MATLAB基础教程：工程师实战指南

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"本书《Practical MATLAB® Basics for Engineers》由Misza Kalechman教授编写，旨在为信号处理、自动控制和电子工程领域的工程师提供MATLAB的基础知识和实践应用。" MATLAB是数学工作软件公司（The MathWorks, Inc.）的注册商标，它在工程领域被广泛用于数据分析、算法开发和数值计算。这本书不保证书中所有文本和练习的准确性，但为读者提供了使用MATLAB进行特定教学方法或软件应用的实践指导。 MATLAB基础内容包括： 1. **基础语法与数据类型**：介绍MATLAB的基本语法，如变量创建、运算符、数组和矩阵操作，以及不同数据类型，如标量、向量、矩阵和结构体。 2. **控制流程**：讲解如何在MATLAB中实现条件语句（如if-else）、循环（如for和while）以及函数定义，这对于编写复杂算法至关重要。 3. **绘图与可视化**：介绍MATLAB的图形用户界面（GUI）和命令行绘图功能，包括二维和三维图形，以及如何自定义图形属性和颜色方案。 4. **数值计算**：涵盖线性代数操作，如解线性方程组、特征值分析、矩阵求逆等，以及数值积分和微分。 5. **信号处理**：针对工程师需求，讲解MATLAB在信号处理中的应用，包括滤波器设计、频谱分析、傅里叶变换和数字信号处理基本概念。 6. **自动控制**：介绍控制系统理论，如传递函数、状态空间模型和根轨迹法，并演示如何在MATLAB的Simulink环境中建模仿真。 7. **编程与优化**：涵盖MATLAB的高级编程技巧，如函数句柄、脚本文件、错误处理和代码优化。 8. **应用实例**：书中包含实际工程问题的案例研究，帮助读者将所学应用于实际项目，提高解决工程问题的能力。通过本书的学习，读者不仅能掌握MATLAB的基本操作，还能了解其在信号处理和自动控制领域的深度应用，从而提升工作效率和解决问题的能力。此外，书中提供的练习和实例有助于巩固理论知识，增强实践经验。

Trends, the Industry, and MATLAB

c. The Fortune 500 American companies have been downsizing and outsourcing for

the past 30 years. Meanwhile, small and midsize  rms have been growing much

more rapidly. The result is that the labor force must be much more  exible and able

to adjust to rapid changes.

d. Clearly, the U.S. economy is moving the job market away from industries that

export or compete with imports, especially manufacturing, to industries that are

insulated from foreign competition, such as housing and health. Since 2000, almost

3 million jobs in the manufacturing areas were lost, whereas membership in the

National Association of Realtors has risen 50%.

e. In the technologies, for example, the leap from copper to optical  ber (from 1998

to 2003) eliminated 15.5% of the cable jobs. But the new  ber jobs paid 26% more

than those in the cable industry and employment grew at 22.6%, according to the

Economic Policy Institute (a Washington-based research center), whereas the total

number of telecommunication workers represented by unions has fallen 23% since

2000 (Bureau of Labor Statistics).

f. After years of encouraging workers to take early retirement as a way to cut jobs, a

growing number of American companies are hunting for older workers because

they have lower turnover rate and in many cases better job performance.

Some statistics may illustrate this point—in the 65–69 age group, about one-

third of men and almost one-fourth of women were working in 2004.

In activities like nursing where statistics are available, the following occurred:

In 2002–2003, hospitals raised pay scales and hired 130,000 nurses over the age of

50, which makes up more than 70% of the 185,000 hired in these years.

g. The only way that labor can squeeze out more ef ciency is by evolving, which

means that people have to learn more than one job in their career even if they stay

with the same company.

h. Statistical data supports the economic expert’s  nding that a new worker (a recent

graduate) should expect not just four or  ve job changes over a lifetime, but four

or  ve different careers over a lifetime.

i. The job market trend indicates increases in

Self-employment

Home of ce and online jobs

Contract work

Temporary or contingent work

Consulting

j. Job market trends also indicate decreases in services and technology, in the form

we are accustomed to. The reasons for the decline are partially due to shifts in the

technologies and trade, which is addressed later in this section. Clearly, the job

market rewards people that possess individual talent. Higher education pays off

because it provides technical knowledge and  lters out people who have organi-

zational skills, discipline, self-motivation, and social adeptness.

k. Furthermore, trade and technology are rapidly transforming the service econ-

omy, as we traditionally know it. The United States as well as the global economy

is in a transition period and it will surely adjust over time to the new realities,

creating new sources of work that will employ new workers with new skills and

talents.

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6 Practical MATLAB

Basics for Engineers

l. Statistical data and economic studies indicate that foreign competition and

outsourcing (from China, India, etc.) are having a growing impact on the U.S.

global economy and will surely affect the job markets in the coming decades.

m. According to the Kaiser Foundation “globalization of manufacturing means that

more manufacturing and service related industries are outsourced.” Obviously,

the reason for outsourcing and moving abroad is not just to  nd lower wages and

keep operating costs down, but also to get smart, dedicated workers and in many

cases better infrastructure.

The overseas worker is generally well educated and trained, focused and ef -

cient, and receives generally a lower salary and little or no bene ts.

Why should any employer, anywhere in the world, hire American workers if

other people, just as well educated, are available for half the wages or less?

n. No one knows with precision how many jobs are leaving the United States.

Government estimates are

i. 102,000 in 2003

ii. 143,000 in 2004

Unless someone abolishes the Internet and global economic integration, it will

be hard to stop and reverse this trend.

o. A few words about foreign competition using India as an example. India’s service

industry posted $12.3 billion in export revenues in the year ending 2004, a 30%

rise over the previous year. India’s outsourcing industry employed over 800,000

employees and its growth is estimated to be 30–40% per year. General Electric

and City Group are some of the American corporations that use India’s outsourc-

ing industry. The leading outsourcing companies in India earned as much as

two-thirds of their revenues from U.S. customers (The New York Times, November 4,

2004). Of course, India is not an isolated case. Identical problems are faced by the

U.S. economy from competing countries in all  ve continents.

p. According to the Bureau of Labor Statistics, outsourcing is responsible for 1.9% of

layoffs in the United States. Economic experts predict that the ef ciencies due to

outsourcing will create more jobs at better wages than the ones destroyed (Brooks,

2007; Lohr, 2007). Over the years, the H-1 visa that allows a person to work in

the United States for 3 years and be renewed for an additional 3 years has been

used by U.S. companies to recruit the brightest workers from around the world.

The current visa cap (2007) is 65,000, which poses a serious challenge to the U.S.

job market. Meanwhile, the outsourcing market is estimated to be in the order

of $386 billion in 2007 and growing with high-quality talents from eastern and

central Europe like Poland, Hungary, the Czech Republic, and Slovakia with an

estimated outsourcing business of $2 billion in 2007 and an expected growth rate

of 30% by 2010, compared with 25% for the global market (Tagliabue, 2007).

q. The old line of U.S. companies, the last bastion of fully paid employee bene ts are

struggling in the global market, and few can afford to pay 100% of worker’s health

insurance premiums. The number of individual premiums plummeted from 29%

in 2000 to 17% in 2004, and family health coverage premiums paid by private com-

panies dropped from 11% in 2000 to 6% in 2004.

r. Some  gures about costs of health bene ts are provided as follows to give some

insight to the magnitude of the problem facing the American manufacturing

and service industries. For example, General Motors (GM), the largest private

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Trends, the Industry, and MATLAB

purchaser of health services, spent an estimated $4.8 billion a year with earnings

of only $1.2 billion to provide health coverage to all employees (active and 400,000

retirees and dependents). At GM, each U.S. worker has to support 2.5 retirees,

adding an average of $2200 to the price of each vehicle ($1625 on health care and

$675 on pension), whereas its market share has declined steadily since 1996.

Toyota, with pro ts of $10.2 billion, which is more than double the combined

pro t of the big three (GM, Ford, and Daimler-Chrysler), reported that the health

care obligations are not large enough to affect in any signi cant way its pro ts

(The New York Times, October 25, 2004).

s. GM, which does set aside money for future retiree bene ts, has reported (The New

York Times, July 25, 2005) that the sum of its health care promised to retirees was

$77.47 billion in 2004, which is $9.93 billion up from 2003.

t. GM is not an isolated case. Boeing, which estimated its retiree health and other

nonpension obligations at $8.14 billion at the end of 2004, has assets of less than

$100 million to cover them.

u. Because of the soaring cost of health care coverage, an estimated 40% of compa-

nies with more than 5000 employees no longer offer retiree health bene ts.

v. In the 3-year period of 2002–2005, pro ts at the seven largest companies in the

Silicon Valley area, the nation’s high technology heartland, increased by an aver-

age of 500%, whereas employment has declined.

The increase in pro ts is dramatic. These actions are driven in part by the auto-

mation that Silicon Valley has largely made possible, allowing companies to create

more value with fewer workers, keeping a brain trust of creative people, managers,

and engineers in the United States, and hiring workers for lower level tasks else-

where (The New York Times, July 3, 2005).

w. An analysis published in the San Jose Mercury News found that the top 100 public

companies in the Silicon Valley (Stross, 2006)* region had revenues of $336 billion

in 2004, an increase of 14% from the previous year, clearly indicating a high pro-

ductivity (pro ts and sales) jobless trend.

1.4 Technical Know-How: Trends and Facts

Some facts and trends about technical knowledge are summarized as follows:

Human knowledge is doubling every 10 years.

In the past decade (1995–2005), more scienti c knowledge was created than in all

human history.

Computational power based on powerful microprocessors is doubling every 18–24

months.

A weekend edition of The New York Times contains more information than the aver-

age person was likely to come across in a lifetime during the seventeenth century

in England.

* One-third of all venture investment deals went to the San Francisco Bay area. This number has not changed

for the past 10 years. The New England region is far behind at 10%.

•

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8 Practical MATLAB

Basics for Engineers

According to Daniel Reed, director of the Renaissance Computing Institute (a col-

laboration of researchers from the University of North Carolina, Duke University,

and North Carolina State University), computing has become the third pillar of

science, along with theory and experimentation.

The present educational system was designed in the 1900s for people to do routine

work. The present market requires people who can imagine things that have never

been thought before (Friedman, 2006).

More and more routine work can be digitized and automated, including white-

collar work.

Some useful global statistics—59 and 66% of all undergraduates receive degrees in

science, technology, and engineering in China and Japan, respectively, whereas it

is only 32% in the United States.

In the present job market, 85% of the jobs in the United States require advanced

training or education (Caputo, 2006). Studies show that as much as 85% of mea-

sured growth in U.S. per capita income is due to technological changes driven by

highly educated well-trained people applying their talents, expertise, and skills in

science and technology (Exxon Mobil,

2006).

U.S. industry is presently spending more on lawsuits than on research and devel-

opment (R&D). R&D represents the most important source of value creation and

investments for a company that is likely to pay dividends in the future. Few other

investments can pay off the way R&D can.

The United States is the world’s biggest investor in R&D (34% of the total), but the

data are troubling. R&D spending grew for decades until 2002 when it dropped for

the  rst time in 50 years. According to the  gures from the National Science Foun-

dation, R&D climbed slightly in 2003, to $281.9 billion, and is estimated to increase

to $312.1 billion by 2004 (Bernasek, 2006).

It seems that the federal government will continue to spend more on developing

weapon systems and spacecraft and less on basic and applied research, which is

the foundation of the innovative competitive industrial capacity.

Basic research is the foundation of innovation because it advances scienti c

knowledge and generates ideas, which the industry can then use to develop

products and services. But, basic research is a risky investment in the sense that

there is no guarantee that the knowledge gained from research may pay off

commercially.

U.S. companies over the years have developed research sites overseas, raising con-

cerns about how the research bene ts will  lter back to the United States. Approxi-

mately 40% of the American high-tech industry already has an R&D presence in

Asia and plans are on to increase this share.

Federal investment in research as a share of the total economic output is estimated

to drop to 0.4% in 2007 from 0.5% in 2006 and may drop even further as large

unfunded commitments like Social Security and Medicare come due.

Estimates indicate that China and India will account for 31% of the world’s R&D

personnel by the year 2007, up from 19% in 2004.

It seems that R&D investments have been a declining priority for the last U.S.

administrations. In the 1960s, the government accounted for 67% of the total U.S.

R&D spending. Presently, the share is approximately 30%, whereas corporate

America makes up most of the remaining.

•

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Trends, the Industry, and MATLAB

According to the U.S. Bureau of Labor Statistics, the labor market will experi-

ence a shift from hard hats to pencil and paper pushers. Employment in industries is

expected to grow at 6.7% from 2002 to 2012, yet the number of installers and repair-

ers is expected to grow just by 2%. The number of computer-related jobs will jump

by 14.5%, whereas sales and retail jobs are expected to increase by 16.5%.

Rising Above The Storm is a report written by some of the best minds in the country

recruited from the Academy of Science, National Academy of Engineering, and

Institute of Medicine (October 2005) and organized by two U.S. senators, Lamar

Alexander and Jeff Bingaman. The explicit objective of the report is to come up

with recommendations of how to enhance America’s technological base. The report

states that, because of globalization, the U.S. worker in virtually every sector must

now face competitors who live just a mouse-click away. The report also indicates

that the U.S. economic leadership is eroding at a time when many other nations

are gathering strength.

Technology has changed very rapidly in the past 20 years. Economists, educators,

and industrial experts predict that technology is expected to change 500 times

faster in the next 20 years.

Three recommendations for success for the coming decades from different schools

of thoughts are summarized as follows:

We need to get back to basic blocking and tackling, educating more Americans in the

skills needed for the 21st century jobs.

Charles Vest

Former president of Massachusetts Institute of Technology

(MIT)

Across many nations, the market increasingly rewards people with high social customer-

service skills.

Lawrence Katz

Harvard University

The most important community for an individual will not necessarily be a company, but

a looser community of people with similar skills and social connections. Continually

building up those skills and connections is what a career is today.

Robert B. Reich

Professor of economic and social policy

Brandeis University

Former Secretary of Labor

Clinton administration

1.5 What Constitutes Essential Knowledge

Let us explore what constitutes the essential attributes for survival and growth in the pres-

ent competitive and technological driven economy. It is widely recognized that essential

knowledgeable skills are

Reading

Writing

Problem solving

•

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