国企应积极推进新型财务共享建设

<正>新型财务共享的重要内涵与传统财务共享不同,新型财务共享是集团企业运用现代信息技术建立财务集中统一管理中心的新型企业经营管理方式。集团企业经营管理,要做到心中有数很不容易。在参与国际、国内市场竞争中,企业管理者必须要了解企业,这样才能是一个好的管理者。那么,企业管理者和新型财务共享的关系是什么样的？我的体会有三点：     

论企业的激励机制

一个现代意义上的企业管理者,除了具备有前瞻性的经营理念、敏锐的市场判断、丰富的专业知识外,还必须要善于运用激励手段,在工作中不断了解员工的需求,及时将员工的需求反映在政策中,这样员工的积极性和创造力才能得以持续激发,企业的不断发展才能具有充沛旺盛的活力源泉。文章重点探讨了企业激励机制的必要性及其实现途径。     

新形势下安全管理的新挑战与对策思考

安全是所有企业在进行生产经营活动时必须确保的一项内容,也是所有企业都会面临的严峻考验.安全管理正是为了保障企业生产活动的安全性而展开的管理行为,企业管理者要对于本企业的生产活动具有足够了解,并对事故易发位置进行重点监察,对于企业的生产者提出严格要求,要求所有人员严格遵守各项劳动纪律,避免自身和他人受到伤害.在新形势下,企业的生产效率不断提高,劳动者在单位时间内所能够完成工作量也在不断攀升,企业工作的复杂程度也在加剧,劳动者的个人素质和工作情况变化都使得企业安全管理面临着更加严峻的挑战,企业管理者应该采取有效措施应对这些挑战,保证企业生产活动的安全可靠.本文主要对新形势下安全管理的新挑战及对策展开思考.     

论大学英语教学的文化差异及导入方法

英汉两种语言中存在着大量的文化差异。不了解目的语的文化,就无法正确理解和运用外语,文化差异是英语学习的一大障碍。为了提高英语教学效果,我们应该重视文化差异的导入,构建文化知识与语言知识相结合的课堂教学模式。本文就文化差异的表现及如何在大学英语教学中导入文化知识进行了探讨。     

中国十大失败企业的反思

对企业管理者来讲,无论应用什么现代企业管理理论, 都必须遵循而不是违背某些基本定律,以它们为战略起点, 只有这样,企业才具备了基本的安全性     

新形势下企业经济管理模式的创新策略

随着我国经济的发展,我国企业在快速发展的同时,需要不断创新经济管理模式,才能够提高企业竞争力,保证企业的可持续发展。创新企业经济管理有助于整合企业的有效资源,提高企业的责任分化,整合企业的人力资源。企业管理者只有具有创新的观念,企业经济发展才能实现有效进展。     

会计英语在高校涉外会计教学中的有效应用

当前我国经济快速发展,与西方国家的交流也更加密切。英语不仅是一门课程,也是语言交流工具,要想提高我国经济发展效率,就必须掌握英语应用水平。在当前经济全球化的格局下,高校必须加强会计英语教学的有效创新,在涉外会计教学过程中,有效融入会计英语,提高人才培养质量,才能够满足社会与用人单位对于人才的多元化需求。本文在此背景下,简要分析会计英语在高校涉外会计教学中的有效应用,并提出具体的应用策略,希冀促进高校涉外会计教学有效延展与创新,切实提高会计英语融入水平。     

俚语在英语教学中的应用

英语俚语是英语语言文化中不容忽视的重要组成部分。英语俚语折射着英语语言民族在地理、历史、宗教信仰、生活习俗等方面丰富的文化信息和独特的文化特色。准确掌握英语中的俚语,能帮助我们深刻理解英语词汇中的文化内涵及文化差异,提高跨文化交际的能力,从而全面地提高英语口语交际的能力。     

浅谈医药行业成本核算中成本精细化管理的应用

目前,医药行业竞争越来越激烈,在这种情况下企业必须不断提高自身成本的竞争力,只有这样才能够始终立于不败之地,实现企业的良好生存和发展。因此,企业要开源节流,不断提高自身的经济效益。要想有效地提高企业的经济效益,除了产品、人员、技术等方面的因素之外,生产成本的控制也非常重要,实行成本精细化管理能够有效地降低生产成本,提高企业的经济效益,进而提高企业的市场竞争力,保证企业可持续发展。     

完善物流企业内部控制的若干思考

通过实际调查发现,物流企业为了能够在时代发展潮流当中得到良好的发展势头,那么不仅要将自身的核心竞争力进行提升,而且还要对内部控制机制进行完善,这样才可以提高企业自身的经济效益和市场竞争力。相关管理人员要对内部控制工作过程中存在的影响因素进行充分的分析,这样物流企业才能够在市场竞争当中得到更好的发展。     

商务英语在对外贸易谈判中的应用策略

商务英语是世界的基础语言工具,因此商务英语在对外贸易谈判中起到了不可或缺的作用。想要实现预计目标,企业的谈判人员需要熟知商务英语的交流技巧、文化差异和专业知识以及相关的策略。本文主要就商务英语中谈判策略的灵活运用谈一些本人的观点。     

Work-related acculturation: change in individual work-related cultural values following immigration

The effects of culture in the workplace have been well documented. Because cultures vary across countries, business practices that are effective in some regions may not be effective in others. While cross-country cultural differences have been explored in depth, little is known about cultural variations and dynamics in the context of immigration. On the basis of a multilevel study of 2163 immigrants and locals residing in Canada, we investigate (1) patterns of immigrant acculturation; (2) the relationship between acculturation of visible elements of culture, such as language proficiency or cuisine and music tastes, and acculturation of tacit cultural values and (3) individual- and group-level predictors and moderators of acculturation. The results are discussed with a focus on implications for practitioner managers and immigration policy makers.     

国际商务英语翻译中的文化信息等值研究

不同语言是不同文化的载体,所以在商务英语的翻译,只有注重文化信息在商务英语翻译中的传递,克服异国文化的障碍,做到文化信息的对等,才能准确的翻译传达信息。文章通过翻译理论分析影响等值翻译的文化差异,比较英汉文化思维差异及其在语言表达上的具体体现,探讨了对翻译文化信息等值理论的理解及其在英汉互译中的具体运用。     

National culture and its impact on the choice of managing director in international production: the case of foreign firms in Greece

The aim of this study is to determine whether attitudinal differences between British and Japanese managers observed in the workplace can be attributed to culture or to the employment system. The findings provided substantial support for attribution to the employment system. Cultural differences between British and Japanese managers were not as large as the cultural thesis claims. The stereotyped cultural characteristics of Japanese managers - high social orientation at work and unconditional priority of work over family - were observed only in limited groups such as managers on the shop floor or senior managers. Attitudinal differences in the workplace were not simply the consequence of cultural differences, but rather to be understood as rational behavioural responses. Both British and Japanese managers' attitudes were considered to be a rational response to their employment systems.     

ANALYZING CULTURAL STEREOTYPES IN MULTINATIONAL BUSINESS: UNITED STATES AND AUSTRALIA

As U.S. business becomes more international, so does U.S. management education. Executive development programmes offer courses in the U.S. and abroad to managers from many nations. As part of the transfer of U.S. management methods, the concepts, techniques and beliefs taught in these programmes may not be easily accepted, especially by foreign managers. Careful examination of cultural differences in attitudes and opinions is a necessary step in the successful transfer of management technology. This paper compares U.S. and Australian managers' values, attitudes, beliefs and opinions on a wide range of topics using a modified version of Schein's Public Opinion Questionnaire. Our findings suggest that there are common business management views as well as national differences among managers in the U.S. and Australia.     

A Confucian perspective on conflict resolution

Chinese business managers, in general, have been portrayed as valuing harmony and peace and having a tendency to avoid confrontation for fear of disturbing relationships involving mutual dependence. This is held to be a reflection of traditional Confucian cultural values.

This paper is an exploratory study which attempts to establish the relationship between the traditional, Confucian cultural values and the modes of conflict resolution preferred by Chinese business managers. The Thomas-Kilmann Conflict Mode Instrument was employed in this study to describe the preferred conflict resolution modes of Chinese business managers. The results show that compromising tend to be the most preferred conflict resolution mode of Chinese business managers because of the latter's predominantly humanistic, Confucian self-concept.

However, other modes, that is, collaborating, competing, avoiding and accommodating, are also being employed by Chinese business managers as a strategic and political variation of that Confucian self-concept.     

Managing in a Nuevo Mundo: Accommodating Linguistic and Cultural Diversity Under Title VII

This article examines a legal issue that is derivative of the increasingly multicultural character of the American work force. The recent case of Garcia v. Spun Steak (1993, 1994) is illustrative of the challenge managers can face in dealing with cultural and linguistic diversity in the workplace. Over time, there have been conflicting messages in employment discrimination law as to the propriety of employer-imposed restrictions on the use of languages other than English in the workplace. However, the basic question involves the balancing of both the employer's right to manage the business and the right to self-expression in the language of one's choice in the workplace. Recommendations are made as to how each party's rights can be balanced under the law. What will be seen is that in the nuevo mundo of work found at the edge of the twenty-first century, the interests of both employers and employees may be best served by policies favoring language promotion over language restrictions.     

Managing in aNuevo Mundo: Accommodating linguistic and cultural diversity under title VII

This article examines a legal issue that is derivative of the increasingly multicultural character of the American work force. The recent case of Garcia v. Spun Steak(1993, 1994) is illustrative of the challenge managers can face in dealing with cultural and linguistic diversity in the workplace. Over time, there have been conflicting messages in employment discrimination law as to the propriety of employer-imposed restrictions on the use of languages other than English in the workplace. However, the basic question involves the balancing of both the employer’s right to manage the business and the right to self-expression in the language of one’s choice in the workplace. Recommendations are made as to how each party’s rights can be balanced under the law. What will be seen is that in the nuevo mundoof work found at the edge of the twenty-first century, the interests of both employers and employees may be best served by policies favoring language promotion over language restrictions.     

Human Resource Management in Africa: Alice's Adventures in Wonderland

Africa is not a dream but in many ways, human resource management (HRM) in Africa could be a dreamlike experience. This appearance of managing in Africa as being surreal is particularly evident with many Western human resource managers. The sheer complexity and diversity found there can make the HRM process one of the more vexing decisions that management may have to undertake when doing business in Africa. In an effort to dramatize the complex nature of HRM decisions in African context, Alice's Adventures in Wonderland will be used as a metaphor throughout the paper. Just as Wonderland held many surprises for Alice during her adventure, Africa holds many surprises for Western HRM, not only in the form of the alien nature of the 'rules, regulations and laws' of many African nations but also in the extent to which many African organizations/employees ignore or bend the rules It is the intent of this paper to demonstrate a means to develop a classification scheme from which categories of African countries can evolve into more or less homogeneous groupings. These categories can then be used to develop customized HRM policies, strategies and tactics. The classification schema is based upon the European colonization of Africa, the history of leadership in African nations since decolonization, the economic/infrastructure development differences among African economies and the cultural differences among these same countries. It is envisioned that the African HRM decision matrix could provide the basis for making 'informed' HRM decisions by Western managers in an African context, although these Western managers must always be ever mindful of the Alice's Adventures in Wonderland nature of the HRM in Africa.