共查询到20条相似文献,搜索用时 31 毫秒
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《资源与人居环境》2005,(10)
赛道简介: 位处于大阪和名古屋之间,在东京的西南面,铃鹿赛车场自从1987年就开始主办一级方程式赛事。赛道最独特的地方是它的8字型模式。它由许多不同形式的弯路和直路所构成。因此它为赛车提供了顺时针和逆时针的动向。赛车普遍会采用软级或中级的调校,悬挂则一般会调校得比较硬,以应付赛道上的一些凹凸位,不过整体来说赛道都是平滑的。总体来说铃鹿赛道对于车手的要求很高,它是一条考验车手技术的赛道,弯道也相对较多。同时铃鹿赛道是一条高速赛道,不过它的超车点很多,不少F1车手都很喜欢这条赛道。迈克尔一舒马赫曾经在日本6次称雄,对于铃鹿,迈克尔-舒马赫也十分的喜欢,因为以往这都是每年F1比赛的最后一站。 相似文献
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今年4月29日,在《北京晚报》上有这样一则新闻:“今天上午,超人气组合 F4委托联想认养受伤动物仪式在北京动物园举行。F4四个小伙子为认养的棕熊取名叫‘小新’,希望这只受伤棕熊有一个全新的希望、美好的明天……这是北京动物园开展动物认养工作以来第一位来自宝岛台湾地区的动物认养者。”媒体纷纷转载这 相似文献
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Sabine Boerner Hendrik Hüttermann Max Reinwald 《Gruppendynamik und Organisationsberatung》2017,48(1):41-51
This article in the journal “Gruppe. Organisation. Interaktion. (GIO)” analyzes theoretical and empirical findings of international research on the role of leadership in diverse teams. While practitioners often tend to expect primarily positive effects of team diversity, research has revealed both positive and negative consequences on team performance. Thereby, realizing positive outcomes of diversity appears to depend on additional boundary conditions; among these, leadership is often considered to be crucial. According to our analysis of the literature, established leadership styles (e.?g., transformational leadership, LMX, leader consideration) may contribute to increased performance of diverse teams. In addition, they will be most effective when leaders perceive and treat their followers as individuals rather than as members of a (sub-)group and when they carefully adjust their behavior to the most critical diversity attribute in the team. Based on these results, we provide practical implications for leadership in diverse teams and discuss how adequate leadership skills can be systematically developed in organizations. 相似文献
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2005赛季的F1大奖赛将于3月开赛,上赛季威廉姆斯、迈凯伦和法拉利这三支豪门车队戏剧性地在最后一站比赛中一起登上了领奖台,不禁让人们想起在2003赛季舒马赫、蒙托亚和莱科宁三雄逐鹿的硝烟岁月.然而,F1规则的改革和大换血会使2005年的F1变得扑朔迷离,悬念迭生. 相似文献
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2005赛季的F1大奖赛将于3月开赛,上赛季威廉姆斯、迈凯伦和法拉利这三支豪门车队戏剧性地在最后一站比赛中一起登上了领奖台,不禁让人们想起在2003赛季舒马赫、蒙托亚和莱科宁三雄逐鹿的硝烟岁月。然而,F1规则的 相似文献
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Andrea Tippe 《Gruppendynamik und Organisationsberatung》2008,39(3):268-291
The notion of continuous change in organizations assumes that change has no stipulated transitional stages but is a process of perpetual flow. The process of change has come to be seen as a never ending demand on the competence and talents of organizations and persons. In order to be capable of meeting the continuous challenge on their flexibility “organizations” need, more than ever before, to have stable and socially integrated structures. Managers must therefore – in the sense of Lewins dictum “to transform passive participants into active participants” (Fatzer 2002,S:136) – and in order to successfully bring about the processes of change, increasingly occupy themselves with the themes of stabilization and institutionalization. Stabilizing structures, individual roles and management learn and development processes,and the method of evolving them, are critical factors towards the success of every organisational developmental process. 相似文献
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As a result of our fast paced working environment managers are constantly faced with high requirements, which leads to a high stress load. These can impact their professional and individual achievements negatively. The following practice case is illuminating “mindfulness” which plays a highly decisive role in facing these challenges. In the automotive electronics (AE) division at Bosch interventions have been developed, in which “mindfulness” is in the focus. In this case, concrete topics of the interventions are examined, as well as questions about how and why this procedure is useful. The results of the evaluation show, that even when requirements remain high, the perceived stress level of each individual participant is reduced. Moreover we observe an increase in the ability to concentrate and in productivity. 相似文献
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