大学生对教育环节的心理需求——以山东农业大学园艺学院1620名学生为例

本文以山东农大园艺学院1620名园艺专业在读学生为研究对象,运用赖克特量表等分析方法进行科学的分析研究,得到大学生对教育环节的关注点排序,明确大学生对教育环节的心理需求,目的在于为全面提高教育质量提供指导.     

Human Behavior and the Social Environment: Models,Metaphors and Maps for Applying Theoretical Perspectives to Practice

From Diagnosis to Treatment in Child Psychiatry. Group for the Advancement of Psychiatry. (New York: Jason Aronson, Inc., 1974.)

Psychotherapeutic Approaches to the Resistant Child. Dr. Richard Gardner. (New York: Jason Aronson, 1975.)     

审计文化建设实证研究——以武鸣县审计局为例

审计文化是审计组织和人员在审计实践中所获得、积累、创造和延续的能力与成果。审计文化是审计事业发展的精神动力和物质基础，是现代市场经济发展对审计提出的更高要求，也是审计适应时代前进步伐的需要。以广西武呜县审计局审计文化建设实证为例，对其进行比较深入的探讨。     

EC anti-dumping laws as a barrier to trade

Anti-dumping (AD) laws in the EC are intended to establish ‘fairness’ between trading partners. But there are negative effects, in particular, firms with weak firm specific advantages can shelter behind AD laws; they can even follow shelter-based strategies and lobby for protection.Alan Rugman and Michael Gestrin explain how shelter can be used as a management strategy, and how AD laws have grown up in the EC since 1979 to affect sectors of industry and geographic regions. They conclude by pointing out that a shelter-based strategy by a strong firm can undermine the very competitive pressures in its home market that made it internationally competitive in the first place.     

加入WTO对中国国有独资商业银行的影响与对策

中国金融业是一个众所注目的领域之一。而在中国金融业中,银行业更是一个焦点。随着我国正式加入WTO,《服务贸易总协定》(GATS)和新的金融服务协议(FSA)的规定要求我国金融市场将全面开放,其中包括开放银行业、允许外资银行在我国各地设立分支机构、外资银行与国内银行享有同等待遇等。同时,根据对等原则,我国在引进外国金融机构的同时也可以走出去,向海外发展。因此,“入世”给我国银行业带来了冲击和竞争的压力,同时,也给我国银行业提供了加快发展和参与国际竞争的良好机遇。     

关于促进跨越式发展若干问题的思考——河北经济跨越式发展的路径选择

本文总结了跨越式发展国家和地区的基本经验,分析了21世纪初期河北省所面临的机遇和挑战,指出了河北省实现跨越式发展的战略路径以现代化统揽全局、以信息化为龙头、以工业化为主体、以城市化为纽带.     

New contracts: The key to change

Successfully managing change in an organization is very difficult. Paul Strebel sets out a new way of doing this, based on contract theory which states that stakeholders have both an explicit and implicit individual contract with their companies. These contracts must be modified if corporate change is to proceed.The author develops five propositions about the role of contracts in change management. Change can only succeed if these five propositions are satisfied and the operational implications fully understood and implemented.     

Lessons from the ‘made in Switzerland’ study: What makes a world-class manufacturer?

Many executives are currently striving to develop world-class manufacturing operations to ensure that they remain competitive in increasingly global markets. To do this, they are adopting a range of practices, from organisational changes such as empowerment and teamwork to the use of techniques such as pull production. Their goal is to substantially improve performance: faster cycle times, reduced manufacturing costs and greater customer satisfaction.The question of how far companies have moved towards world-class manufacturing is at the heart of the ‘Made in Switzerland’ project, a major benchmarking study of Swiss manufacturing practice and performance. The study was carried out in 1995 by IMD faculty and researchers working with consultants from IBM Switzerland. It is part of the internationally-based ‘Made in Europe’ project comprising similar studies in the UK, Germany, The Netherlands and Finland.The central hypothesis of the studies is that the adoption of best practice leads to high performance. The objective is to establish a benchmarking database for participating manufacturers around the world. The studies, which are highly structured, examine six areas of manufacturing practice and performance in detail and assess the relationship between them at individual plants. The areas covered in the study are quality, organisation and culture, concurrent engineering, logistics, lean production and manufacturing systems.Plants in each country are grouped according to their position on the practice and performance indices and then studied in order to pinpoint the issues and challenges facing the manufacturers within that group. Less than three per cent of the 800 plants currently on the ‘Made in Europe’ database are considered ‘world-class’. Yet for manufacturers striving to reach this level of performance, this small minority can provide some valuable insights for the way ahead.This article discusses many of the issues raised by the analysis described above, with particular reference to the ‘Made in Switzerland’ study. In the first section, it looks at the key lessons arising from the Swiss study and what insights these can provide for manufacturers, not only in the Swiss market, but across Europe. In the second section, it looks at how the study can be used for benchmarking and provides manufacturers with some general recommendations to help them focus their improvements and move closer to becoming world-class.