元代货币及货币思想家

俗话说乱世出英雄，元代钱法大乱，铜钱忽行忽止，统一推行的纸币又泛滥成灾……种种弊端，都引起当政者及±大夫阶层的思考，一些更加成熟的货币思想在这时应运而生了。[第一段]     

又好又快是工会财务新的历史选择

2006年的中央经济工作会议提出，要力促经济工作从又快又好向又好又快发展。又快又好转向又好又快，并不是简单的文字转换，而有其深刻的经济及政治含义，好在快前，意味着中国经济发展的思路将更加重视发展的质量和效益，这样才符合科学发展观的内在本质要求。     

欠发达地区农行提升发展品质之路径

今年年初，省分行提出了全面提升发展品质的总体要求，这是为适应农行股改上市新形势，在总结现代化企业先进管理经验的基础上所作出的科学决策。如何把握发展品质的实质内涵，把上级行品质管理的要求落到实处，找准又好又快的发展路径，是每个经营行必须解决的首要问题。本文结合黄冈实际，在调查分析的基础上，提出了经济欠发达地区农行提升发展品质的建议。     

建立以城市为核心的经营绩效评价机制

建立以城市行为核心的经营绩效评价体系，不仅有利城市行自身的发展，而且对提高工商银行整体效益和竞争力将产生重大的积极影响，围绕如何充分发挥对城市业务发的导向，激励约束，整合功能，在对现有城市行进行功能改造的基础上，按照效益，安全，流动和发展四类，进一步细化城市经营营绩效评价指标体系，使绩效考核更加完整详细和符合实际，并根据不同城市行所处的区域经济状况和自身特点对指标进行取舍或设计不同指标权重，体现出各城市行在不同时期的发展战略，同时，引进国际流行的积分考核制度，有效地形成各个单位，部门，个人的激励和约束机制，促进城市行经营效益和竞争的提高。     

强化基层行内部管理若干问题的思考

近几年，随着建设银行向商业银行转轨步伐的加快，各项业务迅速发展，目前全行的管理工作与业务的发展不相适应，严重影响了建行事业的健康发展。这就要求我行，尤其是地（市）支行、县支行及办事处等基层行必须加强内部管理，建立健全企业化经营和管理机制，提高市场竞争力，在竞争中求发展。现结合基层行的目前状况，就强化基层行内部管理的若干方面谈几点个人构想。一、深化干部制度改革，提高整体战斗力建行事业的兴衰，在很大程度上取决于基层行经营管理的好坏，而基层行经营管理水平在很大程度上又取决于基层行领导和中层干部的管理能…     

金融业不正当竞争的危害

金融业不正当竞争的危害董歧山，马克功自去年不少专业银行以存款大额扩股为名相继提高利率被人民银行制止后，不少金融机构又从公开利率竟争转变为更加隐蔽的其他方式竟争。一是相互压票，人为设障。按规定清算票据最迟次日提出，有的行故意压票２—３天才清算。到月末，...     

农村信用联社统一法人利与弊的思考

本文通过对农村信用社统一法人后，具体运作中所表现出的利与弊，进行分析探讨，提出推进农村信用社法人治理结构更加完善、更好地支持“三农”又好又快发展的具体思路.     

当前我国经济运行中存在的问题及对策建仪

当前，我国经济发展面临着更加复杂的国内、国际环境，经济下行压力加大。本文针对我国经济发展中存在的问题及其存在原因，提出了五条政策性建议，以进一步促进经济又好又快发展。     

提升县支行发展品质的思考

提升发展品质是贯彻落实科学发展观的基本要求，也是基层行实现业务经营又好又快发展的根本出路。本文结合保康支行实际，对照商业银行发展品质的检验标准，对该行业务经营情况进行剖析，并京尤如何提升县域支行发展品质进行了研究。     

政策力挺 内蒙古板块“战机”渐现

6月29日，国务院公布了《关于促进内蒙古自治区经济社会又好又快发展若干意见》，提出到2020年，内蒙古自治区的基础设施更加完善，基本适应经济社会发展需要；经济结构进一步优化，经济发展水平明显提升，城乡居民收入超过全国平均水平。     

Revisiting the new normal hypothesis

The paper estimates the impact of crises on output growth, augmenting Cerra and Saxena's (2008) analysis by extending the data until 2010, and by taking into account globalization and contagion effects. The paper finds that the decline in output growth rates following currency, banking and stock market crises are much larger in the sample ending in 2010, than in the one ending in 2001. The results are robust across different specifications and crisis databases. The paper finds that globalization, estimated using a factor augmented panel, has benefitted economic growth in the long run, but those gains have been diminishing in the new millennium. Moreover, globalization also amplifies the negative effects of crises, especially for upper middle and high income OECD countries, starting with the new millenium. As such, lower output growth is to be expected as the new norm, especially in these more advanced economies for a lot longer than what would have been expected in an usual cyclical recovery, confirming El-Erian and PIMCO's (2009) statement of a “new normal.” Last, but not least, the estimation using a factor augmented panel leads to results consistent with thresholds effects of finance and growth, and of globalization on growth.     

Communicating the new benefits deal

Communication is critical to changing employees' attitudes toward increased responsibility for benefit decisions and health and wellness. As employers shift responsibility, they not only must provide the right decision-making tools; employers must also maintain a safety net for those who don't want the responsibility. This article discusses the experience of four organizations that implemented the "new deal" of increased employee responsibility while also balancing employee needs.     

Empowerment: the emperor's new clothes

Everyone talks about empowerment, but it's not working. CEOs subtly undermine empowerment. Employees are often unprepared or unwilling to assume the new responsibilities it entails. Even change professionals stifle it. When empowerment is used as the ultimate criteria of success in organizations, it covers up many of the deeper problems that they must overcome. To understand this apparent contradiction, the author explores two kinds of commitment: external and internal. External commitment--or contractual compliance--is what employees display when they have little control over their destinies and are accustomed to working under the command-and-control model. Internal commitment occurs when employees are committed to a particular project, person, or program for their own individual reasons or motivations. Internal commitment is very closely allied with empowerment. The problem with change programs designed to encourage empowerment is that they actually end up creating more external than internal commitment. One reason is that these programs are rife with inner contradictions and send out mixed messages like "do your own thing--the way we tell you." The result is that employees feel little responsibility for the change program, and people throughout the organization feel less empowered. What can be done? Companies would do well to recognize potential inconsistencies in their change programs; to understand that empowerment has its limits; to establish working conditions that encourage employees' internal commitment; and to realize that morale and even empowerment are penultimate criteria in organizations. The ultimate goal is performance.     

The new deal at the top

What makes a company strategically agile--able to alter its strategies and business models rapidly in response to major changes in its market space, and to do so repeatedly without major trauma? Three years of in-depth case research on a dozen large companies worldwide showed the authors that one key factor is a new leadership model at the top. Senior executives at agile companies assume collective rather than individual responsibility for results. They build interdependencies among units and divisions, motivating themselves to engage with one another, and carefully manage their dealings to promote collaboration that is frequent, intense, informal, open, and focused on shared issues and the long term. Challenges to conventional thinking are encouraged. This is the new deal, and it's not easy to strike, because it requires executives to act in ways that are far from comfortable. After all, the corporate ladder at most firms favors independent types with a deep need for power and autonomy. At executive meetings, disagreement is suppressed or expressed passive-aggressively, eroding any real sense of belonging to a team. Switching to the new deal almost always requires a huge shift in the company's culture, values, and norms of interaction. The authors describe three approaches to making the shift: Executives can be given formal responsibility not for a business unit but for different stages in the company's value chain. This worked well for SAP, which has a relatively focused business portfolio. When a company's portfolio is less uniform, like Nokia's, business and functional units can be organized to crisscross on a matrix. And when a company is widely diverse, like easyGroup, it can emphasize the learning opportunities that units with common business models may share.     

The new road to the top

By comparing the top executives of 1980's Fortune 100 companies with the top brass of firms in the 2001 list, the authors have quantified a transformation that until now has been largely anecdotal. A dramatic shift in executive careers, and in executives themselves, has occurred over the past two decades. Today's Fortune 100 executives are younger, more of them are female, and fewer were educated at elite institutions. They're also making their way to the top more quickly. They're taking fewer jobs along the way, and they increasingly move from one company to the next as their careers unfold. In their wide-ranging analysis,the authors offer a number of insights. For one thing, it has become clear that there are huge advantages to working in a growing firm. For another, the firms that have been big for a long time still provide the most extensive training and development. They also offer relatively long promotion ladders--hence the common wisdom that these "academy companies" are great to have been from. While women were disproportionately scarce among the most senior ranks of executives in 2001, those who arrived got there faster and at a younger age than their male colleagues. Perhaps the career hurdles that women face had blocked all but the most highly qualified female managers, who then proceeded to rise quickly. In the future, a record of good P&L performance may become even more critical to getting hired and advancing in the largest companies. As a result, we may see a reversal of the usual flow of talent, which has been from the academy companies to smaller firms. It may be increasingly common for executives to develop records of performance in small companies, or even as entrepreneurs, and then seek positions in large corporations.     

Financial challenges for the new millennium

This article highlights the main issues raised in 13 articles that were selected from papers presented at the 12th Australasian Finance and Banking Conference held in Sydney in December 1999. It also analyses the issues related to global financial coordination and integration for the new millennium. It highlights the cost associated with foreign exchange volatility and the significance of macroeconomic coordination at the global level for further integration of the financial market. It also highlights the challenges facing international institutions such as the International Monetary Fund (IMF) and the need for global financial institutions with greater influence, which could address the major financial challenges facing the new millennium.     

e动交行在新技术挑战下的创新战略——访交通银行股份有限公司电子银行部总经理张常胜

在网络经济时代,银行的优势不再仅限于网点、地理位置及金融产品的价格上,而是转向提高信息服务能力与电子分销能力。因此,电子银行的发展要注重渠道特点,同时进行渠道整合,统一各渠道用户体验,推动各渠道产品同质化,用渠道的同质化来应对产品的同质化。     

New business with the new military

A $200 billion market has appeared on your business horizon, but you may not have noticed it. It's the U.S. military--the new U.S. military. Virtually all aspects of the military are changing to ensure it can fight unpredictable threats while sustaining the infrastructure needed to support and train forces. The military is turning to non-traditional business partners to meet a wide range of needs, from health care to housing to information technology. The Defense Department is yielding its monopoly on every aspect of national security and adopting a more businesslike model in which the military's warfighting capabilities are supported through outsourcing and business alliances. Civilians are replacing military personnel in many noncombat roles. Military functions with corporate equivalents are candidates for outsourcing and privatization. Market standards are replacing the heavy customization that has locked many companies out of this marketplace. The authors have participated in the transformation process from different perspectives--one civilian, the other military. Together, they highlight the prospects that transformation is creating for companies outside the traditional defense industry and reveal paths to success in this complex market. They also present six principles for doing business with the military that require persistence, integrity, and a willingness to master the intricacies of a distinctive culture. By understanding the logic of military transformation, executives can identify and create vast new business opportunities. And by mastering the six principles, they can build profitable long-term relationships.     

Services in the new industrial economy

‘Manufacturing matters’,¹ but ‘So do services’. The future of industrialization is the future of both these increasingly intertwined and interdependent activities. Rather than a post-industrial society, we are seeing a new mode of industrialization encompassing and integrating manufacturing and services. This article considers the prospects for services in the new industrial economy,² focusing on innovation in services. Services have frequently been considered to be relatively poor in economic performance. However, regarding services as laggards is decreasingly useful when considering contemporary services, many of which are the major users, carriers and promoters of many classes of innovative hardware. New services (such as software and telematics) are performing vital roles in the diffusion of new technologies, techniques and organizational styles. This article outlines some trends in the service economy, examines the special nature of services, considers how services are changing their products and processes, and assesses emerging strategies for organization and trade in services.