范文一：毕业论文英译汉

General transformation of multi-axis drilling machine At present, China's small and medium enterprises in product quality and production efficiency are the need for a new increase. But the processing means is far from sufficient. Many small and medium enterprises with their actual technical state of equipment improvements, through strengthening its own. In order to self-development.Common drilling for single-axis machine tools, but the installation will become a multi-axis multi-axle box of the drill, transformation into a multi-axis drilling, we could greatly shorten the processing time, improve production efficiency.

Application of multi-axis machining :According to statistics, in general machine tools in the workshop in general, the average cutting time rarely exceeds 15% of total working hours. The remaining time is plug-in, loading and unloading the workpiece, exchange tools, operation tools, measurements, and clear the iron filings and so forth. Although the use of CNC machine tools can improve 85%, but the purchase of costly. In some cases, even if the high productivity, but the processing of the same components, the cost is not necessarily lower than the average machine. Therefore must be more to shorten the processing time. Different processing methods have different characteristics, the drilling process, the multi-axis machining is a small investment to increase productivity through effective measures.

The advantages of multi-axis machining :Although it is not the first in automatic multi-axis adjustable long line applications, but only limited to high-volume production. Even with the adjustable multi-axis head expanded the scope of use is still far from being able to meet the volume is small, hole complex requirements. In particular, as industrial development, large and complex multi-axis machining is even more compelling. For example, large-scale nuclear power plants in the water-wall tube plate condenser has 15000 ψ20 holes, if radial drilling machine processing, and simply drilling holes and countersink countersunk head is necessary to 842.5 hours, while also crossed hours 151.1 hours. However, if the 8-axis CNC machining floor drilling, drilling countersink holes as long as 171.6 hours, crossed is also simple, as

long as 1.9 hours. Therefore, the use of numerical control of two axis, so that proper alignment tool processing location, combined with multi-axis machining can not only expand the range of processing, but also on the basis of improving the accuracy can greatly enhance the work efficiency, easy to quickly create original processing parts. Some analysis of large high-speed diesel engine with 30 kinds of box-shaped rod-shaped parts of the more than 2,000 drilling operations, 40% could be the automatic replacement of machines using two-axis spindle box, three-axis or four-axis multi-axis machining head, the average can be reduced 20% of the processing time. Machine Tool Exhibition in Paris in 1975 also reflected the multi-axis machining using more and more the trend.

Multi-axis machining equipment:Multi-axis machining is the same time in a feed processing a number of holes or simultaneously in many of the same or different processing of a workpiece on each hole. This will not only shorten the cutting time and improve accuracy, reduce fixturing or positioning time, and in the CNC machine tool is not necessary to calculate the coordinates, reducing the number of character blocks and simplified programming. It can be processed using the following equipment: radial drilling vertical drilling, or upload multi-axis head, multi-axis drilling machine, multi-axis modular machine tool spindle box heart and automatic replacement of machines. May even be able to automatically adjust wheelbase by two or more of the spindle axle box, junction

All CNC vertical and horizontal table two directions of movement, processing a variety of round or oval-shaped hole group of one or several steps. Now the status quo in this regard to make a profile.

Multi-Axis Head:Transmission is from the main drive gear drive with two kinds of universal joint couplings. This is our familiar. Former is more efficient, simple structure, which is easy to adjust wheelbase. From the structure is concerned there is not adjustable and the adjustable two kinds. The former can not change the wheelbase, multi-use gear drive, only applies to high-volume production. Adaptability in order to expand its approval to develop a multi-axis adjustable head, in a certain range adjustable wheelbase. It is mainly mounted in a universal. Two. (1) there are two

kinds of universal axis: alignment device with a spindle. Spindle mounted on adjustable bracket in an adjustable bracket can be T-shaped slot in the shell move, and the position in alignment with bolted. (2) with a tolerance of cylindrical spindle units. Set of fixed spindle hole with pieces of the same type template. The former applies to small batch and the rules of distribution of pore groups are artifacts (such as the hole groups in different diameter circle). The latter applies to a larger batch-type production of small quantities of turns, rigid better pitch accuracy is also high, but a different hole requires a different template.

Multi-axis head can be mounted on vertical drilling-type radial drilling machine, press the drill itself with the various functions work. This multi-axis processing methods, due to drilling efficiency, range and accuracy of processing of the relationship between the use of limited scope.

Multi-axle box:As also the first multi-axis as the production as a standard component. U.S. Secto's standard gear boxes, multi-axle box, etc. are not designed adjustable multi-axle box. 32 kinds of specifications, process size from 300X300 mm to 600X1050 mm, the working-axis up to 60, and power up to 22.5 kilowatts. Romai factory adjustable multi-axle box easy to adjust, as long as the gear should first be adjusted to the location near the pass and then connected with its adjustable-axis move to the correct location. Therefore, this structure changes as long as the template, will be able to pass a certain extent change the content of shoes, and can reach more than ordinary axle box smaller pitch.

According to principles of the use of group processing the first multi-axle, or a combination of multi-axis machine tool is applicable to large and medium volume production. In order to process to get good results, need to consider the following points: (1) workpiece clamping simple, there is enough coolant away iron filings. (2) The fixture rigidity, processing, without deformation, dividing the right position. (3) the possibility of using the two group knives for a group to use, another set of grinding and adjustment, thereby reducing tool change downtime. (4) The use of quality tools to monitor whether the blunt tool, drill grinding to machine. (5) Dimensions can be detected immediately when the ultra-poor.

Multi-axis drilling machine:This is a multi-axis machining to meet the requirements of the drill. Such as orientation, power, feed, speed and processing range. Displayed at the Paris Exhibition of multi-axis drilling machine with hydraulic multi-feed. Throughout its work, such as fast-forward through the bad, workers enter and clear the iron filings are all automatically. It is noteworthy that the majority of agencies with separate variable speed, so that one group can adapt to the different pore size hole processing needs. 1.2.4 automatic replacement machine tool spindle box

In order to rationalize the needs of small and medium volume production in recent years the development of the automatic replacement of modular machine tool spindle box.

(1) The automatic replacement spindle machine

Automatic replacement of rotary spindle machine tool spindle box at the top is a library, there are several non-adjustable hanging spindle box. Vertical and horizontal patch panel to the first series of good working procedures, so that the corresponding spindle box into the processing station, location and with the power connection tight, and then turn to the table with the workpiece spindle box below, upward mobility for processing. When the change processing object, as long as the exchange suspension spindle box, you can pass with different processes for different needs.

(2) The multi-axis machine tool turret

Turret to install more non-adjustable or universal coupling spindle box, turret can automatically switch to digital, and clamp the workpiece in the rotary table to feed motion. Through the rotary table can be a number of workpiece surface. Because the turret not be too big, so it is generally not exceed the median of workers 4-6. And the spindle box is also not too large. When the machining process more objects, size larger, it should automatically replace the machine tool spindle box fit, but its simple structure.

(3) Automatic replacement of modular machine tool spindle box

It consists of automatic line or a combination of standard machine parts. Non-adjustable multi-axle box and power box by home base in the horizontal, the spindle rotates, the entire case library fastening device to the system in the slip into

the board. Library Headstock rotation and feed movement is based on standard routines of work. Headstock time for a few seconds. Clamping the hydraulic sub-degree rotary table so that each workpiece surface. Good fruit rotary table accompanied by discharging device, we can co-flow production automation. In the variable production system using this device, accompanied by the corresponding controller can obtain a complete processing system.

(4) 8-axis CNC drill floor

Large condenser water wall tube plate holes as many as 15,000, which linked together with the support plate processing. Diameter of 20 mm, hole depth 180 mm. Used inside the cooling pipe has a twist drill ,5-7 bar pressure, coolant directly into the cutting area is conducive to chip removal. And ground into a 90 ° drill point for the self-centering. Durable than regular twist drill, and a large quantity of feed. To shorten the processing time to 8-axis CNC machining floor.

trends in multi-axis machining:Multi-axis machining high production efficiency, low investment and production preparation cycle is short, product modification, when a small loss of equipment. And as China's CNC technology, the scope of multi-axis machining will become the broad, processing efficiency will be improved.

production tasks:A group of cast-iron joints have the same surface processing with multiple holes. In the general processing of vertical holes on the drill, usually a hole a hole drilling, production efficiency is low, use non-standard equipment, that is, combination of machining, production efficiency is high, but the large investment in equipment.

However, the number of common vertical drilling machine to transform ordinary single-axis vertical multi-axis drilling machine after transformation, multi-axis drilling machine can simultaneously perform multiple hole drilling, expansion, hinges, and other processes.

多轴钻床的改造

目前, 我国中、 小型企业的产品质量和生产效率都需要有一个新的提高. 但 是加工手段却远远不能满足需要. 许多中小型企业都结合自己的实际对设备的技 术状态进行改进,通过强化自身.以求自我发展 . 普通钻床为单轴机床,但安装 上多轴箱就会成为多轴的钻床, 改造成多轴钻床后, 能大大地缩短加工时间, 提 高生产效率。

多轴加工应用:据统计, 一般在车间中普通机床的平均切削时间很少超过全 部工作时间的 15%。 其余时间是看图、 装卸工件、 调换刀具、 操作机床、 测量 以 及清除铁屑等等。使用数控机床虽然能提高 85%,但购置费用大。某些情况下, 即使生产率高, 但加工相同的零件, 其成本不一定比普通机床低。 故必须更多地 缩短加工时间。 不同的加工方法有不同的特点, 就钻削加工而言, 多轴加工是一 种通过少量投资来提高生产率的有效措施。

多轴加工优势:虽然不可调式多轴头在自动线中早有应用, 但只局限于大批 量生产。 即使采用可调式多轴头扩大了使用范围, 仍然远不能满足批量小、 孔型 复杂的要求。 尤其随着工业的发展, 大型复杂的多轴加工更是引人注目。 例如原 子能发电站中大型冷凝器水冷壁管板有 15000个 ψ20孔,若以摇臂钻床加工, 单单钻孔与锪沉头孔就要 842.5小时, 另外还要划线工时 151.1小时。 但若以数 控八轴落地钻床加工,钻锪孔只要 171.6小时,划线也简单,只要 1.9小时。因 此, 利用数控控制的二个坐标轴, 使刀具正确地对准加工位置, 结合多轴加工不 但可以扩大加工范围, 而且在提高精度的基础上还能大大地提高工效, 迅速地制 造出原来不易加工的零件。有人分析大型高速柴油机 30种箱形与杆形零件的 2000多个钻孔操作中, 有 40%可以在自动更换主轴箱机床中用二轴、 三轴或四轴 多轴头加工, 平均可减少 20%的加工时间。 1975年法国巴黎机床展览会也反映了 多轴加工的使用愈来愈多这一趋势。

多轴加工的设备:多轴加工是在一次进给中同时加工许多孔或同时在许多相 同或不同工件上各加工一个孔。 这不仅缩短切削时间, 提高精度, 减少装夹或定 位时间, 并且在数控机床中不必计算坐标, 减少字块数而简化编程。 它可以采用 以下一些设备进行加工:立钻或摇臂钻上装多轴头、 多轴钻床、 多轴组合机床心 及自动更换主轴箱机床。 甚至可以通过二个能自动调节轴距的主轴或多轴箱, 结

合数控工作台纵横二个方向的运动, 加工各种圆形或椭圆形孔组的一个或几个工 序。现在就这方面的现状作一简介。

多轴头:从传动方式来说主要有齿轮传动与万向联轴节传动二种。 这是大家 所熟悉的。前者效率较高,结构简单,后者易于调整轴距。从结构来说有不可调 式与可调式二种。 前者轴距 不能改变, 多采用齿轮传动, 仅适用于大批量生产。 为了扩大其赞许适应性, 发展了可调式多轴头, 在一定范围内可调整轴距。 它主 要装在有万向 . 二种。 (1) 万向轴式也有二种 :具有对准装置的主轴。 主轴装在可 调支架中, 而可调支架能在壳体的 T 形槽中移动, 并能在对准的位置以螺栓固定。 (2)具有公差的圆柱形主轴套。主轴套固定在与式件孔型相同的模板中。前一 种适用于批量小且孔组是规则分布的工件(如孔组分布在不同直径的圆周上) 。 后一种适用于批量较大式中小批量的轮番生产中, 刚性较好, 孔距精度亦高, 但 不同孔型需要不同的模板。

多轴头可以装在立钻式摇臂钻床上, 按钻床本身所具有的各种功能进行工作。 这 种多轴加工方法,由于钻孔效率、加工范围及精度的关系,使用范围有限。 多轴箱:也象多轴头那样作为标准部件生产。美国 Secto 公司标准齿轮箱、 多轴箱等设计的不可调式多轴箱。有 32种规格,加工面积从 300X 300毫米到 600X 1050毫米,工作轴达 60根,动力达 22.5千瓦。 Romai 工厂生产的可调多 轴箱调整方便, 只要先把齿轮调整到接近孔型的位置, 然后把与它联接的可调轴 移动到正确的位置。 因此, 这种结构只要改变模板, 就能在一定范围内容易地改 变孔型,并且可以达到比普通多轴箱更小的孔距。

根据成组加工原理使用多轴箱或多轴头的组合机床很适用于大中批量生产。 为了 在加工中获得良好的效果,必需考虑以下数点:(1)工件装夹简单,有足够的冷 却液冲走铁屑。 (2)夹具刚性好,加工时不形变,分度定位正确。 (3)使用二组 刀具的可能性, 以便一组使用, 另一组刃磨与调整, 从而缩短换刀停机时间。 (4) 使用优质刀具,监视刀具是否变钝,钻头要机磨。 (5)尺寸超差时能立即发现。 多轴钻床:这是一种能满足多轴加工要求的钻床。诸如导向、功率、进给、 转速与加工范围等。 巴黎展览会中展出的多轴钻床多具液压进给。 其整个工作循 坏如快进、 工进与清除铁屑等都是自动进行。 值得注意的是, 多数具有单独的变 速机构, 这样可以适应某一组孔中不同孔径的加工需要。 1.2.4 自动更换主轴箱

机床

为了中小批量生产合理化的需要,最近几年发展了自动更换主轴箱组合机 床。

(1) 自动更换主轴机床

自动更换主轴机床顶部是回转式主轴箱库, 挂有多个不可调主轴箱。 纵横配线盘 予先编好工作程序, 使相应的主轴箱进入加工工位, 定位紧并与动力联接, 然后 装有工件的工作台转动到主轴箱下面,向上移动进行加工。当变更加工对象时, 只要调换悬挂的主轴箱,就能适应不同孔型与不同工序的需要。

(2) 多轴转塔机床

转塔上装置多个不可调或万向联轴节主轴箱, 转塔能自动转位, 并对夹紧在回转 工作台的工件作进给运动。 通过工作台回转, 可以加工工件的多个面。 因为转塔 不宜过大,故它的工位数一般不超过 4— 6个。且主轴箱也不宜过大。当加工对 象的工序较多、 尺寸较大时, 就不如自动更换主轴箱机床合适, 但它的结构简单。 (3) 自动更换主轴箱组合机床

它由自动线或组合机床中的标准部件组成。 不可调多轴箱与动力箱按置在水平底 座上, 主轴箱库转动时整个装置紧固在进给系统的溜板上。 主轴箱库转动与进给 动作都按标准子程序工作。 换主轴箱时间为几秒钟。 工件夹紧于液压分度回转工 作台, 以便加工工件的各个面。 好果回转工作台配以卸料装置, 就能合流水生产 自动化。 在可变生产系统中采用这种装置, 并配以相应的控制器可以获得完整的 加工系统。

(4) 数控八轴落地钻床

大型冷凝器的水冷壁管板的孔多达 15000个, 它与支撑板联接在一起加工。 孔径 为 20毫米,孔深 180毫米。采用具有内冷却管道的麻花钻, 5-7巴压力的冷却 液可直接进入切削区,有利于排屑。钻尖磨成 90°供自动 定心。它比普通麻 花钻耐用,且进给量大。为了缩短加工时间,以 8轴数控落地加工。

多轴加工趋势:多轴加工生产效率高,投资少,生产准备周期短,产品改型 时设备损失少。 而且随着我国数控技术的发展, 多轴加工的范围一定会愈来愈广, 加工效率也会不断提高。

生产任务:在一批铸铁连接件上有同一个面上有多个孔加工。 在普通立式钻

床上进行孔加工,通常是一个孔一个孔的钻削,生产效率低,用非标设备,即组 合机床加工,生产效率高,但设备投资大。

但把一批普通立式普通单轴钻床改造为立式多轴钻床, 改造后的多轴钻床, 可以 同时完成多个孔的钻、扩、铰、等工序。

范文二：毕业论文英译汉2译

最小化传感级别不确定性联合策略的机械手控制 摘要： 人形机器人的应用应该要求机器人的行为和举止表现得象人。下面的决定和控制自己在很大程度上的不确定性并存在于获取信息感觉器官的非结构化动态环境中的软件计算方法人一样能想得到。在机器人领域，关键问题之一是在感官数据中提取有用的知识，然后对信息以及感觉的不确定性划分为各个层次。本文提出了一种基于广义融合杂交分类（人工神经网络的力量，论坛渔业局）已制定和申请验证的生成合成数据观测模型，以及从实际硬件机器人。选择这个融合，主要的目标是根据内部（联合传感器）和外部（ Vision摄像头）感觉信息最大限度地减少不确定性机器人操纵的任务。目前已被广泛有效的一种方法论就是研究专门配置5个自由度的实验室机器人和模型模拟视觉控制的机械手。在最近调查的主要不确定性的处理方法包括加权参数选择（几何融合），并指出经过训练在标准操纵机器人控制器的设计的神经网络是无法使用的。这些方法在混合配置，大大减少了更快和更精确不同级别的机械手控制的不确定性，这中方法已经通过了严格的模拟仿真和试验。

关键词：传感器融合，频分双工，游离脂肪酸，人工神经网络，软计算，机械手，可重复性，准确性， 协方差矩阵，不确定性，不确定性椭球。 1 引言

各种各样的机器人的应用（工业，军事，科学，医药，社会福利，家庭和娱乐）已涌现了越来越多产品，它们操作范围大并呢那个在非结构化环境中运行 [ 3,12,15]。在大多数情况下，如何认识环境正在发生变化且每个瞬间最优控制机器人的动作是至关重要的。移动机器人也基本上都有定位和操作非常大的非结构化的动态环境和处理重大的不确定性的能力[ 1,9,19 ]。每当机器人操作在随意性自然环境时，在给定的工作将做完的条件下总是存在着某种程度的不确定性。这些条件可能，有时不同当给定的操作正在执行的时候。导致这种不确定性的主要的原因是来自机器人的运动参数和各种确定任务信息的差异所引起的。这意味着，它们不同于所谓的可能不总是微不足道的规范化的过程处理中。这些偏差的原因可能是由于不准确的分析设计或复制品，或者因

为程序的动议确定性错误，以及随机误差的算法，测量数据，数据传输链路，和其他因素。机器人地位的变化，像实例故障，失败，参考框架的转移等等，也导致机器人的不确定性条件的操作。这种大量存在的不确定因素影响着机器人感应一项任务的各种步骤; 适应控制系统的不断变化; 和推理来选择实现某个目标所需的行动。

事实上，显而易见，关键问题之一，是机器人在应对各级不确定性特别是在遥感水平的数据中提取有用的信息。根据感官测量数据结果显示，参与的质量就不确定性剩余而言及传播感觉信息的理想性加以调查。在机器人领域，不确定性问题的解释水平的感觉是一个非常关键的一点，其具体任务像空间结构机器人一样，可代替医生为病人做手术等。在两个高级别机器的精度和人类一样需要理解关键问题在遥感进程中的处理，以便使信号输出的所有传感器和三维世界的属性之间能稳定的连接。一个最近的趋势是通过解决传感器融合问题，并有众多的融合技术，涵盖非常广泛的频谱的应用领域[ 10,13 ] 。有人认为，在某种背景下研究这些研究工作，很需要引用专业化并容易掌握理解的基于传感器融合战略（人形办法）的多感觉系统的计算机软计。该类人行为的做法可以使得为多功能的应用。进程的易理解性使得机器人特别适合在加工复杂，高度非线性功能中处理好低层次的感官数据和高层次的信息之间的关系。融合策略将是最合适的适用于分布式融合架构而作为它可以有效地使我们能够最大限度地减少不确定性的任何期望的水平。审查的一些文件不确定性分析在机械手控制 [ 4,14,16,20,23 ]表明，一个共同的步骤参与所有这些系统是已获得的通过多功能感应单元相同信息的解释。融合的信息需求的代表，并与尽量减少不确定性的程度这取决于这一任务最小的具体应用。本文研究介绍的重点放感官指导机器人的操纵这一目标的条件下。作为应用在改善普通版型机器人的重复性是一个象征性的挑战已开展研究。

真实世界的系统具有随机性质的非线性和不确定性，在他们的行为和做法中，人是唯一可以接受在许多这样任务中的解决方案的对象。在多变量输入输出系统中，这种非线性和不确定性的影响很大，为了有效遏制需要得到妥善解决。例如，先进的机器人系统（操纵机器人具有多余的自由度或移动机器人具有多余的感觉系统将属于此类别中）。这些系统需要的各种传感器来响应智能

动态环境。他们可能被安装外部传感器，如力扭矩传感器，行程传感器，接近传感器，超声波和红外线传感器，触觉阵列和其他触摸传感器，间接或眼手视觉传感器，跨火，超载和支路传感装置等。此外，还有各种内部国家传感器，如编码器，流速计，左轮手枪和其他的. 传感器越多，计算机控制系统就越复杂同时机器人智能化水平就越高。因为最近的工业及非工业机器人系统的应用需要高层次的情报，复杂性与它正确的编址紧密相连，正因为如此不同幅度的不确定性多传感器系统的安装开始出现在研究项目中。

从不同的传感器上获得的资料本质上是不确定的，不精确的和不一致的. 偶尔也可能是不完整的或部分的，虚假的或不正确的，有时，从传感器外观来看它往往是不相容的地域或几何空间之间的差异性。我们所知的空间关系是物体之间也具有内在不确定性. 就拿人造物体来说。正是由于制造公差它可能存在不匹配的几何模型，人/机错误和其他自然资源的不确定性。即使它能做到（微距级） ，一个传感器无法衡量的几何特征，并准确找到对象这是由于测量错误. 甚至如果可以（在一定的误差范围内） ，机器人用传感器可能无法对预设的程序完全相同的操纵对象，可能是因为所有累积误差增加使最终定位效应错误。这些错误可以归结为一个非常重要的层次，一些任务，通过重组解决方案，构建新的工作环境和使用专门适用于高精密的设备，但需要付出很多的时间和昂贵的设备[ 20 ] 。一个可供选择的解决办法可能是传感器融合发展战略这样可以减少和消除任何工程系统的不确定性，以达到理想的水平，在较小的成本，包括所有固有不确定性. 本文重点制定一个频分双工，游离脂肪酸和基于人工神经网络的混合型传感器融合战略。

该组织的文件已被安排如下. 第二部分简述了通过它的整体融合算法的计算步骤已制订和发展。这些事态发展和主张已应用于在第3节中验证数据的综合观测模型. 第四部分致力于实现应用开发杂交融合战略，以改善重复性硬件机器人。其专门配置的RCS 型机器人实验五自由度有效性已经得到了广泛的研究。神经网络规范化融合算法也是目前的课题。最后，在第5节的重要结果和推论已经列入研究目录中。

2. 规范化的融合算法结构

融合算法的结构包括下列计算步骤：

（一） 获取的信息通过加工多嘈杂的感应数据的不确定性是由个人的不确定性椭球决定的

（二） 不确定性椭球合并的方式，以尽量减少体积融合不确定性椭球以适当转让的最佳加权矩阵。

（三） 融合中的微分域（频分双工）已制定，以进一步减少不确定性的信息，精细的融合决议通过一个反复的过程，预测校正的条件对所有的感觉信息。这些序列，然后融合和应用于融合提高信息的精度。

（四） 裂变融合方法（FFA ）是用来最大限度地减少不确定性显着的一些具体的传感器模型的协方差矩阵感官信息可以“ 被分裂 ”和信息从多个测量相同的传感器融合。

（五） 神经网络模型的机械手已经制定的初步估计不确定性（均方误差）联合传感器可以进一步最小化的融合进程（裂变融合方法）。

融合的方法所代表的步骤（一）和（二）提供实物或相当几何了解的复杂信息处理，因为它涉及到融合的不确定性椭球的每一个人感觉信息。鉴于一套不确定性椭球与每个传感器的联系，问题是转让权重矩阵（无线）与每套感觉系统，以便尽量减少几何量的不确定性椭球融合[ 17 ] 。参数代表信息Xi ∈Rn 通常是由一套感应观测资料决定的，Di ∈Rmi ，Rn 代表欧氏空间，i 代表第i 个传感器，mi 是每一个独立的测量数据，而n 是层面的信息（i=1,...,N,N是一个个小传感器单元的总和），而Xi 和 Di是一个已知的有关非线性向量函数。

融合的信息X f 提供的线性组合

利用拉格朗日优化，我们的加权矩阵的几何优化融合为：

3. 交互性用于提高感官信息

在多传感器融合系统的冗余和/或免费的传感器，每个传感器可以随时被视为个人信息来源的不确定性，能够沟通，合作和协调的其他成员遥感组。在此基础上的结构，达兰特-怀特[ 7 ]提出了传感器模型描述为概率函数和决定国家通报从其他信息来源。他们将这个传感器型号分为三个工作模式：观察模式，即过程的计量特色依赖模型，介绍了传感器的依赖其他信息来源; 和国家模式，它的特点是传感器依赖其位置和内部状态。

4. 试验证明交互性（神经造影力量）方法处理不确定性的提高重复性的机器人机械手

在机器人操作，还有一些不确定性的来源：

（一）不确定性传感器，

（二）不确定性与致动器，

（三）不确定性建模。

在本次调查，注意集中对不确定性传感器及其最小化. 大多数工业机器人通过的放预先录制或预先序列步骤执行简单的重复性任务，此技术已指导过用户和入了教科书。对于这种类型的性能，机器人不需要任何有关其工作环境的信息。外部传感器并不重要的，因为我们已经知道机器人能够简单移动目标点。一个“普遍接受”的一点是，机器人移动身体是由相应的关节位置传感器决定的，和已设置好的联合角值. 然后 ，下一步的命令机器人是返回同一点空间，并存储每个关节的移动值。控制的精度与机械手返回一个确定值有关，即所指定因子“可重复性的机械手。 ”机器人应用一个不可缺少的能力，是能提供一个高速和高精度轨迹。

5. 结 论

未来的人形机器人将不得不在一个多传感器的工作工作环境中，融合信息

需求的代表与最小不确定性. 这种水平，取决于特定应用程序和复杂的分类处理信息的融合，直至最大限度地减少复位点。本文提出并开发了一种杂交的传感器融合分类, 包括三个层次的融合，几何融合，裂变融合方法（ FFA ），和融合中的微分域（FDD ） 。这些针对的目的是最大限度地减少不确定性与任何类型已获得多个传感器或感官指令的信息的相关性. 其FFA 的技术本质是基于分裂（维数减少）的协方差矩阵，并考虑信息融合的各方面。

6. 参考文献

1. B arshan ， B.and达兰特，怀特，高频：惯性导航系统的移动机器人协会 Trans.Robotics Automat.11 （ 3 ） （ 1995 ） ,328 - 342 。

2. C hen ，W.Z ， Korde ，和Skaar ，S.B ：位置控制的实验的分析， 学者机器人Res.13 （ 3 ） （ 1994 ） ,199 - 208 。

3. D allaway ，J.L ，杰克逊，R,D 和Gosine ，R,G ：交互式机器人控制环境在重新移植中的应用， Robotica 11 （ 1993 ） ,541 - 551 。

4. D i ，X ，Ghosh ，B.K ，X ，和Tzyh ，J.T ：智能机器人操纵混合位置/力控制在一个未标定工作中的应用，在 Proc.IEEE Internat.Conf.on机器人与自动化， 1998年5月， pp.1671 - 1676 。

5. D odd ，T. ，贝利，A ，和哈里斯，C.J ：一种数据驱动的策略，以传感器建模，估计，跟踪和数据融合，彼得沃尔斯和JO'Brien （ EDS ）等EuroFusion 98 ， Internat.Conf 。数据融合， 1998年， pp.103 - 111 。

6. D uda ，R.O ， Hert ，P.E ，和Stock,D.G ：模式分类，纽约第二EDN 杂志出版社，2001年。

7. D urrant ，怀特，H.F ：传感器模型和多传感器融合， Internat.J.Robotics 杂志。7（6） （1988） ,97 - 113 。

8. F eng ， L.和Brandt,R.D ：最优控制方法的鲁棒控制的机器人，符合IEEE Internat.Conf.on控制应用， 1996年9月， pp.31 - 36 。

9. G olfarelli,M. ，Maio,D. ，和Rizzi,S. ：校正航位推算错误地图建设移动机器人,IEEE Trans.Robotics Automat.17（1）（2001） ,37 - 47 。

Fusion Strategies for Minimizing Sensing-Level

Uncertainty in Manipulator Control

Abstract ：Humanoid robotic applications require robot to act and behave like human being.Follow-ing soft computing like approach human being can think,decide and control himself in unstructured dynamic surroundings,where a great degree of uncertainty exists in the information obtained through sensory organs.In the robotics domain also,one of the key issues in extracting useful knowledge from sensory data is that of coping with information as well as sensory uncertainty at various levels.In this paper a generalized fusion based hybrid classifier(ANN-FDD-FFA)has been developed and applied for validating on generated synthetic data from observation model as well as from real hardware robot.The fusion goal,selected here,is primarily to minimize uncertainties in robotic manipulation tasks that are based on internal(joint sensors)as well as external(vision camera) sensory information.The effectiveness of present methodology has been extensively studied with a specially configured experimental robot having five degrees of freedom and a simulated model of a vision guided manipulator.In the present investigation main uncertainty handling approach includes weighted parameter selection(of geometric fusion)by a trained neural network that is not available in standard manipulator robotic controller designs.These approaches in hybrid configuration has sig-nificantly reduce the uncertainty at different levels for faster and more accurate manipulator control as demonstrated here through rigorous simulations and experimentations.

Key words:sensor,fusion,FDD,FFA,ANN,

computing,manipulators,repeatability,accuracy,covariance,matrix,uncer tainty,uncertainty ellipsoid.

1.Introduction

applications(industrial,military,scientific,medicine,welfare,household and amusement)are increasingly coming up with recent prog-ress in which a robot has to operate in large and unstructured environment

[3,12,15].In most cases,the knowledge of how the surroundings are

changing every instant is fundamentally important for an optimal control of robot motions. Mobile robots also essentially have to navigate and operate in very large unstruc-tured dynamic surroundings and deal with significant uncertainty[1,9,19].When-ever a robot is operating in a natural nondeterministic environment,there always exists some degree of uncertainty in the conditions under which a given job will be done.These conditions may,at times,vary while a given operation is being carried out.The major causes leading to the uncertainty are the discrepancies arising in the robot motion parameters and in the various task-defining information.The amount by which they differ from those called for in the process specifications may not always be insignificant.These deviations may be due to inaccuracies in analytical design or in reproductions of programmed motions or because of deterministic as well as random errors in the algorithms,measurement data,data transmission links,and other factors.Changes in the status of the robot like instances of

malfunctions,failures,shift in the frame of reference,etc.,also lead to uncertainty in the operating conditions of the robot.The presence of substantial uncertainty significantly affects the robot in the various steps of sensing the state of a task;in adapting to the changes through the control system;and in reasoning to select the actions needed to achieve a goal.

In fact,it is felt that one of the key issues in extracting useful knowledge from data is that of coping with uncertainty at all levels and especially at the sensing level.Along with the quantity of the observed

sensory measurements,the qual-ity involved also need to be investigated in terms of the residual uncertainty it propagates to the desired sensory information.

In robotics domain,the uncertainty problem in the sensory interpretation level is a very crucial one for specific tasks like robotised space structure manipulators,robotised surgery etc.where both high level of machine precision and human like prehension are needed The key problem in the sensing process is in making the connection between the signal outputs of all the sensors and the attributes of the three-dimensional world.One of the recent trends is to solve the problem through sensor fusion and there are numerous fusion techniques covering a very broad spectrum of application areas[10,13].Under the backdrop of the study of these research works,it was felt that there is a great need for evolving a generalized and easily apprehensible soft computing based sensor fusion strategy(humanoid approach)for multiple sensory systems.The humanoid approach makes it available for versatile applications.The easily apprehensible character of the development makes it particularly suitable for processing complex,highly nonlinear functional relationships between low-level sensory data and high-level information.The fusion strategies would be most suitable to apply in distributed fusion architectures as it can effectively enable us to minimize the uncertainties at any desired level.A review of some papers on uncertainty analysis in the context of manipulator control

[4,14,16,20,23]shows that a common step involved in all these systems is the interpretation of identical information that has been acquired through multiple sensory units.The fused information needs to be represented with minimized uncertainty and the level of this minimization depends on task specific applications.The research study described in this paper has focused on this objective in the context of sensory guided

robotic manipulations.As a token application here the challenge of improving repeatability of a very ordinary RSC type robot has been undertaken.

Real-world systems are stochastic in nature having nonlinearity and uncertainty in their behaviors and hence humanoid approach of solutions are only acceptable one in many such tasks.For multivariable input –output systems,effects of such nonlinearity and uncertainty are significant and needs to be addressed properly in order to control them effectively.Take,for example,the case of advanced robotic systems(manipulating robots having redundant degrees of freedom or mobile robots having redundant sensory systems would fall in this category).These systems require various kinds of sensors for responding intelligently to a dynamic environment.They may be equipped with external sensors such as force-torque sensors,range sensors,proximity sensors,ultrasonic and infrared sensors,tactile arrays and other touch sensors,overhead or eye-in-hand vision sensors,cross-fire,overload and slip sensing devices etc.In addition,there are also various internal state sensors such as encoders,tachometers,revolvers and others.More is the number of sensors,more is the computational complexity for controlling the system and more is its intelligence level.Since recent industrial as well as non-industrial applications need robotic systems with high level of intelligence,the complexity associated with it has to be addressed properly.For this purpose,systems equipped with multiple sensors having different ranges of uncertainties has been taken up here for study.

Information obtained from different sensors are inherently uncertain,imprecise and inconsistent.Occasionally it may also be incomplete or partial,spurious or incorrect and at times,it is often geographically or geometrically incompatible amongst the different

sensor views.Our knowledge of the spatial relationships among objects is also inherently uncertain.Take the example of a man-made object.It may not match its geometric model exactly because of manufacturing tolerance,human/machine errors and other natural uncertainties.Even if it does(in macro level),a sensor cannot measure the geometric features and locate the object exactly because of measurement errors.Even if it can(within certain bounded tolerance limit),a robot using the sensor may not manipulate the object exactly as intended,may be because of all cumulative errors added with the end-effector positioning errors.These errors can be reduced to a very significant level for some tasks,by reengineering the solution,structuring the working environment and using specially suited high precision equipment-but at great cost of time and equipment[20].An alternative solution may be to develop sensor fusion strategies that can minimize and eliminate the uncertainties of any engineering system to a desired level,at a much lesser cost,incorporating all inherent uncertainties.In this paper we focus on developing a FDD-FFA-ANN based hybrid type sensor fusion strategy.

The organization of the paper has been arranged as follows.Section 2 outlines the computational steps through which the overall fusion algorithm has been formulated and developed.These developments and propositions have been applied in Section 3 for validating on synthetic data of an observation model.Section 4 is dedicated towards applying the developed hybrid fusion strategies for improving repeatability of a hardware robot manipulator.Their effectiveness has been extensively studied with a specially configured RCS type experimental robot having five degrees of freedom.A neural network formulation of the fusion algorithm is also presented.Finally,in Section 5 the significant results and inferences have been listed.

2.Formulation of the Fusion Algorithm Structure

The fusion algorithm structure consists of the following computational steps:

(i)The uncertainties in the information derived through processing of multiple noisy sensory data are represented by individual uncertainty ellipsoids.

(ii)The uncertainty ellipsoids are merged in a manner so as to minimize the volume of the fused uncertainty ellipsoid by proper assignment of optimal weighting matrices.

(iii)Fusion in the Differential Domain(FDD)has been developed to further reduce the uncertainty of fused information at finer resolutions through an iterative process that predicts the correction terms for all the sensory information.These terms are then fused and applied to the fused information to increase its precision.

(iv)The Fission Fusion Approach(FFA)is used to minimize uncertainties significantly for some specific sensor models where the covariance matrix of the sen sory information can be“fissioned”and information from multiple measurements of the same set of sensors are available for fusion.

(v)An ANN model of the manipulator has been developed for initial estimation of uncertainties(Mean Square Error)of joint sensors which could be further minimized by fusion process(FDD,FFA).

The fusion methods as represented by steps(i)and(ii)give a physical or rather geometric insight for the complicated information processing as it involves the fusion of the uncertainty ellipsoids of each individual sensory information.Given a set of uncertainty ellipsoids associated with each sensor,the problem is to assign weighting matrices(Wi)with each set of sensory system so as to minimize geometrically the volume of the fused uncertainty ellipsoid[17].The parameter representing the information Xi ∈Rn is usually determined from a set of sensory observational data,Di

∈Rmi.Here,Rn represents the general n-dimensional Euclidean spaces,i denotes the ith sensor,mi is the number of independent measurements,and n is the dimension of information(i=1,...,N,N being the total number of sensor units),and Xi and Di are known to be related through a known

nonlinear vector function,

The fused information Xf is then made available in the linear

combination

Using Lagrangian optimization,we have the weighting matrices for the

geometrically optimized fusion as

3.Fusion to Improve Sensory Information

In multi sensor fusion systems with redundant and/or complimentary sensors,each sensor can always be considered as individual sources of uncertain information,able to communicate,co-operate and co-ordinate with other members of the sensing group.Based on this structure,Durrant-Whyte[7]has presented sensor models described as a probabilistic function of state and decisions communicated from other information sources.They have treated three components of this sensor model:the observation model,that processes the measurement characteristics;the dependency model that describes the sensor’s dependence on other information sources;and the state model that characterizes the sensor’s dependence on its location and internal state.

4.Experimental Verification of Hybrid(Neuro-FFA-FDD)

Approaches for handling Uncertainties in Improving Repeatability of Robotic Manipulator In robotic manipulations,there are a number of sources of uncertainties:

(i)uncertainties associated with sensors,

(ii)uncertainties associated with actuators,

(iii)uncertainties associated with modeling.

In the present investigation,attention is focussed towards uncertainties associated with sensors and their minimization.Most industrial robots execute simple repetitive tasks by playing back prerecorded or preprogrammed sequences of motions that have been previously guided or taught by a user.For this type of performance,the robots do not need any information about its working environment.External sensors are not that important here,as manipulators have to simply move to goal points that have been taught.A“taught”point is that to which the manipulator is moved physically,the corresponding joint position sensors are determined,and the joint-angle values stored.Subsequently,in the next command to the robot to return to the same point in space,each joint is moved to the stored value.The precision with which a manipulator can return to a“taught”point is specified by the factor“repeatability of the manipulator”.An indispensable capability for most manipulator application is to provide a high speed and high precision trajectory.In such applications the repeatability of these manipulators need to be quantified as accurately as possible.For this,the analytical description of the spatial displacement of the robot,as a function of time is primarily required.This,in particular,depends on the functional relation between the joint angle variables and the position and orientation(with respect to a reference co-ordinate frame)of the robot arm end-effector.

5.Conclusions

Future humanoid robots will have to work in a multisensor framework,the fused information needs to be represented with minimized uncertainty.The level up to which the minimization would be significant is once again depends on specific application and the sophistication of the classifier handling the fused information.This paper has proposed and developed a hybrid sensor fusion classifier which consists of three levels of fusion–Geometric Fusion,Fission Fusion Approach (FFA)and Fusion in the Differential Domain(FDD).These are directed towards the objective of minimizing uncertainties associated with any type of information that has been acquired through multiple sensors or sensory units.The essence of the FFA technique is based on“Fissioning”(dimensionality reduction of)the covariance matrix and considering each dimension of information separately for fusion. The FDD processing technique uses feedback from the fusion processor(i.e.the fused information)to each of the individual sensory data.The formulation for this has been presented through a recursive iteration process that predicts correction terms for the different sensory information.By fusing these terms in the differential domain using the same weighting matrices,the fused information is represented with minimized uncertainty in a recursive way.

6.References

1.Barshan,B.and Durrant-Whyte,H.F.:Inertial navigation systems for mobile robots,IEEE Trans.Robotics Automat.11(3)(1995),328–342.

2.Chen,W.Z.,Korde,U.A.,and Skaar,S.B.:Position control experiments using vision,Internat.

J.Robotics Res.13(3)(1994),199–208.

3.Dallaway,J.L.,Jackson,R.D.,and Gosine,R.G.:An interactive robot

control environment for rehabiltation applications,Robotica 11(1993),541–551.

4.Di,X.,Ghosh,B.K.,Ning,X.,and Tzyh,J.T.:Intelligent robotic manipulation with hybrid position/force control in an uncalibrated workspace,in:Proc.IEEE Internat.Conf.on Robotics and Automation,May 1998,pp.1671–1676.

5.Duda,R.O.,Hert,P.E.,and Stork,D.G.:Pattern Classification,2nd edn,Wiley,New York,2001.

6.Durrant-Whyte,H.F.:Sensor models and multisensor integration,Internat.J.Robotics Res.7(6)(1988),97–113.

7.Feng,L.and Brandt,R.D.:An optimal control approach to robust control of robot manipulators,in:IEEE Internat.Conf.on Control Applications,September 1996,pp.31–36.32 G.C.NANDI AND D.MITRA

8.Golfarelli,M.,Maio,D.,and Rizzi,S.:Correction of dead-reckoning errors in map building for mobile robots,IEEE Trans.Robotics Automat.17(1)(2001),37–47.10.Hall,D.L.and Llinas,J.:An introduction to multisensor data fusion,Proc.IEEE 85(1)(1997),6–23.

9.Hayati,S.:Robot

estimation,in:Proc.of

Control,December 1983.

10.Hirzinger,G.et al.:Advances in robotics:The DLR arm the 22nd geometric IEEE link parameter and Conf.on Decision experience,Internat.J.Robotics Res.18(11)(1999),1064–1087.

11.Klein,L.A.:Sensor and Data Fusion Concepts and Applications,SPIE Publications,San Jose,CA,USA,1993.

12.Langlois,D.,Elliott,J.,and Croft,E.A.:Sensor uncertainty management for an encapsulated logical device architecture.Part II:A control policy for sensor uncertainty,in:American Control Conference,June 2001,pp.4288–4293.

范文三：工商管理毕业论文3000字英译汉

毕业论文附件:英译汉(译文)

题目:企业文化是企业持续竞争优势的 重要来源

原作:李群

XXXX 级工商管理 X 班 XX译

译文:

1. 绪论

可持续的竞争优势是指相对于竞争对手处于一个优越的地位,它在公司的发 展中带来长期的竞争优势,帮助公司长期维持比同行业平均水平更高的利润额。 所以,一个企业要想获得比同行业平均水平更高的利润和可持续的发展,就应当 有一个可持续的竞争优势。因此,对这一领域的研究已成为一个热门话题。 许多研究人员研究作为竞争优势来源的企业文化。埃德加阁下沙在他的著作 “企业文化生存指南:关于文化变迁的意义与无意义”中指出,组织文化是非常 重要的,因为它能决定一个公司的战略目标和运作模式。来自哈佛大学的教授科 特和赫斯克特研究了企业文化与该公司长期利润的相关性。他们在著作“企业文 化与绩效”中指出:企业文化意味着一个公司的长期大量利润。 M.Lemon 和 P.S.Sahota 研究了组织文化对企业创新能力的影响。 刘光明在他的论文 “核心价 值观是第一生产力”中指出:企业文化是最主要的核心竞争力。根据先前对这一 领域的研究,我们提出,优秀的企业文化是企业可持续竞争优势的重要来源。目 前国内外关于企业文化与竞争力的关系研究众多,但比较明确和深刻的理论却很 少,在这一领域研究的基础上,我们提出了优秀的企业文化是企业持续竞争优势 重要来源的理论。

2. 持续竞争优势源泉的特性

持续的竞争优势被认为是可持续的优化和升级,在这个过程中,企业的动态 的与外部环境交换物质和能量,而不是保持静止状态的一些特有的竞争优势。在 这种情况下, “可持续”是有关竞争者的模仿。然而,上面提到的竞争对手,不仅 在于同行业中明确的竞争对手,还包括将来欲进入该行业的潜在竞争者。只有当 公司实行创新战略,才能不被竞争对手模仿,才能使公司拥有持续的竞争优势。 这样,持续竞争优势的来源应该有以下三个特点:(1)价值性:作为持续的 竞争优势来源,它应当有低运行成本的战略价值,与此同时,它可以给客户提供 独特的价值和效益,最终帮助企业获得比同行业平均水平更高的收益。 (2)异质 性:作为持续竞争优势的来源, 应当在企业的长期经营和发展过程中培育和积累。 由于来自于不同企业的特性, 因此它们是不同的, 换句话说, 它们是独特的。 (3)难以模仿的属性:持续的竞争优势是企业在长期的具体的发展过程中逐渐培育起 来的,这样的来源是很难模仿的,因为它极大地依赖于形成的路线。

3. 优秀的企业文化拥有可持续竞争源泉的三个特征

笔者认为, 企业文化是指导员工行为的管理模式和规范, 特别是企业的使命、 愿景、价值观、行为准则、道德、习俗、传统标准等,它通常是由以下几方面形 成:理念文化、制度文化、行为文化和物质文化。

3.1优秀企业文化的价值

优秀企业文化价值的独特功能如下:

3.1.1双激励功能

由于亚当斯密“经济人”理论的流行,多数经济学家假定人的动机纯粹出于 自身利益。一方面,这一理论将有利于经济学家作出以此为前提的经济问题的高 级研究;另一方面,在现实中,人类的动机有许多不确定的因素,其中有许多因 素与自身利益是无关的。 1998年来自于剑桥大学的诺贝尔经济学奖得主阿马蒂亚 森教授宣称,自身利益是所有动机中最重要的动机。然而,像人性、平等和公共 道德等其他动机也是很重要的。在这一点上,如果我们把自身利益看成是唯一的

动机, 并排除所有其他的动机, 这将使我们很难理解人类的理性行为。 科特指出, 今天制度经济的研究应当是基于人类现实基础上的研究。事实上,根据新制度经 济学,人类的动机是双重的出于自身利益和非自身利益的。

优秀的企业文化是亚社会文化的专业化, 它有一个以物质为载体的显著特点。 企业物质文化,不仅显示在产品服务和技术创新领域,而且还显示在工作环境、 工作条件的改善,合理的薪酬体系、文化设施的建设上。企业通过加强物质文化 建设,特别是“绩效评估”和“劳动报酬”制度,实现员工的自身利益要求,对 员工工作的积极性起到激励作用。

理念文化是企业文化的核心,作为企业的核心价值体系,理念文化可以指导 企业的价值观和经营思想。这样,它可以代表企业全体员工良好的相互追求,最 终唤起员工工作的积极性。

3.1.2优秀的企业文化具有很好的导向功能

新制度经济学关于人类行为的第二个前提是人类与环境的关系。换句话说, 它只是所谓的“有限理论” , “有限理论”是由阿罗提出来的,根据这一理论,人 类的行为意识在理性的合理范围内。 从罗斯的观点来看, 有限理论包括两个部分: 1,环境是复杂的; 2,人类的认知和计算能力是有限的,环境的不确定、信息的 不完全以及能力的有限性会使每个人对环境的主观反映彼此不同,最终,这将导 致每个人的选择不同。

优秀企业文化的导向功能能够对企业行为的方向起到指示和引导作用:(1) 它可以显示出企业的发展方向。企业文化可以使目标和方向以概括性、简洁性和 哲学语言形式清晰地展现给我们,事实上,这些东西是通过长期的教育形成的, 并对企业员工产生潜移默化的影响,最终,这些东西会成为他们精神的一部分; (2) 优秀的企业文化能诱导企业行为方向。 企业文化设定的目标其价值在于是所 有员工的目标,这是一个对所有员工的共同行为极大的诱因,它有利于所有员工 统一的朝着管理者预期的方向发展。此外,彼得斯和沃特曼指出,在共同的价值 观指导下, 杰出企业的普通员工可以清晰的明白自己将做什么, 所以我们可以说, 优秀的企业文化指引员工行动的范围,使全体员工统一的朝着企业的共同目标前 行。

3.1.3整体功能限制(略)

3.1.4优秀的企业文化导致持续创新(略)

3.2企业文化的异质性

一般来说,企业文化是通过长期传播和规范一步一步逐渐形成的。它首先是 由少数人根据一些特定的业务条件倡导和开展的。

3.2.1企业文化是应企业发展的需求并在特定的环境中形成的

社会存在决定社会意识,核心价值观总是在企业追求生存和发展过程中逐步 形成的。 作为一个社会有机体, 为了适应环境, 企业有自己的价值观和行为模式, 与此同时,只有企业文化适应企业的发展,并且被绝大多数员工所认同,企业才 能有强大的生命力。

3.2.2企业文化是由少数人发起的

文化反映的是人们的意识,而不是对环境被动的反映。一般来讲,对文化的 需求是从与根深蒂固的传统习俗重视多元化的利益冲突引起的,在此之后,一些 人被首先激起并要求新的文化去适应新的环境,改变落后的观念和行为模式,最 终, 这些人将成为企业文化的先驱。 然而, 由于这些领导人的倡导和前体的证明, 这个新的企业文化启示着其他员工,并最终融入到新的文化模式中。

3.2.3企业文化是一个不断宣传、实践和规范管理的结果

企业文化的变革有一个过程,在此过程中新的概念和行为模式替代旧的概念 和行为模式。基于此,新的文化应当被广泛的宣传,以便使其能被所有员工逐步 接受。

一般来说,企业文化要经历一个改良、确认和作为的过程,新的概念需要在 实践中不断强化,通过修改和完善使文化得以广泛的传播。

通常,企业文化作为文化的产物、规范管理的结果是相当缓慢的,一旦新的 文化被证实是合理和必要的,经营者就将制定相关的管理制度和行为规范,加强 它通过实践进行巩固,以此改变员工的思想和行为模式,建立新的企业文化。 总之,企业文化的形成过程,如管理环境、产业、管理人员、企业历史、战 略、业务分化等方面的不同,导致了其多样性,使得企业文化彼此不同。

3.3企业文化具有难以模仿的属性

维克多纽曼和查哈比基介绍说:1. 文化只涉及技术的实现过程,而不是技术 本身的副产品; 2. 新的文化如果没有需要的新技术的需求是不会出现的; 3. 管理 者直接从其他企业迁移文化到自己企业中是航毫无意义的,只有企业能够熟练地 开展新技术,新的企业文化才能转变为自己的文化。

巴尼把企业文化看成是对抗竞争对手模仿的最有效和最坚实的堡垒。他提出 了两点原因:一方面,文化可以使企业不同于彼此;另一方面,企业文化的某些 部分对竞争者来说是难以理解和用言语来表达的。换句话说,如果竞争对手甚至 不能理解和复制企业文化,那么文化也许是比任何法律和制度更优越的保护企业 战略优势的武器。

中国教授刘光明也指出, 比起技术和制度, 文化会使竞争对手更加难以模仿。 企业文化的形成过程也表明,企业文化是难以模仿的,因为它极大地依赖于 形成的路线。此外,路线的形成是与确定的企业相关的许多因素所决定的,因此 企业文化不可能适合所有的企业。

(译自 2007年管理科学与工程国际学术会议论文集 )

英文原文:

Corporate Culture is an Important Source of Sustainable Competitive Advantage

1.Introduction

Where sustainable competitive advantage means a superior status compared to the competitors,it is related to a long term competitive advantage during the corporation’s development as to help the corporation maintain a higher profit than the average level of the industry in a long period.So,if a corporation wants to obtain a higher profit than the average level of the industry and makes a sustainable development,it should have a sustainable competitive advantage.Therefore,the research on this field has become a hot topic.

Many researchers have examined corporate culture as a source of competitive advantage.Edgar H.Schein pointed out in his book“The Corporate Culture Survival Guide:Sense and Nonsense About Culture Change”that organizational culture is very important as it can decide the strategic target and the operation pattern of a corporation.Professor Kotter and professor Heskett from Harvard University have studied the correlativity between corporate culture and the long term profit of the corporation.They explained in their book“Corporate Culture and Performance”that corporate culture means a lot to a corporation’s long term profit. M.Lemon and P.S.Sahota studied organizational culture’s effect on the innovation ability of corporations.Liu guang-ming presented in his paper“Core value is the primary productivity”that corporate culture is the primary core competence.According to the previous research on this field,we present that excellent corporate culture is the important source of corporation’s sustainable competitive advantage.Research on the relationships between corporate culture and competence has been popular inside and outside the country at present,but explicit and deep going theories are few.Based on the research in this field,we put forward that excellent corporate culture is the important source of sustainable competitive advantage.

2.Characters for the source of sustainable competitive advantage The sustainable competitive advantage is regarded as sustainable optimizing and updating advantage of the corporation during the course in which the corporate exchanges its substance and power with the dynamic external environment rather than keeping some specific competitive advantage in a static state.In this case , the “ sustainable ” is related to the imitation of the competitors.However,the competitors mentioned above are not only the unambiguous competitors in the industry,but also including the potential competitors who will enter the industry in the future.0nly when the creative strategy implemented in the corporation can not be imitated by competitors , can the corporation have sustainable competitive

advantage .

In this way,the source of sustainable competitive advantage should have three characters as following:(1)Values:As the source of sustainable competitive advantage,it should have strategic values with a low running cost.At the same time,it may provide customers with unique values and benefits and finally help the corporation to obtain a higher profit than the average level of the industry.(2)Heterogeneity:As the source of sustainable competitive advantage,it should be cultivated and accumulated in a long term along with the corporation’s development.The characters from different corporations will be different as the corporations are different and so be the approaches by which the characters are cultivated.In other words,they are unique.(3)the attribute that difficult to imitate:The source of sustainable competitive advantage is cultivated step by step in a long period as specifically related to the development process of the corporation.In this way,this source is hard to be imitated as it is greatly dependent on the forming route.

3.Excellent corporate culture has the three characters belonging to the source of sustainable competitive advantage

The author sugggests that corporate culture is the patterns and norms that govern the behaviors of employees,particularly,the company ’ s mission,vision,values,standard of conduct,ethics,customs , traditions and so on.And it is usually formed by for layers as:idea culture,Institutionary culture,behavior culture and material culture.

3.1 Values of excellent corporate culture

The special functions of excellent corporate culture ’ s values extremely show up as following:

3.1.1 Dual incentive functions

Since the theory“economic man”from Adam Smith was well known,most economists assumes that human beings are motivated solely by self-interest.On the one hand,this theory will be favorable for economists to make advanced research on economy problems taking this theory as a premise ; on the other hand,in reality,human beings are motivated by many uncertain factors,and many of them are unrelated to self-interest. The 1998 Nobel Prize winner professor Amartya Sen from University of Cambridge declared that self-interest is the most important motivation out of all motivations.However,other motivations like humannity,equity and public morality are also important motivations.At this point,if we take self-interest as the only motivation and exclude all the other motivations , it will be hard for us to understand rational behaviors of human beings.Coase pointed out that research on institutional economics of today should be based on the reality of human beings.Actually,according to New Institutional Economics,human beings are doubly motivated by self-interest and no-self-interest.

Excellent corporate culture is a sub-specialization of social

culture.It has a notable peculiarity for taking substance as a carrier.The corporate material culture shows up not only in the fields like product service and technology innovation but also for the improvement in working environment,working conditions,reasonable salary system,establishment of cultural facilities and so on.The corporation fulfilIs employees’ requirement of self-interest through improvement in the material culture construction,especially the institution of“ performance of evaluation” and “ payment for labor” .Then,the corporation will have the incentive function related to employees’ job motivation.

Idea culture is the core of corporate culture.As a value system with the center of corporate core value,idea culture can guide corporate operation in terms of values and mutual consciousness.In this way,it can represent the mutual pursuit of all employees for the corporation’s good and will finally evoke employees’ job motivation.

3.1.2 Good guiding functions of excellent corporate culture

The second premise of New Institutional Economics about human behaviors is referred to the relationship between human beings and environment.In other words,it is just the so called “bounded ration”.“Bounded ration” is a theory introduced by K.Arrow. Accordin g to this theory,human behaviors are conscious rational with the bounded ration.From Nuosi’s point of view,the bounded ration includes two parts:l,Environment is complex;2.Human’s cognitive and calculating capabilities are bounded.The uncertainty of the environment and incompleteness of information together with the bounded capabilities can make everyone ’ s subjective models as a response to the environment different to each other.Finally,this will lead difference to everyone’ s choice.

Good guiding functions of excellent corporate culture can have an indicating and inducing effect on the direction of enterprise behavior:(1)it can show the direction of the corporation’s development.Corporate culture can make the target and direction clear to us in forms of recapitulative , pithy and philosophic words.Actually,these words are formed through a long term education and have exceed a subtle influence on employees in the corporation.Finally,these words will become a part of their spirit;(2)Excellent corporate culture can induce the direction of enterprise behavior.The value target set up by corporate culture is the target of all employees. It ’ s a great inducement for the joint act of all employees and it will help all employees to unify voluntarily to the direction expected by managers.Furthermore,Peters and Waterman concluded that common employees in outstanding corporations are clear about what they are doing under most circumstances as guided by the shared value.So we can say,excellent corporate culture can supply the gap of bounded ration and make all employees’ behaviors in accordance with the direction and common target of the corporation.

3.1.3 Overall restricting function(略 )

3.1.4 Excellent corporate culture leading to sustainable innovation (略)

3.2 The heterogeneity of corporate culture

Generally speaking,corporate culture is formed step by step through a relatively long period of transmitting and normative administration.Firstly,it is advocated and carried out by a few people under a certain condition of business.

3.2.1 Corporate culture is created for the demand of corporation’s development under a certain environment.

Consciousness is always behind existence as the core values are formed step by step in the process in which corporations are in pursuit of surviving and development.As a social organism,the corporation will have its own values and behavioral model in order to adapt to the environment.At the same time,only when the culture fits the corporation’s development and is accepted by most employees can the corporation have great vitality. 3.2.2 Corporate culture is initiated by a few people

Culture reflects intention of people’ s consciousness rather than a passive response to the environment.Generally speaking,the demand for culture arises from the conflict of diversified interests attached with ineradicable traditional customs. After this,a few people are firstly roused and they claim for new culture adapted to the new situation to change the old concepts and modes of conduct.Finally,these people will become pioneers of corporate culture.However,as advocated and demonstrated by these leaders and precursors,this new culture enlightens other people in the corporation and finally it turns into the corporation’s new modes of culture.

3.2.3 Corporate culture is a result of continuous publicity,practice and normative administration

The change of corporate culture is a process in which new concepts and modes of conduct take place of the old ones.Based on this,the new culture should be widely propagandized so that it can be accepted by all employees step by step.

Generally speaking,corporate culture will go through a period with amelioration,confirmation and aggrandizement as a new concept need an incessant practice process in which it can be amended and improved to be widely spread.

Usually,the corporate culture is the result of normative administration as the outgrowth of the culture is quite slow.Once the new culture are confirmed to be reasonable and necessary,business operators will set down relevant managerial system and criterion of conduct to strengthen it through practice in order to change employees’ thinking and behavioral model and build new corporate culture.

In a word,the forming process of corporate culture leads to the

heterogeneity of corporate culture as the differentiation in management environment,industry,managers,corporate history,strategy,business objectives and so on makes the corporate culture different to each other. 3.3 The attribute belonging to corporate culture that difficult to imitate

Victor Newman and Kazem Chaharbaghi presented that:1.culture is only the byproduct related to the realization process of technology rather than the technology itself;2.new culture won’t arise if no demand of implement for a new technology is required;3.it won’t make sense for managers to migrate corporate culture from other corporations directly to their own corporations.The new culture will turn into the corporate culture for your corporation only when you can expertly carry out a new technology. Barney takes the corporate culture as the most effective and solid barriers against the competitors’ imitation.He put forward two reasons:on the one hand,culture can make the corporation different to each other;on the other hand,some parts of corporate culture are too hard for competitors to understand as they can’t be easily expressed in words.In other words,if competitors can’t even understand and copy the corporate culture,the culture may be turned into the best protect for the corporate strategy advantages outclassing to any laws and systems.

Chinese professor Liu guang-ming also pointed out that it will be harder for competitors to imitate the corporate culture rather than technology and systems.

The forming process of corporate culture also shows that corporate culture is hard to be imitated as the process is greatly dependent on the forming route.Furthermore,the forming route is determined by many factors which are just related to certain corporation so that it can’t be suitable for all corporations.

范文四：英译汉，经济类毕业论文，风险控制

Practical issues in assessing control risk

Obtaining an understanding of internal control

Obtaining an understanding of a client’s internal control system is often a

time-consuming and confusing process especially for new client. Typically, the best source of information is the client’s personnel.

One-on-one interviews with key personnel (e.g., accounting staff, internal auditors, senior management ) about what they do and to whom they report will provide much of this information will not be presented in an organized fashion and repeat interviews may be needed to clear up confusing or contradictory statements. ultimately, the auditor will have to organize the information into a coherent picture of the organization’s

internal control (see the next section).

activities of various personnel. The appropriate personnel can then be interviewed about those activities or observed in the performance of their duties. The other steps will also be helpful to the auditor. The auditor cam obtain and review official procedures manuals which describe the stated auditor can also inspect related document and records that are used in the accounting process in order to obtain an understanding of how transactions are processed and recorded. The auditor should be aware, however, that the interviews and observations may indicate that official procedures are not being followed.

Ultimately, the auditor is concerned with what the organization

actually does, not what is described in an official manual.

An important aspect of understanding the internal control

environment is the identification of factors that may justify the reduction of control risk. These factors are called control strengths because they

have a positive impact on the reliability of the information being generated by the system. The auditor should also note any factors that may indicate that the control risk is high, possibly because key policies and procedures are lacking. These factors are called control weaknesses

because they have a negative impact on the reliability of the system. The auditor should generate a comprehensive list of strengths and weaknesses for each major component of the transaction processing system so that they can later be related to the control objectives and the assertions that are being audited.

The process of obtaining an understanding of internal control is facilitated in repeat audit engagements because the auditor man already be familiar with most of the client’s activities and processes. Nevertheless,

the auditor must still be careful to assess any changes that may have occurred in internal control since the last engagement.

Documenting internal control

One of the key steps in the evaluation of internal control is the documentation of the auditor’s understanding. It is generally not

sufficient for the auditor to simply state that he or she understands the

system; the understanding must be explicitly documented. There are three common approaches used to document the auditor’s understanding of

internal control: ? written narratives, ? flowcharts and ? control

questionnaires. All three methods have their advantages and may be used concurrently.

Written narrative : a written narrative is simply a written

description of the organization’s internal controls. At a minimum, the

narrative should include identification of the key processing steps that occur and the identification of relevant control activities that may provide some assurance that the process is reliable. Facsimile copies of the documents can be attached as exhibits to the narrative. The description should include an introductory section which discusses the issues pertinent to the control environment (e.g., management’s attitudes and

incentives and the organizational features which affect the control environment ).

flowchart: A flowchart is very similar to a narrative except it is in the form of a diagram rather than a description. An example of a system flowchart appears in figure 5-6. The flowchart should show the source, processing and disposition of all key documents using standardized symbols. The flowchart can be supplemented by brief descriptions where further detail may be needed. Flowchart have the advantage of providing a more general view of a system then is possible in a written narrative.

Control questionnaire: A control questionnaire is a series of

question, usually in a yes/no format, about the control activities that could be performed in the processing of a transaction. In most cases, a “yes”

answer indicates that a control procedure is performed and that control risk for some assertions affected by that procedure may be reduced. A “no” answer implies there is no control of the indicated type and control risk should not be reduced for the assertions affected by that procedure. Questionnaires are useful for quickly identifying the control procedures that an organization has in place. Since a good questionnaire is comprehensive, the auditor is unlikely to overlook any control procedures that might have an impact on audit planning. At the same time, a questionnaire rarely provides a coherent picture of internal control and should be used as a supplement to a written narrative or flowchart. Additionally, since questionnaires are general in nature, it is the auditor’s

responsibility to consider the unique circumstances of the client being audited.

Whether narratives, flowcharts, questionnaires or all three are used by the auditor, the documentation of the auditor’s understanding of internal

control must be adequate to support the conclusions that the auditor reaches concerning the control risk associated with the assertions which comprise the finacial statements.

The relationship between control risk and audit planning

The logical connection between control risk and audit planning is relatively straight-forward. When control risk is high, the auditor believes that undetected misstatements are likely to exist in the assertions being audited. Therefore, the auditor will plan the engagement to obtain extensive evidence that those misstatements don’t actually exist or have

all been detected. When control risk is low (reduced from the maximum level), the auditor believes that there are no undetected misstatements in the assertions being audited or those that exist are small(i.e., not material ). Therefore, the auditor will plan the engagement to obtain some-but minimal-evidence that there are no misstatements since the auditor does not expect to discover misstatements during testing. Of course, the auditor has to be continually aware of the implications of the tests that are performed. If the auditor assesses control risk to be low and plans the engagement expecting to find few (if any) misstatements but then discovers numerous misstatements in spite of the reduced testing, the auditor must reassess the control risk of some or all assertions and re-examine the adequacy of the audit testing that was originally planned.

The relationship among audit risk, control risk and audit effort is illustrated in figure 5-7. This graph is based on the observation that audit risk is a decreasing function of audit effort, i.e., more work leads to lower levels of audit risk. Control risk affects this relationship by determining

the tradeoff between audit risk and audit effort. As control risk is reduced, the tradeoff line for audit risk/audit effort shifts towards the origin of the graph. This shift implies that a given level of audit risk, say R0, can be obtained with less effort by the auditor. That is, the required effort level shifts from E0 to E1 as control risk is reduced. We will revisit this relationship in Chapter 7.

To be more specific, the auditor must relate the control strengths and weaknesses that have been identified to the assertions that are being audited. Assertions for which significant control strengths exist may justify reduction of control risk; assertions for which significant weaknesses exist should be assigned the maximum control risk. The assessment of control risk for each assertion will have a direct impact on subsequent audit testing. The auditor can adjust the audit plan in the following ways based on the control risk assessments:

Select a more or less effective audit procedure: confirmations and

physical examination tend to be more reliable audit evidence than documentation and analytical procedures. More reliable evidence should be obtained when the control risk is at the maximum level.

Schedule interim or year-end testing: many tests can be performed

either before or after the end of the fiscal year. Tests after year end are usually considered more effective because more evidence is potentially available to the auditor. For example, the confirmation of accounts

receivable can be done on November 30 (rather than year end) when

control risk is reduced. This is less effective than confirmations on

December 31, not November 30.

Adjust the extent of testing: many audit procedures are performed

on a sample basis, i.e., not all transactions are examined. If control risk is

reduced, the auditor is justified in examining fewer transactions.

英译汉，经济类毕业论文急需，英语高手帮帮忙～～

100分

标签:英语 英译汉 毕业论文 经济类 首译

回答:2 浏览:987 提问时间:2006-05-30 13:38

毕业论文急需翻译文章，关于审计方面的，请高手帮忙，必须首译，谢绝使用翻译软件翻译。如果采纳，愿意将本人另外100分赠送～～急需～谢谢～

评估控制风险中的实际问题

对内部控制的理解

对客户内部控制系统的理解通常是一个很费时而且很复杂的过程,尤其是对于新顾客而言. 典型的,最好的信息资源是客户的人力情况.对他们做什么和他们对谁做报告的公司主要成员的一对一的会谈将提供很多这种信息,这些信息不会以组织的形式给出.重复的会谈对于消除误解或者矛盾的叙述是很有必要的.最后,审计员将不得不把这些信息组织成公司内部控制的连贯描述(见下一章).

各种人员的行为.正确的人员关系可以通过会谈了解其行为,也可以通过他们执行任务的情况看出.其它的措施对审计员也是有帮助的,审计员可以得到并且再审官方职工操作程序指南,这些指南描述了为了理解交易时如何进行和记录的,定期审计员也可以检查用在核算过程中的相关文档和记录.然而,审计员应该知道,这些会谈和观察可能展现出某些不符合官方手续的现象.

最后,审计员关心的是组织实际上在做什么,而不是官方职工操作程序指南中描述的什么. 理解内部控制环境的一个重要方面就是那些可能被证实有降低控制风险的因素的鉴定. 因为这些因素对于系统产生的信息的可靠性方面有正的影响,所以称他们为"控制强点". 审计员应当注意任何这样的因素:他们表面可能因为主要策略和程序的缺乏而导致较高控制风险. 因为这些因素对系统可靠性有负面影响,称他们为"控制弱点". 审计员应该生成一个关于事物过程系统的主要组成部分的强点和弱点的综合列表,这样他们随后可以涉及到控制目标和通过审核的意见.

理解内部控制的过程在重复审计契约中变得更容易,因为审计员已经很熟悉大部分客户的行为和过程.然而自最后一次契约后,审计员仍然要仔细评估可能发生在内部控制里的任何变化.

编成内部控制文档

内部控制评估的一个重要步骤就是将审计员的理解编成文档.通常审计员只陈述他或她对系统的理解是不够的,这些理解还必须被编成文档. 有三种一般的方法用于将审计员对内部控制的理解编成文档:(1)书写记述体,(2)流程图,(3)控制问卷,三种方法各有优点,并可以被同时使用.

书写记述体: 书写记述体是对组织内部控制的简单书面描述. 书写记述体最少应该包括发生的主要处理步骤的认同,和可以保证方法是可靠的相关控制行为的鉴定. 文档的传真可以附到记述体中,叙述中应该包括

一个对控制环境(例如管理态度和动机,影响控制环境的组织特征)问题的中肯的描述的介绍性部分. 流程图:流程图类似于叙述体,除了它是以图表的形式而不是以描述的形式给出的.图5-6给出了一个系统流程图的例子.流程图应该用标准符号表现所有主要文档的资源、过程和部署.当需要进一步的细节描述时,流程图可以用一些简短的描述进行补充.流程图的优点是可以提供系统的全视图,而技术体也可以给出该全视图.

控制问卷: 控制问卷给出一系列关于控制行为的问题,这些问题可能发生在交易过程中,以"是/不是"的形式给出.大部分情况下,"是"表示一个控制程序被执行并且被这一程序影响的控制风险可以被降低."不是"暗示没有这种要求的类型的控制,而且尤其影响的控制风险也不会被降低.问卷对于快速证明一个组织已经就绪的控制过程是非常有用的.因为好的问卷全面的,审计员不可能注意到所有的控制过程,这些过程可能对审核计划有一定影响.同时问卷不太可能提供一个连贯的内部控制描述,所以通常被用作记叙体和流程图的补充.而且因为问卷本质上是全面的,审计员就有义务考虑被审计客户的独特的环境状况. 记述体、流程图、控制问卷,三者无论被审计员使用与否,审计员的内部控制理解文档都必须足以支持他所得到的结论,这些结论是关于包括财政决算的声明的控制风险的.

控制风险和审计计划的关系

控制风险和审计计划的逻辑关系相当直接的,控制风险高的时候,在审计的声明中未被发现的谎报就可能存在.这样审计员就会计划一些契约找到扩张的证据说明这些谎报实际上不存在或者已经都被发现了.控制风险低的时候(从最高水平降低),审计员认为,在被审计的声明中没有或者有很小的为被发现的谎报(例如非重要的).这样审计员将会计划一些契约得到一些但是最小的证据说明没有谎报,因为审计员不希望在测试过程中发现谎报.当然审计员不得不不断了解这些测试的暗示.如果审计员估计了控制风险是低的并计划了一些契约期望发现很少(如果有)的谎报,但是接着就发现了很多的谎报,审计员就必须重新评估某些或者所有生明控制风险,重新检测初始计划的评估测试的适当性.

审计风险、控制风险和审计工作量的关系见5-7图.这个图基于审计风险是审计工作量的递增函数,即所做的工作越多,审计风险越低.控制风险通过权衡审计风险和审计工作量来影响这个关系,当控制风险降低的时候,审计风险/审计工作量的权衡线向图的原点移动,这个移动表明,一个给定水平的审计风险,如R0,通过审计员可以由更少的工作量得到.即从E0到E1控制风险所需要的工作量水平降低了,这一关系在第7章中重新叙述了.

更特别的,审计员必须将控制强点和弱点联系起来,这些强点和弱点在审计的声明中确定过了.哪个重要的控制强点存在的声明可能证明了控制风险的降低,哪个重要的控制弱点存在的声明应当有最大的控制风险.每个声明的控制风险的评估对于后来的审计测试都有一个直接的影响.在后面的方法中审计员可以根据风险评估控制调整审计计划:

选择或多或少的有效审计过程:对于比文档和分析过程更有效的审计可靠性的确认和物理检测.当控制风险在最大水平时,应该得到更多的可靠性证据.

间断时刻表或者年终测试:许多测试都是在财政年终的之前或者之后进行,通常认为年终后测试更加有效,因为对审计员来说有更多的潜在证据可用.例如,当控制风险降低的时候,应付帐款可以在11月30日(而不是年末)付清,但如果在12月31付清,就不是很有效了.

调整测试范围:许多审计过程都是在一个抽样上执行的,也就是说不是所有的交易都被检测.如果控制风险降低,审计员就一定会检测更少的交易.

终于翻译完了，我都想吐了～

回答:2006-05-30 13:52

提问者对答案的评价:

太感谢你了，我真是遇上贵人了。谢谢你～～

我这个文章字数有点不够，还得加一点，麻烦你帮人帮到底，我挂到网上你再帮议下。我就直接以你的名字命名，谢谢～～

范文五：如何使价值观生活在你的组织(毕业论文附件：英译汉(译文))

管理学院

毕业论文附件:英译汉(译文)

题目:如何使价值观生活在你的组织 原作:[美 ] 苏珊·m ·希思菲尔德 (Susan M. Heathfield)

译文:

价值观存在于每一个工作场所。您的组织的文化部分向外展示着你的工作 场所的价值观。你需要问的问题在于这些现有的价值观能够为你创建工作欲望 吗?

这些价值观能激发客户服务的快乐 , 激发有上进心 , 高效率的人吗 ? 如果没 有 , 你就想 :

?确定你的工作场所有价值观的存在;

?确定这些是正确的价值观,是否适合您的工作场所;

要真正改变您的组织 , 你需要做三点。 一位读者在关于人力资源论坛上支持 这一观点。 “在组织我有机会为您服务 , 传达的核心价值观的行动大多——在方 式上进行业务是一个日常运营 , 并没有太多直接的口头或书面文字。 “我强烈主 张超过口头或书面的形式证明价值观——更响亮 , 但也相信书面价值观 , 加强和 支持具体措施、 具体行动 , 加强和支持书面价值观 , 使一个强大的组合 , 远远超过 一个或其他本身。如果它是写下来和在操作的一个演示 , 在我们需要的时候我 们可以真正掌握我们的价值观”

在之前的文章中 , 我讨论了什么是价值观,为什么你想确定价值观 , 和如何 融入您的工作场所中的价值观。 本文将开始鉴别工作价值观、 价值观开发过程。 在这篇文章中我的注意力是关于如何开发和清晰的共享工作场所中的价值观。 尽管焦点集中在价值观识别 , 您可以使用此流程来开发任何产品的行为过程。 我一直用它成功地帮助组织企业的发展使命、为自己的未来陈述愿景、关 系准则和规范、优先行动计划、部门目标 。

召集您的执行组识别过程中的步骤价值观 、识别组织价值观 :

?学习和讨论共同价值观的力量;

?达成共识 , 这些领导人正致力于创建一个以价值观为基础的工作场所;

?在领导过程中定义角色的管理人员;

?提供书面材料能与他们分享的高管人员报告。

我的一个客户组织 , 最近完成了这个过程 , 从团队文化和培训团队 , 一个跨 职能小组的员工从各个级别的组织 , 到总裁集团发起和领导这个过程。 在可能的 情况下 , 行动在改变的愿望 , 是渗透来自五湖四海的一个组织。设计和安排的一 系列价值观时 , 组织所有成员参加。安排每个组织成员参加 3 ~ 4个小时会议。 (如果你是小组织 , 它是一个最有效的安排所有成员在会话中见面。 ) 这些会话 中一个经验丰富的主持人担任领导。这允许您组织中的每个成员充分地参与到 这个过程。

在下一个页面中 , 一个成功的价值观需要领导者鉴定和校准过程。 价值观识 别的过程,每个领导者必须做以下:

?在您的报告组中共享任何书面材料以及精神上的价值观, 并且与每个个体的讨 论。

?促进企业的需要和期望的过程;

?他们参与这个过程中确定你报道人员的认识是否充足;

?确保每一个人都报名并参加会议;

?回答任何员工们担忧的问题并提供反馈;

价值观识别概述,主持人开始会话时简要概述,关键概念包括以下:

?每个人都能带来他或她自己的一组价值观到工作场所。

?分享相似或相同的工作价值观 :

——预期的行为和动作

——如何做决策

——正好是重要的组织

在工作场所中价值观识别的步骤 , 参与者要开始留意自己的个人价值观。 这 些是五百一十年最重要的价值观, 他们持有作为个人和工作场所带来的每一天。 所有的价值观的融合都是成员创造出你目前员工的工作环境。

我发现这个过程的时候,之前参与者工作表上的价值观提供了我之前的文 章 :构建一个基于价值观的组织。人们自愿把价值观看做每个人最重要的东西。 然后 , 每个人都在会话中走来走去。这是一个学习的机会 , 可以提供巨大的洞察 力和同事的需求。你可以问人们口头谈论他们的价值观,并且与另一个人共同 分享。

于是参与者工作要与一小群人 , 从整个组织中来确定他们的个人价值观, 最 重要的是创建环境小组, 希望可以生活在工作。 参与者在几个小组中 , 然后优先 考虑确定这些价值观的列表,发送他们最希望在工作中看到的价值观。当小组 完成了他们的任务 , 他们分享他们的优先列表与会话参加者。 一般来说 , 一些价 值观的出现在每一个小组的列表中。

在一个更大的组织 , 这些优先列表统计横跨所有会话的频率和意义。 在一个 小组织里 , 每个人都在参与的同时 , 优化和达成最重要的价值观的协议。

价值观语句,在这个会议期间 , 或者在一个额外的会话 , 参与者讨论如何及 这些价值观目前是否在你的工作场所中运行。人们然后定义每个价值观,由形 容他们看到的价值观,从而真正纳入组织的信仰体系和文化。更多的图形可以 使这些语句 , 更好地共享意义。这些价值观的语句遵循某些规律:

完整性 : 我们保持一定的信誉使我们的行动总是匹配我们的话。

尊重 : 尽最大的可能尊重每一位员工的参与 , 在做出知情的决策时对他或她的 健康和护理计划。

责任 : 有效地使用组织资源,接受个人的责任 , 提高我们的系统 , 并帮助其他设 备改善其有效性。

现在 , 你知道如何识别工作价值观, 关于如何确定你的价值观识别过程的例 子太多。从每个价值观识别会话中使用工作和见解 :

?达成共识价值观;

?开发价值观宣言为每个优先级的价值观;

?共享价值观语句和全体员工的反馈和改进。

在可能的情况下,组织范围内的会议中工作人员将讨论价值观语句。通过 投票确定组织的价值观 , 并且价值观语句是完整的。

工作场所中领导人角色价值观的过程:

?常常与职员沟通、讨论使命和组织价值观;

?建立组织的目标 , 是建立在标识的价值观;

?个人工作行为、决策、贡献、和人际交往 , 反映价值观;

?翻译成期望的价值观、优先级和行为;

?奖励表彰员工的行为和成就,反映在组织内的价值观行动;

?雇用和提升个人 , 他们的前景和行为都是符合这些价值观;

?定期通过讨论小组来确定正在通过生活所确定的价值观, 让这个工作场所的价 值观不是另一种运动过程。

在一篇题为“价值观澄清的价值观——自我审视”作者是罗伯特 , 加拿大 作家和顾问,他提供了这些警告:

?不要过分吹嘘这个过程;

?总是用关联的价值观来表示对真实世界的问题;

?鼓励人们识别价值观、信仰和行为之间存在的差距;

?记住 , 你不是去改变一个人的价值观和信仰。 价值观澄清练习 , 在最好的情况下 , 找一个机会去分享它们 , 而不是改变他们。

我同意这些观点,如果你想让你的投资在这个工作场所中,价值观识别和 校准过程改变您的组织、领导和个人追踪是至关重要的。组织必须提交修改和 提高工作行为、动作。奖励、表扬系统和绩效管理系统必须支持和奖励新行为, 如果你不能兑现这种承诺,你将创建一个群愤世嫉俗、不快乐的人,他们会觉 得误导和背叛。他们将不太可能让你下一个组织倡议。而且你知道吗,他们将 是正确的。

工作场所的示例价值观, 这是我的几个客户开发的。 一个人力资源发展办公室 选择 :

?完整性

?归属感 /关心

?帮助 /贡献

?内心和谐、心灵的安宁

?个人成长、学习和自我实现

?成就 /成就

?金融稳定

?有趣

一所大学的学生健康中心人员开发的首字母缩写 “关心” 作为一种工具来 记住和表达价值观。 在最终的文档中 , 每个单词的定义是由一系列的价值观语句 来描述,表达他们的工作场所中的价值观。

?完整性

?同情

?问责

?尊重

?卓越

英文原文:

Values exist in every workplace. Your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether these existing values are creating the workplace you desire.

Do these values promote a culture of extraordinary customer care by happy, motivated, productive people? If not, you will want to: ? identify the values that currently exist in your workplace; ? determine if these are the right values for your workplace; and ? change the actions and behaviors by which the values are demonstrated, if necessary.

To really make a difference in your organization, you need to do all three. A reader in the About Human Resources Forum supports this view.

Values Development Process

My focus, in this article, is on how to develop and articulate shared workplace values. While the focus is on values identification and alignment, you can use this process to develop any product or course of action that needs widespread support, enrollment in, and ownership from your staff.

I have used it successfully to help organizations develop mission statements, visions for their future, relationship guidelines and norms, prioritized action plans, and departmental goals.

Steps in a Values Identification Process

To identify organization values, bring together your executive group to:

? learn about and discuss the power of shared values;

? obtain consensus that these leaders are committed to creating a value-based workplace;

? define the role of the executives in leading this process; and ? provide written material the executives can share with their

reporting staff.

In one of my client organizations, that recently completed this process, the Team Culture and Training Team, a cross-functional group of employees from every level of the organization, asked the executive group to initiate and lead this process.

Where possible, acting on a desire for change that is percolating from all corners of an organization, is a powerful assurance of success. Design and schedule a series of values alignment sessions in which all members of the organization will participate. Schedule each member of the organization to attend a three-four hour session. (If your group is small, it is most effective for all members to meet in one session together.)

These sessions are most effective when led by a trained facilitator. This allows each member of your organization to fully participate in the process. Alternatively, train internal facilitators who lead one session, and participate in another.

On the next page, read about the role of leaders in a successful values identification and alignment process.

Prior to the values identification and alignment sessions, each leader must do the following.

? Share any written materials as well as the spirit and context of the executives’ values discussion with every individual in your reporting group.

? Promote the rationale for, need for, and desired organizational impact of the process.

? Make certain your reporting staff members understand the importance of their participation in the process.

? Assure that every member of your reporting group is signed up for and attends a session.

? Answer questions and provide feedback about any staff concerns to the rest of the executive or cross-functional group leading the process. Values Identification Workshop Overview

The facilitator begins the sessions with a brief overview, since the rationale and process have already been communicated by organization leaders. Key concepts include the following.

? Each person brings his or her own set of values to the workplace. ? Sharing similar or agreed upon values at work helps clarify: --expected behavior and actions to each other and customers, --how decisions are made, and

--exactly what is important in the organization.

Steps in Workplace Values Identification

During the workplace values identification session, participants begin by identifying their own individual values. These are the five-ten most important values they hold as individuals and bring to the workplace

every day. It is the melding of all of the values of the members of your workforce that creates your current work environment.

I have found this process most effective when participants work from the list of possible values I provided in my prior article: Build an Organization Based on Values. People voluntarily post the values that each person has identified as their most important. Then, everyone in the session walks around to look at the various lists.

This is a learning opportunity and can provide great insight into the beliefs and needs of coworkers. You can ask people to verbally talk about their list of values with another individual in a mutual sharing. Participants then work with a small group of people, from across the organization, to identify which of their personal values are the most important for creating the environment the group wants to “live in” at work. Participants in the small groups then prioritize these identified values into a list of five-six they most want to see expressed at work.

When the small groups have completed their task, they share their prioritized lists with all session participants. Generally, some of the values appear on each small group list.

In a larger organization, these prioritized lists are tallied across all sessions for frequency and meaning. In a small organization, in which everyone is participating simultaneously, prioritize and reach agreement on the most important values.

Value Statements

During this session, or in an additional session, participants discuss how and whether these values are currently operational in your workplace.

People then define each value by describing what they will see in behaviors and actions when the value is truly incorporated into the organization belief system and culture. The more graphic you can make these statements, the better for producing shared meaning. Several examples of these value statements follow. Integrity: We maintain credibility by making certain our actions always match our words. Respect: We respect each patient's right to be involved, to the greatest extent possible or desired, in making informed decisions about his or her health and plan of care.

Accountability: We accept personal responsibility to efficiently use organization resources, improve our systems, and help others improve their effectiveness.

Now that you know how to identify workplace values and value statements read about how to finalize your values identification process, with examples of values, too.

Using the work and insights from each values identification session, volunteers from each session meet to:

? reach consensus on the values;

? develop value statements for each of the prioritized values; and ? share the value statements with all staff for feedback and refinement.

Staff will discuss the draft value statements during organization-wide meetings, where possible. The total group adopts the values by voting when the organization believes the value statements are complete.

The Leaders' Role Following the Workplace Values Process

Following the values identification and alignment sessions and agreement on the values, leaders, with staff, will:

? communicate and discuss the mission and organizational values frequently with staff members;

? establish organizational goals that are grounded in the identified values;

? model personal work behaviors, decision making, contribution, and interpersonal interaction that reflect the values;

? translate the values into expectations, priorities, and behaviors with colleagues, reporting staff, and self;

? link participation in the adoption of the values and the behaviors that result, to regular performance feedback and the performance development process;

? reward and recognize staff members whose actions and accomplishments reflect the values in action within the organization; ? hire and promote individuals whose outlook and actions are congruent with these values; and

? meet periodically to talk about how the group is doing via living the identified values.

Make This Workplace Values Process Not Just another Exercise In an article entitled the Value of Values Clarification – Just Stop That Navel Gazing, Robert Bacal, a Canadian writer and consultant, offers these cautions.

?

? Always anchor, or relate the values expressed to real world problems.

? Encourage people to identify examples where there is a gap between values, or beliefs, and behavior.

? Remember that you are not going to alter a person's values and beliefs by talking about them. Values clarification exercises are, at best, an opportunity to share them, not change them.

I agree. If you want your investment in this workplace values identification and alignment process to make a difference in your organization, the leadership and individual follow-up is critical.

The organization must commit to change and enhance work behaviors, actions, and interactions. Reward and recognition systems and performance management systems must support and reward new behaviors. Consequences must exist for behaviors that undermine the values agreed upon.

If you can't make this commitment, don’t start the process. You’ll just create a group of cynical, unhappy people who feel misled and betrayed. They’ll be much less likely to jump on board for your next organizational initiative. And you know what? They’ll be right. Examples of Workplace Values

These were developed by several of my clients.

A Human Resources Development office chose:

? Integrity

? Belonging/Caring

? Helping/Contributing

? Inner Harmony, Peace of Mind

? Personal Growth, Learning, and Self-Actualization

? Achievement /Accomplishment

? Financial Stability

? Fun

A University Student Health Center staff developed the acronym

? Integrity

? Compassion

? Accountability

? Respect

? Excellence

转载请注明出处范文大全网 » 毕业论文英译汉