Предмет: Геометрия, автор: willqix

поможіть швиденько
висота це-

Ответы

Автор ответа: medzikfajf78

1

Высота треугольника — перпендикуляр, опущенный из вершины треугольника на противоположную сторону. В зависимости от типа треугольника высота может содержаться внутри треугольника, совпадать с его стороной или проходить вне треугольника у тупоугольного треугольника

willqix: дякую велике

Автор ответа: kira21mkira

1

Ответ:

Висота́ трику́тника — відрізок, проведений з вершини трикутника до прямої, яка містить сторону протилежну вершині, та перпендикулярний до неї. Висотою також називають довжину висоти трикутника, тобто відстань від вершини до протилежної сторони.

Объяснение:

це пояснення висоти в геометрії

Предыдущий вопрос

Следующий вопрос

Похожие вопросы

Предмет: История, автор: artim6564

охарактезуйте кревську унію 1385

1 год назад

Предмет: Английский язык, автор: artemmalyy2007201111

помогите пожалуйста!! 50баллов!!!

1 год назад

Предмет: Математика, автор: aminakaydash2013

ПОМОГИТЕ ПОЖАЛУЙСТА!!!

1 год назад

Предмет: Геометрия, автор: maderkeys

Квадрат разрезали на два прямоугольника с периметрами 7 и 8. Найдите сторону квадрата. 15 балов

7 лет назад

Предмет: Английский язык, автор: Annadud22

Помогите перевести текст пожалуйста
Motivating high-calibre staff
An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.
High performers are easier to define than to find.
They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days.
They are full of ideas and get things done quickly and effectively.
They inspire others not just by pep talks but also through the sheer force of their example.
Such people can push their organisations to greater and greater heights.
The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted.
The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.
However, not all high performers are stolen, some are lost.
High performers generally leave because organisations do not know how to keep them.
Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.
Organisations should consider how such people are likely to regard important motivating factors.
Money remains an important motivator but organisations should not imagine that it is the only one that matters.
In practice, high performers tend to take for granted that they will get a good financial package.
They seek motivation from other sources.
Empowerment is a particularly important motivating force for new talent.
A high performer will seek to feel that he or she ‘owns’ a project in a creative sense.
Wise employers offer this opportunity.
The challenge of the job is another essential motivator for high performers.
Such people easily become demotivated if they sense that their organization has little or no real sense of where it is going.
A platform for self-development should be provided.
High performers are very keen to develop their skills and their curriculum vitae.
Offering time for regeneration is another crucial way for organisations to retain high performers.
Work needs to be varied and time should be available for creative thinking and mastering new skills.
The provision of a coach or mentor signals that the organisation has a commitment to fast- tracking an individual’s development.
Individuals do well in an environment where they can depend on good administrative support.
They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.
Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special.
If they find that it is not interested in them as people but only as high- performing commodities, it will hardly be surprising if their loyalty is minimal.
On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.

7 лет назад