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英国作业抄袭率是多少?

日期(qi):2020年03月08日 编辑:ad200904242025371901 作者:s11竞猜平台 点击次数(shu):2933
论文价格:免费(fei) 论文编号:lw202002292022259088 论文字数:2928 所属栏目:帮写留学生作业
论文地(di)区(qu):其他 论文语种(zhong):中文 论文(wen)(wen)用途(tu):论文(wen)(wen)写作指导 Instruction

在英(ying)国留学的(de)(de)(de)不少同(tong)学,应(ying)(ying)该对各式各样的(de)(de)(de)作(zuo)业(ye)写作(zuo)是倍感压力(li)的(de)(de)(de),除了英(ying)文水平要跟得上,还(hai)要熟悉(xi)各类作(zuo)业(ye)方方面面的(de)(de)(de)要求(qiu)。特别是在分析(xi)论(lun)述相(xiang)关深(shen)度问题过程中,自(zi)(zi)己(ji)多方面不足的(de)(de)(de)地方都(dou)暴露了,所(suo)以(yi)(yi)这时候很多同(tong)学会选择走捷径去直接抄(chao)袭copy别人的(de)(de)(de)论(lun)点论(lun)据、信(xin)息材料,英(ying)文对应(ying)(ying)的(de)(de)(de)词叫做plagiarism。采(cai)取抄(chao)袭的(de)(de)(de)方式虽然可以(yi)(yi)为自(zi)(zi)己(ji)节省大(da)量的(de)(de)(de)时间和精力(li),但是其带来的(de)(de)(de)惩罚后果(guo)却是非常(chang)严(yan)重的(de)(de)(de),在英(ying)国极(ji)端情(qing)况甚至可能(neng)被学校停止学业(ye)遣返回国。

英(ying)国的(de)(de)(de)媒体(ti)对此也有(you)相关新闻(wen),比如作(zuo)(zuo)为(wei)英(ying)国顶级(ji)学(xue)府的(de)(de)(de)罗(luo)素大(da)学(xue)集团(tuan)有(you)项(xiang)内(nei)部统(tong)计(ji)数据,在(zai)(zai)截止2017年的(de)(de)(de)三年之间,学(xue)生的(de)(de)(de)作(zuo)(zuo)弊率足(zu)足(zu)增(zeng)加(jia)了(le)30%之多,而这其中抄(chao)(chao)袭率则(ze)贡献了(le)绝大(da)部分比例,引起了(le)英(ying)国教(jiao)育部门(men)的(de)(de)(de)高度重(zhong)视(shi)。所以(yi)(yi)我们在(zai)(zai)做各项(xiang)作(zuo)(zuo)业时(shi),一定要注意抄(chao)(chao)袭率的(de)(de)(de)问题,可以(yi)(yi)自己(ji)通过手(shou)动或各类(lei)查重(zhong)软件进行自动检(jian)查,确保自己(ji)做的(de)(de)(de)作(zuo)(zuo)业不要和抄(chao)(chao)袭粘上边。

那么(me),英国(guo)作(zuo)业(ye)的(de)抄(chao)袭率是多少呢?一(yi)(yi)般(ban)来说,英国(guo)学(xue)校和导师对你的(de)作(zuo)业(ye)进行抄(chao)袭率检测时(shi),如果在某段话(hua)里面发现(xian)有超过(guo)12个(ge)字和其他文献相(xiang)同或者和其他论点及其相(xiang)似,那就比较危(wei)险(xian)了,因为需要(yao)引用(yong)(yong)不(bu)(bu)少的(de)文献来论证,所以全(quan)篇会有一(yi)(yi)定的(de)相(xiang)似度(注意reference要(yao)引用(yong)(yong)得当(dang)),但这个(ge)比例不(bu)(bu)要(yao)超过(guo)30%为好。


下面是一篇往年的优质(zhi)英国(guo)作业的范文,大家(jia)参(can)考时可以结合抄袭率的问题(ti)进(jin)行对照:


Critique of Taylorism and Scientific Management Theory

 英国作业抄袭率

As industrialization advanced rapidly across the world at the turn of the twentieth century, it transformed working practices and prompted theorists to consider how best to conduct business under such changed circumstances. The theory of scientific management has its roots in the studies conducted by F. W. Taylor during this formative period (see Taylor, 1911). There is much debate in the secondary literature about the synonymy of Taylorism and scientific management, which this paper does not discuss (for further details see, Caldari, 2007; Nelson, 1992). Rather, this paper positions Taylor as the defining early influence in a continuum of scientific approaches to organizational management – all of which fall under the broader definition of scientific management and management science – that endures today. Section 1 of this paper undertakes a critical evaluation of scientific management theory before going on in Section 2 to discuss how and to what extent it is applied at the organisation, Microsoft.


Critical Evaluation of Scientific Management Theory

Taylor was one of the first theorists to consider management and process improvement as a scientific problem and, as such, is widely considered the father of scientific management. He proposed that a business’s economic efficiency could be improved by simplifying and optimising work processes, which would, in turn, increase productivity. Taylorism, as a philosophy, was the product of a series of experiments and observations, such as time-motion studies, designed to determine the most effective and efficient way to complete a task. Its fundamental and inter-related principles can be summarised as follows:


Using scientific method to challenge habitual working practices and to determine the most efficient way to perform specific work tasks;

Matching workers’ capability and motivation to the task requirements and supervising them according to the established rules and procedures;

Establishing fair performance levels and develop a pay system that rewards, and therefore encourages, over-achievement; and

Appropriate division of responsibilities to allow managers to apply scientific management principles to plan work and ensure workers are effective.

Taylor’s work influenced a number of other contemporaneous theorists, such as Frank and Lillian Gilbreth, and, later, Henry Gantt, who also favoured empirical methods to determine the most efficient procedures. Indeed, his new scientific system of organisation was met initially with widespread support in the USA and Great Britain amongst theorists, politicians and economists alike (Nelson, 1992). However, Taylor’s scientific management was not without its critics, both at the time and subsequently. By the 1930s and 40s it had broadly fallen out of favour. The following section undertakes a critical evaluation of scientific management. It discusses the arguments of Taylorism’s detractors and also explores its legacy in popular modes of management practice today.


One of the most popular criticisms levelled at Taylorism is its perceived lack of human appreciation (Caldari, 2007). In the drive to increase physical efficiency, it considers the worker a part of the production process on a level equal to the tools s/he uses and, as such, strips him or her of all capacity to reason and act autonomously. All thinking and planning is taken over by

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