用和谐理念引领组织工作新突破

构建社会主义和谐社会,关键在党。党的十六届六中全会吹响了以党内和谐推动社会和谐的号角。组织部门作为党委负责党员、干部、人才工作的职能部门,必须牢牢把握构建社会主义和谐社会的内在要求,坚持用和谐理念引领新时期的组织工作,以组织工作的和谐之风带动政通之风、促进人和之风,形成浓厚的和谐氛围,为推动社会主义和谐社会建设提供坚强有力的组织保证和人才支持。坚持把和谐作为组织工作的客观要求贯穿于先进性建设始终,做到专心谋“和”,增强新时期组织工作的内驱力,使组织工作在理论武装上取得新突破。构建社会主义和谐社会的提出,准…     

组织工作服务和谐社会建设的若干思考

十六届六中全会把构建和谐社会确立为党在新世纪的执政目标,把和谐社会建设定位成“国家战略”。新目标、新战略相应地给组织工作提出了一系列新任务、新课题。面对和谐社会建设的新任务、新课题,组织工作如何主动适应、及时跟进、努力作为并提供有效服务,笔者作了如下思考。一、在宏观层面,要用和谐理念来谋划和统揽组织工作在宏观层面,用和谐理念谋划和统揽组织工作,客观上要求组织工作在目标设定、观念创新和评价标准确立上主动进行自我调整,使之真正适应和谐社会建设的迫切需要。一要设立新的目标定位。组织工作既是我们党执政的一个重…     

组织工作要贯穿和谐精神

构建社会主义和谐社会是党在当前和今后相当长的一个时期的重要工作,组织部门作为党委的一个重要职能部门,必须适应构建社会主义和谐社会的新要求,自觉地将组织工作纳入到构建社会主义和谐社会的全局工作中来,在干部工作和组织工作的各个方面都要体现和谐的要求,贯穿和谐的精神,以和谐促进各级领导班子和领导干部顾大局、讲团结,以和谐促进各级党组织和广大党员团结协作、奋发进取,为构建和谐社会提供坚强的组织保证。一、着眼于优化结构,配备能和谐发展的班子实践证明,一个地方或单位如果领导班子不和谐,特别是领导核心不和谐,必然导致组织…     

构建组织工作新格局

组织部门要学习、领会和全面贯彻落实好十六大精神，卓有成效地开展工作，成为实践“三个代表”重要思想的表率部门，必须与时俱进，开拓创新，构建开放、民主、规范、和谐的组织工作格局，为推进我国的政治文明建设，做出应有的贡献。构建开放、民主、规范、和谐的组织工作新格局，是全面贯彻落实党的十六大精神和《干部任用条例》的需要，是适应社会主义市场经济新形势、新任务要求的需要，是切实履行好自身职责的需要。构建开放的组织工作格局，必须在更新思想观念、改进方式方法上下功夫思想是行动的先导，更新观念的实质是使主观认识符…     

对民主开放的组织工作新机制的认识与实践

作为党的政治工作的重要组成部分,党的组织工作对党有着非同小可的意义。可以说,党的民主开放的组织工作新机制的构建,标志着我党新时期工作内涵、特征也逐步的深化,这对党的组织工作观念的创新、组织工作水平的提高及党的能力建设的提升有着重要意义。     

以基层组织工作促进和谐社会建设的途径

党的建设要求"推动科学发展、促进社会和谐",这就要求基层组织工作,必须以建设社会主义和谐社会的目标,把工作的重点放在加强党的先进性建设、提高党的执政能力、提高各级党组织和领导干部构建和谐社会的能力上。     

以先进的理念和开放的系统推进组织工作创新

党的十六大要求各地各部门发展要有新思路,改革要有新突破,开放要有新局面,各项工作要有新举措。作为党的建设重要组成部分的组织工作也必须适应这一要求,以改革的精神不断推进组织工作的观念创新、制度创新和方法创新,努力开创组织工作新局面。针对当前国际国内形势的新变化,基于组织工作的长期实践,“树立先进的组织工作思想和组织工作理念,构建开放的组织工作系统,推进组织工作民主化、科学化、现代化建设”,应当成为组织工作发展的必然要求。坚持与时俱进和观念创新,树立先进的组织工作思想理念思想是行动的先导,思路决定出路,理念决定…     

用统筹兼顾的方法推进组织工作

落实科学发展观,最根本的方法是统筹兼顾.新时期组织工作任务重、头绪多、涉及面广,任何一方面工作都不可能"单兵独进"、封闭运行,必须主动适应市场经济发展、民主政治建设、和谐社会建设的需要,坚持以开放的思维、统筹的方法,不断提升工作水平,着力构建"大组织"、"大党建"、"大人才"的组织工作新格局.     

夯实基础工作 构建和谐巫溪

党的十六届四中全会提出构建社会主义和谐社会，是我党对社会主义认识上的一次飞跃。既体现了科学发展观，也涵盖了我党科学执政、民主执政、依法执政的基本要求。如何构建和谐巫溪？在市场经济条件下，笔者认为首先应在六个基础性工作上做文章。     

领导干部促进社会和谐的着力点

党的十八大报告强调,在新的历史条件下夺取中国特色社会主义新胜利,必须坚持促进社会和谐.社会主义和谐社会的本质特征是"民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处".这就要求我们在构建社会主义和谐社会的伟大进程中,应在强化科学理论武装的前提下,扎实而富有创造、富有成效地做好以下几项工作.     

Ambiguity in the Small and in the Large

This paper considers local and global multiple‐prior representations of ambiguity for preferences that are (i) monotonic, (ii) Bernoullian, that is, admit an affine utility representation when restricted to constant acts, and (iii) locally Lipschitz continuous. We do not require either certainty independence or uncertainty aversion. We show that the set of priors identified by Ghirardato, Maccheroni, and Marinacci's (2004) “unambiguous preference” relation can be characterized as a union of Clarke differentials. We then introduce a behavioral notion of “locally better deviation” at an act and show that it characterizes the Clarke differential of the preference representation at that act. These results suggest that the priors identified by these preference statements are directly related to (local) optimizing behavior.     

以党内和谐促进社会和谐

党的十六届六中全会通过的《中共中央关于构建社会主义和谐社会若干重大问题的决定》明确指出:构建社会主义和谐社会,关键在党。要提高各级领导班子和领导干部领导社会主义和谐社会建设的本领,以党内和谐促进社会和谐。近年     

Exploring the generation gap in the workplace in South Korea

This study reviewed current literature on generational issues in Korea, specifically in relation to the workplace. Based on the results, this study concluded that distinct generations of workers exist in Korea. While there are similar generational characteristics between Korea and the United States because of the unique societal, historical, and cultural factors in each country, there are noticeable differences such as the existence of Generation 386 in Korea. Due to rapid industrialization and social transformation during the past few decades, Korean society seems to exhibit wider gaps between older and younger generations than the United States. The roles of Generation 386 and Generation Y in organizations should be considered for the future.     

在三个文明协调发展中加快和谐内蒙古建设进程

构建社会主义和谐社会,是我们党从全面建设小康社会、开创中国特色社会主义事业新局面的全局出发提出的一项重大战略任务。内蒙古是民族区域自治地方,是祖国北部边疆。落实中央提出的战略任务,建设和谐内蒙古,对于实现全面建设小康社会的奋斗目标,促进各民族共同团结奋斗、共同繁荣发展,维护祖国北疆安宁稳定,具有特殊重要的意义。     

The market power is in the services: Because the value is in the results

Sandra Vandermerwe is already a pioneer of the notion that including or extending services in a product portfolio adds value. Now she breaks new ground again with a convincing argument that the way to achieve customer satisfaction is through the ability to deliver full solution systems throughout the customer's activity cycle.Customers want results. The power to deliver results lies in value-added services. Companies which offer customers solution systems to meet their demands consisting of product-service components and who base these systems on results, will be the winners in the 1990s. We are in the competitive era of the results-driven systems solution in marketing.Vandermerwe explores this marketing strategy in detail, with examples of successful solution systems from Scandinavian Airline Systems, SKF, Du Pont and DEC. She then offers a customer activity-based diagnostic tool for managers wishing to improve their market strategy.     

Home ownership in the U.K. in the 1980s

1980 saw the highest mortgage rate ever, and yet the demand for owner-occupation and hence for mortgage finance continues. Although the costs of mortgage finance are considerable, particularly for people who have just bought their first homes, there are substantial benefits as well which are more than sufficient to compensate for the cost. This article looks at both the costs and the benefits of a mortgage and considers whether people's enthusiasm for buying their own homes with the help of a mortgage will continue in the changing circumstances of the 1980s.     

Living in the question

We live in a fast moving-world. Business has accelerated to breathtaking speeds in the 1990s--and in the last few years the afterburner has really kicked in. The speed of change is overwhelming. Especially in health care, who has time to "live in the question?" We need to decide things quickly, get the decision out of the way, and move on, right? Maybe. Biology shows us that you can't plan ahead very far. New things come along that you don't even have a category for, and therefore you don't even see them. Things are going to happen that you literally have no notion are even possible. The key to succeeding in this environment? Don't plan ahead. Stay curious. Make small bets. Build organizational hothouses. Feed the seedlings that grow. The challenge is to remain curious, to live in the question, both personally and organizationally.     

Savage in the Market

We develop a behavioral axiomatic characterization of subjective expected utility (SEU) under risk aversion. Given is an individual agent's behavior in the market: assume a finite collection of asset purchases with corresponding prices. We show that such behavior satisfies a “revealed preference axiom” if and only if there exists a SEU model (a subjective probability over states and a concave utility function over money) that accounts for the given asset purchases.     

Leadership in the Plural

This paper reviews the literature on forms of leadership that in one way or other imply plurality: that is, the combined influence of multiple leaders in specific organizational situations. We identify four streams of scholarship on plural leadership, each focusing on somewhat different phenomena and adopting different epistemological and methodological assumptions. Specifically, these streams focus on sharing leadership in teams, on pooling leadership at the top of organizations, on spreading leadership across boundaries over time, and on producing leadership through interaction. The streams of research vary according to their representations of plural leadership as structured or emergent and as mutual or coalitional. We note tensions between perspectives that advocate pluralizing leadership in settings of concentrated authority and those concerned with channeling the forms of plurality naturally found in diffuse power settings such as professional organizations or inter-organizational partnerships. It is suggested that future research might pay more attention to social network perspectives, to the dynamics of plural leadership, to the role of power, and to critical perspectives on leadership discourse.