二级教学管理中几个问题的研究

该文结合北京林业大学信息学院本科教学管理的实际情况,就教学管理体制和二级教学管理中所面临的教学管理体制、教务规范化管理、研究生助教(TA)等问题进行了探讨。指出教学管理中的学校(教务处)、学院、系(专业)三级要明确责权利,相互配合完成专业人才培养工作。在教学资源紧张时期,实施TA制和教务管理规范化与信息化,是提高教学质量的有效途径。     

The dilemma of recognition: Administrative categories and cultural diversity

Governments around the world combat inequality by means of group-specific redistribution. Some pursue redistribution that benefits groups, but also wish to avoid accentuating or even recognizing group distinctions. This poses a dilemma that they try to resolve by adjusting the category system used to target redistribution. There are three types of adjustment: accommodation (the multicultural approach), denial (the ideal-typical liberal solution), and replacement (a compromise). In replacement the targets of redistributive policies are constructed to avoid accentuation or recognition of inconvenient group distinctions, but still allow redistribution that benefits these groups. Replacement is increasingly in demand around the world because the disadvantages of multiculturalism are becoming apparent while denial is hard to sustain in the face of group inequality. The actual effect of replacement is little researched and less understood, however. Does it resolve the dilemma of recognition? Two examples–India and Nigeria–where replacement has been tried ever since the 1950s cast doubt on its viability.     

我国林业基本建设投资的效益分析

随着林业经营思想的转变，我国林业基本建设投资也发生了变化。该文在论述我国林业基本建设投资资金形成和发展的基础上，对不同领域的投资，从其产生的直接效益和最终效益两个层面进行了分析，并从选择投资项目、确定最优项目和加强管理等方面，提出了增加我国林业基本建设投资效益的对策。     

我国银行卡市场发展的若干问题及对策

银行卡作为商业银行的一种复合型金融工具在现代银行竞争中的作用日益显著 ,我国拥有着巨大的并且快速发展的银行卡市场 ,开发和完善我国的银行卡市场可以作为商业银行迎接加入 WTO挑战和与国际同行竞争的突破口。本文着重论述我国银行卡市场的现状和存在的问题 ,并据此提出整合经营、采用积分制等具有针对性的建议     

解码理论在日语听力理解中的运用

在日语学习中,因受语言环境和学习方法的限制,听力被认为是提高日语水平和成绩的一大难关。作者遵循听觉系统中听力的解码理论,以一年一度的国际日本语能力测试题为例,提出并具体分析了提高日语听力的三种模式———预测法、捕捉法和贯穿法,并指出运用这些技巧时应注意的几个问题。期望学习者能克服心理障碍,讲究科学的方法,把这些模式积极运用到平时的训练和测试中去,以此来提高日语听力水平和成绩。     

Testing How Management Matters in an Era of Government by Performance Management

Public administration finds itself in an era of government byperformance management, which is reflected in the widespreadassumption that management is a key determinant of performance,and that it is reasonable to expect managers to measurably improveorganizational effectiveness. This article joins a growing literaturein seeking to conceptualize and empirically test how externalenvironmental influences and internal management factors combineto create performance, relying on data from the 2002–2003National Administrative Studies Project (NASP-II) survey ofstate government health and human services officials. We categorizemanagerial efforts to facilitate organizational performanceas determined either through their interactions with the organizationalenvironment, or through employing workable levers to changeinternal organizational culture, structure, and technology.Among the external environmental variables we find that thesupport of elected officials and the influence of the publicand media have a positive impact on effectiveness. Among internalmanagement choices, the ability to create a developmental organizationalculture, establish a focus on results through goal clarity,and decentralize decision-making authority are all positivelyassociated with organizational effectiveness.