How can I motivate you to do it my way?

Want to motivate others? Establish meaningfulness and value to them of what they are supposed to do for you, and provide the tools they need to do it. Until they see the value to them, and that value outweighs their perceived risks or costs of doing it, you may get motion but you won't get motivated behaviors. Without motivated behaviors, you'll waste a lot of time trying to goad them on toward your goal, which they don't share. What we want is bilateral motivation toward a common goal. If we're smart, we don't want to be the only ones who are motivated, and others just move.     

What time do you go to school？教学设计案例

[教学内容]新目标初中英语第一册Unit 11（Section A）主要教学任务是在学生已经初步掌握了本单元词汇的基础上进一步学习句型：What time do you go to school？以及What time does he go to school？通过自主学习，自主听、读对话等活动，充分调动学生学习的主动性，使学生能够结合不同的情景，灵活运用本课所学的句型进行英语交际，学会用英语正确表达时间，学会叙述日常生活活动，学习合理安排时间，增强规划时间的能力。     

Residential Mortgages and Public Policy: What to do with Fannie and Freddie?

The current debate on U.S. housing policy focuses on the role of the government in supporting the mortgage market. Existing organizations (Fannie Mae/Freddie Mac) are in conservatorship status, and Congress is considering alternative structures and guarantees including the Johnson‐Crapo bill, to provide catastrophic insurance in support of the coverage from private companies. The resolution of this issue is complicated by the various activities involved in the issue—investment securities, public policy, macroeconomics, accounting, and insurance. This article reviews the impact of these activities on U.S. housing, with a discussion of the feasibility of creating a catastrophic insurance program similar to that of the Federal Deposit Insurance Corporation. The federal government has successfully operated catastrophic insurance programs in support of private sector initiatives, and this experience—while certainly not perfect—may be a reasonable approach to the current Fannie/Freddie dilemma.     

Contingent capital makes credit crunches less likely: but do banks want to have it?

We analyze whether the use of CoCo bonds as a financing instrument improves credit supply and therefore reduces the likelihood of a credit crunch. In our simple model, banks decide about granting an additional loan. In case of the bank violating the regulatory constraint, it needs to issue equity associated with adjustment costs. The contribution of the paper is threefold: First, this simple model explains credit crunches in the sense that the loan decision does not only depend on loan characteristics but also on the bank’s prospects. Second, CoCo bonds can always be designed such that all loans with non-negative net present value are granted, which prevents the danger of a credit crunch. Third, banks might not want to issue CoCo bonds even though these instruments help to improve credit supply. This problem primarily concerns banks with favorable prospects, thereby challenging the notion that CoCo bonds should be issued in good times as a protection during bad times.     

What do you know?

If you run an organization, what do you know? What could you know? What is obvious--what we take for granted--hides deeper, contradictory realities. Such simple assumptions as "The goal of management is to get things done by motivating people to do them" not only hide a deeper truth, they keep us from getting to what's true. There is no short road to leadership. It is long-term. It is about relationship, in the deepest sense. Leaders don't create energy and momentum, they harness the energy and momentum that already exists in the people that they hope to lead. They connect with people, and they get out of the way.     

When do subordinates commit to their supervisors? Different effects of perceived supervisor integrity and support on Chinese and American employees

While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader–member exchange (LMX) and cultural logic, this study posits different interaction effects for subordinates' perceived supervisor integrity and support on commitment to the supervisor in cultures with different expectations of personal integrity. The results indicate that an additive effect can be observed for American subordinates: perceived supervisor support increases commitment to the supervisor to a greater extent when a high degree of supervisor integrity is also perceived. In contrast, a compensatory effect can be observed for Chinese subordinates: perceived supervisor support increases commitment to the supervisor more when a lower degree of supervisor integrity is perceived. Our findings shed light on cultural differences in the psychological mechanisms of employees' relationship with their supervisors. Theoretical and practical implications for the effectiveness of Asian leadership are discussed.     

音乐欣赏课教学之do re mi

音乐是想象的翅膀,小学音乐欣赏教学,是启迪儿童智慧、丰富儿童想象力、培养儿童创造力,发展儿童思维的重要阶梯,它是小学音乐课程的重要组成部分,音乐欣赏能力的培养,对素质教育乃至儿童一生都具有重要价值及意义。然而,常规的音乐课堂往往都是以唱歌课型为主,音乐欣赏却遭到更多执教者的冷落,音乐欣赏课型却被忽视甚至遗忘。教材中经典的欣赏曲目形同虚设,大大浪费了这些优秀的视听资源,从而也阻碍了儿童的审美欣赏能力,身心健康发展的良好途径。     

What do managers think about IT?

The last few years have produced many conflicting opinions about the benefits and drawbacks of information technology (IT) at work. These have varied from the extravagent claims of office equipment suppliers who predicted the “paperless office”, to apocryphal stories about the adverse effects IT would have on employment. This article summarises some of the recent evidence about IT at work and describes a survey carried out among managers at Ashridge Management College. The managers all had personal experience of IT, and they reported how they used it, and what the advantages and difficulties were. Collectively this evidence confirms that there are indeed many potential advantages to be gained by using IT, provided that managers take appropriate steps.     

Incomplete Contracts: Where do We Stand?

The paper takes stock of the advances and directions for research on the incomplete contracting front. It first illustrates some of the main ideas of the incomplete contract literature through an example. It then offers methodological insights on the standard approach to modeling incomplete contracts; in particular it discusses a tension between two assumptions made in the literature, namely rationality and the existence of transaction costs. Last, it argues that, contrary to what is commonly argued, the complete contract methodology need not be unable to account for standard institutions such as authority and ownership; and it concludes with a discussion of the research agenda.     

What do we Expect from our Friends?

We conduct a field experiment in a large real‐world social network to examine how subjects expect to be treated by their friends and by strangers who make allocation decisions in modified dictator games. Although recipients' beliefs accurately account for the extent to which friends will choose more generous allocations than strangers (i.e., directed altruism), recipients are not able to anticipate individual differences in the baseline altruism of allocators (measured by giving to an unnamed recipient, which is predictive of generosity toward named recipients). Recipients who are direct friends with the allocator, or even recipients with many common friends, are no more accurate in recognizing intrinsically altruistic allocators. Recipient beliefs are significantly less accurate than the predictions of an econometrician who knows the allocator's demographic characteristics and social distance, suggesting recipients do not have information on unobservable characteristics of the allocator. (JEL: C73, C91, D64)     

Why do they repeat the same mistake？

When will the worldwide-class enterprise born in China？;How will Chinese companies win in the future？;Why do they repeat the same mistake？;Dieter Zetsche： making the proper policy is the leaders＇ responsibility;Tony Allan： Jabil Circuit doesn＇t pursuescale.     

The characteristics of those who do and do not leave suicide notes: is the method of residuals valid?

Examination of 1,051 completed suicides from an Australian state showed that 33% left a suicide note. Those leaving a suicide note were more involved in interpersonal conflicts (including divorce), were less often psychiatrically disturbed, and were less likely to be under medical supervision. The large number of differences suggests that it may not be possible to learn about suicide in general from a study of suicide notes alone.     

How do you define the health of populations?

What are the perceptions of population health, and how do you define it to move forward on any common action agenda of policy, management, teaching, or research? The author asks a series of questions to clarify the ambiguities around the population health concept, beginning with defining "health" as more than the absence of disease, but less than the breadth of complete well-being. Such a framework requires an operational measure of population health outcome that goes beyond quantity of life (mortality) to add extra dimensions. In other words, the goal is not only to purchase life years, but life years at some level of quality. The article provides an argument for the importance of some aggregate measure of health outcome, such as Health Adjusted Life Expectancy (HALE), as a management tool for purchasing populations health.     

How do you communicate? Managing the change process

Change is a difficult and emotionally charged issue in any organization. Clear, effective communication is essential to deal with people's fears and expectations. Multiple tools and schools of thought are available to increase organizational effectiveness, including systems theory, TQM, and change management. Physician managers are under the gun to incorporate these ideas and use them to effect organizational change. But the biggest challenge is how to bring the techniques home and put them to use, one-on-one with another person. How can you become a more effective communicator and change agent? The basis for win-win relationships revolves around being aware of how we communicate--not just our words, but our body language and tone of voice.