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1, what is corporate culture?Enterprise culture is to show the enterprise in the practice of the socialist market economy, gradually form for all staff identity, abide by, with the characteristics of the enterprise Principles of operation, management style, enterprise spirit, moral norms and the sum of development Enterprise culture is formed in the cultural concepts, historical tradition, common values, ethics and code of conduct such as the ideology of the enterprise, business leaders to culture change people's function is applied to the enterprise, in order to solve the problems in the modern enterprise management, has the enterprise Enterprise management theory and enterprise culture management theory are pursue But the former in the pursuit of benefits and take people as the object, the latter for the pursuit of benefits consciously applied to the enterprise culture concept, with rich creative people as the center of the management This kind of guiding ideology reflected in the enterprise management, there will be a people called the values of enterprise
大哥,像这种既费体力又费脑力的活,要有人帮你至少要悬赏100分才行啊!
Establishing corporate culture英语作文How do we build corporate Construction of a sound corporate culture is the key to the success of overseas operations Many of the world of successful enterprise development to multinational corporations have the stage to form their own unique "corporate culture", "management culture" or "management philosophy" and to develop a set of "corporate " Especially the last century the late '80s, European and American countries faced with Japanese firms the aggressive offensive posture, emerging from the study: the concept of enterprise systems and cultural factors is the core element of enterprise management, enterprise management, the fundamental and key success factors, This is the "core competencies", or so-called "core " Construction enterprises in China's overseas operations, build a sound corporate culture will be important on the one hand, it made the construction companies operating abroad will be a major transformation to play a key Second, strengthen the research culture of countries around the world handle the construction enterprise culture and socio-cultural relations How to manage these different nationalities, different values of personnel to minimize culture clash, the company must be resolved "cross-cultural management", handling the corporate culture and socio-cultural, looking beyond the cultural conflicts of the company's goals, so that different cultural backgrounds employees have a common code of conduct Strengthen the research culture of countries around the world handle the establishment of corporate culture and socio-cultural relations
其实企业形象，一定是对外人的展现，你的网站、小程序、公众号、宣传册、装修环境等等，这些都是可以对外展示的，当别人看到这些的时候觉得高大上，你的企业形象立马就起来了。这些都要花钱的，都不太简单，所以再加一条，你的职业程度或者你团队的职业程度。职业程度具体表现如下1、穿着及商务礼仪2、谈话的专业程度（一定要有话术，并不断修改）3、做事的专业程度这些会直接呈现给你的客户，我感觉这才是最重要的点，但是算是最不好提升的了。In fact, the corporate image must be displayed to the outside Your website, small programs, WeChat official account, brochures, decoration environment, can all be displayed to the outside When others see these things, they feel tall, and your corporate image immediately These all cost money, and they are not very simple, so add another one, your professional level or the professional level of your The specific performance of professional level is as follows: Dressing and business etiquette Professional level of conversation (must have speech skills and be constantly revised) Professional level of doing things will be presented directly to your I think this is the most important point, but it is the most difficult to
ERP系统对管理的影响
Enterprise Management IncentivesA guide for employees, employers and advisersThis guidance aims to take you through the qualifying requirements for Enterprise Management Incentives (EMIs) It is divided into sections which explain each part of the legislation contained in Schedule 5 Income Tax (Earnings and Pensions) Act Detailed points are covered in a question and answer It also explains some key terms Unless otherwise stated, the statutory references in this guidance are to the Income Tax (Earnings and Pensions) Act 2003, and the abbreviations ITEPA 2003 and Sch 5 have been used Remember that if you grant EMI options you may also have to consider other laws and For example, there may be company law and regulatory requirements to comply Such matters are not covered in this guide so you should consider whether you need to take relevant professional The information contained here is for guidance EMI options must at all times comply with the provisions of Schedule 5 ITEPA What’s in this guidance * What are Enterprise Management Incentives (EMIs)? * How EMIs work * Qualifying companies * What makes an employee eligible? * About the options * Notification of grants of options * Income tax and National Insurance contributions * Capital gains tax * What happens when a company reorganises? * Useful contacts * EMI terms explainedWhat are Enterprise Management Incentives (EMIs)?EMIs are tax advantaged share They are designed to help small, higher risk companies recruit and retain employees who have the skills to help them grow and They are also a way of rewarding employees for taking a risk by investing their time and skills to help small companies achieve their How EMIs workTax advantaged share options with a market value of up to £100,000 may be granted to a qualifying employee of a qualifying company, subject to a total share value of £3 million under EMI options to all The shares must be in an independent trading company that has gross assets of no more than £30 The grant of the option is tax-free and there will normally be no tax or National Insurance contributions (NICs) for the employee to pay when the option is There will normally be no NICs charge for the If the shares are sold at a gain, any capital gains tax (CGT) charge may be reduced because taper relief will normally start from the date that the option is The employer must notify HMRC of an award of EMI options within 92 days of the grant of the Throughout this guidance all references to employer are to the employing How companies qualify for EMIFor companies to qualify they must have maximum gross assets of no more than £30 million; for groups, this applies to the assets of the group as a The company whose shares are the subject of the option must be independent, and the company or group must be Companies carrying on certain trades will not There is more detail on qualifying How options qualify for tax relief under EMIIf an option is to qualify for tax relief: * the option has to be notified to HMRC in time and as required * the company whose shares are under option has to be a qualifying company * the type of share under option has to qualify * the employee has to be eligible * the terms of the option have to What makes an employee eligibleTo qualify for EMI an employee has to be employed by the company whose shares are the subject of the option, or by a An employee must spend at least 25 hours a week working for the company or the If his hours are shorter, he must spend at least 75% of his working time working as an employee for the company or There are more details on employee How EMIs workThis section outlines the main requirements for options to qualify under EMI, they are: * the purpose of the option * the maximum entitlement of the employee and * the overall limit on options to be granted by the The purpose of the optionThe options must be granted for commercial reasons to recruit or retain employees in a company, and not as part of an arrangement one of the main purposes of which is to avoid (Para 4 Sch 5)Can a company cancel existing options and replace them with EMI options?If the option is granted to recruit or retain employees the purpose test is This will depend on the facts and all the Maximum entitlementNo employee may hold unexercised qualifying EMI options with a market value of more than £100, The market value is taken at the date of The value to be used is the unrestricted market value, that is, the value of shares under option without taking into account any restrictions or the risk of forfeitureIf an option granted to an employee causes the £100,000 limit to be exceeded, the excess will not qualify as an EMI Are there limits on the number of qualifying options that an employee may be Granted within a particular period?Y Once an employee has been granted EMI, or EMI and Company Share Option Plan (CSOP) options up to the £100,000 limit, he must wait until 3 years after the last of these options was granted before he can be granted any more EMI qualifying options, even if he has exercised or released some of the He can then be granted further EMI options to the extent that any other EMI or CSOP options then held by him are below the £100,000 (Para 6 Sch 5)How are shares valued for the purposes of the £100,000 limit?The market value of any shares for this purpose is the price they might reasonably be expected to fetch on the open market, free from any restrictions or risk of forfeiture to which they may be If the shares under option are quoted on the London Stock Exchange, the market value is based on the prices on the Stock Exchange’s Daily Official L If shares are not quoted on the London Stock Exchange, the company may offer its own In that case, HMRC may enquire into the Alternatively, the company can ask HMRC Shares and Assets Valuation (SAV) to agree a valuation with them before the option is granted or whenever a valuation is Companies, or advisers, may find this If the exercise of the option is subject to performance conditions will this affect the determination of market value?N Performance conditions are not taken into account when determining the market value of the shares under Is there a limit on the number of employees who may hold EMI options?N Any number of employees may hold EMI options in a company or group, subject to a maximum of £3 million as the total value of shares under EMI option in a Qualifying CompaniesThis section sets out the conditions a company has to meet to qualify for EMI, they are: * independence * having only qualifying subsidiaries (including qualifying property managing subsidiaries after 17 March 2004) * gross assets * trading The requirements that companies have to meet for options to qualify under EMI are similar to the requirements for the Enterprise Investment Scheme, the Corporate Venturing Scheme and Venture Capital T However, both quoted and unquoted companies can qualify for EMIIndependenceA company whose shares are subject to EMI options must not be: * a 51% subsidiary (more than 50% of its ordinary share capital owned by another company), or * controlled by another company (or another company and persons connected with it)Arrangements must not exist which could result in the company becoming a 51% subsidiary or otherwise being (Para 9 Sch 5)Control in this context means the power of one company to ensure that the affairs of another company whose shares are subject to EMI option are conducted in accordance with that company’s This may be through share ownership, voting power, or because of any powers conferred by Articles of Association or other Qualifying subsidiaries (before 17 March 2004)For options granted before 17 March 2004, all of a company’s subsidiaries must be qualifying That is, the company whose shares are subject to EMI options must: * possess, directly or indirectly, at least 75% of the share capital and the voting power of the subsidiary * be entitled to receive at least 75% of the assets of the subsidiary, in the event of a winding up or in any other circumstances, if they were all distributed * be entitled to at least 75% of profits of the subsidiary available for distribution to No other person must be able to control the subsidiary (control having the same meaning as it has for the independence )There must be no arrangements in existence by virtue of which any of these conditions would cease to be If a subsidiary company itself has subsidiaries, shares will not qualify to be used in an EMI option unless all these subsidiaries are also qualifying subsidiaries, as defined Example 1Company A has a 75% shareholding in subsidiary company B, and the same % rights to votes, assets and Company B is therefore a qualifying Company B has a 75% shareholding in subsidiary company C, and the same % rights to votes, assets and Company C it also therefore a qualifying Company A meets the EMI requirements in relation to its Example 2Company X has a 75% shareholding in subsidiary company Y, and the same % rights to votes, assets and Company Y is therefore a qualifying Company X also has a 60% shareholding in subsidiary company Z, and the same % rights to votes, assets and Company Z is not a qualifying Company X therefore fails to meets the EMI requirements, as not all of its subsidiaries are qualifying Qualifying subsidiaries (after 17 March 2004)For options granted on or after 17 March 2004 all of a company’s subsidiaries must be qualifying That is, the company whose shares are subject to EMI options must hold, directly or indirectly, more than 50% of the share capital of the (Para 11(2) Sch 5)No other person must be able to control the subsidiary (control having the same meaning as it has for the independence )There must be no arrangements in existence by virtue of which any of these conditions would cease to be There is a further requirement if the company has subsidiaries that manage Qualifying property managing subsidiariesFor options granted on or after 17 March 2004, a company will not qualify if it has a property managing subsidiary which is not a 90% subsidiary of the (Para 11A(1) Sch 5)A property managing company is one whose business consists wholly or mainly in the holding of managing of land, buildings or interest in To be a qualifying property managing subsidiary, the company whose shares are subject to EMI options must: * possess, directly, at least 90% of the issued share capital and the voting power in the subsidiary * be entitled to receive at least 90% of the assets of the subsidiary, in the event of a winding up or in any other circumstances, if they were all distributed * be entitled to at least 90% of profits of the subsidiary available for distribution to No other person must be able to control the subsidiary (control having the same meaning as it has for the independence )There must be no arrangements in existence by virtue of which any of these conditions would cease to be Gross assetsThe value of the company’s gross assets must not exceed £30 million at the date the EMI option is If the company is a member of a group of companies, the limits are applied to the gross assets of the group as a 由于篇幅有限，网址在这里-new-htm，你可以在那里看到完整。这是一篇关于企业管理的学术性文章。
Managing people effectively in extension programmes is a skill that requires constant planning and An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub He or she has status that leads to various interpersonal relations, and from this comes access to Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988) Management is concerned with the optimum attainment of organizational goals and objectives with and through other Extension management organizations are characterized by many strategies, wide spans of control, democracy, and Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994) Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high If change is not handled correctly, it can be more devastating then ever High performers reflect, discover, assess, and They know that a new focus on connecting the heads, hearts, and hands of people in their organization is Astute managers know what needs to be done but struggle with how to do Quite often they prefer to consider themselves as teachers or communicators rather than This results in under-utilization of the increasing amount of literature on management theory and The root of the problem is They must learn how to motivate others and build an efficient More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational A process or function is a group of related activities contributing to a larger Management functions are based on a common philosophy and They centre around the following: Developing and clarifying mission, policies, and objectives of the agency or organization Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities Setting priorities and reviewing and revising objectives in terms of changing demands Maintaining effective communications within the working group, with other groups, and with the larger community Selecting, motivating, training, and appraising staff Securing funds and managing budgets; evaluating accomplishments and Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b)The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959): · Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment · Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives · Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions · Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise · Coordinating: interrelating the various parts of the work · Reporting: keeping those to whom you are responsible, including both staff and public, informed · Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesPlanningPlanning is the key management function of any extension It is the process of determining in advance what should be accomplished, when, by whom, how, and at what Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their It involves choosing a course of action from available Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the The types of planning that managers engage in will depend on their level in the organization and on the size and type of the Generally there are four major types of planning exercises: strategic, tactical, contingency, and Strategic planning involves determining organizational goals and how to achieve This usually occurs at the top management Tactical planning is concerned with implementing the strategic plans and involves middle and lower Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992) Managerial planning is usually considered as microlevel It helps in combining resources to fulfil the overall objectives of the extension A needs assessment may initiate a need for developing a The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the Its mission statement is a proclamation of its purpose or reason for After the philosophy and mission statements have been established, various goals and objectives are Goals are usually general statements that project what is to be accomplished in the An objective is a concrete statement describing a specific Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be Managers are related to policy formation in two First, they play a crucial role in implementing organizational policies that have been established by higher Second, they create policies within their departments as guides for their own work Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of Rules are used to provide final and definite Usually they are Planning is designing the future, anticipating problems, and imagining In short, planning is essential for anyone who wants to The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of Everyone is a planner - a planner of meals, of work time, Of vacations, of Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political Long-Range Planning Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in Many extension workers may think that such management is beyond their level of authority, control, or They may feel that such management is the prerogative of the director, the deputy minister, or the However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be
impact：影响。作用Enterprise Resource planning Systems ：企业资源计划系统management：管理：管理部门因此翻译为：企业资源计划系统在管理上的影响
论文都写好了，应该不要原文了吧[1] 欧阳新年 企业文化认知与塑造[J] 北京市经济管理干部学院学报, 22003,(04) [2] 魏中龙,张慧 企业文化建设、教化与功能实现[J] 北京工商大学学报(社会科学版), 2004,(04) [3] 周忠英 企业文化——未来企业的第一竞争力[J] 商业研究, 2004,(03) [4] 何载福 企业文化建设实践与绩效研究[D] 华中科技大学, 2005 [5] 张敬文 知识经济时代企业文化建设探讨[D] 暨南大学, 2003 [6] 张藕香 并购企业文化整合研究[D] 湖南农业大学, 2003 [7] 赵铁成 论企业文化与企业绩效的关系[A] 中国新时期思想理论宝库——第三届中国杰出管理者年会成果汇编[C], 2007 [8] 张奇 企业文化建设是推动企业发展的源动力[J] 建设科技, 2005,(Z1) [9] 李睿 对企业文化建设的思考与建议[J] 中国民用航空, 2007,(06) [10] 陈中义 企业发展 文化为基[J] 四川建筑, 2006,(06)
1, what is corporate culture?Enterprise culture is to show the enterprise in the practice of the socialist market economy, gradually form for all staff identity, abide by, with the characteristics of the enterprise Principles of operation, management style, enterprise spirit, moral norms and the sum of development Enterprise culture is formed in the cultural concepts, historical tradition, common values, ethics and code of conduct such as the ideology of the enterprise, business leaders to culture change people's function is applied to the enterprise, in order to solve the problems in the modern enterprise management, has the enterprise Enterprise management theory and enterprise culture management theory are pursue But the former in the pursuit of benefits and take people as the object, the latter for the pursuit of benefits consciously applied to the enterprise culture concept, with rich creative people as the center of the management This kind of guiding ideology reflected in the enterprise management, there will be a people called the values of enterprise
可以上网百度一篇相关内容
Brand cultureBrand culture is a company culture in which employees "live" to brand values, to solve problems and make decisions internally, and deliver a branded customer experience It is the desired outcome of an internal branding, internal brand alignment or employee engagement effort that elevates beyond communications and Branding is usually associated with expensive advertising campaigns that draw a rosy picture of a given A picture that customers cannot always recognize when dealing with the company in real At Brandculture we introduce a more sustainable way of We believe that for a brand to be credible and profitable in the long run, there must be consistency and authenticity in every contact interface – from advertising to store decoration, employee behavior as well as product That’s why we help companies identify and remove the gap between what they communicate and what their customers really The key to succesful branding lies in building a company culture where every employee feels and acts like a passionate brand We have created processes that help companies involve their employees in the brand building The process of globalization is demolishing the physical boundaries of the markets and fuelling Now brands, result-oriented strategies and efficient customer relationship management play important role in achieving an edge over The charisma of brands cannot be Some of the brands have become, more or less, generic These include Fridge, Xerox, Insta, Dalda, Surf and L People use these brand names whenever they wish to refer to the actual product even if it carries a different The word Fridge has become a synonymous for refrigerator, Xerox for photocopy, Insta for cellular phone, Dalda for vanaspati ghee, Surf for washing powder and Lifebouy for carbolic The brand names assure the users of certain quality standards and consistency of At the same time brand loyalty generates repeated sales for the brand The confidence level is often to the extent that consumers even do not know the name of manufacturer or the country where these products have been Pakistan cannot remain immune to the process of While it has to open the domestic market for the overseas suppliers, Pakistani manufacturers not only have to face the competition in the local market but also compete in the international The biggest challenge is for textiles and clothing sector which has been surviving due to quota Some of the Pakistani brands from the sector, Bonanza and ChenOne have become known in global markets and many more names are passing through the process of Therefore, by following the foot prints of the leaders, other can also let the world known about their Exploring the influence of branding in various industries is very interesting While most of the marketeers accept the importance of brands in case of consumables and durables, even agricultural inputs are being sold with brand The two examples are Engro and Kissan As a majority equity participant in FFC-Jordan, Fauji Fertilizer preferred to use Kissan name due to its widespread brand In the consumer market the strength of brand names like Surf, Dalda, Robin Blue are the In urban areas and in case of brand-loyal customers the insistence of a consumer to buy a product is However, in rural areas where people cannot read names, they identify the products by Some of these brands are often considered as generic This kind of brand loyalty or association has been developed due to extensive and intensive promotion by the The impact of brand influence can also be gauged by lubricants buying habit of Now they insist of a brand rather than compromising on unbranded As regards consumer durables, some of the brand names have been imprinted in the memories of These are Philips, IBM, Intel, Sony and W Consumers consider these names as industry bench Interestingly, Intel was initially a microprocessor manufacturing company but the name Intel was, and still, considered to be the bench mark for evaluating the performance of a The other interesting example is S They are the pioneer of flat screen Wega is their flat screen model but when people go to purchase a television, they insist on Sony although they mean a flat screen model produced by the Sony TeeJays was a pioneer of branding in ready made While it has not been able to get wide recognition at local and domestic level, some other manufacturers have attained such Two such names are Bonanza and ChenO While Bonanza became known due to its massive marketing and promotion, ChenOne has become a pick of those who love to buy world known The manufacturers of ChenOne based their marketing strategy on four Ps, product, price, promotion and They realized the importance of product and produced items which were, in way, inferior to the some of the world leading They also priced the products accordingly and used massive advertising to let the buyers know about the However, they were very choosy about They decided to sell the product from their own outlets which are located in the areas where the residents have the corresponding purchasing Lately the ChenOne products have been made available in the Middle East To conclude, it is enough to say that unless local manufacturers establish the credibility of their products by branding them they may not be able to compete in the local market and maintain their share in the global 还有一篇英文文献关于企业文化的，因为有图表就不粘贴过来了，你自己去看一下。_htm
Managing people effectively in extension programmes is a skill that requires constant planning and An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub He or she has status that leads to various interpersonal relations, and from this comes access to Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988) Management is concerned with the optimum attainment of organizational goals and objectives with and through other Extension management organizations are characterized by many strategies, wide spans of control, democracy, and Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994) Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high If change is not handled correctly, it can be more devastating then ever High performers reflect, discover, assess, and They know that a new focus on connecting the heads, hearts, and hands of people in their organization is Astute managers know what needs to be done but struggle with how to do Quite often they prefer to consider themselves as teachers or communicators rather than This results in under-utilization of the increasing amount of literature on management theory and The root of the problem is They must learn how to motivate others and build an efficient More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational A process or function is a group of related activities contributing to a larger Management functions are based on a common philosophy and They centre around the following: Developing and clarifying mission, policies, and objectives of the agency or organization Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities Setting priorities and reviewing and revising objectives in terms of changing demands Maintaining effective communications within the working group, with other groups, and with the larger community Selecting, motivating, training, and appraising staff Securing funds and managing budgets; evaluating accomplishments and Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b)The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959): · Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment · Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives · Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions · Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise · Coordinating: interrelating the various parts of the work · Reporting: keeping those to whom you are responsible, including both staff and public, informed · Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesPlanningPlanning is the key management function of any extension It is the process of determining in advance what should be accomplished, when, by whom, how, and at what Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their It involves choosing a course of action from available Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the The types of planning that managers engage in will depend on their level in the organization and on the size and type of the Generally there are four major types of planning exercises: strategic, tactical, contingency, and Strategic planning involves determining organizational goals and how to achieve This usually occurs at the top management Tactical planning is concerned with implementing the strategic plans and involves middle and lower Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992) Managerial planning is usually considered as microlevel It helps in combining resources to fulfil the overall objectives of the extension A needs assessment may initiate a need for developing a The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the Its mission statement is a proclamation of its purpose or reason for After the philosophy and mission statements have been established, various goals and objectives are Goals are usually general statements that project what is to be accomplished in the An objective is a concrete statement describing a specific Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be Managers are related to policy formation in two First, they play a crucial role in implementing organizational policies that have been established by higher Second, they create policies within their departments as guides for their own work Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of Rules are used to provide final and definite Usually they are Planning is designing the future, anticipating problems, and imagining In short, planning is essential for anyone who wants to The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of Everyone is a planner - a planner of meals, of work time, Of vacations, of Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political Long-Range Planning Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in Many extension workers may think that such management is beyond their level of authority, control, or They may feel that such management is the prerogative of the director, the deputy minister, or the However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be
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英语专业的论文我就多了,不过你给的分也太多了点,给你发些题目吧,追加就分,给个红旗,同性恋和文化多元性《德伯家的苔丝》悲剧成因探析 浅析广告英语中的修辞西方思潮对当代中国青年的负面影响论美国电影对中国电影业造成冲击的原因 逃避，不如直面 ——浅谈“逃避主义”的根源 英汉广告文化和翻译从尊卑与平权看中西方文化的道德差异分析《傲慢与偏见》中的一个次要人物 做合格的外贸人才——针对英语专业在校生从电影《美丽人生》看完美男人形象 浅谈中学英语听说教学 从《宠儿》透视美国黑人女性的悲剧与成长《哈姆雷特》戏剧中的悲剧因素 英国女王伊丽莎白一世的宗教改革 英国战争对英语习语的影响 个体语言与语境 开发草地生态旅游促进西部经济发展 海丝特与卡米拉爱情观的对比分析 愉快教学法在初中英语教学中的研究中学英语教学中的肢体语言的应用 解读《简爱》的帝国主义意识 浅析美国早期移民文化 中国和西方的酒文化 中英死亡委婉语对比分析苔丝的反叛精神 浅谈交际法在中学英语教学中的应用 关于攀枝花市公示语汉英翻译的调查与分析 消除不良商标翻译的策略 大学英语教学中的弊端及对策 论美国“西进运动”的双刃性 七曲山大酒店的管理弊端及其对策 从《鲁滨逊漂流记》看人的性格对命运的决定作用 企业文化对企业发展的作用 论中西方文学作品对正面人物的刻画 一位坚强独立的女性——简·爱 试论格萨拉生态旅游区的现状及发展前景妇女——当代美国社会不可小觑的力量 浅谈格萨拉景区旅游开发前景 像鲁滨逊一样在逆境中创造精彩 初中英语课堂互动教学的探索 论旅游英语的特征 中学生个体差异与英语素质教育商标语的翻译 初中学生个体差异与英语教学 论《美国悲剧》中萝贝塔的悲剧性 从现代汉语中的外来词看中国文化对西方文化的吸收与 论《白象似的群山》中海明威独特的写作风格 攀枝花民族中学英语教学特性分析及对策 从福娃“改名”谈文化词的翻译策略 美国英语与英国英语在词汇上的差异 非语言交际在中学英语教学中的有效应用 从《哈利·波特》看儿童的成长 浅析苔丝之死 《老人与海》象征主义探究 “师道尊严”对当代中国英语教学的负面影响 日常生活中提高英语口语方法探析 攀枝花生态旅游的发展 在国际商务谈判中建立良好第一印象的技巧 从《西风颂》看英国积极浪漫主义的特征 企业文化在企业发展中的作用 习语及习语的汉英翻译盖茨比美国梦的幻灭——透视现实生活中的爱情 文化差异对第二语言学习的影响 浅析爱默生的《论自助》——人生自主的源泉 在中西方文化背景中对龙的不同阐释 论教学交往互动中的对话 冷战后美国外交的文化阐释 网络对当代青少年的影响 欧美人所理解之天堂世界观 基于作品人物浅析菲茨杰拉德 中国80后一代眼中的美国文化和中国文化 解读《皆大欢喜》中的浪漫主义 从《红字》和《荆棘鸟》看宗教禁欲主义下的爱情跨文化交际与中西文化冲突 谈如何理解海明威《一个干净明亮的地方》网络在中学英语教学中的应用 我看简·爱的爱情 中美家庭教育与个人能力培养 试论言语行为理论在广告语中的运用 《老人与海》的悲剧色彩:对完美主义的质疑 英语名的取名艺术 英语名的取名艺术 分析简·爱的美 中西文化中颜色词的象征意义 重拾爱伦·坡的哥特小说——从写作手法剖析 论《红字》中的孤独因素 汉语语言环境对英语学习的影响 小学英语教育中的新方法 中西方婚俗的差异 斯佳丽：“旧”时代的“新”女性 交际法在中学英语课堂的应用 论修辞在英语广告中的应用 中国西部未来人才需要 论福斯塔夫的性格 从《喧哗与骚动》中凯蒂的悲剧看20世纪初女性的社会 从商标及广告翻译看中英文化差异 儿童英语的交互性教学 英文谚语的文化场景在中译文中的缺失与弥合 浅谈大学生英语口语表达能力的提高 美国高等教育的多元化 教师在小学英语教学中的角色和作用分析罗密欧与朱丽叶的爱情悲剧之研究 放松艺术——论失落情绪的消除社会底层的底层——分析美国非裔妇女的社会地位论中西饮食文化差异 文化认同的悲剧 从美国“迷惘的一代”看当今中国年轻人的生活 中美文化视野中对个人主义的认同差异透过《飘》看现代女性对待生活的态度 美国社会的葛朗台现象 多种方法，提高初中英语课堂效益学前幼儿的英语口语教学方法和技巧 论毒品对青少年的危害 从原创广告分析中美文化差异 乐山大佛风景区宗教旅游资源的研究 从迷茫的玛尔特的悲剧看女性存在的社会价值从伊丽莎白一世的婚姻看现代爱情观 美国黑人文化得以幸存的原因解析 激发学生学习英语的兴趣 英国的民族个性——高贵与务实在饮食中的表现 大学双语教学的现状及对策 倾城之恋》与《飘》的女性主义解读 浅析中国慈善事业发展现状 思想的解放 理性的光芒 浅析美国的个人主义与中国的集体主义林奇与狼牙山五 从英汉习语的翻译看中西方文化差异初中英语教学的弊端及对策论家庭教育和学校教育的结合 都市边缘文化中西方同性恋文化浅析 《简·爱》的浪漫主义解读冷战后的美国对外战略 洋快餐对中国饮食文化的影响 中国教育体制下情境教学法的误区 美国俚语中的文化特征美国黑人文化的灵魂—音乐与舞蹈谈如何加强初一年级英语教学 手势在人际交往中的应用 从《变形记》透视家庭环境对塑造儿童健康心理的影 谈美国富翁的慈善捐助 英汉广告翻译中的文化差异 精神与形象造就优秀企业 情感因素与外语学习 从两个节日看中西方的迷信思想 从《鲁宾逊漂流记》看创新精神 二语习得中文化差异对阅读的影响 论《傲慢与偏见》中的爱情观和婚姻观 浅谈高中英语的听说教学方法 做合格的外贸人员对经贸英语专业在校生 颜色词的中英对比翻译 星条旗飘扬下的爱国主义 传统英语教育与在线英语教育 解析《长腿叔叔》少女茱蒂 成长的日志 爵士乐—二十世纪美国社会文化的一面镜子 剖析莎士比亚以四大悲剧为代表的悲剧世界 现代英语新词分析 学生焦虑与教师言行之间的关系探讨英语词汇的语境意义分析 浅析非言语交际在小学英语教学中的运用 中西方礼仪差异 论《傲慢与偏见》中的妇女地位问题 相同的性格，不同的命运——王熙凤与郝思嘉人物形象 英语中的性别歧视 初中生英语口语培养途径研究《鲁滨逊漂流记》中殖民文化对殖民地文化影响解读 黑人之音—美国黑人的布鲁斯与说唱 教师的态度对初中学生英语学习的影响跨文化交际中的身势语 深圳市私营企业对外贸易面临的问题及对策中学英语教师素质提高的途径探索 论雪莱的自由之路 浅析中美家庭教育的差异 中国慈善事业任重道远 非言语交际文化 从劳伦斯及其作品《儿子与情人》看恋母情结 英语课堂教学中的互动策略 《威尼斯商人》中的人物形象分析敏感的文化元素——浅谈中外青春期性教育 《了不起的盖茨比》 —论美国梦的破灭 英语语言性别歧视研究 攀枝花格萨拉景区旅游业可持续发展的分析报告 影响中学生英语学习的心理因素分析 论中学英语学习策略情景教学法在小学英语教学中的运用 论盖茨比悲剧的必然性英语单词记忆中存在的主要问题和解决方法谈英语教学中导入文化背景知识的必要性 《喜福会》中母爱主题的文化阐释 美国妇女地位提高所带来的思考 美国俚语的产生及功能的分析 英语习语非稳定性结构特征研究 《乱世佳人》对21世纪女性的启示 英语长句的汉译 从《喜福会》透视中美文化冲突与融合 中国80后与美国迷惘一代的比较试析《老人与海》的悲喜色彩 网络游戏对青少年的影响浅谈运用多媒体辅助小学英语教学 从美国汽车看美国文化 从《简·爱》看知识改变女性命运 中学英语教育中的情感教育 大学英语听力提高对策初探 美国人无根性的历史根源 学生英语口语能力的培养肯定有你满意的QQ 89 后面接着输入 后面接着输入 后面接着输入 136 (4行连着输入就是我的QQ)
Financial risk is modern enterprise management inevitable problems, as competition intensifies the financial risk of the enterprise faced is becoming more and more complicated and For the prevention of the financial risks of enterprise, we must understand the origin and characteristic of risk, appropriate control and prevention, perfect the risk management mechanism, will loss is reduced to the minimum, for enterprise to create the greatest This article through the discussion of the financial risks of enterprise enterprise status, influence and faces environment, this paper expounds the meaning of the financial risks of enterprise managemenrisks of enterprise should how In the market economy condition how to deal with the financial management of risk and puts fpersonal view, and showed that under the new situation of the financial risks of enterprise should be controlled in a reasonable and acceptable This paper includes the following four parts: The concept of a, financial risk Second, the financial risks of enterprise is the reasons Three, enterprise financial risk management measures Four, closing In this paper, unique in the two cases were enumerated paper for this year, one of whom is the salt snapping up case, it is the brief analysis happened in our each person, as a case of that we mentioned problems of more easy to Another is the sichuan changhong familiar to all this incident corporation cases, though not happen around us but sichuan changhong credit at this event is a national so more, make everyone do cases referred to deeply understand
Managing people effectively in extension programmes is a skill that requires constant planning and An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub He or she has status that leads to various interpersonal relations, and from this comes access to Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988) Management is concerned with the optimum attainment of organizational goals and objectives with and through other Extension management organizations are characterized by many strategies, wide spans of control, democracy, and Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994) Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high If change is not handled correctly, it can be more devastating then ever High performers reflect, discover, assess, and They know that a new focus on connecting the heads, hearts, and hands of people in their organization is Astute managers know what needs to be done but struggle with how to do Quite often they prefer to consider themselves as teachers or communicators rather than This results in under-utilization of the increasing amount of literature on management theory and The root of the problem is They must learn how to motivate others and build an efficient More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational A process or function is a group of related activities contributing to a larger Management functions are based on a common philosophy and They centre around the following: Developing and clarifying mission, policies, and objectives of the agency or organization Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities Setting priorities and reviewing and revising objectives in terms of changing demands Maintaining effective communications within the working group, with other groups, and with the larger community Selecting, motivating, training, and appraising staff Securing funds and managing budgets; evaluating accomplishments and Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b)The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959): · Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment · Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives · Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions · Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise · Coordinating: interrelating the various parts of the work · Reporting: keeping those to whom you are responsible, including both staff and public, informed · Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesPlanningPlanning is the key management function of any extension It is the process of determining in advance what should be accomplished, when, by whom, how, and at what Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their It involves choosing a course of action from available Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the The types of planning that managers engage in will depend on their level in the organization and on the size and type of the Generally there are four major types of planning exercises: strategic, tactical, contingency, and Strategic planning involves determining organizational goals and how to achieve This usually occurs at the top management Tactical planning is concerned with implementing the strategic plans and involves middle and lower Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992) Managerial planning is usually considered as microlevel It helps in combining resources to fulfil the overall objectives of the extension A needs assessment may initiate a need for developing a The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the Its mission statement is a proclamation of its purpose or reason for After the philosophy and mission statements have been established, various goals and objectives are Goals are usually general statements that project what is to be accomplished in the An objective is a concrete statement describing a specific Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be Managers are related to policy formation in two First, they play a crucial role in implementing organizational policies that have been established by higher Second, they create policies within their departments as guides for their own work Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of Rules are used to provide final and definite Usually they are Planning is designing the future, anticipating problems, and imagining In short, planning is essential for anyone who wants to The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of Everyone is a planner - a planner of meals, of work time, Of vacations, of Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political Long-Range Planning Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in Many extension workers may think that such management is beyond their level of authority, control, or They may feel that such management is the prerogative of the director, the deputy minister, or the However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be
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