War games: using MRP (material requirements planning) audits to pinpoint problems and keep the competitive edge

In today's world, it is a challenge just to stay in business, let alone remain competitive in a specific industry. We will show you how to pinpoint MRP II problems and attack them through self-assessment audits. You will discover the secrets of breaking down barriers between Master Schedulers, Material Planners, Production Control Planners, and the Manufacturing Line. Self-assessment audits are one way to take care of your planning functions before outside auditors take care of them for you.     

潮退时的影响力——致企业领袖们的一封公开信

衰退不同情弱者,危机呼唤英雄,中国的企业家们应该驾驭好自己的影响力,成为艰难时世之中美好事物的前驱世界需要你们。这是你们成为2008年最具影响力的25位企业领袖最重要的理由。在这大悲大喜、天人交战的一年,我们的国家走到了改革开放30年的历史关口,世界经济迎来了前所未有的困难时期,你们应该担负重任,创造财富和就业,贡献产品、品牌和影响力,提振公众及社会信心。     

The Ratatouille paradox. An inductive study of creativity in haute cuisine

Organization literature has extensively explored the crucial role of creativity in enabling organizations to survive in fast-paced environments. However, there are still substantial misunderstandings about the way in which creative processes unfold. In most studies, creativity has been analyzed using a compositional sequential model. Building on interpretive inductive research, conducted in the empirical field of Italian haute cuisine, this study develops a framework for the following creative processes, emerging within the field: improvisation, experimentation, trial-and-error, and imagination. The main difference between these processes is the relationship between four aggregate dimensions: process triggers, planning, the unfolding of creative phases, and trialing. This new framework offers a more comprehensive understanding of creativity as it is enacted, shedding light on its real potential in contemporary organizations.C: In every dish, Chef Gusteau always has something unexpected. I will show you. I memorized all his recipes.L: Always do something unexpected.C: No. Follow the recipe.L: But you just said that…C: No, no, no. It was his job to be unexpected. It is our job to… Follow the recipe. (“Ratatouille,” min. 43, Pixar, 2007)C: What are you doing? You are supposed to be preparing the Gusteau recipe.L: This is the recipe.C: The recipe does not call for white truffle oil! What else have you…? You are improvising? This is no time to experiment. The customers are waiting! (“Ratatouille,” min. 48, Pixar, 2007)     

Leading to Learn

“You don't see to draw, you draw to see.” And then Fred said, “It's just the same for leadership, you don't learn to lead, you lead to learn.” The arts can teach us to stay with our senses and not know and in that way to provide a balance to the dominance of the analytic approaches to our organizational worlds. There is an old saying that you can only manage what you can measure. The arts can help us to work with what we cannot measure and the way to do that is by leading to learn. The current article explores the qualitatively different way in which the arts teach us to apprehend the world and how that is central to leadership.     

What is the Chance of Yuan Revaluation?

From a Chinese perspective, chances of any change in the Yuan exchange rate look pretty slim. If you were an official in Beijing, would you stick your neck out even recommending this idea? If the status quo looks fairly acceptable, and it is ‘stability oriented’ (a very Chinese preference), why go rocking the boat? You certainly do not make any changes just because Japan or the US tell you to. And financial markets are not that persuasive – after all they wanted a devaluation only a short while ago. In this article, Vanessa Rossi and Simon Knapp assess the likelihood of a Yuan revaluation and its implications for the economic outlook.     

测量系统和测量方法的准确度标准体系

高度准确的测量结果在各行各业中都是非常重要的,没有准确的测量,产品质量就无从谈起。欲保证测量结果的高度准确,必须对测量系统进行分析,本文侧重用统计技术对测量系统进行分析,并提出了在哪些方面应该制定国家标准,用标准来规范测量系统。     

企业多元化经营问题初探

当今,很多企业选择以多元化经营作为自身做大做强的战略。然而根据不完全统计的结果,世界上企业的多元化战略75％是失败的,由于多元化导致企业失败的例子比比皆是。多元化本身没有对错,关键是如何去经营。文中从多元化战略的选择动机和优劣势分析入手,总结影响多元化经营成败的因素,从而希望企业在选择实施多元化战略的过程中能够取得成功。     

The Monty Hall problem is not a probability puzzle* (It's a challenge in mathematical modelling)

Suppose you're on a game show, and you're given the choice of three doors: Behind one door is a car; behind the others, goats. You pick a door, say No. 1, and the host, who knows what's behind the doors, opens another door, say No. 3, which has a goat. He then says to you, ‘Do you want to pick door No. 2?’ Is it to your advantage to switch your choice? The answer is ‘yes’ but the literature offers many reasons why this is the correct answer. This article argues that the most common reasoning found in introductory statistics texts, depending on making a number of ‘obvious’ or ‘natural’ assumptions and then computing a conditional probability, is a classical example of solution driven science. The best reason to switch is to be found in von Neumann's minimax theorem from game theory, rather than in Bayes’ theorem.     

浅谈建筑工程现场管理

施工企业管理的核心是工程项目,建筑工程施工若是要做好每项工作,都必须在工作前对这项工作进行全面了解,这样才利于更好地开展工作。     

Evaluate health plans

For most benefits administrators, this program probably does not automate a function they are now doing manually, but it does bring a consultant/broker function in-house (although this is only one of many such functions). In some organizations, particularly smaller ones that might skimp on analysis of their health plans before negotiating carrier rate changes each year, it might mean that such analysis actually does take place. But it you are a benefits administrator who has been performing yearly, manual evaluations of your plans, be very careful about trying and demonstrating this software. If you think you might not be granted approval by management to purchase it, you may wish you didn't know how well it works.     

Peak performance for the political leader

In the corporate world, leadership development programs are standard fare. Such programs often include well‐defined competencies and performance metrics, as well as regularly scheduled feedback and mentoring sessions, especially for those employees designated “high potential” performers. Not so in the public sphere. There are no defined career paths or standardized training curricula for heads of state. There are, however, requisite competencies for effective public sector leadership. As Gardner (1990) observed, “Leadership is not a mysterious activity. It is possible to describe the tasks that leaders perform....[But] we have barely scratched the surface in our efforts toward leadership development” (p. xix). The learning curve is steep for a newly elected leader, and fraught with potential landmines. Speaking with the candor of someone no longer seeking public office, former UK Prime Minister Tony Blair said recently, “When I came to office, prime minister was the only job I'd ever held; I'd never been a government minister before....The business of running a government is like anything else: You get better the longer you do it. And there are lessons out there that, had they come to me in an identifiable form, would have been useful to know” (talk given on December 16, 2010b). Both Gardner and Blair are emphatic that leadership is not something one is born with but something learned over time. And as Blair (2010a) put it, “Government is a race between expectations and capability.” In the essays that follow, several leadership coaches discuss the unique challenges and effective approaches they are using to help government leaders build the competencies that will enable them to govern effectively—and win that race between their constituents's expectations and their own capabilities.     

Lead, follow, or get out of the way

The more we know about the individuals who work for us, the better understanding we will have of them and the better job we will do in motivating them. Regardless of whether you work in credit, production, accounting, sales, engineering, personnel, or purchasing, you will have one problem in common with all managers. The problem is people. They take up by far the greatest portion of our operating budget. People are difficult. They have their strengths and weaknesses, their ups and downs, their joys and sorrows; and you don't have to be managing people for long before you find out that people don't like change.     

Political leadership and relationship systems intelligence

In the corporate world, leadership development programs are standard fare. Such programs often include well‐defined competencies and performance metrics, as well as regularly scheduled feedback and mentoring sessions, especially for those employees designated “high potential” performers. Not so in the public sphere. There are no defined career paths or standardized training curricula for heads of state. There are, however, requisite competencies for effective public sector leadership. As Gardner (1990) observed, “Leadership is not a mysterious activity. It is possible to describe the tasks that leaders perform....[But] we have barely scratched the surface in our efforts toward leadership development” (p. xix). The learning curve is steep for a newly elected leader, and fraught with potential landmines. Speaking with the candor of someone no longer seeking public office, former UK Prime Minister Tony Blair said recently, “When I came to office, prime minister was the only job I'd ever held; I'd never been a government minister before....The business of running a government is like anything else: You get better the longer you do it. And there are lessons out there that, had they come to me in an identifiable form, would have been useful to know” (talk given on December 16, 2010b). Both Gardner and Blair are emphatic that leadership is not something one is born with but something learned over time. And as Blair (2010a) put it, “Government is a race between expectations and capability.” In the essays that follow, several leadership coaches discuss the unique challenges and effective approaches they are using to help government leaders build the competencies that will enable them to govern effectively—and win that race between their constituents's expectations and their own capabilities.     

Guest editorial

In the corporate world, leadership development programs are standard fare. Such programs often include well‐defined competencies and performance metrics, as well as regularly scheduled feedback and mentoring sessions, especially for those employees designated “high potential” performers. Not so in the public sphere. There are no defined career paths or standardized training curricula for heads of state. There are, however, requisite competencies for effective public sector leadership. As Gardner (1990) observed, “Leadership is not a mysterious activity. It is possible to describe the tasks that leaders perform....[But] we have barely scratched the surface in our efforts toward leadership development” (p. xix). The learning curve is steep for a newly elected leader, and fraught with potential landmines. Speaking with the candor of someone no longer seeking public office, former UK Prime Minister Tony Blair said recently, “When I came to office, prime minister was the only job I'd ever held; I'd never been a government minister before....The business of running a government is like anything else: You get better the longer you do it. And there are lessons out there that, had they come to me in an identifiable form, would have been useful to know” (talk given on December 16, 2010b). Both Gardner and Blair are emphatic that leadership is not something one is born with but something learned over time. And as Blair (2010a) put it, “Government is a race between expectations and capability.” In the essays that follow, several leadership coaches discuss the unique challenges and effective approaches they are using to help government leaders build the competencies that will enable them to govern effectively—and win that race between their constituents's expectations and their own capabilities.     

Coaching as thinking partnership

In the corporate world, leadership development programs are standard fare. Such programs often include well‐defined competencies and performance metrics, as well as regularly scheduled feedback and mentoring sessions, especially for those employees designated “high potential” performers. Not so in the public sphere. There are no defined career paths or standardized training curricula for heads of state. There are, however, requisite competencies for effective public sector leadership. As Gardner (1990) observed, “Leadership is not a mysterious activity. It is possible to describe the tasks that leaders perform....[But] we have barely scratched the surface in our efforts toward leadership development” (p. xix). The learning curve is steep for a newly elected leader, and fraught with potential landmines. Speaking with the candor of someone no longer seeking public office, former UK Prime Minister Tony Blair said recently, “When I came to office, prime minister was the only job I'd ever held; I'd never been a government minister before....The business of running a government is like anything else: You get better the longer you do it. And there are lessons out there that, had they come to me in an identifiable form, would have been useful to know” (talk given on December 16, 2010b). Both Gardner and Blair are emphatic that leadership is not something one is born with but something learned over time. And as Blair (2010a) put it, “Government is a race between expectations and capability.” In the essays that follow, several leadership coaches discuss the unique challenges and effective approaches they are using to help government leaders build the competencies that will enable them to govern effectively—and win that race between their constituents's expectations and their own capabilities.     

Coaching government and political leaders in complex environments

In the corporate world, leadership development programs are standard fare. Such programs often include well‐defined competencies and performance metrics, as well as regularly scheduled feedback and mentoring sessions, especially for those employees designated “high potential” performers. Not so in the public sphere. There are no defined career paths or standardized training curricula for heads of state. There are, however, requisite competencies for effective public sector leadership. As Gardner (1990) observed, “Leadership is not a mysterious activity. It is possible to describe the tasks that leaders perform....[But] we have barely scratched the surface in our efforts toward leadership development” (p. xix). The learning curve is steep for a newly elected leader, and fraught with potential landmines. Speaking with the candor of someone no longer seeking public office, former UK Prime Minister Tony Blair said recently, “When I came to office, prime minister was the only job I'd ever held; I'd never been a government minister before....The business of running a government is like anything else: You get better the longer you do it. And there are lessons out there that, had they come to me in an identifiable form, would have been useful to know” (talk given on December 16, 2010b). Both Gardner and Blair are emphatic that leadership is not something one is born with but something learned over time. And as Blair (2010a) put it, “Government is a race between expectations and capability.” In the essays that follow, several leadership coaches discuss the unique challenges and effective approaches they are using to help government leaders build the competencies that will enable them to govern effectively—and win that race between their constituents's expectations and their own capabilities.     

Teams in the workplace: the way to power them to productivity

Teams! Teams! Teams! It seems you can't pick up a trade magazine or periodical without seeing something about team building. Once you get by the buzzwords and the acronyms, you have to wonder who's really doing it right. This article explains a proven process to build productive work teams. Teams that get bottom line results in the first 90 to 120 days. The author presents the five keys to assure successful work teams the very first time! In addition, you will learn five issues management must address, five skills every team member must master, five ways to help team members learn faster, and five tips to ensure a powered start to productivity.     

李泽厚:小步走,慢慢来

中国现在需要的不是理想社会,而是社会理想李泽厚82岁了。80岁那一年,他用两句话总结自己的心境:惜彼春华,仓惶避豺虎;抚今秋暮,白眼看鸡虫。并自注:豺虎者,反右、文革也。"谁是鸡虫?"记者问。"泛指。自以为了不起的那些人,而且主要是指学界。"他答。这个上世纪下半叶中国首屈一指的思想家如今满头飞雪,走路也得依靠拐杖了。他身体不好,但思维敏捷,你还没说完,他就知道你要说的是什么。有本杂志为他拍了个封面     

浅议药店会员制创新营销策略研究

目的:为我国药店实施会员制营销提供参考。方法:分析药店实施会员制营销的优劣势,提出实施前的三点思考以及确定实施后的五大策略。结果与结论:药店实施会员制营销切记三思而后行。