共查询到20条相似文献,搜索用时 121 毫秒
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如果有人问8年的时间可以用来做什么,我可以负责任的告诉你,我用人生最好的8年通过了CPA考试,你的反应是怎样的呢?也许有人说:"哇!好有毅力,终成正果!"也许有人说"运气也真够差的,还是脑子笨?"也许还有人说"做点别的不好吗?" 相似文献
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Orbanes P 《Harvard business review》2002,80(3):51-7, 131
How do game designers approach their work? Perhaps in the same way that managers should. Here, the author, an expert in board-game design and the world's foremost authority on Monopoly, translates six tenets of game design into management principles. Three tenets focus on giving players the right level of structure. First, design simple and unambiguous rules: That also holds true in business; people engage most when responsibilities, objectives, and evaluation criteria are clear. Second, avoid frustrating the casual player. Just as not every game player aspires to be a grand master, not every employee wants to think like an executive. Third, establish a rhythm so that players know intuitively whether they are at the beginning, middle, or end of the game. Managers can also engineer such shifts of momentum and motivation for workers. Three more principles focus on providing entertainment. The most important is to tune into what's happening off the board. For many people, the real joy of a great game--or a great job--comes from the larger social experience surrounding it. Another key is to offer chances to come from behind. Even struggling employees want to believe, "The odds may be stacked against me, but just one great stroke and I'm right back in it." Finally, managers, like game designers, should provide outlets for latent talents. Games themselves can be useful in the workplace. For instance, an afternoon of game playing builds relationships and increases an organization's social capital. And simulation games can sharpen employees' business judgment. Managers may come to appreciate that games succeed depending on how well designed they are--and that many design challenges have their equivalents in the art of management. 相似文献
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摊开报纸,突然发现这整版的文字都在为某个民营业主歌功颂德:打开电视,几乎所有的财经频道都不约而同地列数着那几个耳熟能详的名字以及他们身后那座座让人咋舌的金山:登上网络,发觉自己已经置身于一场围剿“国有”的浪潮之中,很多学者与官员都正用“国退民进”“MBO无罪”“国有股必须减持”“民企高效”等千百个新词汇,一边将“民营”打造得五光十色,一边将“国有”描绘得狰狞恐怖。 有些人总是如此,非黑即白,非白即黑。一旦发现某个事物的弊病,便骂之一无是处,诏告天下摈弃;一旦在某个事物上得了甜头,便六合同举,一俊遮百丑。这思想上的偏颇让我们吃了太多的苦头,但每每伤好之后又有谁记得起当时的苦痛呢?恐怕绝大多数人又会在新一轮的躁动中摔打得鼻青脸肿才会略显理智吧。这场“国有”与“民营”的争论是否会毫无意义的付出代价,难道“国有”真的走到悬崖边吗?难道“民营”就是惟一的救世主吗?我们又该如何面对要把银行业这最后的一块“国有”完整阵地民营化的主张呢?带着这些问题,本刊记者采访了长江商学院郎咸平教授 相似文献
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Lee CA 《Journal of insurance medicine (New York, N.Y.)》2006,38(4):282-284
As MRI's are becoming more popular for evaluating the brain and cranial vault, we are beginning to see the diagnosis of Chiari I malformation being made rather frequently. This case study describes Chiari I malformation of the brainstem and its implications for mortality. 相似文献
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采访前做准备时收集了近几年中行江西分行的有关材料。2000年,账面亏损6.18亿元,省分行本级和10家二级分行亏损面91%。本外币贷款不良资产初次剥离后,不良率仍高达54.8%,在中行全国各分行中排名倒数第二。2000年底,现任行长方红光临危授命。到今年6月份,全行盈利2.2亿元,不良率降为1.48%,是全国最好水平。前后情况的变化让记者有些惊异,采访自然就从这里开始。 相似文献