Sexual behavior in a one-male unit of Rhinopithecus bieti in captivity

Data regarding the sexual behavior of black-and-white snub-nosed monkeys (Rhinopithecus bieti) were collected in 1998 in a one-male unit in captivity by all-occurrences sampling during the mating season. Before the present study, little was known about the sexual behavior of this species. This study showed that female solicitation is mainly expressed as "prostration plus glancing laterally" (PG) or "sitting plus head moving up and down" (HM), and male solicitation is exhibited by the "grunt bared-teeth display." The mount-to-ejaculation ratio was 5.2 on average, and single-mount ejaculations (SMEs) were observed in only 4.4% of mounts on days with at least one ejaculation. Therefore, the main copulatory pattern of this species is multiple-mount ejaculation (MME). Females initiated 72% of 18 ejaculatory mounts. Females initiated more ejaculatory mounts than non-ejaculatory ones. In general, the patterns of sexual behavior in this species are similar to those reported for other Colobines. (C) 2004 Wiley-Liss, Inc.

面向流程企业的可配置MES体系结构

过程系统工程的概念内涵将企业的经营管理、供应链和MES的运作紧密联系在一起,当企业组织结构调整、工艺过程改造、产品方案变动等发生时,要求MES系统具有对工厂过程和业务过程持续变化的适应能力。本文提出了一种面向流程企业的可配置MES体系结构,包含模型层、协同平台层和功能层3个配置层次,通过模型层实现业务功能与工厂描述分离;协同平台层实现业务逻辑与技术支撑分离,以及实现整体过程协同和全局优化;功能层实现不同厂商产品间标准化的功能接口。最后,以基于可配置体系结构的MES产品(SMES)为例,分析了各层次的实现方式以及对流程企业业务持续变化的适应性验证。

基于过程数据的企业集成关键技术研究与应用

流程企业综合自动化是实时生产管理集成优化的核心，而综合自动化的基础是企业生产过程数据的有效集成。企业生产过程数据主要包括生产运行与管理涉及到的实时和历史数据、事件、消息等。与传统企业集成不同的是过程数据具有不同的时间周期、不同的概念外延、生产工艺知识约束以及实时性要求。此外，企业集成环境的复杂性，如传感器数据高噪音、异步采样等也增加了过程数据集成的难度。论文以流程企业过程数据集成为背景，研究模型驱动的过程数据集成技术，重点研究过程数据集成模型、模型驱动的过程数据集成集成框架、QoS自适应的实时发布订阅机制以及基于反馈的多传感器数据融合算法，力图研发一个支持不同尺度的过程数据集成的工具。论文首先分析流程企业生产过程数据集成的特点和传统企业数据集成建模方法的不足，提出了一种基于模型驱动的企业过程数据集成方法，采用领域本体的方法从时态对象、集成过程、语义集成三个角度建立过程数据集成模型，并对这三个模型进行了形式化描述，此外，通过定义映射规则，实现应用本体间关系的映射。在分析分布式事件通知服务体系结构的基础上，提出了基于发布订阅的过程数据集成框架，通过采用事件-条件-动作（ECA规则）来支持模型驱动的企业过程数据集成方法。为了简化过程数据集成模型的建模，提出了一种可视化的ECA规则描述规范，并设计开发了相应的编译工具。针对传统的分布式事件处理不能满足流程企业中过程数据集成的实时性要求和QoS保障的问题，论文在传统分布式事件处理之上扩展设计了QoS保障策略和带截止期的ECA规则（RECA），提出了一种自适应发布订阅的机制，该机制通过动态调整系统参数，可以同时提供多层次的服务质量。实验数据验证了该机制能够提高多服务请求并发情况下，不同QoS等级的响应处理和可预测性。进一步，针对企业过程数据集成中面临的传感器采集高噪音、异步采样等问题，论文给出了多传感器数据融合的一种数学描述，在比较分析典型的多传感器数据融合的算法的基础上，提出了一种基于反馈控制原理的多传感器数据融合算法，并给出了算法实现及实验数据验证。最后，基于上述研究成果，论文设计并开发实现了一个适应大规模分布式流程企业生产过程数据集成的自适应实时发布订阅服务系统，并作为流程企业生产执行系统（SMES）的核心构件，在多家石化企业得到了成功应用。

工作幸福感的结构、测量及作用机制

With the emergence and development of positive psychology, happiness has been the focus of academia and business. However, there is no uniform measure of happiness, because of many different theories of happiness, which are not compatible with others. It bounds the further development of happiness theory. It is also the same with the research of work well-being, which refers to the emotional experience and quality of psychological functioning of employee in the workplace. Subjective well-being (SWB) and psychological well-being (PWB) are two major theories of happiness. Prior research has demonstrated the integration of these two theories theoretically, but still needs more empirical support. Besides, in line with the development of positive psychology, a body of knowledge about positive leadership is advocated. Transformational leadership is treated as one kind of positive leadership, since it emphasizes the leader’s motivational and elevating effect on followers. But the extent to which the transformational leadership can enhance work well-being, and what the mechanism is, these are the questions need to be explored. Based on the integration of SWB and PWB, this research tried to investigate the structure, measurement and mechanism of work well-being, and combining with the theory of transformational leadership, this study also tried to investigate the relationship between transformational leadership and work well-being. The structure and measurement of work well-being, the relationships between work well-being and job characteristics (including job resources and job demands), the relationships among transformational leadership, job resources, work well-being and corresponding outcomes, the relationships among transformational leadership, job demands, work well-being and corresponding outcomes, and the relationships among transformational leadership, group job characteristics, group work well-being and corresponding group outcomes were explored by using content analysis, Subject Matter Experts (SMEs) discussion, and structural questionnaire surveys. More than 7000 subjects were surveyed, and Explore Factor Analysis (EFA), Confirm Factor Analysis (CFA), Structural Equation Modeling (SEM), Hierarchical Linear Modeling (HLM) and other statistics methods were used. The following is the major conclusions. Firstly, work well-being is a two high-order factors structure, which includes affective well-being (AWB) and cognitive well-being (CWB). AWB is similar to SWB, and CWB is similar to PWB. Besides, the construct of AWB includes sub-dimensions of positive emotional experience and negative emotional experience. And the construct of CWB consists of work autonomy, personal growth, work competent, and work significance. Secondly, the relationships between job characteristics and AWB and CWB are different. On one hand job demands are directly related to AWB, and are indirectly related to CWB through the full mediation of AWB, on the other job resources are directly related to CWB, and are indirectly related to AWB through the full mediation of CWB, which means AWB and CWB reciprocally influences each other in the model of job demands-resources. These results were concluded as the process model of work well-being. Thirdly, AWB and CWB are positively related to many workplace outcomes, including job satisfaction, group satisfaction, organizational commitment, turnover intention, job performance, organizational citizenship behavior (OCB), and general psychological health and general physiological health. Fourthly, transformational leadership is indirectly related to CWB through the full mediation of job resources, and is related to AWB through the partial mediation of job demands. Meanwhile, transformational leadership is related to many workplace outcomes through the mediation of job characteristics and work well-being. These results implied that transformational leadership is indeed one kind of positive leadership. Fifthly, in the group level, transformational leadership is indirectly related to group CWB through the full mediation of group job resources, and is related to group AWB through the full mediation of group job demands. Group AWB has positive influence on group CWB, but not vice versa. Group job characteristics and group work well-being fully mediate the relationships between transformational leadership and intragroup cooperation and group performance.