Ternary germanides LnAgGe (Ln = Y, Sm, GdLu) with ordered Fe2P-type structure
Ternary germanides LnAgGe (Ln = Y, Sm, GdLu) with ordered Fe2P-type structure
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DOI：
10.1016/0925-8388(96)02201-3
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发表时间：
1996-05
影响因子：
6.2
通讯作者：
Brendan Gibson;R. Pöttgen;Reinhard K. Kremer;A. Simon;K. Ziebeck
中科院分区：
文献类型：
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作者：
Brendan Gibson;R. Pöttgen;Reinhard K. Kremer;A. Simon;K. Ziebeck
在我们任教的大学里，建筑被修剪整齐的草坪和精心培育的花园隔开。连接这些建筑的混凝土人行道小心翼翼地绕过这些草坪和花园。八月，校园里绿树成荫，鲜花烂漫。9月份，学生们回来了，几周内，草坪上就出现了泥泞的踩踏小路，显示出两栋建筑之间的最短距离。这些被称为“欲望线”的路径是学生身体的一种合法表达，时间太少，课间距离太远。政府通常的反应是在分界线上竖起栅栏，试图迫使学生走上混凝土人行道。同样，在工程办公室，办公时间为8：30至5：00，午餐时间为半小时。该办公室位于中央商务区的边缘，午餐时间是员工唯一可以用来处理私人事务、购物、银行等的时间。因此，他们中的许多人经常在午餐时间回来时迟到半个小时。此外，由于办公地点的原因，晚高峰交通高峰出现在5：00至5：15这段时间。为了避免高峰，大多数员工继续工作到下午5点半左右，管理层的反应是无视免费加班，抱怨不可靠的员工总是吃完午饭回来。对上述每种情况的替代解决方案都很明显：在想要的地方修建人行道，将办公时间改为8：30到5：30，午餐时间为1小时。然而，管理层和行政人员往往很难做出显而易见的决定。他们躲在“人们必须遵守规则”和“你不能走在草地上”等委婉的措辞中；他们既没有认识到也没有承认他们正在管理的社会制度。本文提出了管理工程师和科学家的七条“经验法则”。它们部分来源于人类--
At the university where we teach, the buildings are separated by manicured lawns and carefully cultivated flower gardens. The concrete walks that connect the buildings carefully skirt these lawns and gardens. In August the campus is an array of lush lawns and beautiful flowers. In September the students return and within weeks there are muddy trampled paths across the lawns indicating the shortest distance between two buildings. These paths, called" desire lines," are a legitimate expression of a student body with too little time and too great a distance between classes. The usual response of the administration is to erect fences across the lines in an attempt to force the students onto the concrete walks. Similarly, in an engineering office, the office hours were 8: 30 to 5: 00 with a half-hour lunch. The office was on the fringe of the central business district and the lunch period was the only time available to the employees to run personal errands, do shopping, banking, etc. As a result many of them were often half an hour late in returning from their lunch period. Also, because of the office location, the evening rush-hour traffic peaked in the 5: 00 to 5: 15 period. To avoid the rush most employees continued working until about 5: 30 pm The management's reaction was to ignore the free overtime it was getting and to rant and rail about unreliable employees who were always late returning from lunch.Alternative solutions to each of the foregoing instances are obvious: build sidewalks where the desire lines are and change the office hours to 8: 30 to 5: 30 with a one-hour lunch period. Management and administrators, however, often have great difficulty in making obvious decisions. They take refuge in pat phrases such as," people must conform to rules," and" you can't walk on the grass"; they fail to either recognize or acknowledge the social system they are managing. This article suggests seven" rules of thumb" for managing engineers and scientists. They are derived partly from man-