在英国留学的不少同学，应该对各式各样的作业写作是倍感压力的，除了英文水平要跟得上，还要熟悉各类作业方方面面的要求。特别是在分析论述相关深度问题过程中，自己多方面不足的地方都暴露了，所以这时候很多同学会选择走捷径去直接抄袭copy别人的论点论据、信息材料，英文对应的词叫做plagiarism。采取抄袭的方式虽然可以为自己节省大量的时间和精力，但是其带来的惩罚后果却是非常严重的，在英国极端情况甚至可能被学校停止学业遣返回国。
英国的媒体对此也有相关新闻，比如作为英国顶级学府的罗素大学集团有项内部统计数据，在截止2017年的三年之间，学生的作弊率足足增加了30%之多，而这其中抄袭率则贡献了绝大部分比例，引起了英国教育部门的高度重视。所以我们在做各项作业时，一定要注意抄袭率的问题，可以自己通过手动或各类查重软件进行自动检查，确保自己做的作业不要和抄袭粘上边。
那么，英国作业的抄袭率是多少呢？一般来说，英国学校和导师对你的作业进行抄袭率检测时，如果在某段话里面发现有超过12个字和其他文献相同或者和其他论点及其相似，那就比较危险了，因为需要引用不少的文献来论证，所以全篇会有一定的相似度（注意reference要引用得当），但这个比例不要超过30%为好。
下面是一篇往年的优质英国作业的范文，大家参考时可以结合抄袭率的问题进行对照：
Critique of Taylorism and Scientific Management Theory
As industrialization advanced rapidly across the world at the turn of the twentieth century, it transformed working practices and prompted theorists to consider how best to conduct business under such changed circumstances. The theory of scientific management has its roots in the studies conducted by F. W. Taylor during this formative period (see Taylor, 1911). There is much debate in the secondary literature about the synonymy of Taylorism and scientific management, which this paper does not discuss (for further details see, Caldari, 2007; Nelson, 1992). Rather, this paper positions Taylor as the defining early influence in a continuum of scientific approaches to organizational management – all of which fall under the broader definition of scientific management and management science – that endures today. Section 1 of this paper undertakes a critical evaluation of scientific management theory before going on in Section 2 to discuss how and to what extent it is applied at the organisation, Microsoft.
Critical Evaluation of Scientific Management Theory
Taylor was one of the first theorists to consider management and process improvement as a scientific problem and, as such, is widely considered the father of scientific management. He proposed that a business’s economic efficiency could be improved by simplifying and optimising work processes, which would, in turn, increase productivity. Taylorism, as a philosophy, was the product of a series of experiments and observations, such as time-motion studies, designed to determine the most effective and efficient way to complete a task. Its fundamental and inter-related principles can be summarised as follows:
Using scientific method to challenge habitual working practices and to determine the most efficient way to perform specific work tasks;
Matching workers’ capability and motivation to the task requirements and supervising them according to the established rules and procedures;
Establishing fair performance levels and develop a pay system that rewards, and therefore encourages, over-achievement; and
Appropriate division of responsibilities to allow managers to apply scientific management principles to plan work and ensure workers are effective.
Taylor’s work influenced a number of other contemporaneous theorists, such as Frank and Lillian Gilbreth, and, later, Henry Gantt, who also favoured empirical methods to determine the most efficient procedures. Indeed, his new scientific system of organisation was met initially with widespread support in the USA and Great Britain amongst theorists, politicians and economists alike (Nelson, 1992). However, Taylor’s scientific management was not without its critics, both at the time and subsequently. By the 1930s and 40s it had broadly fallen out of favour. The following section undertakes a critical evaluation of scientific management. It discusses the arguments of Taylorism’s detractors and also explores its legacy in popular modes of management practice today.
One of the most popular criticisms levelled at Taylorism is its perceived lack of human appreciation (Caldari, 2007). In the drive to increase physical efficiency, it considers the worker a part of the production process on a level equal to the tools s/he uses and, as such, strips him or her of all capacity to reason and act autonomously. All thinking and planning is taken over by
