社会主义和谐社会基本内涵解析

社会主义和谐社会是一个内容十分丰富的社会,社会主义和谐社会应该是民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处的社会,六大基本特征构筑了社会主义和谐社会的基本内涵.     

浅谈金融业在构建和谐社会中的地位和作用

本文通过对金融业在和谐社会中地位和作用的阐述,论证金融业在构建以民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处为特征的社会主义和谐社会中具有十分重要的地位和作用。     

试探和谐社会的民主法治建设

和谐社会是一个民主法治、公平正义、诚信友爱、充满活力、安定有序的人与自然和谐相处的社会。民主法治是和谐社会的首要特征,也是决定性的特征。可以说没有民主法治就没有和谐社会。因此如何构建和谐社会的民主法治建设就成为了一个很重要的问题。本文对此进行了一些可行性思考。     

构建和谐的注册会计师行业——基于会计公正的研究视角

建设民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐共处的社会，顺民心、合人意。其中，建设和谐的注册会计师行业是建设社会主义和谐社会的重要方面。笔者认为，基于会计公正的研究视角去构建和谐注册会计师行业，才能真正达到和谐社会的要求。     

构建和谐的注册会计师行业——基于会计公正的研究视角

建设民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐共处的社会，顺民心、合人意．其中，建设和谐的注册会计师行业是建设社会主义和谐社会的重要方面．笔者认为，基于会计公正的研究视角去构建和谐注册会计师行业，才能真正达到和谐社会的要求．     

构建农村和谐社会乡镇审计大有作为

一、构建农村和谐社会中,乡镇审计作用发挥的具体体现所谓社会主义和谐社会,就是民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处的社会。作为乡镇审计,在构建农村和谐社会中,其监督职能有着独特的作用。     

什么是社会主义和谐社会

胡锦涛同志在今年2月19日中共中央举办的省部级主要领导干部专题研讨班上的重要讲话中，对社会主义和谐社会作了一个全面准确的概括：“我们所要建设的社会主义和谐社会，应该是民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处的社会。”     

十堰构建和谐社会面临的问题与应对政策

党的十六届六中全会从中国特色社会主义事业和全面建设小康社会全局出发,提出了构建民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处的社会主义和谐社会的重大战略任务,体现了全党全国各族人民的共同愿望。建设和谐社会就是建立一个与社会主义市场经济体制相配套的社会利     

和谐:提高会计监督力

建设民主法治、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处的社会主义和谐社会,必须提高管理社会事务的本领、协调利益关系的本领、处理人民内部矛盾的本领和维护社会稳定的本领。深刻领会并认真贯彻这一重要理念,对我国的会计工作同样有着很重要的指导意义。本文首先提出了和谐是会计监督的指导观,然后指出了在理顺会计监督与会计控制的基础上建立单位内部监督体系,最后得出了在和谐的指导下如何提高会计监督力。     

做好税收征管工作的几点建议

构建“民主法制、公平正义、诚信友爱、充满活力、安定有序、人与自然和谐相处”的社会,是广大人民群众的共同愿望。而良好的税收环境,和谐的征纳关系将为和谐社会提供财力保证,成为构建和谐社会的基石。对税务机关来说,构建和谐社会首先必须建立起和谐的税收征纳关系,就是要以     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.