Genome 10K: A Proposal to Obtain Whole-Genome Sequence for 10 000 Vertebrate Species

The human genome project has been recently complemented by whole-genome assessment sequence of 32 mammals and 24 nonmammalian vertebrate species suitable for comparative genomic analyses. Here we anticipate a precipitous drop in costs and increase in sequ

井约束外推反演可信度与井震相关性关系研究

With the deepening development of oil-gas exploration and the sharp rise in costs, modern seismic techniques had been progressed rapidly. The Seismic Inversion Technique extracts seismic attribute from the seismic reflection data, inverses the underground distribution of wave impedance or speed, estimates reservoir parameters, makes some reservoir prediction and oil reservoir description as a key technology of Seismic exploration, which provides a reliable basic material for oil-gas exploration. Well-driven SI is essentially an seismic-logging joint inversion. The low, high-frequency information comes from the logging information, while the structural characteristics and medium frequency band depend on the seismic data. Inversion results mainly depend on the quality of raw data, the rationality of the process, the relativity of synthetic and seismic data, etc. This paper mainly research on how the log-to-seismic correlation have affected the well-driven seismic inversion precision. Synthetic, the comparison between middle –frequency borehole impedance and relative seismic impedance and well-attribute crossplots have been taken into account the log-to-seismic correlation. The results verify that the better log-to-seismic correlation, the more reliable the seismic inversion result, through the analysis of three real working area (Qikou Sag, Qiongdongnan basin, Sulige gas field).

领导行为的复杂性、角色结构及其有效性研究

As the social and organizational environment become more and more complex, the topic of leadership complexity is gaining more and more attention. So far, some critical issues in this field need further exploration, such as clarifying the theoretical framework, developing and validating the measurments and exploring the mechanism of the its effectiveness. Using BEI(Behavioral Event Interview), content analysis and EFA/CFA, ANOVA, regression analysis and other qualitative/quantitative methods, this research explored the leadership structure of Chinese enterprise managers, developed a new leadership questionnaire, investigated the differences of the leadership roles among various managerial areas and on different hirachical levels, and examined the impacts of the leadership roles and leadership complexity on different indicators of leadership effectiveness in various organizational contexts. 1,020 managers were surveyed. The followings are the main findings： First，the structure of leadership behaviors of Chinese enterprise managers included ethical model, authoritarian, producer, director, monitor, mentor, strategist, enterpriser, among which ethical model and authoritarian are the new findings in Chinese cultural context. Ethical model was characterized by presenting honesty, setting an example to others, being just and diligent. Authoritarian was characterized by showing power and arbitrariness. In addition, mentor, strategist and enterpriser incarnated some cultural features of present China. The new developed leadership questionnaire’s reliability and validity reached the criterion of standardized measurement. Second, there were significant differences of frequency of leadership behaviors among the managers at different managerial postions and hirachical levels, while the impacts of different leadership roles on different leadership effectiveness indicators were also singnificantly different. Ethical model had positive impacts on the whole performance and three indicators across task and context performance, and authoritarian’s impacts on the whole performance and department performance were negatively significant. Third, the impact of leadership complexity on the whole leadership effectiveness was positively significant, while the moderating effects of organization level and position function was not significant.

交易型领导的结构和作用机制研究

The Multifactor Leadership theory developed by Bass (1985) has become the new paradigm of leadership research. The empirical results of the effectiveness of transformational and transactional leadership in the literature, however, are not consentient. Researchers in China found the different structure of transformational leadership, but have not developed the transactional leadership. This study attempts to investigate three key questions in the unique Chinese socio-economic context: 1) what is the structure of transactional leadership in China? 2) What are the differences between western countries and China? And 3) what is the relationship between the transformational and transactional leadership mechanism? This study examines data collected from 3,500 participants, using Explored Factor Analysis (EFA), Confirmed Factor Analysis (CFA), Hierarchical Regression Analyses, partial correlations and other statistics methods. The major finings are listed as follows： Firstly, inductive methods was used to explore the structure of transactional leadership and the result show that transactional leadership is a four dimensions structure which includes contingent reward, contingent punishment , process control and anticipated investment. Reliability analysis, item analysis, EFA and CFA show the reliability and validity of the transactional leadership questionnaire we designed is good enough, the design of the item is effectively and properly. Contrast to other researches, anticipated investment emphasis on the leader’s recessive investment for subordinate, and this kind of transaction is quite special under the Chinese culture. While the content of the contingent reward with the contingent punishment is wider than the contingent reward in the western country, and the process control is wider than the management by exception and including goal setting and the management during the process. Secondly, hierarchical regression analyses showed that transformational and transactional leadership were significant positively related with in-role performance, extra-role performance, satisfaction and leadership effectiveness while negatively related to intention to leave. The effects of transactional and transformational leadership are different. Transactional leadership could significantly predict intention to leave controlling for transformational leadership, while transformational leadership could significantly predict in-role performance, extra-role performance, satisfaction and leadership effectiveness controlling for transactional leadership. Thirdly, the income level and the rank of subordinates are the moderators between the transformational, transactional leadership and leadership effectiveness. The leadership effectiveness of transactional leadership would decrease as the rank of subordinates increased, while the leadership effectiveness of transformational leadership would increase as the rank of subordinates increased. Transactional leadership is positively related to the effectiveness when the level of the subordinate income is low, but negatively related to the effectiveness when the level of the subordinate income is high. However the income level of the subordinate could not influence the leadership effectiveness of transformational leadership.