Масса автомобиля 5 т, ускорение 1 м/с. Чему равен модуль результирующей силы? - №29301996

Масса автомобиля 5 т, ускорение 1 м/с. Чему равен модуль результирующей силы?
- Предмет:
  Физика
- Автор:
  ryder87
- 6 лет назад

Ответы 1

F=mam= 5 т = 5000 кг5000*1=5000ОТВЕТ: 5000 Н
- Автор:
  shaynaholder
- 6 лет назад
- 0
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Task 1. Find the following expressions in paragraph 1.
a) a period when business is improving (2 words) economic recovery
b) the way that people change because of what they see in others (2 words)
c) what people typically do in particular situations (1 word)
d) reaching particular objectives (1 word)
e) a particular way of reasoning (3 words)
f) the way you look at something (1 word)

Task 2. Read paragraph 3 to decide if these statements are true or false.
a) Being a good manager is a normal thing to be able to do.
b) It's possible to apply all the advice given all the time.
c) Managers can go back to their previous behaviour when under pressure.
d) Two examples of typical behaviour of managers under pressure are given.
e) There are a small number of people who are good managers without advice or training.
f) Others can be good managers with just a little effort.

What is the way forward for managers during a period of economic recovery? Leadership is a process of social influence: it is concerned with the styles and behaviours of individuals that cause others to follow them. Management is the act of get-ting people together to accomplish desired goals. In other words, we all need to be leaders and managers. How does this line of thinking help you? For starters, it is interesting to note that almost all the well-known books on management were written from the perspective of the manager, not the employee.
Here is a simple exercise. Ask some colleagues you work with about the last time they felt fully motivated and engaged at work. What were the characteristics of that piece of work? Chances are, they will say some of the following: it was a challenging project, one where they had to stretch themselves; they were given a lot of autonomy; they had an opportunity to work collaboratively with others; and they felt the work was important to the organisation. I am willing to bet there will be no mention of money; instead they will focus on the recognition and kudos they received from doing a project well.
Why is it so hard to do what we know to be right? It turns out that being a good manager is somewhat unnatural. We can do all the above things if we work on them. But it is easy to lapse back into old habits, and as soon as things get busy or difficult at work we quickly revert to type - which usually means withholding information, telling our employees what to do, and barking at them when they get it wrong. A small minority of people are "naturals" at good management. The vast majority of us have to work very so hard to do the job well.
The job of the senior leaders in an organisation is to put in place an overall "management model" that encourages individuals to work more effectively in their management activities. Many companies are experimenting with innovative management models along these lines, and when such innovations work, they can be a real source of competitive advantage. A well-managed company is one that gets the most out of its people. An engaged workforce, in turn, is one that seeks out 65 opportunities to add value in creative and unforeseen ways, which then breeds responsiveness, innovation and resilience.
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1 hour 1 day 100 years