实施三项制度推行一种模式--内蒙古满洲里市酒类市场监管探索

在市场经济体制下,酒类商品是否仍具有使用价值和与社会价值相反的特殊性?酒类市场是否要加强管理?用什么方式和手段来管理才符合市场经济的要求?这些一直是困扰着各级决策者及管理者的原则性问题。这些问题不弄清楚,这项工作将无从着手;而弄不清楚就去做,势必违背市场经济原则,走到地区封锁和地方保护主义的歧途上去。 我国的酒类生产企业几乎到了无利润和无法生存、无力     

动态统筹的战略管理理念

要做好战略管理在根本上必须澄清三个核心理念企业是什么?企业的目的是什么?如何实现企业的目的? 笔者认为,企业是动态的社会资源转换系统;其目的决不仅是满足企业(或投资者)利润最大化的需要,而是要首先满足顾客的需要并进而满足更广泛的利益相关者的需要;实现这个目的的途径是对企业的内、外环境,特别是对企业的资源、能力和竞争能力进行动态统筹,以形成企业较之竞争者的竞争优势.本文将这些考察企业战略管理的理念称之为"动态统筹的战略管理理念".     

如何看待社会管理创新的热点难点亮点冰点

与传统舆论形式相比。网络公共舆论具有突发性、互动性、放大性、燃点低、触点多、传播快、影响大等新特点。这要求我们必须转变社会管理理念．正确认识网络虚拟社会的新特点，主动适应网络社会发展对虚拟社会管理提出的新要求和新挑战。广州“6．11”聚众滋事事件是流动人口管理暴露出的问题的一个集中反映。不容回避的是，由于受城乡二元体制影响．不少农民工总体上处于“经济上接纳、社会上歧视、文化上排斥、制度上限制”的境地。     

新常态下的中国应该怎样对外开放

<正>中国这些年来已经进入到习近平同志所讲的经济发展的新常态,我们的外部经济环境也出现了一些新的特点,经济新常态的主要特点是什么呢?就是GDP的增长速度放缓了。在新常态下,我们要如习近平总书记所说,要增强当前对中国经济形势的信心,保持一种战略上的定力。因为如果我们对中国经济形势出现重大误判,我们就不可能制定正确的中国对外开放战略。对外开放战略是国内经济战略的延伸,就像外交是国内政     

管理专业学生的职业化培养

劳动力市场上人力资源管理人员需求很大,但人力资源管理专业毕业的学生却因不够"职业化"而被企业拒之门外,企业需要"职业化"人才。那职业化的标准是什么?职业化对于人力资源管理专业学生的要求是什么?如何培养与塑造他们的职业化?这些是文章解决的主要问题。     

对现代企业经营管理理念的几点思考

当今世界经济格局的新特点是信息化、全球化、规模化、知识化.社会经济的飞速发展,要求彻底变革企业管理思想,树立经营管理的新理念.现代企业经营管理要想实现根本性的创新,就必须变革管理思想,完善管理理念.本文从理论与现实两个才面入手,对现代企业经营管理理念进行阐述和分析.     

围绕知识经济 着力提高企业文化建设的几点对策

<正>随着人类历史的车轮驶向21世纪,社会经济在悄悄地发生着变化,现代,已经有一些国家的经济迈入了知识经济时代,知识经济是怎么回事?知识经济对我国社会,对企业的经济发展有什么影响?这些正是本文需要讨论的几个问题。 一、知识经济的迅速兴起     

《社会主义经济管理学》学习辅导

一、学习、掌握马克思经济管理二重性理论的理论意义和现实意义是什么?经济管理的二重性,即管理的自然属性和社会属性,是马克思在《资本论》中曾经反复阐述过的管理基本原理。马克思认为,凡是直接生产过程具有社会结合过程的形态,都具有二重性——自然属性和社会属性。     

浅析外资企业在经济转型期之渠道困惑

在中国经济转型期下,以往一直被外资企业所采取的渠道合作策略-经销商制度正面临越来越多的新挑战。是调整?是消亡?还是继续坚持?文本将从外资单位渠道管理的历史及现状着手,针对近年来出现的环境变化,对新形势下的渠道转型的关键点予以阐述。     

《工业经济与企业管理》学习辅导

1、如何正确理解工业经济管理的二重性及其要求?马克思主义认为,工业管理作为组织社会物质资料生产的一种特殊劳动,具有自然属性和社会属性两个方面。工业管理的自然属性,是指合理组织生产力诸要素的形式、手段和方法,它是由工业生产力发展的客观规律决定的,反映着社会化大生产的本质要求,体现了不同社会经济制度下工业管理的共性。一般符合整体性、协调性、统一性、环境适应性、效益性等要求。工业管理的社会属性,受特定的生产关系和社会制度的     

Strategic planning in a turbulent international environment

What we have argued in this paper is that fundamental changes in the multinational corporate environment are taking place raising proaches to multinational environmental surveillance and multinational strategic management. We arenot offering this as a forecast of what the future will bring. Instead, we are proposing this framework to point to the need for greater environmental orientation and adaptation. MNCs are now in a double squeeze and managers must unlearn past models and criteria to understand problem. But the challenge is more than conventional corporate planning. The problematique can be decribed as one of multinational strategic management. In the area of environment we need research and learning to address three basic questions:What is the MCE? What concepts of the environment should be considered for strategic management? What parameters should be monitored? What are some consequences of the concept of interdependence and turbulence?What multinational environmental surveillance should be done? What methodologies are needed? How can these be made operational? How can the corporation be educated to behave in the new mode required in view of these changes?What new strategic issues and challenges lenges emerges from the MCE? What new demands must be factored into the multinational corporate planning processes? What new content does the changing environment procedure? How can the broadening field of opportunities and threats be systematically mapped and understood?     

The future of health care, Part 2. The PPMC debate. Panel discussion

In Part 2 of this second annual panel discussion, Jeff Goldsmith, Barbara LeTourneau, Uwe Reinhardt, and physician executives from three physician practice management companies (PPMCs) examine this burgeoning new industry. They grapple with questions (and occasionally with each other), such as: Are PPMCs delivering what they promise? What will separate successful PPMCs from the rest? When PPMCs win, who loses? What value do PPMCs add to health care? What lies ahead for this industry? Could Wall Street pressure cause PPMCs to put profit ahead of physicians and patients? And, what roles will physician executives play in PPMCs?     

Health care futures, Part 1. The emergence of the new health care consumer. Panel discussion

In Part 1 of this second annual panel discussion, six experts examine the new health care consumer. The whole concept of the patient as consumer still makes people uneasy when it's applied to health care. Whether you prefer consumer, customer, purchaser, end-user, ultimate buyer, or beneficiary, one thing's for sure: Many of us are as different from the bygone patient as an HMO is from the general practitioner who made house calls. One of the reasons for many Americans' new interest, knowledge, attitudes, and expectations about health and health care is the Internet, the second topic in this discussion. In Part 2, physician executives from the three leading physician practice management companies (PPMCs) join Jeff Goldsmith, Barbara LeTourneau, and Uwe Reinhardt for a spirited exchange about this burgeoning new industry in the American health care sector. They will tackle questions such as: Are PPMCs delivering what they promise? What will separate successful PPMCs from the rest? Can PPMCs meet Wall Street's earnings expectations and also help physicians deliver better care? When PPMCs win, who loses? And, what roles will physician executives play in PPMCs?     

Health care's power brokers in the 21st Century. Interview by Donna Vavala

Health care has undergone turbulent change in the 20th Century. In addition to dramatic pharmaceutical and technological advances, the entire health care delivery system has been significantly improved. Through all the turmoil, hospitals have been at the center of the health care universe. But, as the 21st Century approaches, that may change, too. What will become of hospitals, which for most of this century have played a commanding role? Will managed care organizations and group practices come out on top? And, once the new power broker takes over, what will be the impact on providers, insurers, and the government, and how will their relationships to each other change? Jeff Goldsmith, PhD, President of Health Futures, Inc., Bannockburn, Ill., and health care futurist, examines tomorrow's health care delivery system and makes some eye-opening predictions.     

The physician glut: a different view. Interview by Donna Vavala

An interview with nationally known futurist Leland Kaiser, PhD, on the changes physician executives are likely to face as a result of the coming dislocation in the health professions. Or will there be a shrinking career pie at all? The real question is: What new mental models are we going to use and as a result of the new models, what new jobs are going to be created that will ameliorate some of the surplus we've created in the old model? Dr. Kaiser predicts a model will soon emerge that will open a myriad of new career opportunities for physicians. The new model he foresees is community-based medicine.     

Watching the falling barometer

How can physician executives create a vision, a strategy, in the face of such overwhelming forces for change? The answer has two pieces. The first is the Weather Channel: scanning the future for warning, for opportunities, for new business possibilities. The second leads us to such questions as: What is your situation? Financially? In market terms? It leads us, as well, back to the question: For you and your institution, what is your reason for being in this business? In other words, what is your foundation? If you can become clear about who you are and what you are here for in the long run, and match that with some sense of the technologies and the political and financial pressures headed your way, then you can begin to create a vision of a future that works for you. In the coming years, we will begin to create entire new ways of doing health care, new roles for hospitals, new types of medicine--and the time to begin the creation is now. If you wait until the hurricane hits, it will be too late.     

Medicine, management, and me.

What is medical management? How do you learn about it? How do you get into it? Is there a future in it? Is medical management for you? Can you do it? What will it mean to your original plans for your life in medicine? Is it worth the sacrifice? Get comfortable. I have a story to tell you. It may help if you hear about medical management from a medical director who has preceded you. I doubt I can answer all your questions. I can, however, tell you about one physician's visions, expectations, decisions, experiences, and rewards from what can be loosely called "medical management." If you find something of help in your decision making in this account, my telling it is worthwhile.     

New thinking for health care leaders

What is the difference between strategic management and a typical strategic plan? It is simply not enough today to restate and refine current organizational strategy, when the environment is demanding innovation and the rules of the game are rapidly changing. What are the consequences for hospital administrators and boards that still believe that catering to medical specialists and inpatient facility improvement will suffice when the future will be driven by greater needs for outpatient and primary care provider services? Developing a plan based on outdated operations or assumptions may speed the organization's decline. Strategic management involves a process of thinking through a "vision" of what sort of organization you want and asking extremely difficult questions.     

The coming alliance revolution in health care

Like it or not, the health care profession is being "shifted" into a revolutionary new world. The question is not will it change but rather how will it change? Who will determine its fate? What form will these changes take? What are the best alternatives for physicians, institutions, health care workers, insurers, employers, and, most importantly, patients? Some of the changes will come from government mandate, others from market forces. To understand what the future might bring, we should look at both the driving forces behind the changes and how other industries have responded to similar forces. An important consideration for health care professionals will be how, if at all, the concepts of collaboration and cooperation that are inherent in networking and alliances will guide their planning.     

Can you communicate cross-generationally?

What is fractured cross-generational communication? When what one person heard was not what the other person said. Regardless of your age, you need to understand some of the differences in communication styles that must be overcome if people are to work well together. This is especially important in health care right now when there are other pressing issues. Interpreters are at a premium because so much misunderstanding clouds the communication process. Two management strategies are presented that will help bridge the gaps between communication styles.