创新视野下的“卓越工程师教育培养计划”

为提高工程教育人才培养质量,国家启动实施了"卓越工程师教育培养计划"。"卓越计划"从培养理念、培养模式、培养机制和培养制度等方面对工程教育人才培养进行了全面的创新。"卓越计划"的实施不仅对提高整个工程教育人才培养质量有重要意义,对推动整个高等教育人才培养模式改革、提高高等教育整体质量也有着十分重要的意义。     

体会新理念 活用新教材

教材是承载知识的载体,其蕴涵的教育功能和课程理念,需要教师在深刻领会的基础上加以实践。新教材不仅给教师很大触动,也给了学生一种学习的渴望。它展现了新方向,体现了新理念,我们必须坚持"依据《课标》,源于教材,活用教材"的原则,边教边学,多探索,多发现,多总结。     

简论历史学的学科设置调整

现有的历史学的八个二级学科其畸轻畸重的问题明显。其中,纯粹的中国史有五个,加上其它二级学科中中国史的份额,总计占了六个。而纯粹的世界史只有一个,加上其它二级学科中所含世界史的份额总计也只有两个。但世界史研究的地区(陆地)面积是中国史所研究的地区面积的15倍,世界史研究的人口是中国史所研究的人口的四倍,世界史研究的海洋面积是中国史所研究的海洋面积的120倍。解决的办法是:设中国历史学、外国历史学、考古—博物馆学三个一级学科,这是最好的方案;或历史学下面只设四个二级学科:中国古代史、中国近现代史、世界史、考古博物馆学。     

从抽象异化理论到唯物史观异化理论——马克思异化劳动理论发展的“三阶段说”

马克思的异化理论,在他的早期著作中占有重要的地位。该理论的形成与发展是一个历史的、逻辑的过程,由起初抽象的人本主义的异化理论发展到成熟的唯物史观的异化理论,经历了一个相当长的发展过程。总的说来,这一发展过程大体上可以划分为以下三个阶段：第一阶段是青年马克思时期,该阶段提出了抽象的人本主义的异化劳动理论;第二阶段是初步形成比较成熟的唯物史观的异化劳动理论;第三阶段是唯物史观异化劳动理论的进一步完善和发展。这三个阶段之间是一脉相承的继承与发展的关系,正确理解和把握这几个阶段之间的历史联系,对理解马克思主义发展史具有重要意义。     

从课堂交际意愿的角度探讨大学英语口语课堂教学

本文试图通过分析影响大学生英语口语课堂交际意愿的各个因素及其与英语交际意愿之间的关系,对应调整设计大学英语口语课堂教学,旨在提高学生的英语交际意愿,提高英语口语课堂效率,进一步提高大学生的英语口语表达能力。     

高校教师教学语言的再审视

高校教师的教学语言是以语言学为基础、服务于教育和教学的一种职业语言,对教育教学质量和效果的提高具有十分重要的作用。高校教师必须重视对教学语言的选择与使用。高校教师的教学语言必须是普通话和专业术语,同时还应包括必要的肢体语言。高校教师应通过生动、得体的课堂语言,灵活的授课方式,气韵贴切的表达,以提高教学语言的感染力。同时,还要通过教学语言营造良好的课堂互动氛围,这是达到良好教学效果的重要途径。     

Selection of Business Practices in the Midst of Evolving Complexity

I admire leaders who, with little experience and training, create organizations that make major contributions in their industries, especially given that a great number of businesses fail. Some fail spectacularly, in headline-grabbing fashion, but most failed businesses implode quietly. In the United States alone, half of small businesses do not survive beyond 5 years; each year more than 1 million file for bankruptcy, and another 1.5 million-plus await bankruptcy resolution. For an organization to survive, the recurring and nonrecurring interlocking behavior of the organization members must ultimately adapt to the complex and dynamic demands of the organization’s external environments. Based on an understanding of behavioral dynamics, this article offers a perspective on how leaders can identify realistic improvements inside their organizations and orchestrate their implementation to better adapt to the requirements of the external environment.     

Situational production management: a practical theory for the development and application of production management

Discussions in journals and at conferences often nurture the dream of the ultimate method which may be applied successfully to all situations. Yet everybody knows that ‘it all depends’ and that situational factors determine which methods and systems are appropriate. This paper sets forth to outline a practical theory of a situational approach to production management. Any improvement of production management is seen as a dialogue between identification of the production management task, on the one hand, and specifying a solution system, on the other. A few concepts are introduced to provide practical methods for carrying out an improvement process; in particular, the nature of the production management task is addressed. The implications of the situational theory to be presented are discussed for three levels of application, respectively, the general level, the industry level, and the level of an individual industrial enterprise. It is further argued that the three levels are interdependent and that their joint application may stimulate both the theoretical and practical development of production management.     

The impact of timely information on organisational performance in a supply chain

Information produced by ERP systems is termed JIT-information, since it is provided at the right time in the right place with a minimum of waste. The JIT-information construct is defined and described and a measurement scale is developed. A JIT-information performance model is proposed and assessed using a structural equation modelling methodology. The results indicate that the model fits the data well: (1) supply chain management strategy positively impacts JIT-information, (2) JIT-information directly impacts both logistics and organisational performance, and (3) logistics performance directly impacts organisational performance.