高职院校专业教研室建设的研究与实践

教研室是高职院校教学管理的基本单位,特别是专业教研室,承担着专业人才培养的任务。因此,专业教研室应具有良好的专业基础、企业实践优势、整体素质较高、教研氛围浓厚,在专业建设、课程建设、人才培养模式改革、校企合作、实训基地建设及学生就业等方面具有优势,才能够形成一定的社会影响。     

高等学校教研室主任队伍建设的思考

加强和创新教研室管理是一项重大而紧迫的任务。教研室建设和管理的水平直接关系到专业的发展和学校整体办学水平。搞好教研室建设是落实教学计划、提高教学质量、增强科研水平、进行课程建设和教学改革的基本保证。文章试通过在高校基层管理中教研室主任队伍建设存在的问题,发挥的作用及其队伍建设的一些意见,来诠释高等学校教研室主任队伍建设的重大意义。     

加强高校教研室规范化管理的几点思考

教研室作为高校基层教学管理单位,在高校良性发展过程中,起着至关重要的作用。本文从教研室建设中存在的问题,加强教研室建设的意义及规范教研室建设的措施等几方面对教研室规范化管理进行分析。     

高职院校图书馆用户信息需求与服务策略研究

随着经济的发展,科学技术的不断进步,各高职院校对教研工作的重视也逐渐的增强,旨在提高教学质量,更好的服务于教师和学生。图书馆的管理是高职院校管理中一个重要的组成部分,信息技术的不断发展也为高职院校图书馆的管理提出了新的要求。本文就将针对高职院校图书馆开展用户信息需求以及图书馆的服务策略进行简要的分析。     

新形势下高职院校创新型学生基层党组织建设探究

当前高职招生规模不断扩大,高职学生基层党组织工作机制某些方面的滞后性和不适应性逐渐显露出来,如何做好新形势下大学生基层党建工作成为高职思想政治教育工作者必须严肃认真思考的问题。文章就当前高职学生基层党建工作中存在的主要问题进行了分析,对新形势下高职院校创新型学生基层党组织的建设提出了研究思路。     

新形势下高职院校基层班级活力建设问题的思考

班级作为大学生自我管理和自我教育的基层组织,在学生教育及管理中发挥着尤为关键的作用。一个充满活力的班集体将具有强大的凝聚力和领导力,引导班级学生朝着更好的方向发展。然而,一些高职院校的班级活力不足,没有发挥良好的引领作用。本文旨在分析新形势下高职院校基层班级活力建设中存在的突出问题,并在此背景下为高职院校班级活力建设提供新的思路和方法,以提高高职院校班级活力建设水平。     

高职物流管理专业学生物流基层作业能力评价研究

文章在分析影响高职物流管理专业学生物流基层作业能力考评的基础上,运用模糊理论层次法提出了能力评价模型和研究方法,并运用该方法对实例进行了考评论证。该评价模型和方法既客观地反映了各评价指标的权重值,也融合了物流企业专家的评价权重值,实现了高职物流管理专业学生物流基层作业能力评价的科学性、客观性和合理性,为高职院校物流管理专业和物流企业对高职学生物流基层作业能力评价提供了一定的科学指导。     

高职物流管理专业人才培养实证研究

北京财贸职业学院物流管理专业于2002年设立,该专业设有物流信息技术、物流管理技术与国际货运代理三个方向。2007年被北京市教委批准为北京市高职示范性建设专业。2008年被批准为国家高职示范性建设专业。通过10年的建设和发展,逐渐形成了自己独特的人才培养模式。"4323"基层领班人人才培养过程随着产业结构不断优化升级,     

软件技术专业“双师”结构教学团队建设的研究与实践

由于高职软件技术专业招生的扩大,软件技术专业"双师"结构教师团队建设被提到了日程上,采用企业教研、毕业生回访、同类高职院校的调研等形式展开,解决了软件技术专业教师团队建设的问题。教师的团队建设搞好了,教学质量就提高了,学生的动手能力、创新能力提高了。     

高职院校酒店管理专业“双师素质”教师培养研究

高职院校中的酒店管理专业应该是培养酒店基层管理所需的应用型人才,学生具备一定的理论知识和较强的实践操作能力,高质量”双师素质”的教师队伍是实现人才培养目标的保证。本文通过对调查,分析了目前高职院校酒店管理专业建设“双师素质”教师的现状和问题,最后从“双师素质”评审、师资引进渠道、校企合作、激励机制等方面对酒店管理专业“双师素质”教师队伍建设提出对策。     

Management Changes,Reputation, and “Big Bath”—Earnings Management

We study the effects of managerial turnover on earnings management activities in a model in which managers care about their external reputation. We develop an overlapping generations model showing that both outgoing and incoming managers bias reported earnings such that typically very low returns are reported in the first period after a manager has been replaced. Outgoing managers shift earnings forward to their last period in office as they will not benefit from earnings realized after that. Incoming managers can have an incentive to shift earnings to the second period in office as reported earnings will, immediately after a management change, only be partly attributed to their own ability. Deferred compensation can reduce incentives for earnings management.     

Optimal Loyalty‐Based Management

We study an agency model in which an entrepreneur selects a manager from a candidate set. The selected manager's effort improves the project's potential environment, and is a hidden action. The realized project environment is the entrepreneur's private information. A manager's utility has two components—(i) loyalty, with which the manager values the organization's profit, and (ii) selfishness, with which the manager values the monetary transfer he receives from the entrepreneur. We find that if the manager's task is easy enough, it is optimal to use a purely loyal manager. Otherwise, it can be optimal to use a manager with mixture of loyalty and selfishness—the manager's mixed motivation alleviates the entrepreneur's misrepresenting incentive, and as a result, the output distortion in the optimal contract can be reduced. In addition, when it is optimal to use a manager with mixed motivations, the entrepreneur selects someone who is more selfish than loyal.     

The Conduct of Management and the Management of Conduct: Contemporary Managerial Discourse and the Constitution of the ‘Competent’ Manager*

The character and conduct of the manager has formed a central focus of attempts to govern economic life throughout the present century. and current programmes of organizational change involve radical attempts to reconstitute the nature and conduct of management. This is attempted through the identification and implementation of management competencies. Discourses of organizational reform such as human resource management, total quality management and business process re-engineering all place a critical emphasis on anti-bureaucratic, organic and flexible forms of organization, which are also seen to require the development of particular capacities and predispositions among managers. Essential to their vision of ‘managerial work’ is a composite of ‘entrepreneurial’ attributes. Management competencies appear to offer a congenial method for the reconstitution of the manager along ‘entrepreneurial’ lines, not simply because they are inherently founded on managers'self-management and self-presentation of identified behaviours, but also because they represent individualized forms of business functions (and are often associated with the establishment of market relations within the organization).