Q: For this sample, 13.7 centimeter (5.4 in) and 10 centimeter (3.9 in) are the measurements forming the length of the shape (which is called an isosceles trapezoid.)  On the two sides that are smaller, (10cm), the bottom of the trapezoid is 2.5 centimeter (1.0 in). The larger pieces are basically trapezoids, but have tabs coming off them. The bottom of the trapezoid part of the pieces is 5 centimeter (2.0 in). When creating the tabs, one will need to be shorter than the other to go under the flash. If you didn't make the templates, cut out the shapes that are drawn on the cardboard.
A: Sketch out the shapes. After creating the templates (if that is what you did first), use them to cut out the shapes.

Article: Instead of increasing wages (which no boss wants to hear), start an employee incentive compensation program, like an Employee Stock Ownership Program (ESOP). This way, when the company does well, the employees all benefit, from the CEO to the warehouse workers. Since they want to reap the benefits, they’ll be motivated to do their part to make that happen. In their minds, right now their paycheck comes whether the company soars or not – this way, its success affects them, too. This can (and should) be a program that gives them incentive they can share with their families, which has been seen to be an incredible motivator across companies. For those that are adults with families to support, it can be a huge reason to stick around for the company if their families benefit, too. Presumably, the company was started for a larger reason than just getting a paycheck. Maybe the higher-ups see that, but for employees, every day is just the humdrum of the everyday. It’s work, work, and more work. Make sure they see how their work gets the company to its end goals and how valuable that is. You may be surprised that it’s not even something they think about. Let's say you need to motivate your staff at McDonald's. They're flipping burgers and getting pretty tired of it. Remind them that in addition to getting a paycheck, they're working for a larger cause: getting people tasty food quickly – and cheaply, too. They're helping out all the people whose lives are stressed for time or money. This gives them a reason to work – because they may not have one. It’s easy for employees to look at data input, for example, and slack off because it "doesn’t really matter.” However, if step 1 isn’t completed, step 2, 3, 4, and 5 can’t be completed either. Make it clear that every little thing they do helps the company be more successful. Be sure to share with your employees the vision for the company, letting them know what exactly they're working on and why. When they don't know what their work means to the company, they've no reason to be motivated to do it. Imagine a group of people who work in an office full of gray cubicles with no art on the walls, where the copiers are out of ink and the coffee maker hasn't worked in weeks. How happy are they going to be? Not very. Make sure coming to work is fun to keep them motivated – here are a few ideas:  Get color on the walls in the form of art and motivational posters Have dress-up days with themes (pajamas to work, anyone?) Bring a special breakfast into the office one day a week routinely Make sure all the equipment is working to keep work easy to complete Have in-house activities, like games and get-to-know-yous for morale Every sports team starts in the locker room for a pep talk for a reason – it gets them in the zone and centered on what they need to do. Just 10 or 15 minutes each morning dedicated to how awesome the team is doing and what they’re doing today to be even ‘’more’’ awesome will not only get them jazzed for work, but help them feel appreciated, too. Don't hesitate to take a couple of minutes of talking about "how" everyone is, too. When you get a chance to personally see that Sally is trying to type between coughs and sneezes, you can let her know that she should take it easy. This lets her know you care and gives her a reason to work hard – she wouldn't want to disappoint someone who cares about her and her performance. ” Say Dave comes to you with a really great idea for a side project. Instead of saying, “Yeah, Dave! Go for it!” (which is fine), say, “Dave, you’re fired from your normal job. You are now CEO of Side Project #1. Show me what you can do!” And Dave will eat it up. We all need a sense of importance. When you have a large team that is all essentially doing the same thing, people start thinking they don't matter because it's the logical conclusion. Giving them little promotions and encouraging side projects is an easy way to get around that. Companies make dozens of decisions every day. Often, this is without even talking to the employees, and sometimes without even letting them know of the changes. This makes them feel incredibly isolated and undervalued, so do away with this by involving them in the process. They can bounce around ideas and shoot out potential solutions (and some might be ‘’very’’ good) – and you can take them or leave them. It doesn't matter if the ideas are implemented, just that they were involved. The employees should feel as if they're on the same page as everyone, not that they're left behind. If they feel left behind, they'll eventually stop bothering to follow at all.
Question: What is a summary of what this article is about?
Utilize an employee incentive compensation program. Help them see why their work is important. Make it clear how important each step is to the bigger picture. Keep the work environment happy, clean, and fun. Start the day with a team huddle. Give employees “project promotions. Involve them in decision making.

Q: This will make the shuttle spin and fall in an unpredictable direction. To slice your net shot, start the forward motion as you normally would, and then move the racket inward as you slice the racket perpendicular to the center of the birdie. Your opponent will be expecting you to hit the birdie directly forward, while it will actually spin cross court. To do this, slice the racket, or move it perpendicularly over the center of the shuttle when it's in the air. This will make the shuttle lose much of its momentum and quickly fall on the opponent's side near the net. Smashing is when you hit the shuttle with all of your strength at the top of its arc. Point your free hand at the shuttle to keep track of its path, and then swing the racket over your head, hitting the center of the birdie and smashing it down into the opponent's court. This is similar to serving in tennis. When you're smashing the shuttle, aim is just as important as strength. Don't just blindly hit the shuttle as hard as you can -- you should try to aim it either as far away from your opponent as possible or right at your opponent's body so he will be caught off guard. Once you've mastered the standard smash, you can practice jumping up as you smash the shuttle. This will give you even more momentum and will make the shuttle fall into your opponent's court even faster. Just jump up a foot or two, aiming your chest and body in the direction that you want the shuttle to go, and smash it at the center of its arc. The smash should be used at a time when the shuttle is high in the air and you have plenty of time to approach -- it should end the point in your favor. If you smash the shuttle at every opportunity, you will tire your arms and will risk smashing it into the net at inopportune moments. A beginning player is just happy when he hits the shuttle over the net. An advanced player understands that a good game of badminton is like a game of chess -- you should always position your shot wisely so that you move your opponent to the exact place where you want him to be so you can hit the following shot. Always plan your next move and always think one step ahead of your opponent.
A:
Slice your net shots. Slice your drop shots. Smash the shuttle. Jump before you smash the shuttle. Don't smash the shuttle every time. Always plan your next move.