垄断! 垄断!

在世界上有人担心失去“中国制造“不能生活时,中国人也应该想想失去跨国公司如何更好的生活购物你会习惯去沃尔玛,买手机你只选诺基亚,让你说一个冲印店你会脱口而出柯达,开一辆宝马是你的梦想……那些无所不在的广告,可口可乐、NIKE、潘婷……正将你紧紧的锁在了跨国公司所精心编制的网里,而你毫无觉察。这还仅仅是生活。而中国企业面对跨国公司的狂轰滥炸,也许就没有消费者这样舒适的心情了。据国家工商局的资料,中国多个行业总产值的比重中,在华跨国公司的份额不断上升。轻工、化工、医药、机     

Tenure denied! not ready for promotion! no merit pay increase! poor Leonardo da Vinci!

Most academic institutions convey to faculty that they must have a clearly identified single or dual stream of research. Such a standard inhibits expertise. It stifles creativity and innovation and results in faculty unable to deal effectively with a broad range of doctoral students. People like Leonardo da Vinci, and other outstanding experts, fall outside of such a standard and, in today's academic world, would be denied promotion and tenure. Such artificial standards forcing all faculties to behave in the same way must be set aside.     

Falling from the top: the fired physician executive

Today's health care market is volatile, and the job of a physician executive is becoming more risky. Recognizing signs of trouble and taking immediate action is essential. Ten early warning signs that you could be fired are: (1) Net profits dip unexpectedly; (2) investment income can't cover operating losses; (3) bond rating is downgraded; (4) revenues are not rising as fast as costs; (5) senior executives leave the team; (6) wage increases don't improve nursing vacancy rate; (7) unions begin whisper campaign; (8) medical staff elect an SOB; (9) hospital is slapped with a costly lawsuit; and (10) recruiters call to check on your status. Physician executives are quickly learning what it takes to overcome tough challenges and prevent premature job termination: Communication; no-surprise performance; continuous monitoring of key indicators; openness and plain talk; and no-more-business-as-usual attitude. What can you do to make your job loss as painless as possible? (1) Negotiate a contract upfront; (2) don't lose your temper; (3) ask for your wish list quickly; (4) be reluctant to sue your former employer; (5) tell your family as soon as possible; (6) take only a brief vacation; (7) consider a temporary assignment; (8) be prepared to be re-employed by your former employer; and (9) keep a positive attitude.     

Information technology enters the doctor's office: Part II--Six lessons about intended ... and unintended ... results

Part I of this article ("Six Design and Implementation Lessons," Physician Executive, Sept.-Oct. 1993, pp. 46-50) described an ambulatory utilization review (AUR) program designed and implemented by Metropolitan Life Insurance Company and reviewed some of the lessons learned over the past five years. Those lessons pertained to the tasks of inventing a new information technology to measure and evaluate ambulatory care and some of the practical implementation issues associated with review of 30,000 small dollar value claims per day in 19 claim offices nationwide. This article turns to the basic purpose of AUR--to review the medical necessity and appropriateness of ambulatory utilization. One lesson learned about AUR in this context is that AUR works: savings from the program outweigh costs by almost 5:1. The more important lessons, however, stem from understanding how the savings are achieved, and what some of the other unintended benefits of the program are.     

Caveat Emptor!

It is a case of an Indian non-banking finance company started in 1991. The company had a meteoric rise in a short span of six-seven years and a great fall leading to closing its shutters down on 15 May 1997. The promoter CRB used money, connections with powers-that-be and political clout to circumvent banking and commercial guidelines of the country and took his company to a dizzy height only to head for a doom. In the process, thousands of small investors and depositors were cheated and their savings vanished in thin air. Even financial institutions lost several millions. This case gives a detailed account of the whole drama wherein the roles played by different actors are depicted. The entire case is based on press reports that appeared in Indian newspapers and magazines and offered to have value judgments.     

Thank you!

The study focuses on the question of how HRD personnel employed in a large multinational company perceive learning at work. We are interested in how HR development staff describe learning at the individual, collective and organizational levels. The participants were Finnish and Chinese human resource professionals (n?=?17) who used an asynchronous web-based tool to study adult education. The empirical data consist of all the texts sent to a web-based discussion forum. The findings showed that the HRD practitioners' views of learning covered quite evenly all three levels of organizational learning. The practitioners paid special attention to practical learning taking place in connection with everyday work activities, to communication and collaborative learning and to the development of a learning organization. This reflects the multifaceted nature of learning at work and the necessity of using HRD to integrate individual- and organizational-level needs in order to enhance organizational learning. The participants frequently reported that they found this a demanding task that required a clear 'understanding of humans, people in the organizations and their learning'. If organizational learning is to meet its current challenges it should take note of messages like these from HRD practitioners, which emphasise the diversity of learning experiences. Promoting a shared understanding and especially awareness and recognition of the fundamental issues associated with learning at work is a possible first step.     

Spreading the word ... hospice information systems

The rapid spread of Saunders' thinking across the world has been facilitated by the Hospice Information service and library at St Christopher's Hospice which she helped to create and further enhanced by Help the Hospices. We have set this article in the context of the Web and other information systems as they are developing today. "Connecting people" and "collecting people's experiences" were terms often used by Cicely Saunders when she described the work of Hospice Information, a service that has in some measure contributed to the rapid spread of her thinking across the world and which is currently in close contact with palliative care workers in over 120 countries. Connecting--or networking--putting people and organizations in touch with each other for mutual benefit and collecting and disseminating people's experiences are central to our work as a U.K. and international resource on hospice and palliative care for professionals and the public. Add to these the crucial role of information provision and advocacy for patients, carers, and health professionals alike and we hope that you may begin to appreciate how our respective organizations have contributed to the spread of Cicely Saunders' vision.     

I can't believe they think I'd...

Many physician executives experience a personal jolt as they move to work in a very different relationship with their colleagues. What happens? How can we understand this phenomenon? What can we do to minimize the personal toll so often exacted by the transition to leadership? This paper will focus on these essential questions. The inevitable discomfort encountered during this learning curve, which can last from two months to two years, often comes as a surprise. Many physicians who have been elevated to leadership positions because of their success and interpersonal acceptance, have not had to struggle with this sense of being "a fish out of water" since very early in their professional careers. Unless there is someone in place to reassure and mentor, the resulting confusion can be quite unnerving, resulting in reflex defensiveness.     

开封,开封!

封之固,所以开之难。街头巷尾关于"何时开封"的热议,只让古都多了一份忧患意识,然而,"如何开封"不仅需要方法论的支持,更需要行动力来实现。     

办公室GO OUT!

遭办公室囚禁的林老板 2007年2月26日,星期一,早上8点45分,林强驱车前往公司,每周一早上9点林强都要参加公司的例会. "还有5分钟,就是开会时间."秘书小李小声地提醒他,又是堵车高峰,今天可不能迟到.刚到公司,林强的电话和手机习惯地合奏出起伏不断的交响乐.左手是座机里成都分厂的厂长抽不开身开会,右手手机里的长沙分公司还在不停顿地汇报近期营销策划.