G类讲义(7)

It is of the greatest importance to do /that…… Ect.

For example/instance, …… In a typical example, …… Not only……, but also…… A good case in point is…… Ect. 例1.

List of headings

i. Responsibilities of responding police officers ii. Perceived advantages of rapid response iii. Police response to public satisfaction

iv. Communicating response time to people requesting help v. When rapid response is and is not necessary vi. Role of technology in improving police response vii. Response time and success of response viii. Public demand for catching criminals

ix. Obstacles to quickly contacting the police

An important part of police strategy, rapid police response is seen by police officers and the public alike as offering tremendous benefits. The more obvious ones are the ability, of police to apply first-aid lifesaving techniques quickly and the greater likelihood of arresting people who may have participated in a crime. It aids in identifying those who witness an emergency or crime, as well as in collecting evidence. The overall reputation of a police department, too, is enhanced if rapid response is consistent, and this in itself promotes the prevention of crime. Needless to say, rapid response offers the public some degree of satisfaction in its police force.

例2.

List of headings

i. Responsibilities of responding police officers ii. Perceived advantages of rapid response iii. Police response to public satisfaction

iv. Communicating response time to people requesting help v. When rapid response is and is not necessary vi. Role of technology in improving police response vii. Response time and success of response viii. Public demand for catching criminals

ix. Obstacles to quickly contacting the police

The effectiveness of response also needs to be seen in light of the nature of the crime. For example, when someone rings the police after discovering their television set has been stolen from their home, there is little point, in terms of identifying those responsible for the crime, in ensuring a very rapid response. It is common in such burglary or theft cases that the victim discovers the crime hours, days, even weeks after it has occurred. when the victim is directly involved in the crime, however, as in the case of a robbery, rapid response , provided the victim was quickly able to contact the police , is more likely to be advantageous. Based on statistics comparing crimes that are discovered and those in which the victim is directly involved, Speiman and Brown (1981) suggest that three in four calls to police need not be met with rapid response.

例3.

List of headings

i. The effect of changing demographics on organizations ii. Future changes in the European workforce iii. The unstructured interview and its validity iv. The person-skills match approach to selection

v. The implications of a poor person-environment fit vi. Some poor selection decisions vii. The validity of selection procedures viii. The person-environment fit

ix. Past and future demographic changes in Europe

x. Adequate and inadequate explanations of organizational

failures

Poor selection decisions are expensive. For example, the costs of training a police-man are about ￡20000(approx.US $30000).The costs of employing an unsuitable technician on an oil rig or in a nuclear plant could , in an emergency ,result in millions of pounds of damage or loss of life . The disharmony of a poor person-environment fit (PE-fit) is likely to result in low job satisfaction, lack of organization commitment and employee stress, which affect organizational outcome i. e. productivity, high labor turnover and absenteeism, and individual outcomes i. e. physical, psychological and mental well-being.

2)分--总

结构： “……”

If…… / when…… Etc.

This is …… Therefore/thus…… Etc.

例1.

List of headings

Ⅰ The effect of changing demographics on organizations Ⅱ Future changes in the European workforce Ⅲ The unstructured interview and its validity Ⅳ The person-skills match approach to selection Ⅴ The implications of a poor person-environment fit Ⅵ Some poor selection decision Ⅶ The validity of selection procedures Ⅷ The person-environment fit

Ⅸ Past and future demographic changes in Europe Ⅹ

Adequate

and

inadequate

explanations

of

organizational failures

An organization is only as good as the people it employs.

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