinforces the principle that parties must be careful to ensure that their agreements are clear and unambiguous to avoid potential legal disputes.第3篇Introduction:This case report discusses the legal dispute between Johnson and Smith, which revolves around a breach of contract. The case was heard in the Superior Court of California, and the judgment was rendered in favor of Johnson. The following report provides a detailed analysis of the facts, arguments, and the reasoning behind the court's decision.Facts:In 2018, Johnson and Smith entered into a contract for the sale of a piece of real estate. The contract was signed by both parties and contained various terms and conditions. According to the agreement, Smith agreed to purchase the property from Johnson for a purchase priceof $500,000. The contract also specified that the transaction was subject to the approval of the bank's financing.However, after the contract was signed, Smith's financial situation changed, and he was unable to obtain the necessary financing from the bank. Despite several attempts to renegotiate the terms of the contract, Johnson refused to agree to any modifications. Consequently, Smith breached the contract by failing to complete the purchase of the property.Johnson filed a lawsuit against Smith, seeking damages for the breach of contract. Smith, on the other hand, claimed that the contract was voidable due to mutual mistake of fact.Arguments:1. Johnson's Argument:Johnson argued that the contract was valid and enforceable, and that Smith's failure to comply with the terms of the contract constituted a breach. Johnson further claimed that he was entitled to damages for the breach, which included the difference between the contract price and the current market value of the property.2. Smith's Argument:Smith contended that the contract was voidable due to mutual mistake of fact. According to Smith, both parties believed that the property was worth $500,000 at the time of the contract, but later discovered that the property was actually worth significantly less. Smith argued that, as a result of this mistake, the contract was not a true reflection of the parties' intentions, and therefore, he was not bound by its terms.Judgment:The court ruled in favor of Johnson, holding that the contract was valid and enforceable. The court found that the mutual mistake of fact claim was without merit, as there was no evidence to suggest that both parties were mistaken about the property's value.Reasoning:1. Validity of the Contract:The court emphasized that the contract was signed by both parties and contained clear terms and conditions. The court concluded that the contract was a legally binding agreement and that Smith was bound by its terms.2. Breach of Contract:The court found that Smith's failure to comply with the contract's terms, specifically the failure to obtain financing and complete the purchaseof the property, constituted a breach of contract. The court held that Johnson was entitled to damages for the breach, as provided under the contract.3. Mutual Mistake of Fact:The court rejected Smith's claim of mutual mistake of fact, as there was no evidence to support the claim. The court noted that both parties had the opportunity to inspect the property before entering into thecontract and that the property's actual value was a matter of public record.Conclusion:In the case of Johnson v. Smith, the Superior Court of California ruledin favor of Johnson, holding that the contract between the parties was valid and enforceable. The court found that Smith's breach of contract entitled Johnson to damages. The case serves as a reminder of the importance of due diligence and the consequences of failing to comply with the terms of a legally binding agreement.。
Unit 11. What are the major jobs of a professional secretary?First, a secretary is expected to relieve the executive of various administrative details. Second, a secretary is required to coordinate and maintain effective office procedures and efficient work flow. Third, a secretary must be able to implement policies and procedures set by the employer. Fourth, a secretary should be able to establish and maintain harmonious working relationships with superiors,co-workers, subordinates, customers or clients, and suppliers.2. What should a secretary do when the executive is away?A secretary is expected to take action authorized during the executive’s absence and use initiative and judgment to see that matters requiring attentionare referred to adelegated authorityor handled in amanner so as tominimize the effectof the employer’sabsence.Unit 21. Why is itimportant to behaveproperly in theoffice?Those who breakthese rules,unintentionally ordeliberately, showtheir lack ofconsideration forothers. Either way, itis at bestembarrassing and atworst difficult orimpossible to gainconfidence, respect,and cooperation ofothers when widelyaccepted practicesare cast aside. Soobserving properoffice etiquette isimportant.2. What kind ofclerks(秘书)dopeople dislike towork with?People areuncomfortablearound someonewho views the worlddarkly. Moreimportant, theydistrust and want toavoid someone whooften appears to beangry or unhappy,fearing that such aperson might treatboth workassignments andclients or coworkersunfairly andirresponsibly.3. What can a clerkdo to keep companysecrets?Keep importantdocuments and filefolders locked incabinets or othercontainers. Do notleave confidentialcorrespondence andother materials faceup on your deskwhere anyone mightsee it. Carefullysafeguard drafts,note, and shorthandnotebooks. Bewarehow you dispose ofmaterials too. Taketime to shred carboncopies andphotocopies that notused.Unit 41. How does 麦当劳encourage itsemployees tocontinue theirstudies?When face with achoice betweeneducation and anemploymentcommitment,education alwayscomes first. Theyhave programs toreward good gradesand schoolattendance. Theyprovide tuition foremployees tocontinue education.2. What does M doto ensure safety andquality?A food safety checklist is used daily ineach restaurant tovalidate those safetystandards andprocedures are inplace.3. What is the themeof the Five PeoplePrinciples?①Respect andRecognition. ②Values andLeadershipBehaviors.③Competitive Payand Benefits.④Learning,Development andPersonal Growth.⑤Resources to Get theJob Done.Unit 51. What iscommunication?Communication isthe process throughwhich people andorganizationsaccomplishobjectives. Bycommunicating withothers we shareattitudes, values, emotions, ambitions, wants, and needs. Behind most successes is effective communication—that which is well planned and thoughtfully executed.2. Why is ‘listening’to everyone necessary?To push responsibility down in your organization, and to force good ideas to bubble up within it, you must listen to what your associates are trying to tell you.3. What is the author’s view toward communicating with people in the company?People in organizations need each other. They must coordinate and pool their efforts to achieve their goals and avoid waste and confusion. They must focus on the needs of customers, those inside as well outside the company. They must be able to articulate their needs so that they can workcooperatively. Theymust be free toexpress what theyknow and believe inorder to capitalizeon opportunities formeaningful change.4. What is theessence of HP’shuman relations?HP believes that theachievements of anorganization are theresult of thecombined efforts ofeach individualemployee. As aresult, the companytries to make surethat it has innovativepeople at all levelsand has takenseveral steps toensure that HPemployees work inan environment thatfosters creativity.Every employee istreated withconsideration andrespect. An informalwork setting helps tobuild employeeenthusiasm andmorale. Thecompany tries toselect enthusiasticpeople for importantmanagerial positionsin hope thatenthusiasm will becontagious. Themanagement style atHP includes‘management bywandering around’so that managerskeep in touch withemployees are doingand can encouragethem to offer ideas.The informality atHP extends into itsorganizationalstructure.Communicationbetween differentgroups isencouraged. Inaddition, topmanagers encourageemployees to thinkof the company asone big family inwhich all membersare striving togetherto reach corporateobjectives.Unit 71. What is the bestapproach for anegotiator?Keep yourobjectives in mindand try to keep aclear head. This willhelp you toconcentrate on yourkey points.Listening attentivelyat every stage ofyour negotiation andtry to resist thetemptation tointroduce newarguments all thetime.2. What languageshall we use fornegotiation?Be simple and clear.There is no pointcomplicating adifficult task withdifficult language.Don’t be afraid toask questions ifthere is anythingyou don’tunderstand. It isvital to avoid anymisunderstandingthat might harm thesuccess of yournegotiation.Unit 91. What’sMultinationalCorporation?Refers to a companywhich owns orcontrols productionor service facilitiesoutside the countryin which it is based.2. What areoperation modes ofMNCs?In the process, theparent firm usuallyprovides its foreignaffiliates withmanagerial expertise,technical know-howand a marketingorganization inreturn for some ofthe affiliate’s outputand earnings.Besides, MNCs canenter foreignmarkets by establishing overseas subsidiaries and production bases, buying stocks of listed companies of a particular country, even acquiring those local firms to avoid future competition.3. What competitive advantages do MNCs have?The basic reason for the existence of M is its competitive advantage of a global network of production and distribution, which is formed through the vertical and horizontal integration with foreign affiliates. Another reason is the economics of scale in production, financing, research and development. M can also collect information from its worldwide foreign affiliates to evaluate, anticipate and take advantage of changes in comparative costs, consumer’s tastes and market conditions generally. M can also in a much better position to control or changeto their advantagethe environment inwhich they operatethan are purelydomestic firms.4. What issues areMultinationalCorporation mostconcerned with?These includemaximizing profits,meeting customerdemands, andupdatingtechnologies. Inaddition, theyshould pay closeattention toinvestmentenvironment, marketconditions andpolitical situationsof differentcountries andregions.5. What headachesdoes a MC havewhen operating in aforeign country?One is localprotectionism. Theother is violation ofintellectual propertyrights6. What trend andcriteria do MNCsuse when theyemploy their staff?Employees,including keyexecutives, are oftennatives of thecountry whereoperations arelocated. There areno genericrequirements forentry-level positions.Top executives,however, usuallyhave at least agraduate degree,usually a Master ofBusinessAdministration.。
cfa esg例题CFA ESG (Environmental, Social, and Governance) Integration refers to the incorporation of environmental, social, and governance factors into investment analysis and portfolio management decisions. As a responsible investment approach, ESG integration seeks to identify and weigh the potential risks and opportunities arising from these factors.To better understand how ESG factors can be integrated into investment decision-making, let's consider the example of a hypothetical company in the retail sector and how its ESG performance may impact investment decisions.1. Environmental Factors:- Carbon footprint: Assess the company's carbon emissions, energy consumption, and efforts to reduce its environmental impact. Look for information on initiatives like energy-efficient operations, use of renewable energy, or adoption of sustainable packaging and waste management practices.- Supply chain sustainability: Evaluate the company's supply chain management practices, such as responsible sourcing, reducing waste, and promoting circular economy principles.- Environmental risks: Consider the company's exposure to environmental risks, including climate change, water scarcity, and regulatory actions. Analyze how these risks may affect the company's operations and financial performance in the long term.2. Social Factors:- Diversity and inclusion: Evaluate the company's commitment to diversity and inclusion in its workforce. Look for policiespromoting gender and ethnic diversity, as well as the presence of diverse perspectives on the board.- Labor practices: Assess the company's labor conditions, employee compensation, and adherence to labor rights standards. Examine workforce health and safety records, employee satisfaction, and turnover rates.- Customer and community relations: Analyze the company's reputation in terms of customer satisfaction, community engagement, and philanthropic initiatives. Consider any past or ongoing controversies related to social issues.3. Governance Factors:- Board composition and independence: Evaluate the composition of the board of directors, including the diversity, independence, and expertise of its members. Assess the existence of governance committees and their roles.- Executive remuneration: Analyze the company's executive compensation practices to assess if they are aligned with long-term sustainable performance and shareholder interests.- Shareholder rights: Consider the company's respect for shareholder rights and the presence of mechanisms to protect minority shareholders from unfair treatment.Based on the analysis of these ESG factors, an investment decision can be made. For example, a company with a strong ESG profile may indicate responsible management and potential for long-term sustainability. Consequently, it may be deemed a more attractive investment option compared to a company with a weak ESG profile that may face governance controversies or environmental risks.However, it is important to note that ESG integration should not be seen in isolation. Other traditional financial analysis metrics and investment criteria should also be considered to assess a company's overall investment potential.In conclusion, the integration of ESG factors into investment decisions allows investors to assess the potential risks and opportunities associated with environmental, social, and governance factors. By considering a company's ESG performance, investors can gain insights into the company's long-term sustainability, reputation, and overall risk profile. This comprehensive analysis helps investors make more informed and responsible investment decisions aligned with their financial objectives and values.。