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1 delivering end
зона выполнения броска
Часть площадки для кёрлинга, из которой выполняются броски.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
delivering end
End of the curling sheet from which stones are being delivered.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Англо-русский словарь нормативно-технической терминологии > delivering end
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2 hog line violation
нарушение правила хог-лайн
Термин в кёрлинге для обозначения камня, изъятого из игры в результате того, что он не был выпущен из руки игрока до пересечения им хог-лайн в зоне выполнения броска.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
hog line violation
Curling term for a stone that is removed from play, because it was not released before it reached the hog line at the delivering end.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Англо-русский словарь нормативно-технической терминологии > hog line violation
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3 electronic hog line device
электронное устройство для определения правила хог-лайн
Устройство в кёрлинге, позволяющее определить, был ли выпущен камень из руки спортсмена до пересечения им хог-лайн в зоне выполнения броска.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
electronic hog line device
Device in curling indicating if a stone had been released by a player before the stone reached the hog line at the delivering end.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Англо-русский словарь нормативно-технической терминологии > electronic hog line device
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4 near cash
!гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.The UK's public spending framework is based on several key principles:"consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;" "the judgement of success by policy outcomes rather than resource inputs;" "strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and"the proper costing and management of capital assets to provide the right incentives for public investment.The Government sets policy to meet two firm fiscal rules:"the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and"the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)"Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and"Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.More information about DEL and AME is set out below.In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets."Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest."Within the Resource Budget DEL, departments have separate controls on:"Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and"The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:"provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;" "enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;" "introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and"not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:"an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;" "an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;" "to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with"further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.Technical Notes explain how performance against each PSA target will be measured.To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.This document was updated on 19 December 2005.Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money————————————————————————————————————————"GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money"————————————————————————————————————————GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money————————————————————————————————————————GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.———————————————————————————————————————— -
5 tear
I [tɪə(r)]nome gener. pl. lacrima f.it brought tears to her eyes, it moved her to tears le fece venire le lacrime agli occhi; there were tears in his eyes — aveva le lacrime agli occhi
••II [teə(r)]to end in tears — [ game] finire in lacrime; [campaign, experiment] finire male
1) (from strain) strappo m. (in in); (on nail, hook) rottura f. (in di)2) med. lacerazione f.III 1. [teə(r)]to tear sth. from o out of strappare qcs. da [ notepad]; to tear a hole in sth. fare uno strappo o un buco in qcs.; to tear [sth.] to pieces o bits o shreds strappare [ fabric]; demolire [ object]; fig. demolire [proposal, film]; to tear sb. to pieces fig. fare a pezzi o distruggere qcn.; to tear one's hair (out) strapparsi i capelli (anche fig.); to tear a muscle — strapparsi un muscolo
2) (remove by force) strappare ( from, off da)to be torn between — essere combattuto tra [options, persons]
4) (divided)2.1) (rip) strapparsito tear into — fare un buco in [ cloth]
2) (rush)to tear out, off, past — uscire, andarsene, passare di corsa
to tear at — [ animal] dilaniare [ prey]; [ person] trascinare [ rubble]
4) colloq. (criticize)to tear into — criticare duramente [person, film]
•- tear off- tear out- tear up••that's torn it! — BE colloq. ci mancava solo questa!
* * *I [tiə] noun(a drop of liquid coming from the eye, as a result of emotion (especially sadness) or because something (eg smoke) has irritated it: tears of joy/laughter/rage.)- tearful- tearfully
- tearfulness
- tear gas
- tear-stained
- in tears II 1. [teə] past tense - tore; verb1) ((sometimes with off etc) to make a split or hole in (something), intentionally or unintentionally, with a sudden or violent pulling action, or to remove (something) from its position by such an action or movement: He tore the photograph into pieces; You've torn a hole in your jacket; I tore the picture out of a magazine.)2) (to become torn: Newspapers tear easily.)3) (to rush: He tore along the road.)2. noun(a hole or split made by tearing: There's a tear in my dress.)- be torn between one thing and another- be torn between
- tear oneself away
- tear away
- tear one's hair
- tear up* * *tear (1) /tɛə(r)/n.1 lacerazione; rottura; squarcio; strappo; DIALOGO → - Damaged goods- There's a tear in the material down the side, c'è uno strappo nel tessuto su un fianco3 (fam.) scatto; spunto; corsa a precipizio● tear notch, piccola tacca che agevola lo strappo ( negli involucri di plastica, ecc.) □ (fam.) to go full tear, andare a spron battuto; andare a razzo (fam.).♦ tear (2) /tɪə(r)/n.1 lacrima, lagrima: The girl burst into tears, la ragazza è scoppiata in lacrime; to shed tears, versare (o stillare) lacrime; to weep bitter tears, piangere lacrime amare; in tears, in lacrime; piangente; piangendo; to move sb. to tears, far venire le lacrime agli occhi a q.; to reduce sb. to tears, ridurre q. in lacrime; fare piangere q.; to find sb. in tears, trovar q. in lacrime; to burst into tear, scoppiare in lacrime; to be close to tears, stare per piangere; to cry tears of joy, piangere lacrime di gioia; to dry one's tears, asciugarsi le lacrime; to fight back tears, trattenere le lacrime● (mil.) tear bomb, bomba lacrimogena; candelotto □ (archeol.) tear bottle, vaso lacrimale; lacrimatoio □ (anat.) tear duct, condotto lacrimale □ (mil.) tear gas, gas lacrimogeno □ tear gland, ghiandola lacrimale □ tear-jerker, (fam.) romanzo (film, racconto, ecc.) strappalacrime □ tear-jerking, (fam.) strappalacrime □ a tear-stained face, un viso rigato di lacrime.♦ (to) tear /tɛə(r)/A v. t.1 lacerare; stracciare; squarciare; rompere; strappare: to tear a piece of cloth in two, strappare in due un pezzo di stoffa; to tear st. to pieces, stracciare qc.; to tear asunder, fare a pezzi; stracciare; She tore her skirt on a thorn, uno spino le fece uno strappo nella gonna; DIALOGO → - Damaged goods- I'm sure we didn't tear the sofa delivering it, sono sicuro che non abbiamo strappato il divano nel trasportarlo; to tear a ligament, strapparsi un legamento; to tear one's skin, lacerarsi la pelle; to tear two pages out of an exercise-book, strappare due pagine da un quaderno2 ( anche fig.) dilaniare; straziare: The hunter was torn to pieces by a lion, il cacciatore è stato dilaniato (o fatto a pezzi) da un leone; a party torn by factions, un partito dilaniato dalle correnti (o dalle fazioni); He was torn by jealousy, era straziato (o tormentato) dalla gelosiaB v. i.1 lacerarsi; stracciarsi; squarciarsi; rompersi; strapparsi: This cloth tears easily, questa stoffa si straccia facilmente2 (fam.) andare a tutta velocità; correre velocemente; precipitarsi: He tore into the room, si è precipitato nella stanza● to tear a hole, fare un buco: The nail tore a hole in her dress, il chiodo le fece un buco nel vestito □ ( slang) to tear it, guastar tutto; sciupar tutto □ to tear st. in two, strappare qc. in due □ to tear open, aprire ( una lettera, un pacco, ecc.: strappando la busta o l'involucro) □ to tear to bits (o to shreds), spezzettare, sminuzzare; (fig.) fare a pezzi, stroncare, criticare violentemente □ (fam.) That's torn it!, è finita!; bell'affare!; siamo nei guai!* * *I [tɪə(r)]nome gener. pl. lacrima f.it brought tears to her eyes, it moved her to tears le fece venire le lacrime agli occhi; there were tears in his eyes — aveva le lacrime agli occhi
••II [teə(r)]to end in tears — [ game] finire in lacrime; [campaign, experiment] finire male
1) (from strain) strappo m. (in in); (on nail, hook) rottura f. (in di)2) med. lacerazione f.III 1. [teə(r)]to tear sth. from o out of strappare qcs. da [ notepad]; to tear a hole in sth. fare uno strappo o un buco in qcs.; to tear [sth.] to pieces o bits o shreds strappare [ fabric]; demolire [ object]; fig. demolire [proposal, film]; to tear sb. to pieces fig. fare a pezzi o distruggere qcn.; to tear one's hair (out) strapparsi i capelli (anche fig.); to tear a muscle — strapparsi un muscolo
2) (remove by force) strappare ( from, off da)to be torn between — essere combattuto tra [options, persons]
4) (divided)2.1) (rip) strapparsito tear into — fare un buco in [ cloth]
2) (rush)to tear out, off, past — uscire, andarsene, passare di corsa
to tear at — [ animal] dilaniare [ prey]; [ person] trascinare [ rubble]
4) colloq. (criticize)to tear into — criticare duramente [person, film]
•- tear off- tear out- tear up••that's torn it! — BE colloq. ci mancava solo questa!
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6 to
1 ( expressing purpose) pour ; to do sth to impress one's friends faire qch pour impressionner ses amis ;2 ( expressing wish) oh to be in England! littér ô être en Angleterre! ; oh to be able to stay in bed! hum ô pouvoir rester au lit! ;3 ( linking consecutive acts) he looked up to see… en levant les yeux, il a vu… ; he woke up (only) to find en se réveillant il a découvert ;5 ( avoiding repetition of verb) ‘did you go?’-‘no I promised not to’ ‘tu y es allé?’-‘non j'avais promis de ne pas le faire’ ; ‘are you staying?’-‘I want to but…’ ‘tu restes?’-‘j'aimerais bien mais…’ ;6 ( following impersonal verb) it is interesting/difficult etc to do sth il est intéressant/difficile etc de faire qch ; it's hard to understand why he did it il est difficile de comprendre pourquoi il l'a fait.B prep1 ( in direction of) à [shops, school etc] ; ( with purpose of visiting) chez [doctor's, dentist's etc] ; she's gone to Mary's elle est partie chez Mary ; to Paris à Paris ; to Spain en Espagne ; to the country à la campagne ; to town en ville ; the road to the village la route qui mène au village ; trains to and from les trains à destination et en provenance de [place] ; to your positions! à vos positions! ; children to the front, adults to the back les enfants devant, les adultes derrière ;2 ( facing towards) vers ; turned to the wall tourné vers le mur ; with his back to them en leur tournant le dos ;3 ( against) contre ; holding the letter to his chest tenant la lettre contre sa poitrine ; back to back dos à dos ;4 ( up to) jusqu'à ; to count to 100 compter jusqu'à 100 ; to the end/this day jusqu'à la fin/ce jour ; from this post to that tree it's 100 metres de ce poteau à cet arbre il y a 100 mètres ; 50 to 60 people entre 50 et 60 personnes ; in five to ten minutes d'ici cinq à dix minutes ; to Manchester, it takes 20 minutes pour aller à Manchester ça prend 20 minutes ; cheque to the value of chèque d'un montant de ;5 ( used as dative) [give, offer, hand] à ; give the book to Sophie donne le livre à Sophie ; she 's given the meat to the dog/dogs elle a donné la viande au chien/aux chiens ; ‘give the letter to her’-‘to who?’-‘to her over there!’ ‘donne-lui la lettre’-‘à qui?’-‘à elle là-bas!’ ;6 ( with respect to) personal assistant to the director assistant du directeur ; ambassador to Japan ambassadeur au Japon ;7 ( in attitude to) be nice to your brother sois gentil avec ton frère ;8 ( in the opinion of) to me/my daughter it's just a minor problem pour moi/ma fille ce n'est qu'un problème mineur ; it looks to me like rain à mon avis il va pleuvoir ;9 (in toasts, dedications) à ; to Steve/prosperity à Steve/la prospérité ; ( on tombstone) to our dear son à notre cher fils ;10 ( in accordance with) is it to your taste? c'est à ton goût? ; to dance to the music danser sur la musique ;11 (in relationships, comparisons) to win by three goals to two gagner par trois buts à deux ; five to the square metre/to the dollar cinq par mètre carré/pour un dollar ; perpendicular to the ground perpendiculaire au sol ; next door to the school à côté de l'école ; X is to Y as A is to B Math X est à Y ce que A est à B ;12 ( showing accuracy) three weeks to the day trois semaines jour pour jour ; to scale à l'échelle ; to time à l'heure ;13 ( showing reason) to invite sb to dinner inviter qn à dîner ; to this end à cette fin, dans ce but ;14 ( belonging to) de ; the key to the safe la clé du coffre ; a room to myself une chambre pour moi tout seul ; there's no sense to it ça n'a aucun sens ;16 ( showing reaction) à ; to his surprise/dismay à sa grande surprise/consternation ; to the sound of the drums au son du tambour ;17 Comm to repairing/delivering etc à réparer/livrer etc.C adv1 ○ ( closed) to push the door to fermer la porte ; when the curtains are to quand les rideaux sont fermés.that's all there is to it ( it's easy) c'est aussi simple que ça ; ( not for further discussion) un point c'est tout ; there's nothing to it ce n'est pas compliqué ; what a to-do ○ ! quelle histoire ○ ! ; they made such a to-do ○ ils en ont fait toute une histoire ○ ; what's it to you ○ ? qu'est-ce que ça peut te faire? -
7 last stone draw (LSD)
тестовый бросок
Термин в кёрлинге, обозначающий соревнование, проводимое по окончании предматчевой разминки, в котором каждая команда выполняет бросок одного камня в центр дома. Расстояние камня от центра дома измеряется и используется для определения очередности выполнения бросков командами в первом энде.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
last stone draw (LSD)
Curling term for a contest conducted at the conclusion of a team’s pre-game practice in which each team delivers a single stone to the tee at the home end. The resulting distance is measured and used to determine which team has the choice of delivering the first or second stone in the first end.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Англо-русский словарь нормативно-технической терминологии > last stone draw (LSD)
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8 gear
1) механизм; устройство; приспособление; инструмент2) зубчатое колесо, ЗК; шестерня3) зубчатая передача, ЗП4) привод5) редуктор6) входить в зацепление; вводить в зацепление•to come into gear — входить в зацепление; сцепляться; соединяться
gear with concave tooth profile — ЗК с вогнутым профилем зубьев, ЗК с вогнутыми зубьями
- adjustment geargear with convex tooth profile — ЗК с выпуклым профилем зубьев, ЗК с выпуклыми зубьями
- angular gear
- annular gear
- antibacklash gear
- automatic motor control gear
- automotive gear
- axle drive gear
- back gear
- barring gear
- bevel gear
- bevolute gear
- bore-type gear
- brake gear
- bull gear
- cam control gear
- cam gear
- camshaft gear
- carburized gear
- chain reduction gear
- change gear
- change-over gear
- clockwork gears
- cluster gear
- coarse pitch gear
- command gear
- commercial quality gear
- complementary crown gear
- complementary gear
- composite gear
- compound change gears
- compound planetary gear
- cone gear
- cone worm gear
- cone-drive worm gear
- cone-friction gear
- connecting gear
- constant mesh gears
- contrate gear
- control gear
- coupled planetary gear
- crank gear
- crossed-axis helical gear
- crown gear
- cut gear
- cycloidal gear
- cylindrical gear
- cylindrical involute gear
- cylindrical lantern gear
- delivering gear
- differential change gear
- differential gear
- double gear
- double-enveloping worm gear
- double-helical bevel gear
- double-helical gear
- double-reduction gear
- double-throated gear
- draw-in gear
- drive coupling gear
- driven gear
- driver gear
- driving gear
- eccentric gear
- elliptical gear
- enclosed gear
- end gear
- engaged gear
- epicyclic gear
- equivalent helical gear
- external gear
- face gear
- feed change gears
- feed coupling gear
- feed gear
- feedback reduction gear
- female gear
- final reduction gear
- fine pitch gear
- flange-type gear
- flat gear
- flexible gear
- follower gear
- friction bevel gear
- friction gear
- fully matched gear
- generated bevel gear
- generating change gears
- generating gear
- globoidal worm gear
- green gear
- ground gear
- hand gear
- harmonic gear
- heavy loaded gear
- helical bevel gear
- helical gear
- helical rack gear
- herringbone gear
- high gear
- high-helix angle gear
- high-load carrying tooth gear
- high-ratio gear
- high-reduction gear
- hob gear
- hoisting gear
- hourglass worm gear
- hub-type gear
- hydraulic gear
- hydraulic steering gear
- hypoid bevel gear
- hypoid gear
- idler gear
- index change gear
- index gear
- indicator gear
- internal bevel gear
- internal gear
- involute gear
- irreversible gear
- landing gear
- lantern gear
- left-hand gear
- lifting gear
- lock gear
- locking gear
- low-helix-angle gear
- main drive gear
- male gear
- Maltese gear
- mangle gear
- marine gear
- master gear
- master index gear
- mating gear
- metric gear
- mid gear
- module gear
- mutual interlocking gear
- noncircular gear
- nonpower transmitting gear
- Novikov's gear
- Novikov's-Wildhaber's gear
- oblique bevel gear
- octoid gear
- octoid teeth gear
- operating gear
- overhead driving gear
- pawl gear
- pick-off gear
- pin gear
- pinion gear
- pin-wheel gear
- plain gear
- plain spur gear
- planet gear
- planetary gear
- planetary timing gear
- point gear
- power gear
- power return gear
- power takeoff gear
- power-circulating gear
- precision gear
- production gear
- propulsion gear
- pulley gear
- quick-change gear
- ratchet gear
- ratchet-wheel gear
- ratio gear
- reduction gear
- release gear
- remote gear
- replacement gear
- reverse gear
- right-angle gear
- right-hand gear
- rigid gear
- ring gear
- rod gear
- rotation gear
- running gear
- saddle gear
- safety gear
- screw-type gear
- scroll gear
- segment gear
- self-stopping gear
- shaft gear
- side gear
- simple epicyclic gear
- single-planetary gear
- single-reduction gear
- skew axis gear
- skew bevel gear
- skew gear
- skinny gear
- solid gear
- speed-increasing gear
- speed-reducing gear
- spider gear
- spider shaft takeoff gear
- spider takeoff gear
- spindle gear
- spiral bevel gear
- spiral conical involute gear
- spiral gear
- spiroid gear
- split gear
- sprocket gear
- spur gear
- spur rack gear
- starting gear
- steering gear
- stepped gear
- stop gear
- straight bevel gear
- straight cut gear
- straight spur gear
- straight-sided crown gear
- striking gear
- summing gear
- sun gear
- sun-and-planet gear
- table-raising gear
- taper-type gear
- thermoplastic gear
- three-spool gear
- thrust gear
- to gear down
- to gear into
- to gear together
- to gear up
- toothed gear
- transmission gear
- traversing gear
- trigger gear
- trip gear
- triple-helical gear
- tripping gear
- tuning gear
- turning gear
- twisted-bevel gear
- variable-speed gear
- virtual gear
- W/N gear
- wheel gear
- Wildhaber-Novikov gear
- work gear
- worm gearEnglish-Russian dictionary of mechanical engineering and automation > gear
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9 content management system
= CMSПО для организации совместных работ по созданию документов и другого контента; это может быть, например, веб-приложение для управления веб-сайтами и их контентом; подобная система может также использоваться для того, чтобы выпускаемые фирмой документы (технические условия, инструкции по эксплуатации, каталоги продаваемых изделий и др.) соответствовали друг другу по контенту.This list covers the full lifecycle of a CMS, from initially creating the content through to delivering it to end users. — Этот список отображает все стадии жизненного цикла CMS: от этапа первоначального создания контента до его доставки пользователям см. тж. blogware, content management, PCMS, WCMS
Англо-русский толковый словарь терминов и сокращений по ВТ, Интернету и программированию. > content management system
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10 thrust
1. распорa cut and thrust — пикировка, оживлённый спор
2. напор, нажимpump thrust — напор, развиваемый насосом
thrust of pump — напор, развиваемый насосом
3. внутреннее сжимающее усилие4. удар; толчок; нажим5. упор6. тяга; сила тягиaxial thrust — аксиальное сжимающее усилие; осевое давление
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11 Cobham, Sir Alan John
SUBJECT AREA: Aerospace[br]b. 6 May 1894 London, Englandd. 21 October 1973 British Virgin Islands[br]English pilot who pioneered worldwide air routes and developed an in-flight refuelling system which is in use today.[br]Alan Cobham was a man of many parts. He started as a veterinary assistant in France during the First World War, but transferred to the Royal Flying Corps in 1917. After the war he continued flying, by giving joy-rides and doing aerial photography work. In 1921 he joined the De Havilland Aircraft Company (see de Havilland, Geoffrey) as a test and charter pilot; he was also successful in a number of air races. During the 1920s Cobham made many notable flights to distant parts of the British Empire, pioneering possible routes for airline operations. During the early 1930s Sir Alan (he was knighted in 1926) devoted his attention to generating a public interest in aviation and to campaigning for more airfields. Cobham's Flying Circus toured the country giving flying displays and joy-rides, which for thousands of people was their first experience of flying.In 1933 Cobham planned a non-stop flight to India by refuelling his aircraft while flying: this was not a new idea but the process was still experimental. The flight was unsuccessful due to a fault in his aircraft, unrelated to the in-flight refuelling system. The following year Flight Refuelling Ltd was founded, and by 1939 two Short flying boats were operating the first inflight-refuelled service across the Atlantic. Inflight refuelling was not required during the early years of the Second World War, so Cobham turned to other projects such as thermal de-icing of wings, and a scheme which was not carried out, for delivering fighters to the Middle East by towing them behind Wellington bombers.After the Second World War the fortunes of Flight Refuelling Ltd were at a low ebb, especially when British South American Airways abandoned the idea of using in-flight refuelling. Then an American contract and the use of their tanker aircraft to ferry oil during the Berlin Airlift saved the day. In 1949 Cobham's chief designer, Peter Macgregor, came up with an idea for refuelling fighters using a probe and drogue system. A large tanker aircraft trailed a hose with a conical drogue at the free end. The fighter pilot manoeuvred the probe, fitted to his aircraft, so that it locked into the drogue, enabling fuel to be transferred. Since the 1950s this system has become the effective world standard.[br]Principal Honours and DistinctionsKnighted 1926. Air Force Cross 1926.Bibliography1978, A Time to Fly, ed. C.Derrick, London; pub. in paperback 1986 (Cobham's memoirs).Cobham produced films of some of his flights and published Skyways, 1925, London; MyFlight to the Cape and Back, 1926, London; Australia and Back, 1926, London;Twenty Thousand Miles in a Flying Boat, 1930, London.Further ReadingPeter G.Proctor, 1975, "The life and work of Sir Alan Cobham", Aerospace (RAeS) (March).JDS -
12 Mudge, Thomas
SUBJECT AREA: Horology[br]b. 1715 Exeter, Englandd. 14 November 1794 Walworth, England[br]English clock-and watchmaker who invented the lever escapement that was ultimately used in all mechanical watches.[br]Thomas Mudge was the son of a clergyman and schoolmaster who, recognizing his son's mechanical aptitude, apprenticed him to the eminent London clock-and watchmaker George Graham. Mudge became free of the Clockmakers' Company in 1738 and set up on his own account after Graham's death in 1751. Around 1755 he formed a partnership with William Dutton, another apprentice of Graham. The firm produced conventional clocks and watches of excellent quality, but Mudge had also established a reputation for making highly innovative individual pieces. The most significant of these was the watch with a detached-lever escapement that he completed in 1770, although the idea had occurred to him as early as 1754. This watch was purchased by George III for Queen Charlotte and is still in the Royal Collection. Shortly afterwards Mudge moved to Plymouth, to devote his time to the perfection of the marine chronometer, leaving the London business in the hands of Dutton. The chronometers he produced were comparable in performance to those of John Harrison, but like them they were too complicated and expensive to be produced in quantity.Mudge's patron, Count Bruhl, recognized the potential of the detached-lever escapement, but Mudge was too involved with his marine chronometers to make a watch for him. He did, however, provide Bruhl with a large-scale model of his escapement, from which the Swiss expatriate Josiah Emery was able to make a watch in 1782. Over the next decade Emery made a limited number of similar watches for wealthy clients, and it was the performance of these watches that demonstrated the worth of the escapement. The detached-lever escapement took some time to be adopted universally, but this was facilitated in the nineteenth century by the development of a cheaper form, the pin lever.By the end of the century the detached-lever escapement was used in one form or another in practically all mechanical watches and portable clocks. If a watch is to be a good timekeeper the balance must be free to swing with as little interference as possible from the escapement. In this respect the cylinder escapement is an improvement on the verge, although it still exerts a frictional force on the balance. The lever escapement is a further improvement because it detaches itself from the balance after delivering the impulse which keeps it oscillating.[br]Principal Honours and DistinctionsClockmaker to George III 1776.Further ReadingT.Mudge, Jr, 1799, A Description with Plates of the Time-Keeper Invented by the Late Mr. Thomas Mudge, London (contains a tract written by his father and the text of his letters to Count Bruhl).C.Clutton and G.Daniels, 1986, Watches, 4th edn, London (provides further biographical information and a good account of the history of the lever watch).R.Good, 1978, Britten's Watch \& Clock Maker's Handbook Dictionary and Guide, 16th edn, London, pp. 190–200 (provides a good technical description of Mudge's lever escapement and its later development).DV -
13 Wicks, Frederick
SUBJECT AREA: Paper and printing[br]fl. mid-nineteenth century[br]Scottish inventor of a typecasting machine.[br]During the nineteenth century, the mechanical printing press achieved great success in speeding up the output of printing matter, but it proved much more difficult to mechanize the making and setting of type. Before the advent of Monotype and Linotype machines towards the end of the century, the fastest typecasting machine was the rotary caster invented by Wicks in 1878. The machine was said to be capable of delivering 60,000 finished types an hour and was intended to meet the demands of newspaper publishers. The types were formed by forcing a stream of molten metal into moulds mounted on a chain, and the moulds were presented in turn before the nozzle of a metal pot. The Times newspaper installed a battery of Wicks typecasters in the 1880s that remained in use until they were replaced in 1908 with Monotype machines. Wicks also invented a typesetting machine in 1883 in which types stored in upright inclined channels were released by depressing a key. It was used for a time by some London newspapers in conjunc-tion with type produced at the Wicks foundry in Blackfriars Road, again until overtaken by the two finally successful hot-metal machines.[br]Further ReadingJ.Moran, 1965, The Composition of Reading Matter, London: Wace (provides some details about the Wicks caster).LRD
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