拯救者卡洛斯·戈恩

这位法国人不仅在极短时间内拯救了几乎陷入绝望的日产公司,而且帮助已陷入谷底的日本产业界恢复了信心,他也因此成为日本社会的偶像式人物。     

实施电子商务的目标

电子商务开展得如火如荼的今天,你打算带领自己的公司进军电子商务领域,获得全新的体验与利益吗?公司计划、设计和实施电子商务战略的能力决定了公司的成败,在建立网站乃至整个电子商务系统之前,需要进行哪些规划与评估呢?他山之石,可以攻玉。让我们借鉴一下国外企业的成功经验。     

Urban development patterns in Indonesia

The author examines recent urban development in Indonesia. "Analysis of urban developments in Indonesia has been hampered in the past by weak data. Recently, the National Urban Development Strategy (NUDS) project has generated a set of improved data. This paper aims at elaborating and supplementing the NUDS study. After a discussion of definitional problems, an analysis is carried out of urban growth rates at the provincial level. Private investment is shown to be a principal determinant of urban growth rates. Other significant determinants are rural immigration and the present level of urbanisation. Private investment is shown to be strongly biased towards provinces with large urban areas. In addition, polarisation is studied at the level of individual cities. It is found that a period of rapidly increasing polarisation has come to an end during the last decade."     

The CEO as organizational architect: an interview with Xerox's Paul Allaire. Interview by Robert Howard

As chairman and CEO of the Xerox Corporation, Paul Allaire leads a company that is a microcosm of the changes transforming American business. With the introduction of the first plain-paper copier in 1959, Xerox invented a new industry and launched itself on a decade of spectacular growth. But easy growth led Xerox to neglect the fundamentals of its core business, leaving the company vulnerable to low-cost Japanese competition. Starting in the mid-1980s, Xerox embarked on a long-term effort to regain its dominant position in world copier markets and to create a new platform for future growth. Thanks to the company's Leadership through Quality program, Xerox became the first major U.S. company to win back market share from the Japanese. Allaire describes his efforts to take Xerox's corporate transformation to a new level. Since becoming CEO in 1990, he has repositioned Xerox as "the document company" at the intersection of the worlds of paper-based and electronic information. And he has guided the company through a fundamental redesign of what he calls the "organizational architecture" of Xerox's document processing business. Few CEOs have approached the process of organizational redesign as systematically and methodically as Allaire has. He has created a new corporate structure that balances independent business divisions with integrated R&D and customer operations organizations. He has redefined managerial roles and responsibilities, changed the way managers are selected and compensated, and renewed the company's senior management ranks. And he has articulated the new values and behaviors Xerox managers will need to thrive in a more competitive and fast-changing business environment.     

The Harris-Todaro model and economies of scale

The authors attempt to reanalyze the Harris-Todaro migration model in the presence of economies of scale in the manufacturing sector, focusing on economies of scale that are external to a given firm but internal to the industry.     

富士通:完全解决客户的问题

如今,消费者和供应方所面对的挑战,就是要找出更好的办法,来纠正实际使用过程中确实出现的问题,如缺陷产品(这些产品往往是由不同的组织各自设计的)、损坏或不相匹配等。所幸的是,精益方法能够使我们稳步迈向极少出问题的精益消费过程。其中关键的做法是,把对每一个“消费问题”的智能型反馈收集起来。这将使现有问题得到迅速而彻底的纠正,同时避免同类问题今后再度发生。真实的企业面对真实的客户真的能实施这样的智能型反馈吗?在研究中我们高兴地发现,欧洲最大的IT支持服务供应方之一的富士通服务公司(FujitsuServices),已经令人信服地…     

倾情温馨家园——记荆州盛智物业管理有限公司

<正>荆州地处江汉平原腹地,滚滚长江横穿而过,保存完好的荆州古城墙被誉为"中国江南不可多得的完壁"。在这里,灿烂的历史文化与现代化的生活气息相融一起,高质量的物业管理服务不仅让荆州古城更美了,也让荆州人的生活更舒适了--     

在印度的KOTTAPATNAM,NELLOE地区ANDHRA PRADESH发现了中国古硬币

在印度发现中国的古硬币正在广为人知.在一些地方的发现已被记录和分析.在印度的这些发现是中国古硬币出口的较大规模的一部分.从所有的环印度洋周边地区和南中国海的国家,从肯尼亚和坦桑尼亚到阿曼、沙特阿拉伯和伊朗,从斯里兰卡和印度到印度尼西亚、马来西亚和泰国,中国的古硬币都有出土发现的记录.在中国的近邻越南、日本、朝鲜和中国与俄罗斯的塔克斯坦也发现了它们.     

Measuring cost savings in the operating room: a matter of FOCUS (follow-through, obsolescence, control, utilization, standardization)

In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results).     

Pressure ulcers and materiel management: cost-effective prevention and care

In summary, it's important for the materiel manager to have an understanding of the clinical aspects of pressure ulcers. By understanding how ulcers are staged, treated, and prevented, the materiel manager will have a better idea why certain products are needed and how they are used to reduce overall patient costs. Specialty beds, replacement mattresses, and high-end overlays represent a significant cost--approximately $500,000 to $1 million based on studies cited in this article. Further proven by research is the fact that these costs can be reduced by carrying out utilization plans with specific criteria for patient selection. Finally, materiel managers can be key coordinators in the entire process since they are often on the front lines in any institution's cost containment efforts.