从经济学范畴探讨人事管理问题

在“人力资本”理论的推动下，现代人力资源管理的管理理念和方式已经很大程度上有别于传统的人事行政管理，它将人本身看作是组织的财富和资源，是组织的重要投资，在提升组织生产力、创造人才成长环境和推进组织变革的目标中发挥着重要的管理功能。传统公共部门的人事管理方式由于过分强调结构稳定、以事为中心的管理价值，从事的还是人员调配、工资结算等事务性工作，难以应对环境和未来发展的快速变化，难以提高公共部门实现其使命的内在能力。信息化与知识经济时代的到来，公共部门的人事管理向着人力资源管理模式的改革势在必行。     

论我国服务型政府战略管理能力的提升途经

在当代西方,政府改革经历了新公共管理运动、重塑政府运动、管理主义改革等阶段,公共部门,尤其是政府的职能、角色、定位、组织机构以及与社会的关系都发生了深刻的变化,公共机构经常面临重组、合并和私有化的威胁,并被置于与私人部门竞争来提供公共物品和服务的境地.因此,西方公共部门认识到战略思维的重要性,考虑组织面临的环境(优势、劣势、机遇和威胁),考虑组织的长远目标和未来,提高自身竞争力,以便走出困境.在我国,随着市场经济的发展、行政体制改革深化和政府职能的转变,为了摆脱某些与西方类似的困境,我国的公共管理也迫切需要战略思维.     

基层公共部门人才流失现象透视

正公共部门是指以社会的公共利益为组织目标,被国家授予公共权力,管理各项社会公共事务,向全体社会成员提供法定服务的政府组织。政府是公共部门中最主要的成员,而基层公共部门主要是指县、乡镇和科级的公共部门。所谓基层公共部门的人才流失,就是指基层公务员脱离工作岗位,投入到其他的职业之中,或者在部门中不能发挥自身的才能,碌碌无为,即所说的显性流失和隐性流失。一、基层公共部门人才流失的现状     

一体化运营模式下的组织变革探略

在医药行业的竞争日趋激烈,以及国家医疗体制改革深入发展的形势下,医药流通企业面临并购整合运营模式重整和组织变革等重大而紧迫的课题。本文从一体化整合运营的主要特征、面临的组织挑战、组织变革的指导思想和目标、及组织变革的途径等四个方面探讨了在一体化运营模式下如何进行组织变革。     

试析人事管理与人力资源管理的理念差异

随着我国公共部门的不断发展,公共部门中传统的人事管理已经逐汽车不适应公共部门发展的新需求,现代人力资源管理日益成为推动公共部门发展的推动力之一,具有动态性、前瞻性和指导实践作用的现代人力资源管理,是我国公共部门改革中不可或缺的部分,也是提高公共部门工作效率的工具之一.本文着重研究分析了公共部门传统人事管理与现代人力资源管理的理念差异.     

关于施工企业组织变革的探讨

当今世界组织必须进行变革以满足日益多样化顾客的需求,从而提升竞争能力,以获得持续成功。本文主要从四个方面对施工企业的组织变革进行了描述和探讨:①组织变革的必要性;②公司原有组织结构形态;③公司的组织变革;④公司组织变革后面临的问题。     

论管理学复杂性范式

运用复杂性理论分析了组织发展中的复杂性现象.在知识经济社会,组织发展过程中的不确定性和组织经营环境的不稳定性使越来越多的管理学家倾向于将组织系统理解为一个非线性系统和复杂性系统,因而应用非线性系统理论和复杂性系统理论研究组织变革与发展问题、解决和诠释组织变革与发展过程中出现的现象和新问题,成为管理学理论范式发展的一个显著特征.     

浅谈我国公务员的人本管理

公务员是国家公共部门的有机组成部分，是公共事务得以管理和开展的重要保证，对公务员进行人本管理，有助于调动公务员的积极性和创造性，提高公共部门的服务效率和水平。本文通过借鉴人本主义思想，试图从对我国公共部门公务员管理现状的分析出发，对公务员的管理提出一些建议。     

从薪酬制度改革看我国公务员激励机制

公务员激励机制是公共部门人力资源管理的重要环节，也是公共部门提高组织绩效的有效制度保障。近年来，在“公务员热”不断“升温”的同时，大批公务员尤其是领导干部辞官下海的现象也是屡见不鲜，究其原因，这是公务员在市场和政府之间的竞争博弈中，通过对公私部门相对收益进行权衡之后做出的不同选择。本文力图以公共部门的薪酬制度改革为切入点，分析我国公务员激励机制存在的困境，并从个角度提出完善激励机制的建议、对策。     

国有企业组织变革中的组织惯例演化分析

国有企业的组织惯例是一种“知识和知识载体”。国有企业组织管理变革的核心与难点之所在是作为“基因”的组织惯例。笔者在理论与实践相结合的基础上，全面分析了我国国有企业在组织变革中的组织惯例的演变和惯例，对国有企业组织惯例的性质、特征、作用以及功效进行了剖析，并提出了国有企业组织变革中组织管理演化分析对于国有企业改革的重要意义及对我们的启示。     

Unravelling the organization

The application of a computer package for drawing cause maps (NETGRAPH) to a cause map originally given by Hall as part of a study of the ‘Saturday Evening Post’ is described. It is shown how the cause map produced by the computer reveals a number of subsystems. The way in which these can be more clearly revealed by manually redrawing the computer cause map is demonstrated. The subsystems thus obtained are shown to be identical to those given by Hall, except in one case where one of Hall's subsystems is split into two. It is suggested that this split is sensible from an organisational analysis standpoint. The organisational system is analysed in terms of a number of insights derived from the computer-produced cause map including its apparent lack of a formal model of the impact of the Magazine's decisions on the environment. Such a model is claimed by Beer to be indispensable, from a systems theory standpoint, to any ‘viable’ organisational system. The conclusions derived from this analysis are similar to those drawn by Hall, though they do extend his analysis in several respects. It is argued that the results show that the package is of potential use in analysing cause maps of organisations.     

Crowdfunding through a partial organization lens – The co-dependent organization

Crowdfunding has become a rapidly growing source of alternative financing for a wide range of products and service ideas. The crowdfunding process itself necessitates the successful interaction between a number of actors including the central organizing platform, a number of content providing campaigns, and a large diverse group of funders. By utilizing the literature on complete and partial organizations and rejecting the commonly applied organizational molds to describe the process, this paper proposes that crowdfunding is organized and enabled as a fluid and co-dependent interaction between the various actors. The concept of partial organizations and its emphasis on key organizational decisions reveal that crowdfunding may be conceived of as a “co-dependent organization” in which the relationship of the involved actors is so interdependent that the crowdfunding process can neither be maintained nor implemented without it.     

学习型组织在非投资项目中的构建研究

随着经济的快速发展,项目的成败受到越来越多因素的影响.如何使项目适应新的知识经济环境,确保其顺利实施,已成为理论界关注的焦点.构建学习型组织已经成为非投资项目管理适应知识经济发展的必然趋势.本文通过分析非投资项目和学习型组织的内涵及特点,阐述了如何在非投资项目中建立有效的学习型组织,并使非投资项目的运作更加科学化的问题.     

Building an innovative organization

Morton L. Mandel, CEO of Cleveland-based Premier Industrial Corporation, with brothers Jack and Joe, started selling automotive fasteners out of garage 50 years ago. Today, Premier's sales are running at a record $650m clip. The market value of the Mandel brothers' publicly-traded Premier shares earns all three a place on Forbes' list of the 400 wealthiest Americans. The family still holds about 60 per cent of the stock. Mort Mandel believes that gives the company independence and the ability to concentrate on nuts and bolts rather than politics. Mandel's nuts and bolts approach to managing has created stunning success—after-tax margins twice the average of Premier's industry, return on assets of 24 per cent, return on investment above 30 per cent, earnings per share compounded in excess of 17 per cent for the past 5 years, shareholders' equity that has grown close to 10 per cent annually for 20 years, and debt of less than 3 per cent of net worth. Mandel says it's simple: Treat customers as though they have the ‘right’ to superior service. Behave ethically, professionally and personally. Do good. Invest in people. Execute, execute, execute. What he calls Management 101. We suspected it wasn't quite that simple, and we wanted to know how he created a company that repeatedly outperforms its industry and many others, how he sustains a culture that generates 5000 written profit improvement ideas a year from Premier's 5400 employees. So we asked him some questions about his views on management and leadership that produced refreshing insights into the power, purity and timeless applicability of ‘management basics’. This interview was conducted at Premier's unpretentious executive offices, located in the Midtown Corridor of Cleveland, Ohio, a privately-sponsored urban renewal project inspired by Mort Mandel, who practices his preachings about ‘doing good’.     

Reflections on knowledge-based approaches to the organization of production

Knowledge-based approaches to the firm offer valuable insights into some of the central issues of governance and organizational design—especially into long neglected problems of coordination. I start from the assumption that the fundamental problem of economic organization is reconciling efficiency in knowledge development with efficiency in knowledge application. The paper extends the knowledge-based view of the firm and knowledge integration approach to organizational capability that I outlined in earlier papers (Grant in Strategic Management Journal, 1996a; Grant in Journal of Management Studies 7(4)375–387, 1996b) and draws upon subsequent contributions to the literature. From this basis, I derive implications for the relative efficiencies of alternative institutions of economic organization and for the design of firm structures.     

The organization of thanatology

This article explores, using Wilensky's Model of Professionalization, the emergence of professional organizations within the thanatology. The authors review the history of four organizations--The Foundation of Thanatology, Ars Moriendi, The Forum for Death Education and Counseling (now the Association for Death Education and Counseling: A Thanatology Organization [ADEC]), and The International Work Group on Death, Dying, and Bereavement (IWG). The authors speculate on some of the reasons that the first two failed while IWG and ADEC remain viable-while noting challenges that these remaining thanatological organizations will experience as they seek to continue to stay relevant.     

Suturing an organization.

Before you fix the problem, enact great change or make a far-reaching decision, take time to notice, listen and get involved. These acts provide the best insight, the best treatment, to heal an organization's wounds.     

网络组织类型及其管理机制适应性研究

运用网络组织理论探讨不同网络组织类型及其所采用的管理机制之间的关系,指出其网络组织可按成员之间知识扩散密度的不同分为自给自足型、生产型和经营型等三种,在文献述评的基础上归纳出网络组织控制其成员的机制类型,并运用实证分析验证了网络组织类型及控制机制之间的相关性.     

Business models and organization design

Despite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive the implications of our analysis for future research and management practice.