走出乡镇招商引资的误区

镇域经济是县域经济的重要组成部分,县域经济的发展离不开镇域经济的发展壮大。如何搞好招商引资工作,加快乡镇经济发展,这是乡镇不能不认真考虑的一个重要问题。乡镇招商引资的误区1.条件差,招不来的思想误区。哪里想发展,哪里就应当充分地利用外来资金,这已成为加快经济发展的硬道理。然而,受区位、资金和项目的制约,目前许多乡镇尤其是内陆或山区的乡镇,招商引资工作确实存在着“招不进,留不住”和“考察多、落户少,协议多、落实少”的现象。不少乡镇确实也是因投资硬环境欠“硬”、经济基础薄弱、配套能力差而使招商引资工作难以开展。…     

乡官缘何难当——以湖南湘潭为例

生于农村,长于农村,常听乡镇干部抱怨乡镇工作难搞,乡镇干部难当,乡镇工作压力大.乡镇工作何难之有,乡镇压力来自何处?笔者调查发现,乡镇工作压力主要来自于上、下、内、外许多方面,而"诸压"的复合,造成了乡镇工作的"诸难".     

新农村建设钱从哪里来、机制怎么建:请看迁安经验

随着中央"一号文件"的颁布,各地新农村建设正式拉开帷幕.2005年新科全国百强县的河北迁安市是目前全国涌出现的一个新农村建设的新典型.总结迁安市的新农村建设经验,最突出的亮点是该市创造出"四个一点"筹资模式,并构建了一套完善的新农村建设长效机制,比较成功地破解了钱从哪里来和机制怎么建的难题,很值得各地借鉴.     

漯河:食品名城中原水城时尚之都

编者按: 后危机时代,随着产业升级的步伐加快、经济结构的加速调整,资源环境约束形成的倒逼压力日益趋紧,不加快经济发展方式转变,就难以实现可持续发展,就难以破解"钱从哪里来、人往哪里去、粮食怎么保、民生怎么办"这四大难题;不加快经济发展方式转变,资源难以支撑、环境难以承载、社会难以承受,增长难以为继.     

乡镇秘书要善于“抓大放小”

当前，大家普遍反映乡镇秘书工作量大，环境差，“干不完小事、想不了大事”，是个人人“烫手”的“苦差事”。乡镇秘书工作的出路在哪里?我觉得首先要学会“抓大放小”，搞好“三个定位”。     

有效解决乡镇人大[空转]问题

"空转"是当前乡镇人大主席团工作中存在的一种不容忽视、也不容回避的现象.透视这一现象的成因并探求解决的途径,旨在强调加强乡镇人大主席团的建设.     

新进乡镇公务员融入基层的“四步法”

乡镇公务员是党在农村各项方针政策的具体执行者,其工作的好坏直接关系广大农民群众对党和政府的信任程度和支持力度,关系党的事业和农村工作的开展.笔者认为,作为新进乡镇公务员,要学好"四步法"以缩短适应期,及早融入基层,尽快进入工作状态.     

幽默笑话

帮忙新职员站在碎纸机前不知所措。"要帮忙吗?"走过的一个秘书问。"是,"他回答说,"这东西怎么用?""容易,"说着,她从他手里拿过那厚厚一大叠报告,塞进碎纸机。"谢谢,复印件从哪里出来?"     

推行乡镇驻村特派员制度的实践

党的十七大提出.深化乡镇机构改革,"实现政府行政管理与基层群众自治有效衔接和良性互动".乡镇机构改革后,推动乡镇政府从"管理型"向"服务型"的转变,实现乡镇政府与村级组织之间的有效衔接和良性互动,关键是要解决部分乡镇干部在农村工作中形成的工作作风机关化、工作方法简单化、工作标准一般化等问题.     

乡镇机构改革三问

进行乡镇机构改革,是提高乡镇党政机构运行效率、减轻农民负担的需要,也是加强农村基层党组织建设的必然要求。但是,乡镇机构改革到底为啥改、改什么、怎么改?带着这些问题,笔者深入河南省南部的一些县乡镇进行调研,接触了一些基层干部。分析这些长期工作在农村基层一线干部的观点,或许能开阔我们的思路,对我们有一些启发。乡镇机构为啥改每次进行乡镇机构改革时,乡镇干部尤其是乡镇领导都会刨根问底,查找乡镇机构改革的原因。对于这个问题,上蔡县崇礼乡乡长田同勋同志,这位有着丰富乡镇工作经验的“老基层”略加思索,就滔滔不绝地打开了话…     

客户关系管理价值链研究

在电子商务时代,以客户为中心的客户关系管理(CRM)成为增强企业核心竞争是客户价值管理,本文对CRM价值链进行了初步探讨,提出了CRM价值链模型,并对CRM价值链的基本阶段及其支持条件进行了深入的分析.     

The management of development— The next decade

In this article the author argues that the last decade of development has proved to be a myth. He suggests that the poor countries have probably been exploited during this period. He believes that ‘aid’ programmes have badly misfired. However he is constructively critical and puts forward guidelines for planning and action. While he acknowledges that the task is huge he believes that we have the potential, given the desire to achieve success.     

The angry physician-Part 1. The temper-tantruming physician

Angry physicians create problems--for the people they treat and work with, for their administrators, and for their loved ones. Addressing negative emotions is one of the most prevalent organizational and personal challenges facing physician leaders. Solving this problem starts with taking an honest look at the factors and processes that shape physicians' coping patterns. Learning effective emotional management skills is underscored by a simple fact: Emotions are contagious. The Type A behavior pattern (TYABP) refers to an aggressive coping mode. Cross-cultural research suggests that, compared to the general population, physicians show elevated scores on TYABP measures, and that women physicians are at particular risk of developing TYABP. In Part 2 of this series, interpersonal anger management strategies will be presented.     

Early Retirement: The Case of The Netherlands

ABSTRACT This article takes a closer look at the scope of actual early retirements, reasons for choosing early retirement, the popularity of different types of flexible retirement schemes, and the status of elderly employees within their own organization. It appears that positive reasons for choosing early retirement are more often mentioned by persons in higher professional groups, by those with a higher level of education, and by those who work in the civil service or the service sector. Neutral and negative reasons are mentioned more often by persons in lower professional groups, by those with a lower level of education, and by those working in the industrial sector. Although the motives for opting for early retirement differ, there do not appear to be great differences between categories of respondents if they have been able to choose their age at retirement personally, within specified age limits. Approximately a quarter of the respondents indicated they would leave work at the age of 60, even if this meant a 30% drop in net income.     

The ethicist

The 1990s seem drawn for major changes in the U.S. health care delivery system. After a quarter century of piecemeal changes to compensate for the cost dislocations caused by passage of the federal Medicare and Medicaid programs, legislators, moved by a high level of demand from buyers, third-party payers, and consumers, are at last positioned for some structural revamping. Nothing is certain, however, as evidenced by the shifting deadline for introduction of the current Administration's approach to solutions. In this article, the author uses a fictionalized scenario to imagine the status of our health care system in the year 2000. As in 1990, much will remain to be done, even if much will have been accomplished.     

项目团队有效性的影响因素界定与实现

本文从项目管理的层面界定了影响项目团队有效性的五个因素即团队价值观、人际互动关系、角色分配、团队领导的能力与团队智慧,这些因素无一不受到项目团队的学习能力的影响,因此,项目团队的学习是提高项目团队有效性的重要途径.由此,本文给出了项目团队的IWRAM学习模式和深度汇谈的具体学习方法.     

The female manager—The pressures and the problems

There are an increasing number of women entering full-time careers in occupations that were once male dominated, for example, management. Recent surveys have suggested that more women are pursuing management careers in Western Europe and the United States. The pressures on these women are enormous in view of industry's inflexibility. Corporate policies must change if women are to survive in organizations. A variety of these policies are discussed in this paper, e.g. flexible work weeks, maternal and paternal leave, change and relocation policies, career planning, etc.