穗每5-8个社工站将配备1名专职督导_hahabet网

最新发布

当前位置:首页  房产

房产

穗每5-8个社工站将配备1名专职督导

2022-06-18 15:27:10
导读 大家好,小庞来为大家解答以上问题,穗每5-8个社工站将配备1名专职督导,穗每5-8个社工站将配备1名专职督导很多人还不知道,现在让我们一起来看看吧!...

大家好,小庞来为大家解答以上问题,穗每5-8个社工站将配备1名专职督导,穗每5-8个社工站将配备1名专职督导很多人还不知道,现在让我们一起来看看吧!

1.但是,国家当年给予东部地区的很多优惠政策还在继续发挥作用,使得民族地区的“政策洼地”就很难形成。

2.这主要变现为对内降低交易成本、提高效率,对外发挥优势、提高竞争力。

3.(二)区域创新环境和创新绩效存在不足的原因免费论文下载中武汉城市圈中武汉市一城独大,集中了大量的高校、科研院所、高端人才等创新资源,区域的经济、技术创新资源和能力等差距越来越大,呈现“马太效应”,损害其他城市的创新积极性;区域各城市发展松散,虽然同处于城市圈,但是没有建立统一的政策法规制度,形成形聚神散的状态,制约了城市间的交流与合作;由于市场机制不健全等原因,企业对技术创新不重视,停留在劳动密集型的粗放式发展思路上等原因,导致企业不愿引进新的技术成果,从而使得技术创新无法转化为企业经济利润(三)武汉城市圈区域创新能力发展方向鉴于东部地区正面临着资源短缺、成本升高、生态恶化、技术落后和市场萎缩等严重制约经济发展的问题,武汉城市圈要吸取东部地区资源与环境严重透支的教训,改变以牺牲环境和资源为代价的粗放型经济增长方式。

4.免费论文下载中声明:本论文来自免费论文下载中心:201006/233477.asp免费论文下载中心所发布的论文版权归原作者所有,本站仅供大家学习、研究、参考之用,未取得作者授权严禁摘编、篡改、用作商业用途.

5.公司的经营也是如此。

6.Howdoesaninvestigationofsocial-culturalinfl论文类别:工商管理论文下载-管理理论论文下载上传时间:2008/9/178:40:00论文作者:未知论文版本:简体版繁体版英文版1.Internationalmarketingingeneralisinfluencedbysocio-cultural,background,religiousbeliefsandcustomswhichcannotbeoverviewed.Theculturaldimensionprovidesthechanceandchallengetomarketers.Sotheinvestigationissignificantwhichwillmakethedecisionaccordinglyandmorecorrectly.Withthefollowingwewillintroducethenecessityindetail.Customisthemostimportantfactorinfluencethemarketing.Infact,successfulmarketingpeoplesawthecloseconnectionbetweencustomandcustomers:thewaytoturnpeopleintocustomersistomakeyourproductpartoftheircustomaryactions.Sometimeswholeindustriesarecreatedaroundacustom(Halloweencostumes)andatothertimes,customsarecreatedaroundaproduct(Valentine’sDaycards).Inbothcases,marketerstookadvantagesofthebasichumanneedforritual.Culturesdistinguishthemselvesbytheirrituals,evenwhentheyshareacommonlanguage.Collectingknowledgeaboutlocalcustomisbestdoneupcloseandfirsthand.Getting“ontheground”informationiswellworththecostthatitmayentail.Ifyourfirsttriptoanewcountryisforthepurposeofsellingaproductratherthaninvestingthepotentialtosellone,youmaybedisappointed.Marketershavetolearnhow,why,andwhenthetargetmarketgoesaboutitsbusinessinordertomakeyourproductfit.Anothershouldbetakenintoconsiderislanguage:Mostoftheworld’snationalboundariesaresetalonglinguisticperimeters.Especiallynames,whichareimportantineverylanguageandformarketers,brandnamesareparamount.Arrivinginanewmarketwithagreatnewproductthat’ssaddledwithabadbrandnamecouldspelldisaster.Evenestablishedinternationalcompanieshaveproblemswiththeirnames:SiemensisrarelyspelledcorrectlyanywherebutGermany,andfewpeopleineastAsiacanpronounceNestleproperty,norcanWesternerspronounceHyundai.Investigationofthelanguagewassurelykeyinnamingtheproduct.Also,thehistorycannotbeneglected.Everycountryandculture,whetherit’sasancientasIndiaorasyoungastheCzechRepublic,hasahistorythatwillgreatlyaffectboththemarketandthemarketer.Understandingthathistorywillenableamarketertoapproachthecultureinamoresubtlemanner,anditwillcertainlycauseanadjustmentofschedule.Ontheotherend,aculturethathasbeenmarkedbyindependenceforsometimewillhavefewfearsofforeignoperationsandmayfindthesubtleapproachfartoolacklusterandslow.Marketersmaybringtheirownbusinesstotheprocessandshouldtakecaretoseparatethemselves,atleastemotionally,fromtheirpersonalandculturalhistory.Oftentimes,thisincludesracialprejudicesthataredifficulttoshake,earlierpoliticaldisagreementsthathaveneverbeenfullysettled,ofoldunhealedwarwounds.Moreover,whenenteringtheforeigntherewillbemanyotheraspectsshouldbelearned,suchasreligion,thefamily,theeducationect.Theinvestigationoftheculturedimensionwillprovideinsightsforthemanagers,andthentheywilldealwiththebusinesseasilyandappropriately.Insomecases,itrunsalonggenderlines.Generallyspeaking,theinvestigationofsocia-culturalinfluenceswillbenefitthethemarketing:engageyourknow-howtoincreasesecurity;getimportantdetailstoreachyourmostimportantprospectivecustomers;reduceyourcostsforgoodscreditsandhence:increaseyourprofit.Themanagersneedtoputgreatemphasisontheinvestigation.2.Entrymodel(think2differententrymodel)inadditiontoevaluating2alternativemarketentrymodes.Alsodiscussthefactorsthatinfluenceaffirmschoicebetweenthealternative.Thereareavarietyofkindstoenteranothermarket,thesimplestformofentrystrategyisexporting,andmorecomplexformsincludetrulyglobaloperationswhichmayinvolvejointventures.ThefollowingwillintroducejointventureandFDI,alsocomparethedifferencebetweenthem.JointventuresJointventurescanbedefinedas"anenterpriseinwhichtwoormoreinvestorsshareownershipandcontroloverpropertyrightsandoperation".Jointventuresareamoreextensiveformofparticipationthaneitherexportingorlicensing.Therearefivecommonobjectivesinajointventure:marketentry,risk/rewardsharing,technologysharingandjointproductdevelopment,andconformingtogovernmentregulations.Otherbenefitsincludepoliticalconnectionsanddistributionchannelaccessthatmaydependonrelationships.Thekeyissuestoconsiderinajointventureareownership,control,lengthofagreement,pricing,technologytransfer,localfirmcapabilitiesandresources,andgovernmentintentions.FDI:Foreigndirectinvestment(FDI)isdefinedas“investmentmadetoacquirelastinginterestinenterprisesoperatingoutsideoftheeconomyoftheinvestor.”TheFDIrelationshipconsistsofaparententerpriseandaforeignaffiliatewhichtogetherformatransnationalcorporation.InordertoqualifyasFDItheinvestmentmustaffordtheparententerprisecontroloveritsforeignaffiliate.ForaninvestmenttoqualifyasFDI,physicalcapitalmustbecreatedintheforeigncountry(suchasmanufacturingfacilities,orfactories.)Thisphysicalcapitaliscontrolledbyafirmbasedoutsideofthereceiving,orhostcountry.Foreigndirectinvestmentisconsideredtobeaverystableinvestmentbecauseitinvolvesthecreationofphysicalcapital.FDIisconsideredtobealongterminvestmentbecausephysicalcapitalisnoteasilyliquidated.Comparethetwomodes:ModeJointventuresDirectinvestmentConditionsfavoringthismodeLargeculturalDistanceAssetscannotbefairlypricedHighsalespotentialSomepoliticalriskGovernmentrestrictionsonforeignownershipLocalcompanycanprovideskills,resources,distributionnetwork,brandname,etc,Partners’size,marketpower,andresourcesaresmallcomparedtotheindustryleaders;SmallculturaldistanceAssetscannotbefairlypricedHighsalespotentialLowpoliticalriskAdvantagesOvercomeownershiprestrictionsandculturaldistanceCombinesresourcesof2companiesPotentialforlearningLessinvestmentrequiredSharingofriskandabilityJointfinancialstrengthMaybeonlymeansofentryandThesourceofsupplyforathirdcountry.GreaterknowledgeoflocalmarketCanbetterapplyspecializedskilledCanbeviewedasaninsiderDisadvantagesDifficulttomanageDilutionofcontrolGreaterriskthanexportinga&licensingMaybeimpossibletorecovercapitalDisagreementonthirdpartymarketstoserveHigherriskRequiresmoreresourcesandcommitmentMaybedifficulttomanagethelocalresourcesCase:QuebecorWorldwillprint20billiondirectorypagesayearinMexico,equaltomorethan75percentoftheMexicandirectorymarket.Whichmakeuseofthefollowingtwopoints:FDIbyacquisition;FDIwillincreasecapacity,andcompetitivenessoftarget.Differentmodesofentrymaybemoreappropriateunderdifferentcircumstances,andthemodeofentryisanimportantfactorinthesuccessoftheproject.Ifthepartnerscarefullymapoutinadvancewhattheyexpecttoachieveandhow,thenmanyproblemscanbeovercome.3.Acquisition(largeconsumermanufacture):Introduction:Undertheconditionofmodernenterprisesystemandmarketeconomy,“acquisition”oftenreferstoalegalactforanenterprisetoacquirethecontrolpowerandmanagingpowerofanotherenterprisethroughacertainchannel.Whichisalsoknownasatakeover,isthebuyingofonecompany(the‘target’)byanother.Anacquisitionmaybefriendlyorhostile.Intheformercase,thecompaniescooperateinnegotiations;inthelattercase,thetakeovertargetisunwillingtobeboughtorthetarget'sboardhasnopriorknowledgeoftheoffer.免费论文下载中Typesofacquisition:Thebuyerbuystheshares,andthereforecontrolsthetargetcompanybeingpurchased.Ownershipcontrolofthecompanyinturnconveyseffectivecontrolovertheassetsofthecompany,butsincethecompanyisacquiredasagoingbusiness;suchtransactioncarriesalloftheliabilitiesaccruedbythatbusinessoveritspastandalloftherisksthatcompanyfacesinitscommercialenvironment.Thebuyerbuystheassetsofthetargetcompany.Thecashthetargetreceivesfromthesell-offispaidbacktoitsshareholders.Suchtransactionleavesthetargetcompanyasanemptyshell.Abuyeroftenstructuresthetransactionasanassetpurchaseto"cherry-pick"theassets.Adisadvantageofthisstructureisthetaxthatmanyjurisdictions.Recently,alongwiththedevelopmentoftheeconomic,thescaleoftheacquisitionbecomesoverwhelmingandthephenomenonmorenormal.ThemainwaysofacquisitionofChineselistedcompaniesbyforeigncapitalarethefollowing:acquisitionbyagreement,acquisitionbyoffer,increasingtoissueBsharetocertainpeople,indirectacquisition,enteringintoChineselistedcompaniesbywayofjoiningtheprocessofchangingstateassetscreditors’rightsintostockinterests,formingChinese-foreignjointventuresandsoon.Basedthebackgroundofeconomicglobalization,acquisitionofChineseenterprisesbyforeigncapitalhasbecomethemaininternationaldirectinvestmentwaybyforeigncountries.Chineselistedcompaniesaretheirmainobjects.ExampleAgilent'sacquisitionofIBM'sarrayandchargetestassetscombinesIBM'stechnologyandproductknowledge,itslargeinstalledbase,anditsmarketrecognition.TheacquisitionisbeingintegratedintoAgilent'sHachiojiSemiconductorTestDivision.AgilenthasassumedfullresponsibilityforIBM'swideinstalledbaseofFPDmanufacturersinJapan,TaiwanandKorea,aswellasongoingcommitmentsinapplicationsupport,productsupportandfuturerequirements.FPDmanufacturershavelongunderstoodthevalueofarraytesting,suchaspost-processcostsavings,expeditedyieldramp-upandstabilizationoftheproductionprocess.Movingforward,bybuildinguponthefoundationofbothAgilent'sandIBM'stechnologyandexpertise,AgilentexpectstosetanewindustrystandardforFPDarraytestingintermsofabsolutemeasurementsensitivityandspeed.Theyalsoexpecttodelivertocustomersimprovedmanufacturingprocessesatlowercost-of-test,ultimatelyenablingmoreaffordableFPDproducts.Acquisitionisaneffectiveapproachforenterprisestoenterintoforeignmarkets.Soacquisitioncannotonlyenlargetheclientbaseofcompany,butalsomakeitmorecompetitiveforforeignproductcost.Anditcanalsoprovidemoredistributionchannelsofexportmarket.Qlast:AmericantheoryofHRM----internationalboundaries&‘cultures----Hofstedculturedimensions.人力资源引入:(A)Humanresourcemanagementisthetheory,techniques,methods,andtoolsforstudyingtheadjustmentofpeopleandtheirrelationsintheorganization,connectionbetweenworkanditsrelations,matchingthepeopleandworkinordertofullydevelophumanresourcemanagement,tappeople’spotentials,motivatingpeople,promotingtheworkefficienciesandmeetingtheorganizationalobjectives.AndanotherquotefromTomKeenoyisthatHRM’smainpurposeisto“providealegitimatemanagementideologytofacilitatetheintensificationofwork”.Toachievethisobjective,themeaning,historicaldevelopmentandtheoreticalunderpinningsofHRMareoutlined.Globalizationhaspotentialimplicationsforvirtuallyalloftheresearchneedsanddirectionswealreadyhaveidentified.Today'sincreasinglyglobal,competitivemarketplacehasdrivenconsiderablechangesinlabormarkets,andhastransformedthepracticeofHumanResourceManagement.Expandedmultinationaloperationswithinlargecompanies,combinedwithincreasedtechnologyandcommunicationcapability,haveledtovastdiffusionofglobal“bestpractices”inHRM.引出文化差异现象,提出并分析问题(B)HowevertheCoreofCross-CulturalManagementCulturaldifferencesaffecttheefficiencyoforganizationsthroughpeople’sminds,valuesandbehavior.Itisalsohumans(forexample,themanagers)whoimplementcross-culturalmanagement.Aglobalorganizationneedstounderstandcross-culturaldifferencesbothinsideandoutsidetheorganization.Managingglobalboardsandseniorexecutivecommitteesrequiresasophisticatedunderstandingofculturaldifferencesininteractionpatternsandinattitudestowardstime,influence,andproblemsolvingstyles.Generallyspeaking,therearethreeculturaldimensionsdefined:Powerdistance,Uncertaintyavoidance,Inpidualism.AsfarasIknow,themostsignificantinfluenceinculturaldifferenceisthepowerdistance.Itisthedistancebetweenamanagerandsubordinate.Amongmostorientalcorporatecultures,thatisahighpowerdistanceculturethatmanagersmakethedecisionandsuperiorsappealtotheentitledmoreprivileges.Insuchsituation,itisnotberegardsifasubordinateshaveadisagreementwiththeirmanagers.Butinthewest,whentheemployeegotdifferentideas,hewillgotodiscusstheproblemwithhisboss.Conflictandmisunderstandingmustoccuriftwoormoreinterculturesmeetup.Underthissituation,theinternationalmanagersmustpayattentiontotheclashesandbeawareof.Howtoworkthesubordinatestogetherefficientlyandmorecooperativelyisimportanttoo.TheseconddimensionHofstedeindicatedistheuncertaintyavoidancewhichisthelackoftoleranceforriskandtheneedforformalrules.Theyfeelsafeandpridefulwhentheykeepworkinghardattheoneplacesoanexcellentmanagershouldkeephisemployeeawayfromunpredictablerisk.Onantherhandtheemployeewouldliketobeworkedwithingroupsratherthanindependentlycauseofthelessrisk-taking.Butinmostwesterncountries,highjobmobilityoccursinthosecountriessuchasUSA,Denmark,Singapore.Theythinkthejobwhentheychangetheirjobs,moreandbetterjobscanbehunted.Andtheycangetmoreexperiencecausetheylikechallenge.Acompetentmanagershouldpayattentionontherulessettingbetweendifferentuncertaintyavoidance.Themisreadingofthatmayaffecttheinitiativeandtheaspirationofthesubordinates.Thenthereisalsoalargediscrepancyontheinpidualism.Itisaconcernforyourselfasaninpidualasopposedtoconcernforthegroup.Thepriorityofself-concernorgroup-concernvariesfromdifferentcultures.Forexample,mostwesternemployeesliketoworkwiththeirownplanfordefendingtheirinterest.Thatisahighinpidualism.Theyjustsimplyworkintheirownways,followtheirownrules,andachievetheirownobjective.Itisgoodforacompanytogatherasmuchideasastheycanwhenstartinganewprogram.Buthowtomanagetheseinpidualstoreachthegroupgoalshouldbetheawarenessformanagers.Ithinkwhoisgoodatthisshouldbegoodatgrouping,troubleshooting,andcoordinatingskills.Cross-culturalmanagementisafascinatinglycomplexsubject.Crossculturalknowledgeandawarenesscanassistexecutivestoimprovemanagementskills.Moreimportantly,itcanalsohelpbusinessleadersmaketherightstrategicdecisions.TheabovethreedimensionsilluminatedthemostimportantculturaldifferencesthataffectonHRM.Internationalmanagersoughttobeabletoawarenotonlytheculturaldifferencebutalsotheinterculturalcommunication.转贴于免费论文下载中声明:本论文来自免费论文下载中心:200809/81894.asp免费论文下载中心所发布的论文版权归原作者所有,本站仅供大家学习、研究、参考之用,未取得作者授权严禁摘编、篡改、用作商业用途.

7.实施监督推进执行――基层执行。

8.(3)理论和实践不足从我国目前的绩效评价的实践来看,从参与绩效评价的研究者本身讲,要求要有多学科的知识背景,如管理学、统计学、经济学、心理学、行政学、法学等,对研究人才的要求很高,而我国在这方面的人才比较少。

9.反之,若员工的综合素质较低,而企业主又出于关系成本不愿辞退他们,则企业的损失和管理成本将无限制地放大(如图2,曲线C)。

10.P。

本文到此结束,希望对大家有所帮助。

免责声明:本文由用户上传,如有侵权请联系删除!