在英国留学的同学应该知道，不同于国内的情况，英国院校的导师在论文方面都有着非常严格的要求，一个标点符号的错用都可能导致整体成绩被扣分。除此之外，对抄袭的审查也是极其严厉的，按我们通俗说法来说，老师按照一定的飘红情况就可以认定这是抄袭行为，其后果也是非常严重，所以平时所说的论文查重查什么？查的就是这些。论文的后期查重方面需要英国留学生极度重视。
论文查重就是为了解决上述问题而使用的一种检验方式，这个方式可以是手动也可以是自动来实行，手动则是你要手动逐句逐句的去检查有没有直接借用copy别人的语句，一般篇幅短的例如一两千字的短论文可以这样来操作；那么对于哪些篇幅很长字数很多的论文，这钟方式就不可取了，费时费力不说，很可能因为漏看导致检查不完整，所以必须要通过一些自动化软件或者在线工具来进行批量操作才能保证检查不会出错。论文查重后，发现有问题的地方，就可以针对性地进行修改了，直到再重重无误后就可以了。
附上一篇精彩的英国论文范文，大家注意结合相关查重方式(如Turnitin等)：
Vision, Credibility, and Effective Communication
Introduction
It is not unusual for employees to approach organisational change with the mentality they inherited from their social-cultural environment. The impetus for instant change is not obvious at all. Behavioural change does not happen because it is suggested, recommended, or enforced by a manager (or anyone else). Change happens because one sees value and personal benefit in making the change. As a result, it is imperative that change agents understand the power they exert in attempting to implement organisational change initiatives. Change agents are catalysts for workplace behavior modification. They devise motivational plans that trigger the inspiration for employees to follow agent directives. Hence, it is not enough for management teams to think of change in terms of organizational requirements. Managers who seek the expertise of change agents are wise in so doing. Expert change agents are knowledgeable in understanding potential road blocks that inhibit employees from making the necessary adaptations to new initiatives. Social and cultural environments contribute towards the complexity of behavior modification. This paper presents a transformation initiative whereby the change agents utilise effective communication as a tool to create a vision and the credibility necessary to inspire voluntary participation in behavioural change.
Creating Vision and Credibility Through Effective Communication
Effective communication is instrumental to the success of organisation change initiatives. When done intentionally well the emotional rewards are satisfactory. But, when it fails to impart the messages necessary to complete projects the results can be catastrophic (Hunt, 2014). Misunderstandings, antipathy, and a host of other negative emotions could seriously damage business relationships. Good communication contributes towards operational and process efficiencies (Hunt, 2014). Therefore, it follows that the value of using effective communication as a tool can never be over-emphasised or underrated for the impact it makes on successful outcomes.
This paper presents the communication process undertaken by a primary change agent with a twenty manager team. The goal is to develop a change management plan that transitions the organisation from a traditional work-group to a team-based culture. Discussions include the channels of communication, traditional work-groups versus team based organisations, the role of the primary change agent, the communication team, assumptions made, the transition process, change initiative communication, team credibility, faith creation, and answering tough questions. The paper concludes with a recapitulation of the content.
Traditional Working Groups Versus Team Based Organisations
This section distinguishes working groups from team-based organisations. They do not function in the same capacity, hence, the necessity to differentiate them here. Traditional working groups (WG) within organisations function independently. Examples of traditional WGs are accounting and human resource departments or new product divisions. These departments work independent of each other. Work is individualised (Zaharia, Dogaru, & Boaja, 2014).
In contrast, team-based organisations focus on different skills and competencies that come together to meet a common goal. Teams are not limited to functional requirements. Teams use a cross-functional composition to work in a common goal scenario. Individuals do not function independent of the grou
