Self-Managed Cell A Middleware for Managing Body-Sensor Networks

The Nokia ONT XS-2426G-A is a dual-band Wi-Fi 6 mesh system with Wi-Fi Alliance certified Wi-Fi EasyMesh, enhanced by Nokia value added features. The Nokia WiFi Mesh Middleware creates a self-healing, self-optimizing network and includes intelligent channel selection, band steering, client steering and backhaul management to provide the best Wi-Fi performance. As it is EasyMesh ™ compliant, it provides interoperability and avoids vendor lock-in.Optionally, the Nokia ONT XS-2426G-A can be managed by the Nokia WiFi Cloud Controller. The associated Home Console presents the help desk agents with a real-time holistic view of the in-home network to assist them with easy identification and instantaneous resolution of issues. The Network Console provides an end-to-end Wi-Fi network view and allows management of groups of Wi-Fi networks.This Nokia indoor ONT is designed to deliver triple play services (voice, video and data) to residentialNokia ONT XS-2426G-AResidential gateway ONT (XS-2426G-A)The Nokia ONT XS-2426G-A is the solution for home networking that is delivered by 10 Gigabit symmetrical Passive Optical Network (XGS-PON). The device has built-in concurrent dual-band Wi-Fi® 802.11 b/g/n/ax and 802.11a/n/ac/ax networking with triple play capabilities that include voice, video and data. The XS-2426G-A supports Wi-Fi EasyMesh™, to create a whole home mesh network. This coverage can be expanded at any time by installing additional Wi-FiEasyMesh-capable beacons to ensure seamless roaming throughout the home. The XS-2426G-A includes the Nokia WiFi Mesh Middleware which ensures the best possible Wi-Fi performance. The end-user experience is enhanced by the service provider’s Wi-Fi management capabilities in the cloud and intuitive home user support using the Nokia WiFi mobile app.subscribers. Voice services are provided through two plain old telephone service (POTS) ports with an integrated analog telephone adapter (ATA) that converts voice traffic into Session Initiation Protocol (SIP). Connectivity to an existing public switched telephone network (PSTN) Class 5 switch is supported through SIP with direct interoperability of a variety of soft switches. Ethernet connectivityis available on four Gigabit Ethernet (GigE) ports, allof which have the ability to burst up to a full gigabit dynamically. Service providers can deliver video using IP packets (IPTV).Relying on dual-band Wi-Fi allows for support of the widest range of customer products.The IEEE 802.11ax standard enables gigabit speeds on many newer devices, while the widely supported 802.11b/g/n/ac standard can simultaneously connect to legacy devices.Features• Four RJ-45 10/100/1000 Ethernet ports• Two POTS ports for carrier-grade voice services • Dual-band concurrent Wi-Fi: 2.4GHz and 5GHz • Wireless IEEE 802.11 b/g/n/ax: 2.4GHz• Wireless IEEE 802.11ac/ax: 5GHz• Network Address Translation (NAT) and firewall • Voice interworking function from the analog POTS lines to the voice over IP (VoIP) and Ethernet layers• One USB 3.0 host port• Optics support received signal strength indication (RSSI)• Supports virtual private network (VPN) passthrough for Point-to-Point Tunneling Protocol (PPTP), Layer 2 Tunneling Protocol (L2TP) and IPSec• Port forwarding and demilitarized zone (DMZ)/ dynamic domain name system (DDNS) Benefits• Integrates the ONT and wireless access point functions to allow for one less device in the home • Delivers connectivity to Ethernet devices within the home• Comes equipped with Nokia WiFi Mesh Middleware • Supports full triple play services, including voice, video and data• Allows service-per-port configurations • Supports IP video distribution• Supports easy-to-use USB 3.0 connections for external disk drives and home network attached storage (NAS)• Delivers voice services using VoIP• Delivers video services efficiently with multicasting or unicasting• Facilitates network management using Nokia 5520 AMS• Flexible video delivery options of Ethernet or wireless to set-top boxes (STBs) Technical specifications Physical• Height: 195 mm (7.7 in)• Width: 245 mm (9,65 in)• Depth: 37 mm (1.46 in)• Weight: 650g (1.4lb)Installation• Desk mountable• Wall mountable with bracketOperating environment• Temperature: -5°C to 45°C (23°F to 113°F)• Relative humidity: 10% to 90%Power requirements• Local powering with 12 V input (feed uses external AC/DC adapter)• Dying gasp support• Power consumption: <36 WXGS PON uplinks• Wavelength: 1260 nm–1280 nm upstream; 1575 nm–1580 nm downstream• G.9807.1 XGS PON standards compliant: 4 dBm ~ 9 dBm launch power; -28 dBm ~ -9 dBm for receiving• SC/APC connector• 10 G burst mode upstream transmitter• 10 G downstream receiver• G.9807.1-compliant 10 GPON Encapsulation Method (XGEM) framing• Flexible mapping between XGEM ports andT-CONT• Advanced Encryption Standard (AES) 128• Forward error correction (FEC)• Activation with automatic discovered serial number and password• Remote software image download• BOSA On Board (BOB) type laser, SC/APC connectorEthernet interfaces• 10/100/1000Base-T interface with RJ-45 connectors• Wi-Fi Protected Access (WPA) support, including pre-shared key (WPA-PSK), WPA2, WPA3• Forwarding• Ethernet port auto-negotiation or manual configuration with medium dependent interface /medium dependent interface crossover (MDI/ MDIX)• Virtual switch based on IEEE 802.1q virtual LAN (VLAN)• VLAN tagging/de-tagging per Ethernet port and marking/remarking of IEEE 802.1p• IP type of service/differentiated services code point (ToS/DSCP) to IEEE 802.1p mapping for untagged frames• Class of service (CoS) based on VLAN ID, IEEE • 802.1p bit• Internet Group Management Protocol (IGMP)v2/ v3 snooping POTS interfaces• Two FXS ports for VoIP service with RJ-11 connectors• Multiple codecs: ITU-T G.711, ITU-T G.729• SIP (RFC 3261)• ITU-T G.168 echo cancellation• Services: caller ID, call waiting, call hold, 3-way call, call transfer, message waiting indication• 5 ringer equivalence numbers (RENs) per line • Dual-tone multi-frequency (DTMF) dialing• Balanced sinusoidal ring signal, 55 V root mean square (RMS)WLAN interfaces• 2x2 MIMO on 802.11b/g/n/ax• 2x2 MIMO on 802.11a/n/ac/ax• 3 dBi internal antenna• WPA, WPA-PSK/TKIP, WPA2, WPA2-PSK/AES, WPA3• Media access control (MAC) filtersUSB interface• One USB 3.0 interfacesResidential gateways• IPv4 and IPv6• Point-to-Point Protocol over Ethernet (PPPoE) and IP over Ethernet (IPoE)• NAT, DMZ and firewall• Dynamic Host Configuration Protocol (DHCP) and domain name system (DNS) proxy• IGMP proxy• Supports TR-069About NokiaWe create the technology to connect the world. Only Nokia offers a comprehensive portfolio of network equipment, software, services and licensing opportunities across the globe. With our commitment to innovation, driven by the award-winning Nokia Bell Labs, we are a leader in the development and deployment of 5G networks.Our communications service provider customers support more than 6.4 billion subscriptions with our radio networks, and our enterprise customers have deployed over 1,300 industrial networks worldwide. Adhering to the highest ethical standards, we transform how people live, work and communicate. For our latest updates, please visit us online and follow us on Twitter @nokia.Nokia operates a policy of ongoing development and has made all reasonable efforts to ensure that the content of this document is adequate and free of material errors and omissions. Nokia assumes no responsibility for any inaccuracies in this document and reserves the right to change, modify, transfer, or otherwise revise this publication without notice.Nokia is a registered trademark of Nokia Corporation. Other product and company names mentioned herein may be trademarks or trade names of their respective owners.© 2020 Nokia Nokia OY J Karakaari 7 02610 Espoo FinlandLEDs• Power • Link • Auth • LAN (1~4)• TEL (1~2)• VoIP• Wi-Fi Protected Setup (WPS)• WLAN 2.4G/5G • USB • InternetSafety and electromagnetic interference (EMI)• Protection of over voltage/currentRegulatory compliances• CE Mark • FCC Mark。

2021-2022学年北京市西城区高二下学期期末英语试卷1. I love my father. He’s the parent who I thought understood me. But when I was growing up, he was ______ home. He worked overtime as an accountant, late into the evening during the week, all day Saturday and most Sundays. Even if he was home, and wasn’t working at his desk, I had to______ him, because I was one of three daughters. All those years in my childhood I longed for my father’s ______.One day my father was working at his desk. I ______ him there and stood beside the desk. ______ in his writing, he didn’t notice me. To let him know I was there, I lifted my plastic water gun and shot him in the face. This frightened him and he roared like a tiger. I dashed out of the room and down the stairs. I was so _______ because I’d never seen him angry before.Moments later, he appeared at the top of the stairs, ______ his arms and laughed; his arms and laugh invited me to run back up the stairs and into his huge hug. Comforting me softly, he ______ for scaring me. I kept replaying the _______ in my mind for a thousand times.My sense that I couldn’t reach my father stayed with me even when I was grown. Well int o adulthood, I felt that I could never ______ the father time I’d missed as a child. But it turned out that I could. And I did.The ______ started when my father retired. One day, I called when my mother was out. My father answered the phone, and he couldn’t hand me over to my mother, ______ we started to talk. He told me he’d been thinking about his grandfather, and I asked about him. He began telling me. I ______ that when I asked him about his past, he stayed on the phone. And the older he got, the more ______ my father was to talk about his past, especially his childhood. In his detailed descriptions, I felt he was recreating the world of his childhood, and ______ me in. The stories he told became a world we inhabited together. He introduced me to the people he knew there, and to the child he was.I really cherish my father’s stories and will pass them on to the next generation.1.A．rarely B．merely C．frequently D．gradually2.A．watch B．follow C．share D．support3.A．impression B．attention C．explanation D．presentation4.A．approached B．ignored C．monitored D．comforted5.A．Concerned B．Experienced C．Disappointed D．Absorbed6.A．annoyed B．depressed C．scared D．bored7.A．crossed B．spread C．swung D．moved8.A．apologized B．complained C．hesitated D．joked9.A．view B．message C．voice D．scene10.A．cut back on B．make up for C．keep up with D．look forward to 11.A．change B．success C．tradition D．silence12.A．but B．or C．for D．so13.A．proposed B．discovered C．recalled D．predicted14.A．serious B．confident C．eager D．reasonable15.A．reminding B．pushing C．requiring D．inviting2. Sports like figure skating, ice hockey, speed skating, and ski jumping have been part of Olympic history since the first Winter Olympics were hosted in France, in 1924. But the origins of many Olympic sports stretch back even further.The ancient origins of skiingSkiing has been around since early civilization, evidenced by a 5,000-year-old rock carving showing men on skis in Norway, and the discovery of a ski dating back to 6000 B.C. found in Russia. Modern skiing can be traced back to the Scandinavians, who primarily used skis as a means of travel or for other practical purposes. Some of the first official competitions began around 1850 in Norway, with the first recorded race in Sweden held outside Stockholm in 1879.The British are the ones who transformed skiing from its Scandinavian roots into the highly competitive sport it is now. Alpine skiing or downhill skiing is the most popular form of skiing, and it first appeared in the Winter Olympics in 1936.The development of snowboardingSnowboarding originated as a backyard activity known as snurfing—invented by a father to entertain children.In 1965, Sherman Poppen of Muskegon, Michigan, was looking for something his children could use as a sled. He tied together two skis—creating a toy he named “Snurfer”. Less than a year, the toy exploded into a national craze.Although an annual championship in Muskegon was sponsored by the makers of the Snurfer, competitors began to create their own boards. Because Poppen had trademarked the term Snurfer, they began to call the sport snowboarding instead.By 1985, snurfing fell out of fashion, but snowboarding had caught on worldwide. It finally became an official Olympic sport for the 1998 Games.The earliest evidence of curlingThe predecessor (前身) of curling is a Scottish game in the 16th century played on frozen lakes and ponds, using smooth stones from riverbeds.Centuries later, the first curling club was founded in Scotland and received the approval of Queen Victoria in 1843. In the sport, players slide the stones toward a target—earning more points the closer the stone lands to the center. By the 20th century, curling was so widespread that it was one of the few sports played in the first Olympic Games in 1924.1. The first recorded skiing race was held in _______.A．Sweden B．Russia C．Britain D．Norway2. What can be learned about snowboarding from this passage?A．It became well known before 1965.B．It originated from the toy “Snurfer”.C．It was invented as a means of travel.D．It was named by the inventor Poppen.3. Which sports appeared in the first Olympic Games in 1924?A．Snurfing and ice hockey. B．Skating and Alpine skiing.C．Figure skating and curling. D．Snowboarding and ski jumping.3. Joel Boyers and his friend, Melody Among, were heading home from the Nashville airport when he received a call from a stranger in Pennsylvania. The caller told Boyers that her brother and his two daughters were trapped on their roof in Waverly, 60 miles from Nashville. They were surrounded by rising floodwaters caused by record-breaking rains and didn’t think they would survive.Desperate, the caller had typed “Nashville helicopters” into the Web search engine, and Boyers’s company, Helistar Aviation, was the first to pop up. She begged Boyers to rescue her loved ones. Boyers looked west toward Waverly and saw the storm clouds. “Ma’am,” he said, “No one will fly in this weather, and for good reason.”But even before he finished the sentence, Boyers knew that he would go back up. “I’ve got a daughter myse lf,” he said. He put the brother’s address into his phone, then he and Among, drove back to the airport. Soon, they were in the air, unprepared for what they were about to see in Waverly. It was nothing but raging water below them. People were holding tightly onto anything that didn’t move—roofs, trees, poles.The flooding took out cell phone service, meaning Boyers couldn’t use his phone to accurately point out the house he was looking for. He flew on anyway. As Boyers piloted his helicopter, Among began searching for people left atop roofs and bridges — anywhere Boyers could land and get them on board. One man they had rescued pointed to a teenager holding on to a tree, who was barely out of the water. Since there was no place for Boyers to land, he lowered the helicopter until it hovered (盘旋) just above the water line. The rescued man helped the teen get into the helicopter. Then Boyers carefully lifted off. After dropping off the teen on a patch of land, he and Among were back in the air.Ninety minutes after Boyers and Among began their mission, professional rescue helicopters showed up. It was good timing — Boyers and Among were almost out of fuel after rescuing 17 people. As for the woman who originally contacted Boyers, she called back to say that her brother and his daughters had also been saved.1. What happened when Boyers was heading home from the airport?A．His company got a lot of attention online.B．His daughters were trapped in a flood.C．He was asked to help flood victims.D．He received a call from his brother.2. What was Boyers’s main challenge in his attempt to rescue the teen?A．There was no cell phone service.B．His helicopter was running out of fuel.C．There was no place for him to land safely.D．The record-breaking rain blocked his view.3. Which of the following words can best describe Boyers?A．Courageous and sympathetic. B．Cooperative and optimistic.C．Cautious and outgoing. D．Calm and ambitious.4. Which of the following is the right order of the events?a. Boyers failed to locate the house he was looking for.b. A flood hit Waverly because of record-breaking rains.c. Professional rescuers arrived at Waverly to offer help.d. Boyers managed to drop off a teen on a patch of land.A．c→a→d→b B．c→b→a→dC．b→a→c→d D．b→a→d→c4. A new study published in the National Academy of Sciences provides a measure of how far “deepfake” technology has progressed. The results suggest that real humans can easily fall for machine-generated faces. “We found that AI-generated faces are highly realistic,” says study co-author Hany Farid, a professor at the University of California, Berkeley. The result raises concerns that “these faces could be highly effective when used for criminal purposes.”The synthetic (合成的) faces for this study were developed in back-and-forth interactions between two neural networks. One of the networks, called a generator, produced an evolving series of synthetic faces like a student working progressively through rough drafts. The other network, known as a discriminator, trained on real images and then graded the generated output by comparing it with data on actual faces. The generator began the exercise with random pixels (像素). With feedback from the discriminator, it gradually produced realistic humanlike faces. Ultimately, the discriminator was unable to tell a real face from a fake one.After collecting 400 real faces matched to 400 synthetic versions, the researchers asked 315 people to separate real from fake among a selection of 128 of the images. Another group of 219 participants got some training and feedback about how to spot fakes as they tried to separate the faces.The first group did not do better than a coin toss at telling real faces from fake ones, with an average accuracy of 48.2 percent. The second group failed to show dramatic improvement, receiving only about 59 percent, even with feedback about those partici pants’ choices.The researchers were not expecting these results. The finding adds to concerns about the accessibility of technology that makes it possible for just about anyone to create misleading still images. Another concern is that such findings will create the impression that deepfakes will become completely undetectable and as a result, scientists might give up on trying to develop countermeasures (对策) to deepfakes.The researchers end with a straightforward conclusion after emphasizing that misleading uses of deepfakes will continue to pose a threat: “We, therefore, encourage those developing these technologies to consider whether the associated risks are greater than their benefits. If so, then we discourage the development of technology simply be cause it is possible.”1. What is the second paragraph mainly about?A．The examples of deepfake technology.B．The differences between the two networks.C．The way to tell a real face from a fake one.D．The process of producing the synthetic faces.2. Taking advantage of deepfake technology, humans may _______.A．create real faces B．spot fake imagesC．commit various crimes D．make detective tools3. According to the passage, the findings of the study _______.A．might inspire scientists to develop countermeasures to deepfakesB．proved training could help participants to tell real from fake greatlyC．matched the researchers’ expectations of people’s ability to spot fakesD．showed humans could easily be misguided by machine-generated faces4. How do the researchers feel about deepfake technology?A．Excited. B．Concerned. C．Disappointed. D．Confused.5. We all have weaknesses, and all know hardship. But it’s difficult, even on a good day, to admit we are struggling, to ask for help or to apologize when we are out of line. However, keeping problems to ourselves can create even more long-term complications. After all, unacknowledged feelings and frustrations rarely stay under the rug. That is why it is important to figure out how to openly express one’s feelings or thoughts even when that form of expression leaves us feeling exposed or uncomfortable.Researchers Anna Bruk and Sabine Scholl at the University of Mannheim refer to this form of genuine, intentional emotional exposure, done in spite of one’s fears, as “showing vulnerability.” Unlike other forms of self-expression, this act always carries risk, such as the possibility that others may see someone as weak or even incompetent in consequence. The good news is that our worries about the negative evaluations of others may not be entirely reflected in the way people actually see us in difficult moments. The researchers conducted six experiments and revealed the results: Across a variety of situations, such as asking for help or admitting a mistake, people saw their own displays of vulnerability more negatively than others did. They refer to this pattern of conflicting perceptions as the “beautiful mess effect.”It’s important to be aware of this mismatch, as it can prevent people from sharing their true feelings and needs. Then how can people overcome the beautiful mess effect? Actually, the concept of self-compassion can be of great help when it comes to finding beauty in the mess of one’s own shortcomings.Self-compassion could influence how people see their own display of vulnerability. After all, vulnerable situations can cause a lot of shame and fear, and these moments are precisely when self-compassion is most helpful. For instance, consider admitting a mistake. People who treat themselves as they would treat a good friend wouldn’t shame themselves for being imperfect. Instead, they would remind themselves that imperfection is normal. In addition, a mindful approach to the mistake would lessen the need to either over exaggerate or deny its significance.Such a compassionate reaction to one’s own vulnerability, in turn, could make it easier to be vulnerable with others. As a result, self-compassionate people see their own show of vulnerability in a more positive light—closer to the way they see the same behavior in others.Luckily, our level of self-compassion can be intentionally cultivated.For example, journaling exercises can help people change the way they think about their own strengths and weaknesses by writing about one’s feelings with awareness and acceptance, offering oneself words of support, andreflecting on how others share difficult experiences. By developing a kind, mindful attitude towards ourselves we can become more comfortable with showing our vulnerabilities. This practice, in turn, can strengthen our close relationships.1. The underlined phrase “stay under the rug” in Paragraph 1 is closest in meaning to _______.A．remain hidden B．become exposed C．offer comfort D．gain acceptance 2. According to the passage, the beautiful mess effect probably occurs when we _______.A．cultivate self-compassion B．have negative perceptionsC．express our feelings openly D．display vulnerability in hardships3. It can be learned from the passage that _______.A．self-expression decreases the risks of negative evaluations of othersB．self-compassionate people are more likely to display their true feelingsC．the way people view their strengths and weaknesses can hardly be changedD．developing a mindful attitude towards ourselves helps reduce our shortcomings4. The main purpose of the passage is to _______.A．stress the importance of exposing our vulnerabilityB．present a way to overcome the beautiful mess effectC．discuss how to reflect on our strengths and weaknessesD．analyze why we should find beauty in our shortcomings6. 用方框中单词的适当形式完成下列句子, 每个单词只能用一次。

一、听力选择题二、听力选择题1. How does the woman feel about flight?A ．Anxious.B ．Excited.C ．Dissatisfied.2. What are the speakers talking about?A ．Polite greetings.B ．Table manners.C ．Body language.3. What are the speakers mainly talking about?A ．Plants.B ．Animals.C ．Rainforests.4.A ．She’s regretted taking yoga.B ．Her health has improved greatly.C ．Her present condition is just so so.D ．She’s considering more exercise classes.5. What is the woman’s feeling now?A ．Relief.B ．Regret.C ．Embarrassment.6. 听下面一段对话，回答以下小题。

1. Where is Lucy’s mother from?A ．China.B ．The US.C ．The UK.2. What does Lucy want to do this summer?A ．Learn about Chinese culture.B ．Look after her grandmother.C ．Relax herself on her uncle’s farm.3. When will Lucy go to Beijing?A ．In the summer.B ．In the winter.C ．In the fall.4. Who does the man plan to go to New York with?A ．His friends.B ．His mother.C ．His grandmother.7. 听下面一段较长对话，回答以下小题。

Unit 7 When Lightning StruckI was in the tiny bathroom in the back of the plane when I felt the slamming jolt, and then the horrible swerve that threw me against the door. Oh, Lord, I thought, this is it! Somehow I managed to unbolt the door and scramble out. The flight attendants, already strapped in, waved wildly for me to sit down. As I lunged toward my seat, passengers looked up at me with the stricken expressions of creatures who know they are about to die."I think we got hit by lightning," the girl in the seat next to mine said. She was from a small town in east Texas, and this was only her second time on an airplane. She had won a trip to England by competing in a high school geography bee and was supposed to make a connecting flight when we landed in Newark.In the next seat, at the window, sat a young businessman who had been confidently working. Now he looked worried. And that really worries me—when confident-looking businessmen look worried. The laptop was put away. "Something's not right," he said.The pilot's voice came over the speaker. I heard vaguely through my fear, "Engine number two ... emergency landing ... New Orleans." When he was done, the voice of a flight attendant came on, reminding us of the emergency procedures she had reviewed before takeoff. Of course I never paid attention to this drill, always figuring that if we ever got to the point where we needed to use life jackets, I would have already died of terror.Now we began a roller-coaster ride through the thunderclouds. I was ready to faint, but when I saw the face of the girl next to me, I pulled myself together, I reached for her hand and reassured her that we were going to make it, "What a story you're going to tell when you get home!" I said. "After this, London's going to seem like small potatoes."I wondered where I was getting my strength. Then I saw that my other hand was tightly held by a ringed hand. Someone was comforting me—a glamorous young woman across the aisle, the female equivalent of the confident businessman. She must have seen how scared I was and reached over."I tell you," she confided, "the problems I brought up on this plane with me sure don't seem real big right now." I loved her Southern drawl, her indiscriminate use of perfume, and her soulful squeezes. I was sure that even if I survived the plane crash, I'd have a couple of broken fingers from all the TLC. "Are you okay?" she kept asking me.Among the many feelings going through my head during those excruciating 20 minutes was pride—pride in how well everybody on board was behaving. No one panicked. No one screamed. As we jolted and screeched our way downward, I could hear small pockets of soothing conversation everywhere.I thought of something I had heard a friend say about the wonderful gift his dying father had given the family: he had died peacefully, as if not to alarm any of them about an experience they would all have to go through someday.And then—yes!—we landed safely. Outside on the ground, attendants and officials were waiting to transfer us to alternative flights. But we passengers clung together. We chatted aboutthe lives we now felt blessed to be living, as difficult or rocky as they might be. The young businessman lamented that he had not a chance to buy his two little girls a present. An older woman offered him her box of expensive Lindt chocolates, still untouched, tied with a lovely bow. "I shouldn't be eating them anyhow," she said. My glamorous aisle mate took out her cell phone and passed it around to anyone who wanted to make a call to hear the reassuring voice of a loved one.There was someone I wanted to call. Back in Vermont, my husband, Bill, was anticipating my arrival late that night. He had been complaining that he wasn't getting to see very much of me because of my book tour. I had planned to surprise him by getting in a few hours early. Now I just wanted him to know I was okay and on my way.When my name was finally called to board my new flight, I felt almost tearful to be parting from the people whose lives had so intensely, if briefly, touched mine.Even now, back on terra firma, walking down a Vermont road, I sometimes hear an airplane and look up at that small, glinting piece of metal. I remember the passengers on that fateful, lucky flight and wish I could thank them for the many acts of kindness I witnessed and received. I am indebted to my fellow passengers and wish I could pay them back.But then, remembering my aisle mate's hand clutching mine while I clutched the hand of the high school student, I feel struck by lightning all over again: the point is not to pay back kindness but to pass it on.闪电来袭当我感到猛烈摇晃时我正在飞机尾部的小卫生间。

高考新题型语法填空和短文改错名校模拟试题汇编选自重庆八中高二期中考试第一节语法填空（共10小题；每小题1.5分，满分15分）A dog is a man’s best friend. To some he is a 1.________(faith) hunter and to others he is merely a decoration. To me, my dog Murphy is my greatest teacher, 2._________ love of life teaches me something new each day. She teaches me to appreciate 3.________(wake) up every morning and how to push my limits to see how far I can go.As a young dog, Murphy ate something that had gone bad. She 4.________(take) to an animal hospital. I woke up that morning and did not find her. All day I was 5._________(scare) and upset. I got through a day of work worrying and wondering. That night when I went to pick her up, she took one look at me and was shining with happiness. Her tail was going a mile a minute. It was at that minute6. _________ I knew everything would be OK. I knew we’d get it 7.________ together. This is when she taught me kindness. Now, every day without fail I come home to a dog who will hug and kiss me.Murphy does not always listen to me 8.________ we have a bone, a respect for each other that cannot be described. We’re best friends and equals but when the time comes she knows who 9.________ boss is. Roger Caras once said, “Dogs are not our whole life, but they make our lives whole.” Murphy has been a part of my life 10.________(make) it a whole.其次节短文改错（共10小题；每小题1分，满分10分）Last Friday, the evening fell, but my parent didn’t come back home yet. Thought about the supper, I stopped doing my homework and deciding to make a meal for my family instead of just waiting.It was my first cooking. I surfed Internet with my cell phone to get the detailed informations on how to do homely dishes. With the step-by-step directions, I have managed to make my first dish. Then I tried to cook another. Until my parents came back home, they couldn’t believe his eyes to see the dishes made by me. While my mum was taken picture, my dad couldn’t wait to have a taste and gave me the thumbs up.I would like to prepare more meals to my family!选自东北三省六校联考第一节语法填空（共10小题；每小题1.5分，满分15分）Once upon a time industrial goods were made to last forever. If you bought a car or a stove, it was a once-in-a-lifetime investment. You 1._________ (pay) good money for it, and you took good care of it. At the present time, 2.___________ , industry has suggested that products shouldn’t last a long time. It’s cheaper to throw them away than 3.________ (repair) them. This has created a “throw-away soci ety” which is 4._________ waste of the earth’s resources.Just think of those pretty new second-hand cars that are sold daily. The owners get rid of them just 5._______ they are out of date. Think of the expensive packaging material that 6.________ (throw) away each time a new item is bought. And we have to pay for that material! This waste has got us into the trouble we are 7._________ now. When we have no resources 8.________(leave), we’ll then start to take care of 9.___________we have. But why can’t we act before this happens? Why can’t we go back to the society 10.___________ the prevention of waste is a virtue?其次节短文改错（共10小题；每小题1分，满分10分）I saw an accident happened on my way to home this afternoon. A girl was crossing the street on a zebra crossing while a young man drove a motorbike towards her. The young man saw the girl but tried to stop, but he drove too fast to stop. He hit the girl and fell off her motorbike. The girl was bad hurt and couldn’t move. The young man didn’t know how to do. I ran to a phone box nearby and dialed 110. Soon the police arrived. They send her to the nearest hospital at once. One of the policeman talked to the young man and wrote something down while was talking. I think it is very dangerous to drive very fast.选自九江一中高三月考试题第一节语法填空（共10小题；每小题1.5分，满分15分）Visitors to Britain may find the best place 1. enjoy local culture is in a traditional pub. But newcomers may get into trouble in these friendly pubs. Strangers may start with the difficulty of getting a drink. Most pubs have no waiters--you have to go to the bar (吧台)to buy drinks . This may sound 2. (convenient), but English people are used to doing so.Pub culture is formed 3. (help)people get along with each other. Standing at the bar for service allows you to chat with others 4. (wait) for drinks. The bar counter is 5.________ (possible) the only place in Britain 6. a friendly conversation withentirely proper and really quite normal 8. , if you do not follow the local rules, you may fail to feel the local culture. For example, if you are in a big group,9. is best for one or two people to go to buy the drinks. Nothing makes the regular customers and bar staff 10.________(angry) than a groupof strangers standing in front of the bar while they chat and wonder what to order.其次节短文改错(共10小题；每小题l分，满分l0分)I am glad to hear that you are going to Canada to study. So I was writing to tell you anything about this country.Locating in North America, Canada is the second large country with the largest number of lakes in the world. The majority of people lives in the center of the country. However, I suggest that you chose to study in the east, because there are many international students here and the tuition is lower. During your study, you can take the part in more activities after class, where you can make more friends from different country. In this way, your life will rich and colorfulHope you will have a wonderful life there.选自西藏自治区拉萨中学高三月考第一节语法填空（共10小题；每小题1.5分，满分15分）A few weeks ago, I was on vacation with my family in Malaysia. We visited lots of places. One of the hotels we 1.________(stay)in was near a China Town.Everything was cheap there，2._______ we did a lot of shopping. I was looking for a watch for 3.________(I)and one for my girlfriend. There were many shops that were selling 4.________ same watch—but for different prices. I finally found the best price when it was time 5.________ (pay) I realized I was 10 dollars short, so I suggested 6.________ (return) one of the watches. The 7.________ (own) of the shop asked why and I explain ed I didn’t have enough money with me. She smiled and said, “You can take it, but promise me you’ll pay tomorrow!” So I asked her what time she 8.________ (be) there the next day and said, “OK, I promise.”Unfortunately we changed our hotel and the new one was much 9.________ (far) away from China Town, but I still walked all the way to her shop and gave her the money. She smiled and said, “You’re a good person.” It’s so beautiful when people 10._______ you don’t know trust.其次节短文改错(共10小题；每小题l分，满分l0分)I am glad to learn from that you are coming to China and will stay at my home. My parents and I are verypleasing to have you with me. Now let me tell you that we have arranged for you. I know the school would organize a lot of things for you do in the morning. In the afternoon, I’ll show you around and take you to some place of interest. We’ll mostly stay at home in the evening watch TV, playing games, and meeting people. I’m sure we’ll have a wonderful time or enjoy each other’s company. I’m looking forward to meet you soon.高考新题型语法填空和短文改错名校模拟试题汇编答案解析重庆八中1. faithful2. whose3.waking4.was taken5.scared6.that7.through/over8.but9.the 10.to make1.parent-parents2.Thought-Thinking3.deciding-decided4.Internet前加thermations -information6.（I have managed）删除have7.Until-When8.his-their9. taken-taking 10.(to my family) to-for东北三省六校联考语法填空1.paid2.however3.(to) repair4.a5.because6.is thrown7.in8.left9.what 10.where短文改错I saw an accident happened on my way to home this afternoon. A girl was crossing the street on a zebrahappen 去掉tocrossing while a young man drove a motorbike towards her. The young man saw the girl but tried to stop,when andbut he drove too fast to stop. He hit the girl and fell off her motorbike. The girl was bad hurt and couldn’this badlymove. The young man didn’t know how to do. I ran to a phone box nearby and dialed 110. Soon the police whatarrived. They send her to the nearest hospital at once. One of the policeman talked to the young man andsent policemenwrote something down while was talking. I think it is very dangerous to drive very fast.加he或去掉was九江一中语法填空：1.to 2. inconvenient 3.to help 4.waiting 5.possibly 6.where 7. is considered8. however9. it 10 angrier短文改错：Dear Tom,I am glad to hear that you are going to Canada to study. So I was writing to tell you anything about this country. Am somethingLocating in North America, Canada is the second large country with the largestLocated largestnumber of lakes in the world. The majority of people lives in the center of thelivecountry. However, I suggest that you chose to study in the east, because there arechoosemany international students here and the tuition is lower. During your study, you cantheretake the part in more activities after class, where you can make more friends from删除thedifferent country. In this way, your life will^ rich and colorfulcountries beHope you will have a wonderful life there.西藏中学语法填空题：1.stayed 2.so 3.myself 4.the 5.to pay 6.returning 7.owner 8.would be 9.farther/ further 10.who/ that短文改错：1.去掉from 2.pleasing-pleased 3.me-us 4.that-what 5.would-will 6.you和do 之间加to 7.place-places 8.watch-watching 9.or-and 10.meet-meeting。

[ 233]Management Decision 35/3 [1997]233–239© MCB University Press [ISSN 0025-1747]Self-managed work teams approach: creative management tool or a fad?Dean ElmutiLumpkin College of Business and Applied Sciences, Eastern Illinois University,Charleston, USAThe introduction of employee empowerment through a self-managed work teams pro-gramme into an organization further requires the introduc-tion of multifaceted changes in person-job relationships and the whole organizational hierarchy. The self-managed teams concept can be seen as a strategy to increase motiva-tion, quality, productivity,customer satisfaction and to sustain high performance.Self-managed teams serve as the main building blocks of the organization. However,they are not simple or easy to create, develop and panies must realize that it takes time, training and resources to implementteams and reap their rewards.IntroductionSelf-managed work teams (SMTs) are fast becoming the corporate catchwords of the 1990s, not because corporations are becoming kinder and gentler towards employees, but because they want to survive in a globally-competitive environment. Fortune magazine calls self-directed or self-managed teams “the productivity breakthrough of the ’90s”. Man-agement guru Tom Peters calls them a “basic organizational building block” (Career Track Association[1]). In fact, more than 50 per cent of all Fortune 500 companies utilize them, and it is estimated that, by the year 2000, 90 per cent of all North American organizations will have at least some type of self-managed work teams[2]. In some companies, empowerment is used as the umbrella term for increasing employee involvement in decision making through self-managed work teams. Empower-ment is more than involvement; it represents a high degree of involvement in which employees make decisions themselves.According to Pett and Miller[3], employee empowerment is the concept of enablingsubordinates to have the authority and capac-ity to make decisions and to act for the orga-nization in order to improve both individual motivation and organizational productivity .Fisher[4] likens it to a mathematical func-tion. This function has four variables: author-ity , resources, information and accountabil-ity . All the variables must be integrated and offered or the task of empowerment is void.Thus, empowerment = f (authority ,resources, information, accountability). Conger and Kanungo add that empower-ment is more than just the delegation ofauthority; it possesses the essence of motiva-tion and self-actualization[5]. They define the process as follows:Empowerment is defined here as a process of enhancing feelings of self-efficacy among organizational members through the identi-fications of conditions that foster powerless-ness and through their removal by both formal organizational practices and infor-mal techniques of providing efficacy infor-mation.Employee empowerment did not become a business concern in the USA until the 1960sand 1970s. Now , managers like CEO John Welch of GE are preaching the power of empowerment. Welch, having had an auto-cratic reputation, is quoted by Fisher as stat-ing “The idea of liberation and empowerment for our work-force is not enlightenment – it is a competitive necessity”[4]. Jon C. Madonna,CEO of KPMG Peat Marwick, stated at a recent symposium that unpredictability , the global marketplace, and the accelerated speed of change has caused the necessity of atten-tion to quality[6]. Such is an environment classic for a more dynamic, adaptable and creative system. Many feel that employee empowerment is the solution.On the other hand, Pett and Miller[3]believe that the concept of employee empow-erment has a rather lengthy history and is the product of a variety of influences. With its roots in the human relations movement of the 1950s and 1960s, empowerment seems rather closely related to the various theories tech-niques designed to democratize the work-place. Empowerment shares many common elements with the earlier behavioural inter-ventions of participative management, job enrichment, the quality of work-life move-ment and quality circles.At one level, it appears that empowerment through self-managed teams may providenothing really new and innovative, but rather is a revisiting of such earlier concepts ofparticipative management. Yet records of the empowerment movement represent some of the most significant, and sometimes success-ful, management techniques[7].The self-managed teams that are most popu-lar today are of two broad types: work teams and problem-solving teams. A problem-solv-ing team is similar to a taskforce in that it is formed for temporary purposes. While prob-lem-solving teams are temporary , work teams, which are used by two-thirds of US companies, tend to be permanent. Rather than attack specific problems, a work team does day-to-day work activities[8].Self-managed work teams are groups of employees (5-12) with all the technical skills (as well as the authority) needed to direct and manage themselves[9]. That is, they areappointed to manage themselves because the team members are those employees mostDean ElmutiSelf-managed work teams approach: creative management tool or a fad? Management Decision35/3 [1997] 233–239familiar with a particular aspect of the com-pany[10]. Self-managed teams have been cred-ited with saving hundreds of millions of dol-lars, achieving conceptual breakthroughsand introducing an unparalleled number ofnew products[11,12]. Self-managed teamsactivities are also expected to lead toimproved working conditions, greater oppor-tunities for expression, self-development forparticipating employees’ aspects of one’s“psychological quality of work life”[8], toincrease productivity, increase market share,improve pricing, and cost reduction[13,14].Despite the frequency in which self-man-aged teams programmes have been adoptedin work organizations[2], there is a paucity ofknowledge generated by independent evalua-tors using rigorous methods as to the impactof participation in a self-managed team onemployee attitudes and behaviours. The avail-able studies are limited to testimonials frommanagers and consultants who have imple-mented self-managed teams programmes[13,15-18]. This article addresses the benefits andlimitations of self-managed team approachesto organization and examines factors whichmay lead to either a failed or successfulimplementation of self-managed team pro-grammes. Important implications for thesuccessful introduction and implementationof self-managed teams are also discussed.Rewards and benefits of self-managed teamsThe central theme that runs through most ofthe studies on self-managed teams reflects acommon belief that the use of self-managedteams programmes generally improves orga-nizational effectiveness. Sirkin[13] arguedthat self-managed teams programmes canproduce greater satisfaction, reduced costs,faster and better decision making, improvedpricing, and increased market share.Stokes[9] stated that there are at least eightsound business reasons for organizations toadopt the self-management approach:reduced costs, reduced workforce, increasedproductivity, getting closer to customers,fewer layers of managerial bureaucracy,shorter time to market for products and ser-vices, increased employee motivation andcommitment, and increased recognition ofindividual employees’ contributions.Flanagan[19] showed that self-managedteam participation led to improvement inemployee productivity, efficiency, quality anda steady stream of innovations at the IBMplant in Lexington. Another study[20] indi-cated that attitudes, behaviours and effective-ness all improved as a result of self-managedteams at Texas Instruments Inc. Brucker[12]reported that the real key to re-engineeringmomentum at Union Carbide Corporationwas the work force empowerment. “Ouremployees correctly credit themselves forreaching a $575 million cost-reduction targeton schedule,” reported David Brucker, vice-president for engineering and operations atUnion Carbide Corporation.When employees are involved in the cre-ation and progress of their operations, theyare more interested in their jobs. Also, theyare more likely to remain involved and com-mitted to their work[21]. This creates a workenvironment where the employees knowtheir mission and have a vested interest in itssuccess. Supervisors will, therefore, havemore time to focus attention on being creativeand innovative rather than pushing theiremployees. Thus leadership concepts “suchas integrating, envisioning, and synergizingreplace controlling, directing, deciding, andexecuting”[21]. In this environment, organi-zations become more horizontal in regards toleadership instead of vertical. The managersthen become more than just the next supervi-sor in the chain of command. They must earnloyalty and have credibility within theirteams.Often, in current forms of organization, theemployees are controlled by managers, themanagers are controlled by higher-level man-agers, and they are controlled by someoneelse. No one in the company is in control ofthemselves – they only control others. Thisleads to a feeling of powerlessness. Empower-ing the employees gives them control overtheir lives and gives their jobs meaning.According to Macher[22], cynicism aboutwork and membership in organizations is nota natural emotion. Neither is apathy. Theseare psychological protections against chronicfrustration or a sense of betrayal. Empoweredpeople, first of all, take personal responsibil-ity to ensure that their work has meaning andthat they do not become cynical. A recentseminar by Career Track Group[1] provides acomparative analysis between traditionalwork groups and self-managed (or directed)teams. Table I presents a brief summary ofthis analysis and the benefits of self-directedteams over traditional work groups.Strategies for successfulimplementation of self-managedteamsRegardless of the reasons, many companiesare successfully using self-managed teams. Ata General Mills cereal plant in Lodi, Califor-nia, teams schedule, operate and maintain[ 234]Dean ElmutiSelf-managed work teams approach: creative management tool or a fad? Management Decision35/3 [1997] 233–239machinery so effectively that the factory runswith no managers present during the nightshift[23] (Table I). At a weekly meeting, ateam of Federal Express clerks spotted andeventually solved a billing problem that wascosting the company $2.1 million a year, and3M turned around one division by creatingcross-functional teams that tripled the num-ber of new products[23].Saturn Corp., a subsidiary of GeneralMotors, is an ideal example of how empower-ment can work within a modern US corpora-tion. Saturn is well-publicized as “a differentkind of company”. Part of this claim is due totheir view of employees. “Saturn defines itsself-directed work teams as units that accom-plish tasks within their area of responsibilitywithout interaction. Each unit makes its ownjob assignments, plans its own work, per-forms equipment maintenance, keepsrecords, obtains suppliers, and makes selec-tion decisions of new members into the workunit. Leadership roles are rotated among theteam members”[15].Colgate-Palmolive used empowerment intheir offices around the world. In the Euro-pean community, workers had never beenempowered and were sceptical when giveninformation that usually was for manage-ment only. However, Colgate-Palmolive wasdetermined to train these employees so thatthey understood empowerment. They gavethese employees the training and resourcesnecessary to do the job that was required bythe company. Unfortunately, there are someemployees in the European offices, generallythe older generation, who are resistingchange and are lacking the personal motiva-tion to move towards the empowermentlevel[24].Eastman Kodak Company, a film manufac-turer, remains successful today due to theempowerment techniques of Team Zebra, thefilm-making division of the company. Employ-ees were encouraged to brainstorm on tech-niques to make their processes more effi-cient. Management supported their workteams and used positive reinforcement andrewards to encourage quality work and teamproblem solving and decision making. Theenvironment at Kodak encouraged continu-ous quality improvements because new ideaswere welcomed and an atmosphere of opencommunication existed[25].The IRS has initiated employee empower-ment to combat a reputation for poor cus-tomer service. Their goal was to improvecommunication and work processes. Theyestablished specialized teams to handle spe-cific problems and tasks. Team memberswere encouraged to share knowledge andtechnical skills with each other. Undoubtedly,management support and encouragementwere necessary for the success of the teams.Today, the IRS is continuously movingtowards higher service quality[26].Companies can also experience increasedproductivity, which is due to a much higherlevel of performance reached by employeesinvolved in self-managed teams or otherempowerment techniques. Increased produc-tivity was realized by Texas Instrumentswhen, within six months of implementationof self-managed teams, they realized dramaticresults. These results included a 50 per centreduction in cycle time, a 60 per cent reduc-tion in scrap, and a 30 per cent improvementin productivity[27]. Productivity may notgrow that much in that amount of time for allcompanies, but increased productivity hasbeen a realization for other companies suchas Saturn and Chrysler. Table II presentsother examples of benefits of self-managedteams in several major corporations in theglobal markets[4].Limitations of self-managed teamsAlong with many possible benefits, self-man-aged team programmes can have some possi-ble limitations. The first of the limitations islack of planning and time consideration dueto unrealistic expectations. “Some organiza-tions fail to think through the process, reflecton potential problems, ask a few questionsabout their goals, and consider how thesegoals would be received and interpreted byemployees”[28]. Teams may often fail becausepeople expect to see results without investingtime and effort in the team.Another limitation is simply poor judge-ment or abuse of authority by some employ-ees. Empowerment may not always be thebest approach for an employee who has poordecision-making skills or a lack of keenjudgement. This could lead to bad decisions[ 235]Dean ElmutiSelf-managed work teams approach: creative management tool or a fad? Management Decision35/3 [1997] 233–239or wasted time on the part of employees.Employees may also have trouble defining thelimits of their authority, which can lead toeven greater problems[13].Lack of employee motivation can be a bigproblem when empowerment isimplemented. These problems can take on afew different forms. One example is that notall employees make good team players. Ifthere is an outsider or misfit in the group, itmay be difficult to build trust and function assmoothly as a team should. If a member of theteam cannot act as a team player, the resultscould be devastating for the team. Next,employees may not want to be empowered. Ifthey are use to simply reporting to a memberof higher management, they may not wantmore responsibility or a seemingly heavierworkload added to their currentjob[8,13,16,28].Employees may also fear that the newstrategies are only a fad and that they willsimply pass by as other management strate-gies have in the past. With this attitude,employees will remain reluctant to put thetime and effort needed into the implementa-tion of the new strategy[28].Companies that have implemented self-managed team programmes have learnedthat these programmes are long-term strate-gies. Short-term rewards are usually not seendue to the large amount of resources neededin the early stages of implementation andinconsistent customer service during transi-tional periods[18]. Other limitations includeemployees’ resistance to change, costly mis-takes and the tremendous amount of timeinvolved in planning, implementing, direct-ing and controlling such a large project. In arecent survey by Arthur D. Little it was foundthat only 36 per cent of the companies felt thattotal quality management (TQM) and theteam approach was assisting them in theirability to compete. The cause for such failurehas been cited as being the lack of properplanning and implementation[29].Understanding the obstacles to asuccessful self-managed teamprogrammeSelf-managed teams, with their promises ofhigher performance, lower costs and greateremployee satisfaction, have become veryattractive to businesses. These designs are soattractive, in fact, that the self-managingteam concept now runs the risk of becoming afad as companies implement teams withoutadequate preparation or continuing support.Failures in many self-managed team pro-grammes have made it clear that self-man-aged team programmes should no longer beconsidered as a simple set of tools or prac-tices. Although specific approaches exist,such as those of Deming, Juran and others,the implementation of those tools requiresfundamental changes in the practices, values,and beliefs of the organization utilizing them.One of the first considerations that facesevery company is whether self-managedteams are the correct form of empowermentfor that particular company. Self-managedteams are not appropriate for every organiza-tion[30]. Before designing these teams andestablishing expectations for them, the orga-nization should first conduct an environmen-tal analysis to include strength, weakness,opportunities and threats (SWOT analysis).This analysis should focus on three basic setsof considerations.The first consideration is whether the com-pany is in a very competitive environment.The more competitive the industry, the moreconducive it will be to self-managed teams.Second, consideration is given to the manage-ment style that already exists in the organiza-tion. If the company follows an autocraticstyle of management, it will be very difficultto immediately integrate the self-managedteam system. Management’s response to itsemployees also plays a key role in success-fully promoting SMTs. Finally, the companyshould consider what type of technical capa-bilities under which they operate. Highlyspecialized and automated production tech-nology is designed to function most effec-tively with limited intervention by individualproduction operators. As one CEO stated,“There are areas where we don’t need or wantpeople operating with much discretion”[30].In this instance, a self-managed team wouldbe ill advised. Analysing the three considera-tions will help to discover whether the com-pany environment is conducive to the SMTapproach.In addition to these three considerations,there are a number of other factors that mustbe considered to help ensure that a company’s[ 236]Dean ElmutiSelf-managed work teams approach: creative management tool or a fad? Management Decision35/3 [1997] 233–239efforts at self-management are successful.The task of setting up work teams amongemployees should be originated by membersof top management. Trust is a major compo-nent in this implementation process. If topmanagement effectively communicates withtheir employees, mistrust between ranks canbe avoided. Employees should be told theobjectives for the self-managed teams, thebenefits they can derive from being a part ofthese teams, and what will be expected ofthem. “We are more convinced than ever thatunless an organization recognizes and dealswith the trust factor from the very outset, thenet result will be an empowerment effort thatcontinues to struggle, that lacks any realdepth or hope of sustaining itself[31].Once teams have achieved self-manage-ment, the company must develop a climatethat will help them sustain and build on theirprogress. One of the biggest mistakes thatcompanies make is removing the authorita-tive figure to whom the self-managed teamreports. The company assumes that since theteam is capable of managing themselves,there is no longer a need for a higher man-ager to report to. However, this key person isstill needed to answer questions and receiveinformation from the team when it runs intodifficult situations. Also, for long-range suc-cess, the company must continually monitorthe work of the self-managed teams and keepthem focused towards company objectives.ImplicationsIncreasing numbers of firms are revampingtheir management styles and work processesin favour of those that are more effective inmeeting the needs and expectations of cus-tomers. The topic of employee empowermenthas been one of much discussion, includingthe effects of its implementation on managersand employees. Self-managed teamprogrammes often fail because of tacticalerrors made by management. Beforeemployee empowerment programmes can beintroduced, management must analyse theareas that will be overseen by the self-man-aged teams. They must prepare for possibleproblems, evaluate their objectives and readythemselves for employee reaction. There is anew empowerment paradigm that consists offive principles to aid in the implementation ofself-managed teams. The first is tackling thebasics. This includes defining terms, settingobjectives, developing a plan and communi-cating this plan to all affected employees. Thesecond is to learn to do things without mak-ing a mistake by insisting on the mastery of atask before moving on to another. The nextguiding principle is confronting new tasksonly after mastery, consistency and unifor-mity have been achieved with the last task.The fourth principle is to perform new tasksas well as the basic ones. The final principleis to repeat this process over and overagain[28].The aforementioned steps will aid in theimplementation of empowermentprogrammes; however, managers must alsoreorganize long-term management strategies.Building heterogeneous, self-managed workteams requires re-engineering of organiza-tional structure and management strategies.Features of the structures include formaliza-tion, socialization, training and decentraliza-tion. Management strategies, meanwhile,hinge on communication, shared values, andtrust[32].Successful managers of self-managed teamsdelegate managerial duties to employees butprovide adequate incentives to compensatefor the extra work. They also outline a broadvision to guide the SMTs without a precisedefinition of the scope of their responsibili-ties. Successful managers do, however, pro-vide a clear-cut action plan that SMTs can useto guide their work.This strong commitment to the employeeempowerment process is quite possibly themost important aspect of a long-term, suc-cessful empowerment programme[28].Employees can also play a major role in thesuccess or failure of an empowerment pro-gramme. Self-managed teams give employeesthe responsibility of making decisions andinitiating changes with reduced supervision.This forces employees to become moreresponsible for their tasks, which can spark asincere desire to produce a high quality prod-uct or service. A common way to reducesupervision has been the introduction of apeer review process. These groups of employ-ees evaluate performance, obtain insights onteams’ success, and develop schedules, vaca-tion cards, team meeting schedules and cross-training programmes. Many firms are fullyintegrating TQM into the structure of self-managed teams along with such managementenablers as a specific goal setting and reviewprocess, training in team dynamics, and amethod for monitoring improvements[33].Employee empowerment programmes canbe very successful if both management andemployees take the necessary steps andaccept the responsibilities associated withthe implementation of self-managed teams.[ 237]Dean ElmutiSelf-managed work teams approach: creative management tool or a fad? Management Decision35/3 [1997] 233–239ConclusionThe introduction of employee empowermentthrough self-managed teams programmes canprovide the necessary edge required toremain competitive in today’s global market.However, no empowerment programme canbe successful in the long term if managementdoes not take adequate steps before the pro-gramme is introduced and utilize an ade-quate management strategy once the pro-gramme has been initiated. The pre-programme steps and the management strat-egy must be more than words on paper. Man-agement must be sold on the idea of employeeempowerment and develop a managementstrategy that fully supports the empower-ment programme or it will eventually fail. Ifmanagement supports its self-managedteams, they will foster its success.The implementation of empowerment pro-grammes and their development into success-ful entities takes time, training, communica-tion and a lot of hard work and support. How-ever, many examples have been cited earlierin this report of companies that have lived upto the challenge and reaped great rewards fortheir efforts. Self-managed teams canincrease productivity, efficiency and effec-tiveness, customer satisfaction, the quality ofemployee job satisfaction – and eventuallylead to a competitive edge that will lead togreater market share.As mentioned earlier, self-managed workteams concept is undoubtedly one of thehottest topics in the sphere of management.Alone with TQM, ISO 9000, and re-engineer-ing, the self-managed teams concept is beingincreasingly accepted. The signs of the self-managed teams approach to managementbeing a fad are beginning to fade. It is a realcreative management tool. As more peopleunderstand what team-based managementtruly is and what can be expected of it, self-managed teams will continue to reap success.For example, team efforts have brought suchimprovements to Master Industries that theyare in place to stay, says systems expert San-tino DiGirolamo (quoted in [10]). It is best putby Brian Dumaine: “Yes, teams have troubles.They consume gallons of sweat and discour-agement before yielding a penny of benefit.Companies make the investment onlybecause they’ve realized that in a fast-mov-ing, brutally competitive economy, the onething sure to be harder than operating withteams is operating without them”[8].References1Career Track, “Implementing self-directedwork teams”, (Newsletter, SV- No. 16), 1995,pp. 1-8.2Ankarlo, L., “The best value in training”,Career Track, 1994, pp. 12-16.3Pett, T. and Miller, T., “Employee empower-ment: old wine in a new bottle”, SouthwestAcademy of Management, Proceedings,Mescon Group, Dallas, TX, March 1994, p. 153.4Fisher, K., Leading Self-directed Work Teams,McGraw-Hill, Chesterfield, MO, 1994, pp. 1-26,164-70.5Conger, J.A. and Kanungo, A.T., “The empow-erment process: integrating theory and prac-tice”, Academy of Management Review, Vol. 13No. 3, 1988, pp. 471-82.6Madonna, J.C., Allaire, P.A. and Drew, E.H.,“Leadership and empowerment for total qual-ity”, The Conference Board, Vol. 24 No. 2, 1992,pp. 9-25.7Mears, P. and Voehl, F., Team Building, St.Lucie Press, Delray Beach, FL, 1994.8Dumaine, B., “The trouble with teams”, For-tune, 5 September 1994, pp. 86-92.9Stokes, Jr and Stewart, L., “IS without man-agers”, Information Strategy: The Executive’sJournal, Fall 1991, pp. 11-15.10McKee, B., “Turn your workers into a team”,Nation’s Business, July 1992, pp. 36-8.11Barry, D., “Managing the bossless team:lessons in distributed leadership”, Organiza-tional Dynamics, Summer 1991, pp. 31-47.12Brucker, D., “Spurring on reengineering”,Fortune, 26 June 1995, p. 15.13Sirkin, H.L., “The employee empowermentscam”, Industry Week, 18 October 1993, p. 58.14Dean, J. and Evans, J., Total Quality: Manage-ment, Organization, and Strategy. West Pub-lishing Co., St Paul, MN, 1994, pp. 197-26.15Overman, S., “Saturn teams working andprofiting”, HR Magazine, March 1995, pp. 72-4.16Grates, G.F., “The subtlety and power of com-munications in corporate renewal initiatives”,Public Relations Quarterly, Spring 1994, pp. 40-3.17Holpp, L., “Applied empowerment”, Training,February 1994, pp. 39-44.18Bowen, D. and Lawler, E.E. III, “The empower-ment of service workers: what, why how, andwhen”, Management Review, Spring 1994,pp. 31-9.19Flanagan, P., “IBM one day, Lexmark thenext”, Management Review, January 1994,pp. 38-44.20Burrows, P., “Playing ball without the coach”,Business Week, July 1993, p. 99.21Spanbauer, S.J., “A quality system for educa-tion”, Quality, Vol. 6 No. 4, 1990, pp. 55-65.22Macher, K., “Empowerment and the bureau-cracy”, Training and Development Journal,September 1988, pp. 41-6.23Dumaine, B., “Who needs a boss?”, Fortune,7 May 1990, pp. 52-60.24Caudron, S., “Are self-directed teams right foryour company?”, Personnel Journal, December1993, pp. 76-84.[ 238]。

广东省汕头市潮阳启声学校2023-2024学年高一下学期第一次月考英语试题一、阅读理解Four books that will inspire you to travel the worldThere's truly nothing like travel when it comes to gaining perspectives and exposing yourself to other cultures. To get you in the adventuring mood, we asked Amazon Senior Editor Chris Schlep to help you come up with a list of books that transport readers to another time and place. Below, see his list of four books that will inspire you to travel the world.ITAL Y: Beautiful Ruins by Jess WalterThis book by the popular author Jess Walter is a love story that begins on the Italian Coast in the early 60s and eventually concludes in contemporary Hollywood's screen. As the settings shift from Italy to Edinburgh and Los Angeles, you will find yourself longing to go as well. Buy it on Amazon. Price: $28.90SEATTLE: Where'd You Go, Bernadette by Maria SempleMaria Semple's first novel is not exactly a love story in Seattle, but if you read it, you just might want to come here to see if people are really as self­involved as the characters in her book. What really shines through is the strange storytelling and the laughs. Buy it on Amazon. Price: $26.60ENGLAND: Wolf Hall by Hilary MantelYou can't travel to Thomas Cromwell's England without a time machine, but reading Mantel's prize­winning novel is the next best thing. It will make you long to see the ancient buildings and green grass of the English countryside, most of which are still there. Buy it on Amazon. Price: $25.10NANTUCKET: Here's to Us by Elin HilderbrandElin Hilderbrand has built a writing career out of writing about her hometown island of Nantucket. Her latest book is Here's to Us, which, perhaps not surprisingly, is a great beach book. Buy it on Amazon. Price: $30.801．Which book has been produced into a film according to the text?A．Here's to Us.B．Wolf Hall.C．Beautiful Ruins.D．Where'd You Go, Bernadette.2．What is the feature of the Where'd You Go, Bernadette?A．Its low price.B．Its characters.C．Its content about love.D．Its storytelling and laughs.3．Why is Here's to Us suitable for reading on the beach?A．Because it's about the author’s hometown island.B．Because it needs a time machine.C．Because it's about ancient buildings.D．Because it exposes yourself to other cultures.As I walked along the Edgware Road, I felt as though the world was closing in on me. All the sounds I take for granted, had gone. I had entered a world of silence. This unsettling experience occurred a few weeks ago when I agreed to go deaf for a day to support the work of the charity Hearing Dogs for Deaf People, for which I am an ambassador.When I managed to take a cab to the office of my manager, Gavin, I couldn’t hear what the taxi driver was saying to me. Conversation was impossible. Then, when I reached the office, I had to ring the intercom (对讲机) five times as I couldn’t hear a response.Everybody said I was shouting at them ---I simply wasn’t aware of how loudly I was speaking as I couldn’t hear my own voice. Gavin kept telling me my phone was ringing, but I didn’t realize. I was too busy trying to concentrate on reading his lips. And when he tried to tell me a code to put into my phone, I had to keep asking him to repeat it, more slowly. Eventually he lost his patience and snapped at me: “Just give me the phone!” I was shocked.People couldn’t be bothered to repeat themselves, so they kept trying to do things for me that I was perfectly capable of doing myself. I felt I’d lost control.Being deaf for a day was extraordinarily tiring. I had to work so hard to “listen” with my eyes, get people’s attention and use my other senses to make up for my lack of hearing. It was a huge, exhausting effort.Until that experience, I didn’t realize how much I took my own hearing for granted, or the sorts of emotions and experiences deaf people go through. If a deaf person asks you to repeatsomething, never think: “It doesn’t matter.” It does matter.4．Why did the author focus on reading Gavin’s lips?A．He didn’t want to bother Gavin to repeat what he was saying.B．He wanted to be aware of what the code was.C．He attempted to get the code into the phone by himself.D．By doing this he could understand what Gavin was saying.5．What advice does the author give in the passage?A．Repeat things as slowly as possible for the deaf.B．Speak at the top of your voice if you can’t hear others speaking.C．Take your own hearing for granted.D．Do as many things as possible for the deaf.6．What can be inferred from the passage?A．It’s boring to live in a world of silence.B．Many ordinary people just take hearing for granted until they lose it.C．There are many other ways to help the deaf understand others.D．The author has to use gestures to communicate with his friends.7．What can be the best title of the passage?A．Listening with Eyes B．Helping the DeafC．Being Deaf for a Day D．The Importance of Reading LipsYou’ve heard an old Chinese saying before: Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime. You may even be nodding your head in agreement right now. However, we can have a different understanding about it.When a person is starving, that’s not the time to fill their head with knowledge but to first give the person a fish-eradicating their hunger-and only then teach them to fish. Far too often, people ignore this common sense first step. They see someone who is struggling, and they rush to offer wisdom. “Let me tell you what I’d do in your position,” a well-meaning individual might offer.But few of us understand the anxiety, confusion and uncertainty that come with overwhelming need. People meeting with personal disasters don’t have the ability to think straight.Their nerves may be shot. Their confidence may be non-existent. Can you imagine what it would be like to be in that person’s situation?Rushing to offer a struggling person long-term advice is a waste of time. Instead, it makes far more sense to help them regain their emotional balance. Once their ears, heart and mind open, you’ll have an opportunity to teach a new skill.But how do we know whether a person needs a fish before a fishing lesson? Two things: One is the ability to pay attention. We need to know whether the other person is open and receptive, or looking at the world through narrowed eyes? You can’t just take their words but have to look at how the person acts and what they don’t say. The other is empathy (共情).The more successful you are, the harder it is to imagine what it must be like to be the opposite. Try to create a safe environment for emotional acceptance before the fishing lesson.8．What is the function of the first paragraph?A．To illustrate a concept.B．To bring in a new viewpoint.C．To introduce the background.D．To put up an example.9．What does the underlined word “eradicating” mean in paragraph 2?A．Getting rid of.B．Paying attention to.C．Making up for.D．Putting up with.10．What should we do first for those in disasters?A．Get them to think straight.B．Enhance their confidence.C．Satisfy their primary needs.D．Teach them a new skill.11．Which does the author probably agree with according to the last paragraph?A．Live and learn.B．Never teach a fish to swim.C．Put yourself in others’ shoes.D．Don’t teach old dogs new tricks.Paper is one of our oldest, simplest and most important inventions. But it also presents a danger to the world in two significant ways. First, the making of paper requires the loss of millions of trees each year. Between 2001 and 2019, the world lost 386 million hectares of forest. Of the trees that were cut down, 42% went to paper production. And worldwide use of paper is expected to double in the next 40 years. Clearly, the planet cannot sustain such a high rate of forest loss.The second great problem with paper is what happens once it is no longer useful. A huge quantity of wastepaper ends up in dumps and landfills (垃圾填埋场), where it can produce harmful gases. Paper in landfills leads to the release (释放) of methane, a gas that is a significant contributor in global warming.One simple solution can greatly reduce both of these problems: paper recycling. Paper is mainly made from cellulose (纤维素), which makes up the cell walls of trees and many other plants. Because of its structure, cellulose can be used repeatedly in papermaking. So far, trees are the only source of cellulose that can fill the massive demand for paper products. Therefore, recycling paper is simply one of the best ways to save trees.Thanks to advances in processing, recycled paper isn’t the dull-colored stuff many of us are familiar with any more. It now can offer the same print performance as non-recycled paper.Effective recycling requires a consistent effort. The way to begin is with education and understanding. Once enough people realize the need for recycling, more effective recycling systems can be carried out. The massive loss of trees affects everybody on earth. Everyone should do their part to recycle paper and encourage government and industries to do the same. 12．What does the author want to express in paragraph 1?A．Consequences resulting from forest loss.B．The significance of paper in daily life.C．The disadvantages of current paper production.D．The severe situation caused by papermaking.13．Why is paper in landfills harmful?A．It releases smelly gases.B．It results in global climate change.C．It pollutes the nearby land.D．It may lead to fire accidents.14．What can we know about paper-recycling?A．It produces cellulose to make more paper.B．The structure of cellulose makes it possible.C．The color of recycled paper is different.D．It produces cellulose without using trees. 15．What’s the purpose of this text?A．To introduce paper recycling technology.B．To stress the threat of global warming.C．To appeal to people to recycle paper.D．To describe the considerable need for paper.You’ll make new friends in each stage of your life. Some of them will come and go, while others will last for the rest of your life. 16There are many benefits of having strong friendships. According to experts, many people regret not keeping friendships going and end up living a life with no close friends or even enduring mental and physical sufferings. 17 People who have healthy friendships tend to enjoy life more and may even live longer.18 There are a lot of ways to make new friends that can stay with you for the rest of your life. Look for people who share things with you. If you have kids, join a mom’s group, or sign your child up for classes where you’ll naturally meet other parents. 19 You share your career and will have a lot to talk about while also having built-in opportunities to spend time with each other.Sometimes it’s a good idea to let a friendship go, even if you’ve been friends for a long time. If one party isn’t making an effort to keep things going, it can lead to feelings of hurt and betrayal, and it might be time to let things cool off and pursue other friendships. 20 Besides, it can encourage you to focus on the partnerships that are healthy and where both of you are committed to keeping it going for your entire life.A．Lifelong friendships are what most people desire.B．You don’t have to be mean or harsh to get this done.C．If you are lacking in good friendships, it’s not too late.D．You can also make friends with people you work with.E．So making time for your friendships is vital to a healthy life.F．Sign up for a dancing class to meet those with the same passion.G．While this can be sad, it can actually improve your quality of life.二、完形填空The train had been long delayed. Running out of 21 , Andy put down his book and looked out. He found the 22 at once: It was raining hard.He lay down and fell asleep but was soon woken up by a woman. She handed him his bagand 23 that it had slipped to the floor. He gratefully took it back and opened it, 24 to see his mother’s scarf and some sandwiches inside.Andy's thoughts drifted (飘) to when he was 25 . His mother had insisted on putting her scarf in. “If it rains, it may get cold.” He remembered feeling 26 and had taken it out. But it was still here.27 , Andy realized he was burning with fever. Feeling helpless, he called his mom. “Take a 28 . I have put in medicine, just 29 ,” she suggested. Touched by his mother’s 30 , he took the medicine and soon fell deep asleep in the 31 of the scarf.Andy woke up later feeling much better. Then he noticed the woman, who’d 32 him pick up his bag earlier, 33 holding a baby in her arms, both shaking. Their clothes did little against the cold wind.Without thinking twice, Andy wrapped his mother’s scarf around the baby. To his 34 , the child soon fell asleep in the love of not one, but two 35 .21．A．luck B．patience C．time D．energy 22．A．train B．truth C．cause D．notice 23．A．insisted B．explained C．apologized D．admitted 24．A．surprised B．ready C．thankful D．frightened 25．A．checking B．leaving C．planning D．packing 26．A．hurt B．annoyed C．ashamed D．puzzled 27．A．Lately B．Finally C．Suddenly D．Instantly 28．A．look B．pill C．rest D．sandwich 29．A．for safety B．on purpose C．in case D．by accident 30．A．calmness B．confidence C．comfort D．concern 31．A．warmth B．memory C．smell D．touch 32．A．helped B．pleased C．disturbed D．greeted 33．A．carefully B．casually C．gently D．tightly 34．A．relief B．amazement C．mind D．advantage 35．A．arms B．scarfs C．passengers D．mothers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。

浙江省绍兴市诸暨市2023-2024学年高三上学期12月诊断性考试模拟英语试题(高频考点)一、听力选择题1. What is the probable relationship between the speakers?A．Colleagues.B．Strangers.C．Classmates.2. What are the speakers mainly talking about?A．Selecting a TV program.B．Improving people’s health.C．Living in the countryside.3.A．Colleagues.B．Classmates.C．Mother and son.D．Employer and employee.4. What is the woman’s plan for Saturday?A．Moving house.B．Celebrating a birthday.C．Taking Brian out for the day.5.A．She hates history lessons.B．She thinks Dr. Parker’s tests are easy.C．Dr. Parker no longer teaches history.D．The man’s source of information is reliable.二、听力选择题6. 听下面一段较长对话，回答以下小题。

1. What does the man ask the woman first?A．How she is feeling.B．How she is doing in school.C．How her parents are doing.2. What does the man check first?A．The woman’s eyes.B．The woman’s heart.C．The woman’s stomach.3. What is likely causing the woman’s sickness?A．She ate street food today.B．She drank too much last night.C．She had the undercooked food yesterday.4. What does the man suggest the woman do?A．Wait for her sickness to go away.B．Come back in 24 hours.C．Take some medicine.7. 听下面一段较长对话，回答以下小题。

Oracle® Fusion MiddlewareMonitoring and Managing With the Java EE Management APIs for Oracle WebLogic Server11g Release 1 (10.3.6)E13736-06November 2011This document describes the Java EE Management APIs which enable a softwaredeveloper to create a single Java program that can discover and browse resources,such as JDBC connection pools and deployed applications, on any Java EE Webapplication server.1Introduction and RoadmapThe Java EE Management specification describes a standard data model formonitoring and managing the run-time state of any Java EE Web application serverand its resources. It includes standard mappings of the model through a Java EEManagement EJB Component (MEJB).The following sections describe the contents and organization of thisguide—Monitoring and Managing With the Java EE Management APIs for Oracle WebLogicServer:■Section1.1, "Document Scope and Audience"■Section1.2, "Guide to This Document"■Section1.3, "Related Documentation"1.1Document Scope and AudienceThis document is a resource for software developers who develop managementservices for Java EE applications and for software vendors who developJMX-compatible management systems. It also contains information that is useful forbusiness analysts and system architects who are evaluating WebLogic Server orconsidering the use of JMX for a particular application.The information in this document is relevant during the design and developmentphases of a software project. The document does not address production phaseadministration, monitoring, or performance tuning topics. For links to WebLogicServer documentation and resources for these topics, see Section1.3, "RelatedDocumentation".It is assumed that the reader is familiar with Java EE and general applicationmanagement concepts. This document emphasizes a hands-on approach to developinga limited but useful set of JMX management services. For information on applyingJMX to a broader set of management problems, refer to the JMX specification or otherdocuments listed in Section1.3, "Related Documentation".1.2Guide to This DocumentThis document is organized as follows:■This section, Section1, "Introduction and Roadmap," describes the scope and organization of this guide.■Section2, "Using the Java EE Management APIs on WebLogic Server," introduces JMX and describes common ways to use it in conjunction with other WebLogic Server management features.■Section3, "WebLogic Server Extensions," describes WebLogic-specific extensions to JSR 77.1.3Related DocumentationThe Sun Developer Network includes a Web site that provides links to books, white papers, and additional information on JMX:/technetwork/java/javase/tech/javamanagemen t-140525.html.To view the JMX 1.2 specification and API documentation, download it from/aboutJava/communityprocess/final/jsr003/index3.ht ml.To view the JMX Remote API 1.0 specification and API documentation, download it from/aboutJava/communityprocess/final/jsr160/index.htm l.For guidelines on developing other types of management services for WebLogic Server applications, see the following documents:■Using WebLogic Logging Services for Application Logging describes WebLogic support for internationalization and localization of log messages, and shows you how to use the templates and tools provided with WebLogic Server to create or editmessage catalogs that are locale-specific.■Configuring and Using the WebLogic Diagnostic Framework describes how system administrators can collect application monitoring data that has not been exposed through JMX, logging, or other management facilities.For guidelines on developing and tuning WebLogic Server applications, see the following documents:■Developing Applications with WebLogic Server is a guide to developing WebLogic Server applications.■Developing Manageable Applications with JMX describes how to create and register custom MBeans.2Using the Java EE Management APIs on WebLogic ServerThe Java EE Management APIs enable a software developer to create a single Java program that can discover and browse resources, such as JDBC connection pools and deployed applications, on any Java EE Web application server. The APIs are part of the Java EE Management Specification, which requires all Java EE Web application servers to describe their resources in a standard data model.The following sections describe how to use the Java EE Management APIs on WebLogic Server:■Section2.1, "Understanding the Java EE Management Model and APIs"■Section2.2, "The Java EE Management Model on WebLogic Server"■Section2.3, "Accessing the MEJB on WebLogic Server"2.1Understanding the Java EE Management Model and APIsIn the Java EE Management data model, each instance of a Web application server resource type is represented by a Java EE Managed Object (JMO). The Java EE Management Specification describes exactly which types of resources must be represented by a JMO. JMOs themselves contain only a limited set of attributes, which are used to describe the location of the object in the data model.Download the Java EE Management Specification from/aboutJava/communityprocess/final/jsr077/index.htm l.2.1.1JMO HierarchyThe data model organizes JMOs hierarchically in a tree structure. The root JMO isJ2EEDomain, which represents a collection of Web application server instances that are logically related. J2EEDomain contains the object names for all instances of theJ2EEServer JMO, each of which represents a server instance in the collection.Java applications can browse the hierarchy of JMOs, recursively querying for object names and looking up the JMOs that are named by the query results.2.1.2JMO Object NamesEach JMO instance is identified by a unique object name of typejavax.management.ObjectName. The names follow this pattern:domain:name=j2eeType=value,name=value,parent-j2eeType[,property=value]*For example, mydomain:J2EEtype=J2EEDomain,name=mydomainThe Java EE Management Specification describes exactly which name/value pairs must be in the object names for each JMO type.The object name for each child JMO contains name/value pairs from its parent JMO's object name. For example, if the JMO for a server instance is namedmydomain:j2eeType=J2EEServer,name=myserverthen the JMO for a servlet that is part of an application deployed on that server instance would be named:mydomain:J2EEApplication=myapplication,J2EEServer=myserver,WebModule=myapp_ mywebmodule,j2eeType=Servlet,name=myservlet_nameThe name/value pairs can appear in any order.2.1.3Optional Features of JMOsThe Java EE Management Specification, version 1.0, requires only that Web application servers implement JMOs and provide API access to the JMOs.Optionally, you can implement the JMOs to provide performance statistics, management operations, and to emit notifications when specified events occur.2.1.4Accessing JMOsA Java application accesses the JMOs throughjavax.management.j2ee.Management, which is the remote interface for the Management Enterprise Java Bean (MEJB).The Java EE Management Specification requires that the MEJB's home interface be registered in a server's JNIDI tree as ejb.mgmt.MEJB.See the API Reference for the javax.management.j2ee package:/javaee/5/api/javax/management/j2ee/pa ckage-summary.html.2.2The Java EE Management Model on WebLogic ServerWebLogic Server implements only the required features of the Java EE Management Specification, version 1.1. Therefore, the following limitations are in place:■None of the JMOs provide performance statistics, management operations, or emit notifications.■There are no mappings to the Common Information Model (CIM).■There are no mappings to an SNMP Management Information Base (MIB).The MEJB and JMOs are available only on the Administration Server. This is consistent with the Java EE Management Model, which assumes that most Java EE Web servers exist within some logically connected collection and that there is a central point within the collection for accessing or managing the server instances. From the Administration Server, a Java application can browse to the JMO that represents any resource on any server instance in the WebLogic Server domain.Because WebLogic Server implements its JMOs as a wrapper for its MBeans, any changes in a WebLogic Server MBean that corresponds to a JMO is immediately available through the Java EE Management APIs.For all JMO object names on WebLogic Server, the domain: portion of the object name corresponds to the name of the WebLogic Server domain.2.3Accessing the MEJB on WebLogic ServerTo retrieve monitoring data through the MEJB:1.Look up the javax.management.j2ee.ManagementHome interface throughthe Administration Servers JNDI tree under the name ejb.mgmt.MEJB.e ManagementHome to construct an instance ofjavax.management.j2ee.Management, which is the MEJB's remote interface.2.3.1Example: Querying Names of JMOsThe example class in Example1 accesses the MEJB for a WebLogic Server domain and invokes javax.management.j2ee.Management.queryNames method. This method returns the object name for all JMOs in the domain.Example 1Querying Names of JMOsimport java.io.IOException;import .MalformedURLException;import java.util.Iterator;import java.util.Set;import java.util.Properties;import javax.management.j2ee.Management;import javax.management.j2ee.ManagementHome;import javax.management.AttributeNotFoundException;import javax.management.InstanceNotFoundException;import javax.management.ObjectName;import javax.management.QueryExp;import javax.naming.Context;import javax.naming.InitialContext;import javax.naming.NamingException;import javax.ejb.CreateException;public class GetJMONames {static String url = "t3://localhost:7001";static String user = "weblogic";static String password = "weblogic";public static void main(String[] args) {try {getAllJMONames();}catch(Exception e){System.out.println(e);}}public static Management getMEJBRemote()throws IOException, MalformedURLException,NamingException,CreateException{Context context = getInitialContext();ManagementHome home = (ManagementHome)context.lookup("ejb.mgmt.MEJB");Management bean = home.create();return bean;}public static Context getInitialContext()throws NamingException{Properties p = new Properties();p.put(Context.INITIAL_CONTEXT_FACTORY,"weblogic.jndi.WLInitialContextFactory");p.put(Context.PROVIDER_URL, url);if (user != null) {p.put(Context.SECURITY_PRINCIPAL, user);if (password == null)password = "";p.put(Context.SECURITY_CREDENTIALS, password); }return new InitialContext(p);}public static void getAllJMONames(){try {Management rhome = getMEJBRemote();String string = "";ObjectName name = new ObjectName(string);QueryExp query = null;Set allNames = rhome.queryNames(name, query);Iterator nameIterator = allNames.iterator();while(nameIterator.hasNext()) {ObjectName on = (ObjectName)nameIterator.next();System.out.println(on.getCanonicalName() + "\n");}} catch (Exception ex) {ex.printStackTrace();}}}3WebLogic Server ExtensionsWebLogic Server implements an extension to JSR 77 that gives you access toWebLogic-specific deployment descriptors using the MEJB, just like the standard Java EE deployment descriptors. The productSpecificDeploymentDescriptorattribute returns the XML contents of the WebLogic-specific descriptor file. Example 2 illustrates calling the method.Example 2productSpecificDeploymentDescriptor// Get the WLS specific deployment descriptor.// This is similar to the call for the standard descriptor// (i.e., the "deploymentDescriptor" attribute)//dd = (String) managementBean.getAttribute(objName,"productSpecificDeploymentDescriptor");// It returns a string containing the contents of the WLS specific deployment // descriptor. This is the XML file contents as a string.4ConventionsThe following text conventions are used in this document:5Documentation AccessibilityFor information about Oracle's commitment to accessibility, visit the OracleAccessibility Program website at/pls/topic/lookup?ctx=acc&id=docacc .Access to Oracle SupportOracle customers have access to electronic support through My Oracle Support. 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Security Management System (SMS) Services Installation GuideRelease 14.1.0.0.0Part No. E97615-01July 2018Security Management System (SMS) Services Installation GuideOracle Financial Services Software LimitedOracle ParkOff Western Express HighwayGoregaon (East)Mumbai, Maharashtra 400 063IndiaWorldwide Inquiries:Phone: +91 22 6718 3000Fax: +91 22 6718 3001/financialservices/Copyright © 2018, Oracle and/or its affiliates. All rights reserved.Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.U.S. GOVERNMENT END USERS: Oracle programs, including any operating system, integrated software, any programs installed on the hardware, and/or documentation, delivered to U.S. Government end users are “commercial computer software” pursuant to the applica ble Federal Acquisition Regulation and agency-specific supplemental regulations. As such, use, duplication, disclosure, modification, and adaptation of the programs, including any operating system, integrated software, any programs installed on the hardware, and/or documentation, shall be subject to license terms and license restrictions applicable to the programs. No other rights are granted to the U.S. Government.This software or hardware is developed for general use in a variety of information management applications. It is not developed or intended for use in any inherently dangerous applications, including applications that may create a risk of personal injury. If you use this software or hardware in dangerous applications, then you shall be responsible to take all appropriate failsafe, backup, redundancy, and other measures to ensure its safe use. Oracle Corporation and its affiliates disclaim any liability for any damages caused by use of this software or hardware in dangerous applications.This software and related documentation are provided under a license agreement containing restrictions on use and disclosure and are protected by intellectual property laws. Except as expressly permitted in your license agreement or allowed by law, you may not use, copy, reproduce, translate, broadcast, modify, license, transmit, distribute, exhibit, perform, publish or display any part, in any form, or by any means. Reverse engineering, disassembly, or decompilation of this software, unless required by law for interoperability, is prohibited.The information contained herein is subject to change without notice and is not warranted to be error-free. If you find any errors, please report them to us in writing.This software or hardware and documentation may provide access to or information on content, products and services from third parties. Oracle Corporation and its affiliates are not responsible for and expressly disclaim all warranties of any kind with respect to third-party content, products, and services. Oracle Corporation and its affiliates will not be responsible for any loss, costs, or damages incurred due to your access to or use of third-party content, products, or services.Table of Contents1.PREFACE ........................................................................................................................................................ 1-1 1.1I NTRODUCTION ......................................................................................................................................... 1-1 1.2A UDIENCE................................................................................................................................................. 1-1 1.3D OCUMENTATION A CCESSIBILITY ............................................................................................................ 1-1 1.4O RGANIZATION......................................................................................................................................... 1-11.5R ELATED D OCUMENTS ............................................................................................................................. 1-12.DATABASE SETUP ........................................................................................................................................ 2-1 2.1I NTRODUCTION ......................................................................................................................................... 2-1 2.2P RE-REQUISITE ......................................................................................................................................... 2-12.3D ATABASE S ETUP ..................................................................................................................................... 2-13.DOMAIN AND CLUSTER CONFIGURATION ......................................................................................... 3-1 3.1SMS D OMAIN C ONFIGURATION................................................................................................................ 3-13.1.1Prerequisites ........................................................................................................................................ 3-13.1.2Steps to Create Domain ....................................................................................................................... 3-14.DATA SOURCES CREATION ...................................................................................................................... 4-1 4.1P REREQUISITE........................................................................................................................................... 4-14.2D ATA SOURCES L IST................................................................................................................................. 4-15.DEPLOYMENTS ............................................................................................................................................ 5-1 5.1P RE-REQUISITE ......................................................................................................................................... 5-1 5.2D EPLOYMENTS L IST.................................................................................................................................. 5-15.3S TEPS TO D EPLOY AS A PPLICATION.......................................................................................................... 5-16.RESTARTS AND REFRESH ......................................................................................................................... 6-16.1R ESTARTING S ERVERS.............................................................................................................................. 6-17.LOGGING AREA ........................................................................................................................................... 7-1 7.1I NTRODUCTION ......................................................................................................................................... 7-17.1.1Logging Area ....................................................................................................................................... 7-11. Preface1.1 IntroductionThis guide would help you to install the SMS Core services on designated environment. It isassumed that all the prior setup is already done related with WebLogic 12c installation, WebLogic managed server creation and Oracle DB installation.It is recommended to use dedicated managed server for SMS Core services.1.2 AudienceThis document is intended for WebLogic admin or ops-web team who are responsible forinstalling the OFSS banking products.1.3 Documentation AccessibilityFor information about Oracle's commitment to accessibility, visit the Oracle Accessibility Program website at /pls/topic/lookup?ctx=acc&id=docacc.1.4 OrganizationThis installation user guide would allow you to install following services in same order ∙Security Management System Core Service1.5 Related Documents∙Common Core Services Installation Guide∙Day 0 Setup Guide∙LDAP Setup Guide∙Oracle Banking Trade Finance Process Management Annexure∙Oracle Banking Trade Finance Process Pre-Installation Guide∙Oracle Banking Trade Finance Process Management Services Installation Guide∙Oracle Banking Trade Finance Process Management User Interface Installation Guide∙Process Flow Services Installation Guide∙Plato Infrastructure Services Installation Guide∙Security Management System Services Installation Guide∙SSL Setup Guide2. Database Setup2.1 IntroductionIn this section you are going to setup database related configuration for SMS Installation. It isrecommended to create separate schema for SMS database setup.2.2 Pre-requisiteBefore you proceed with below setup ensure schema has been created.2.3 Database SetupTo setup DB for SMS below step need to be followed-Steps to Compile DDL’s:Collect DDL’s from both the path mentioned in From-Path section in the table and compile intorespective SMS schema.Service Name From-Path Compile ToCommonInfra\Database\DDL SMS schemaSMS-core-serviceSMS\Database\DDL SMS schemaCollect INC’’s from both the path mentioned in From-Path section in the table and compile intorespective SMS schema.Service Name From-Path Compile ToCommonInfra\Database\INC SMS SchemaSMS-core-serviceSMS\Database\INC SMS Schema[Note: To Compile DDL or INC please refer- ANNEXURE-1.docx “How to compile DDL and INC Section”]3. Domain and Cluster Configuration 3.1 SMS Domain Configuration3.1.1 Prerequisites∙Machine should have Java JDK1.8.0_171 has installed.∙Oracle Fusion Middleware 12cR2 12.2.1.3 has to be installed on themachine.3.1.2 Steps to Create DomainIt is recommended to have different managed server in one domain for sms application. ForCreating Domain and Configuration please refer to ANNEXURE-1 “How to create and ClusterConfiguration”.4. Data Sources Creation4.1 PrerequisiteBefore you proceed with below setup, ensure domain and server been created.4.2 Data sources ListThe table below lists the data sources to be created on each domain prior to deployment ofapplications onto managed servers.Data source Name Data source JNDI TargetsPLATO jdbc/PLATOSMS ServerSMS jdbc/SMSFor creating data source in refer ANNEXURE-1 “How to create Data sources section”.5. Deployments5.1 Pre-requisiteBefore you proceed with below, please make sure previous steps are completed.5.2 Deployments ListBelow table give details of the deployments required on each domain for the sms application torun.Application Archive name OSDC pathsms-core-services sms-core-services-1.0.0.war {unzip the file}SMS\App5.3 Steps to Deploy as ApplicationTo deploy application please refer ANNEXURE-1. “How to deploy section”.6. Restarts and RefreshOnce everything is deployed, restart all the managed servers. And for each application call path“/refresh” for refreshing the configuration properties.6.1 Restarting ServersTo restart the server please refer to ANNEXURE-1.”How to restart” section.7. Logging Area7.1 IntroductionThis part of the document will talk about the logs area where after deployment of SMSApplications in WebLogic server.7.1.1 Logging AreaSMS Application writes logs in the below area of the server-<WEBLOGIC_DOMAIN_CONFIG_AREA/servers/SMSAPP/logs/SMSAPP.outLet’s assume a domain has been created sms_domain with managed_server name calledSMSAPP in the following area of the server/scratch/oracle/middleware/user_projects/domains/sms_domain”. Logging area for SMS wouldbe/scratch/oracle/middleware/user_projects/domains/sms_domain/servers/SMSAPP/logs/SM SAPP.out.。