论科学发展观指引下企业行政管理部门执行力提升的路径

企业行政管理部作为企业的中枢神经系统和管理前沿阵地,如何提升其执行力是企业必须面对的重要现实问题.科学发展,明确部门的执行目标是企业行政管理部执行力提升的先导;以人为本,培育优秀的执行主体是企业行政管理郝执行力提升的核心;解放思想,鲜明的执行文化是企业行政管理部执行力提升的推动剂;统筹兼顾,完善规范的执行机制是企业行政管理部执行力提升的保障.     

高校行政管理执行力的影响因素研究

高校行政执行力的提高,有助于高校在落实上级相关部门政策的基础上,不断提高高校的整体管理效果,促进科学化、合理化的行政管理体系的建立。因而加强高校行政管理执行力的影响因素分析满足高校的实际发展需求,具有一定的现实意义。     

企业管理执行力问题探讨

企业的发展靠管理,管理的力度靠执行。一个好的执行部门能够弥补决策方案的不足,而一个完美的决策方案,却可能会因为执行力不足而使计划失败。管理执行力是企业管理成败的关键。本文从我国企业管理执行力不足产生的影响入手,分析了我国企业管理执行力不足的原因,提出了解决我国企业管理执行力问题和提升我国企业管理执行力的对策。     

浅论教务工作中和谐人际关系的培育

高校教务部门如同一个小社会,教务人员之间,教务人员与教务管理人员之间,教务人员与学院领导之间彼此形成一个纵横交错的人际关系网络,和谐的人际管理是推动高校教务工作的内驱动,对高校教务工作意义重大。文章结合多年的工作经验,提出了在教务工作中营造和谐人际关系的一些新构想。     

惟有系统管理才能提高执行力——以酒店、餐饮为例

执行力,是企业管理共性的追求,是合格产品和营造顾客满意体验的根本保证。执行力的提高,是一个系统全面均衡管理的工作。设计,为执行道明理由,做好铺垫;配置,为执行提供保障,提供支撑;培训,使执行少走弯路,轻松到位;评估,为执行纠偏扬正,为新的执行事项承上启下做好必要过渡。通过系统务实的运作,不仅有效提高执行力,还会给企业带来更加和谐的氛围。     

高校教务管理信息化建设发展研究

本文从分析高校教务管理信息化的发展着手,详细分析了高校教务管理信息化发展过程中所取得的成果及产生的问题,究其原因,并针对优化高校教务管理信息化建设中信息系统相关工作流程、管理制度及组织机构、教务管理效率等提出意见,为进一步深化高校教务管理信息化、提高教务管理水平出谋划策。     

高校教务管理的几点思考

高校教务管理是一项十分复杂的系统工作,其工作范畴主要是教学管理。在整个学校管理工作中,教务管理就像一个机器的发动机,它的运转好与坏直接影响整个机器的运行情况。与中学的教务管理工作比较,高校的教务管理工作更为复杂,管理形式也更加多样化。这也决定了高校的教务管理起来难度较大。存在的问题1、教务工作中“杂、乱”现象存在在高校职能部门中,由教务部门负责教学管理方面,因其管理范围较广,很容易导致各职能部门职权界限模糊,教务工作也就很容易与其他部门冲突。教务工作“杂、乱”现象也就不可避免。而高校各职能部门分工不明确,…     

关于高校教务管理队伍执行力的思考

改革开放三十年来,我国高等教育的迅速发展有目共睹,正所谓“百年大计,教育为本”,教育事业的辉煌成就成为推动我国社会主义事业蓬勃前进的强大推动力。回顾我们过去所取得成就的同时,我们必须客观地认识到,当前我国的高等教育事业发展进入了一个瓶颈阶段,制约高等教育事业继续前进的诸多因素中,高校内部教务管理队伍的执行力问题是关键性要素。高校的教务管理队伍既是是高等学校人才培养目标的制定者,也是教学计划的组织落实者,这支队伍的执行力建设,直接影响到高等学校教学秩序的正常运转以及人才培养水平的不断提升。     

我国政府部门执行力存在的问题和对策研究

政府执行力反映的是政府将战略目标变成现实、将规划转化为成果的能力.由于执行主体素质缺失、执行对象掣肘抗拒、执行手段偏差落后等原因,使我国政府部门执行力存在着执行失职、执行滥权、执行低效等问题.为有效提高我国政府的执行力,应采取的策略是:培育政府执行主体的执行力素质;变革和创新政府管理理念;构建协调高效的政府执行机制.     

对高校教务管理工作的几点思考

教务管理工作的主要任务是教学组织、教学管理、教学改革；教务管理工作的内容主要有课程管理、考试管理、学籍管理、教材管理、质量管理、协调服务、制度建设；在教务管理部门中应营造学习气氛，建立学习型组织、采用激励与竞争、淘汰机制、教务管理人员应该具备一定的素质、应建立督导机制，促进对教学秩序的管理、要不断完善教学质量评价体系，提高教师教学质量、要逐步实行教学管理信息化、系统化、增强教务人员的协调意识、建立健全教务管理制度；民办高校的教务管理工作与公办院校有共同点，也有其自身特点。     

The other 338: Why a majority of our schools of business administration do not offer a course in business ethics

A recent survey indicated that the majority of schools of business administration do not offer courses in business ethics and/or the social responsibilities of business firms. The author examines the reasons for the omission of these courses, and concludes that faculty in the major disciplines and techniques of management do not recognize the complexity of ethical problems or the importance of ethical decisions in the overall management of large business organizations. La Rue Hosmer is Professor of Policy and Control at the Graduate School of Business Administration of the University of Michigan. He has A.B., M.B.A., and D.B.A. degrees from Harvard University, and was the founder and president of a company that manufactured heavy equipment for sawmills and papermills. He has been teaching Business Policy, Small Business Management and Entrepreneurship at The University of Michigan since 1972, with visiting appointments during that period at Stanford and Yale. His research interests are in managerial ethics, corporate responsibility and strategic implementation. He is the co-author of The Entrepreneurial Function (Prentice-Hall, 1977) and the author of Strategic Management: Text and Cases on Business Policy (Prentice-Hall, 1982), Formation Planning (McGraw-Hill, 1984), and Managerial Ethics (in press).     

高职酒店管理专业学生实习问题分析——以沈阳大学新民师范学院酒店管理专业为例

酒店实习是高职酒店管理专业一个重要的教育教学环节,沈阳大学新民师范学院酒店管理专业的学生通过酒店实习,极大的提升了自身的职业素养和动手能力,但还存在理想和现实差距大、角色转换困难、理论与实践脱节、实习岗位单一、同工不同酬等问题。酒店高职教育机构应注重学生实践能力的培养,做好实习动员工作,加强学生思想教育,并与酒店建立联合办学、互利共赢的长期合作关系;实习酒店应设计合理的薪酬结构,提高对酒店实习学生的管理水平,从而保证高职酒店管理专业实习教学工作的顺利进行。     

我国公共危机管理法制建设存在的问题与对策思考

2007年,我国人大常委会审议通过的《中华人民共和国公共危机事件应对法》,是新中国第一部应对各类公共危机事件的综合性法律,标志着我国规范应对各类公共危机事件共同行为的基本法律制度已经确立,但还存在着法规体系不健全、应急法制的实施环境有待进一步改善、应急管理的法制执行不到位等问题。我国应不断地修订和完善危机管理法律体系、营造良好的法制环境、加大职能部门执法监管力度,使危机管理工作逐渐进入了制度化、规范化和法制化的轨道。     

Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction

Companies offer ethics codes and training to increase employees’ ethical conduct. These programs can also enhance individual work attitudes because ethical organizations are typically valued. Socially responsible companies are likely viewed as ethical organizations and should therefore prompt similar employee job responses. Using survey information collected from 313 business professionals, this exploratory study proposed that perceived corporate social responsibility would mediate the positive relationships between ethics codes/training and job satisfaction. Results indicated that corporate social responsibility fully or partially mediated the positive associations between four ethics program variables and individual job satisfaction, suggesting that companies might better manage employees’ ethical perceptions and work attitudes with multiple policies, an approach endorsed in the ethics literature. Sean Valentine (D.B.A., Louisiana Tech University) is an Associate Professor of Management in the college of Business at the University of Wyoming. His teaching and research interests include business ethics, organizational behavior, and human resource management. He has published in journals such as Behavioral Research in Accounting, Journal of Business Research, Journal of Personal Selling & Sales Management, and Journal of Business Ethics. Gary Fleischman (Ph.D., Texas Tech University) is an Associate Professor and is the McGee Hearne and Paiz Faculty Scholar in Accounting at the University of Wyoming. His teaching expertise is in accounting and entrepreneurship and his research interests are in business ethics and behavioral business research. He has published in journals such as Behavioral Research in Accounting, The International Journal of Accounting and Journal of Business Ethics.     

Stakeholder Management Capability: A Discourse–Theoretical Approach

Since its inception, Stakeholder Management Capability (SMC) has constituted a powerful hermeneutic through which business organizations have understood and leveraged stakeholder relationships. On this model, achieving a high level of capability largely depends on managerial ability to effectively bargain with stakeholders and establish solidarity vis-à-vis the successful negotiation, implementation, and execution of "win–win" transactional exchanges. Against this account, it is rightly pointed out that a transactional explanation of stakeholder relationships, regarded by many as the bottom line for stakeholder management, fails to provide managerial direction regarding how to resolve a variety of normative stakeholder claims that resist commoditization. In response to this issue, this paper has two overlapping goals. It seeks to elaborate a discourse theoretical approach to the problem by first drawing out Jurgen Habermas’ theory of communicative action and delineating the various types of rational discourse. Second, the paper attempts to present concrete implications for SMC relative to reshaping the contours of rational, process, and transactional analysis in light of central discourse theoretical conclusions. Dr. Abe J. Zakhem works primarily in the areas of ethical theory and business ethics. He has worked in private industry as a senior management consultant and chief operating officer and is currently an assistant professor at Seton Hall University.     

Stopping the Exploitation of Workers: An Analysis of the Effective Application of Consumer or Socio-Political Pressure

Commodity chain analysis (Bair and Ramsay, 2003 Multinational Companies and Global Human Resource Strategies) is used to explore where economic pressure (from consumers) or socio-political pressure (from governments and NGOs) can be applied to reduce worker exploitation. Six paths are illustrated with examples of successful and unsuccessful application of pressure. Three conclusions are reached :Economic pressure on companies and brand owners is more likely to lead to improved workplace conditions than socio-political pressure; Brand owners are more likely to implement improved workplace conditions than retailers; and Retailers who are under extreme consumer price pressure will resist improving workplace conditions. Dr. Gina L.S. Pines received her Ph.D. in Business, Organization and Policy Studies from The City University of New York, Bernard Baruch College of Business. She has held faculty positions at John Jay College of Criminal Justice (CUNY), Rensselaer at Hartford, Fairfield University and Central Connecticut State University. Presently, she is a Visiting Associate Professor of Business Strategy and Policy at the University of Hartford. Prior to her university work, Dr. Pines developed public–private partnerships for The New York City Partnership (a Rockefeller foundation) and The New York City Public Schools. While at the New York City Partnership Dr. Pines developed, applied for and was granted by the New York State Senate, $1.4 million for start up programs and research in business–education partnerships for 10 consecutive years. Dr. Pines has delivered numerous white papers to the New York State Senate. She has presented at academic conferences, most recently in London on human rights violations and corporate social responsibility. Her research has examined CEO career paths and firm strategic choice, strategy formulation, implementation, and evaluation and the exploitation of women and children in lesser developed nations. Presently, she is developing a model specifying the linkages among “guilt triggers” corporate social responsibility and the exploitation of women and children in lesser developed nations. David Meyer is a Professor of Management and Organization at Central Connecticut State University and a Research Fellow at the Fraser Center, Wayne State University. His Ph.D. is in Organizational Behavior and Industrial Relations from the University of Michigan. His research concerns workplace justice, implementing strategy, and problem solving in organizations. He has published in the British Journal of Industrial Relations, Industrial and Labor Relations Review, Industrial Relations, and others.     

Developing International Business Managers Through International Study Visits to China

Globalization is a key factor in the success of business organizations today, impacting many aspects of management performance. Understanding the global business environment has therefore become a key objective in the teaching of international business on Executive MBA programs. Drawing on the theory of experiential learning, this study examines the relationship between program structure and learning activities of an international study visit (ISV) to China and the learning experience for Executive MBA students. The findings indicate that learning experience may be most effective where the structure of an ISV incorporates certain activities that promote experiential and deep-level learning. Educational implications are discussed.     

TQM: Just what the ethicist ordered

Total quality management (TQM) has become a basic business practice in organizations throughout the world. Implementation of TQM in these organizations has been driven by the desire to increase profits in the highly competitive business world. Total quality management techniques are designed to improve performance.Concurrently, organizations are striving to eradicate the concept that the termbusiness ethics is an oxymoron. Corporate codes of conduct have been developed to indicate the outside boundaries of acceptable organizational behavior and companies are espousing and enforcing the ideals contained within these codes.It is our contention that these two business trends are intimately related. TQM encompasses concepts and practices that are in the best organizational interest for all stakeholders. Additionally, TQM promotes activities that encourage high moral behavior. To support this notion, consider the following six important concepts that provide a foundation for TQM:Empowerment of employees Throughput that is prompt and without defects Helpfulness of managers and employees in task accomplishment Integrity of products, services and people Change in process and behavior Stakeholder emphasis (stockholders, customers, and equity)Viewed in the above form, TQM is simply good ethics put into practice. Cecily Raiborn is a Professor of Accounting at Loyola University. Her teaching and research interests include managerial accounting, cost accounting, business ethics, and international business. She has published articles in the Journal of Business Ethics,the Labor Law Journal,the Journal of Corporate Accounting and Financeand Management Accounting.She is the author of two accounting books: Cost Accountingand Managerial Accounting.She is heavily involved in professional and student organizations. Dinah Payne is an Associate Professor of Management at the University of New Orleans. Her teaching and research interests include business ethics, the legal environment of business, international business and international management: She has published articles in the Journal of Business Ethics,the Labor Law Journal,the Journal of Managerial Issuesand Management Accounting.She is the Secretary/Treasurer of the Southern Academy of Legal Studies in Business.