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论文代写须知

论文代写须知

当= 0时,JSM和BSM得到安全系数。交叉点显示了M-PM或SM的安全系数。Janbu的广义方法接近于交点。广义极限平衡过程的优点是在相同的图中对安全系数进行比较。在此过程中可采用复合材料和圆形SS的稳定性分析。变量间切力函数描述了在随后的迭代后,夹层力的倾斜度。广义极限平衡考虑剪切力和夹层力,同时满足力和力矩的平衡,允许对夹层力函数进行选择,并描述了最先进和常用极限平衡方法的比较。

OM是用手算的。JSMsand BS已经广泛应用于稳定性分析。这种方法很常见,因为在大多数情况下,可以用适当的准确性来估计安全系数。该方法在满足力矩和力平衡方面有一定的局限性。采用BSM对圆剪切面进行分析。JSM在检查非圆形表面的安全系数时是灵活的。在故障面和不规则斜坡上均可有效地处理JGM的优点。切片的力矩平衡显示了接近安全系数的力平衡的解。

论文代写须知

BSM显示了比JSM更高的安全性因素,并且在安全系数的5%以内从严格的方法获得。相对于Morgenstern-Price和Spencer方法计算的结果,安全系数可以相差15%。从力矩平衡中可以看出,力平衡的安全系数对f(x)更敏感。安全系数对f(x)段敏感。在锚点或点荷载的情况下,安全的力矩平衡系数已相当大的转移到安全系数较低的地方。从力矩平衡的角度考虑安全系数在外力的应用中被认为是比较敏感的。由于锚力或点荷载作用,夹层剪切力增加。降低了正常基力,降低了抗剪强度。

论文代写须知

When λ= 0, the factor of safety is obtained for JSM and BSM. The intersection point shows the factor of safety for M-PM or SM. The Janbu’s generalized method is close to the intersection point. The generalized limit equilibrium processes have the advantage to make comparisons of a factor of safety in the same diagram. The stability analysis for composite and circular SS can be used in the procedure. The variable interslice force function describes the inclination of interslice forces after the subsequent iterations. The generalized limit equilibrium considers both shear and interslice forces, satisfies both force and moment equilibriums, allows selection for the interslice force function and depicts the comparison of most advanced and common limit equilibrium methods.
The OM is calculated by hand. JSMsand BS have used widely for the stability analysis. The methods are common because in most cases, a factor of safety can be estimated with the adequate accuracy.The methods have some limitations in the satisfying moment and force equilibrium. The BSM is used for the analysis of circular shear surface. The JSM is flexible in examining the factor of safety for the non-circular surfaces. The advantage of JGM can be handled effectively at both failure surfaces and irregular slopes. The moment equilibrium for the slices shows the solution for the force equilibrium which is close to the factor of safety.

论文代写须知

The BSM shows a higher factor of safety than JSM and declines within 5% of the factor of safety obtained from rigorous methods. The factor of safety can differ by 15% in comparison to the results calculated by Morgenstern-Price and Spencer methods. The factor of safety from force equilibrium can be seen more sensitive to the f(x) from moment equilibrium. The factor of safety is sensitive to the section of f(x).In the case of the anchors or point loads, the moment equilibrium factor of safety has considerable shifting towards the lower factor of safety. The factor of safety from the moment equilibrium is considered as more sensitive in the application of the external forces. The interslice shear forces increase due to the anchor forces or point loads. It can decrease the normal base force, and the shear strength is decreased.

美国论文代写:团队文化

美国论文代写:团队文化

组织行为研究的组织文化视角侧重于组织的解释性和象征性要素。最为普遍接受和最适合的组织文化模式:以教练为中心的整合模式。组织文化包括三个层次:基本假设、工件和信奉的价值观。每个人都能看到、感觉到或听到的组织文化最明显的组成部分就是人工制品。它们很容易被察觉,但潜在的含义并不总是清晰的。拥护的价值观是一个团队应该遵循的日常规范或操作原则。它们表明组织的最终目标及其重要性。基本假设指导人们注意什么和基本行为。

以教练员为中心的一体化模式是领导者驱动的。领导和组织文化都不为自己所理解。创建一个文化的改变,教练必须遵循三个步骤:解冻、认知重建、再。在低频电磁队的情况下,对于教练来说是很重要的,尤其是席尔瓦定义的组织文化。目前的文化是一种友情,但为了达到成功和改变的团队有明确的角色教练必须连败。今天球员们的态度改变了,在这种文化中,球员们得到了实际的指导和严格的制度,对那些没有达到预期的态度和表现标准的人产生了影响。

团队文化的变化是快速转变的基本前提。这可以通过激烈的行动,明确要注意什么,控制和测量,即基本上增加和定义事务的教练团队参与;角色建模和教学改变文化价值和假设;对危机的适当反应;高效的资源配置;更换人员如果需要改变文化迅速;行为符合对比文化指令和奖惩措施。在某些情况下也可以使用不那么剧烈的次级机制,但在这种情况下,激烈的行动可以提供预期的结果。

美国论文代写:团队文化

The organizational culture perspective of examining organizational behavior focuses on the interpretive and symbolic elements of an organization. The most commonly accepted and best suited model of organizational culture in the integrated, coach-centered model. Organizational cultures comprise of three levels: basic assumptions, artifacts, and espoused values. The most evident component of an organizational culture that everybody can see, feel or hear is the artifacts. They are easy to perceive but the underlying meanings are not always clear. Espoused values are the day to day norms or operating principles that a team is supposed to follow. They indicate the ultimate goal of the organization and their importance. Basic assumptions guide people on what to pay attention to and basic behaviors.

The integrative, coach-centered model is leader driven. Neither leadership nor an organizational culture is understood by itself. To create a cultural change, the coaches must follow three steps: Unfreezing, Cognitive restructuring, and refreezing. In case of the LEFC team, it is important for the coaches, especially Silva to define the organizational culture. The culture at present is one of camaraderie but in order to achieve success and change the losing streak of the team it is necessary for the coaches to have defined roles. The changing attitude of players today warranted a change in the culture where the players are provided hands-on guidance and a strict regime with repercussions for those not meeting the attitude and performance standards as expected.

Team culture change forms the fundamental premise for a quick turnaround. This can be done by drastic actions that clearly define what to pay attention, control and measure, that is, basically increase and define the coach involvement in team affairs; role modeling and teaching to alter cultural values and assumptions; proper reaction to crises; efficient resource allocation; changing personnel if required to change culture rapidly; reward for behavior consistent with the cultural directives and punishment for contrasting actions. Secondary mechanisms that are less-drastic can be employed in certain situations too but in this case, drastic actions could provide with desired results.