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英國作業抄襲率是多少?

日期:2020年03月08日 編輯:ad200904242025371901 作者:無憂論文網 點擊次數:1793
論文價格:0元 論文編號:lw202002292022259088 論文字數:2928 所屬欄目:幫寫留學生作業
論文地區:其他 論文語種:中文 論文用途:論文寫作指導 Instruction

在英國留學的不少同學,應該對各式各樣的作業寫作是倍感壓力的,除了英文水平要跟得上,還要熟悉各類作業方方面面的要求。特別是在分析論述相關深度問題過程中,自己多方面不足的地方都暴露了,所以這時候很多同學會選擇走捷徑去直接抄襲copy別人的論點論據、信息材料,英文對應的詞叫做plagiarism。采取抄襲的方式雖然可以為自己節省大量的時間和精力,但是其帶來的懲罰后果卻是非常嚴重的,在英國極端情況甚至可能被學校停止學業遣返回國。

英國的媒體對此也有相關新聞,比如作為英國頂級學府的羅素大學集團有項內部統計數據,在截止2017年的三年之間,學生的作弊率足足增加了30%之多,而這其中抄襲率則貢獻了絕大部分比例,引起了英國教育部門的高度重視。所以我們在做各項作業時,一定要注意抄襲率的問題,可以自己通過手動或各類查重軟件進行自動檢查,確保自己做的作業不要和抄襲粘上邊。

那么,英國作業的抄襲率是多少呢?一般來說,英國學校和導師對你的作業進行抄襲率檢測時,如果在某段話里面發現有超過12個字和其他文獻相同或者和其他論點及其相似,那就比較危險了,因為需要引用不少的文獻來論證,所以全篇會有一定的相似度(注意reference要引用得當),但這個比例不要超過30%為好。


下面是一篇往年的優質英國作業的范文,大家參考時可以結合抄襲率的問題進行對照:


Critique of Taylorism and Scientific Management Theory

 英國作業抄襲率

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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