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项目标准化要素管理 组织结构.结构设置应坚持扁平化、垂直化管理的原则.根据工程特点、难易程度、规模大小、时间长短等因素来考虑.人员要精干、机构要合理,一人多用、一专多能,切不可大而全、小而全,拖家带口、拖泥带水.要在公司范围内广泛地竞争选聘项目经理.要分工明确、定职定责、分工不分家,不能以人定岗,要以岗定人,一人多职,满负荷工作,做到小机关大服务. 相似文献
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投资提示:我们认为汽车股估值已经充分程度反应了政策转向以及行业增速放缓,2011年汽车行业有三条投资主线:1.零部件的盈利稳定表现及跨周期成长故事,如A股的银轮股份(002126.CH)、华域汽车(600741.CH)、福耀玻璃(600660.CH)、一汽富维(600742.CH)以及港股的敏实集团(425.HK)和信义玻璃(868.HK);2.保有量增长推动的汽车经销商长期增长故事,如A股的中大股份(600704.CH)及港股的中升控股(881.HK)及大昌行(1828.HK);3.市场预期悲观,基本面反弹性较大的行业龙头,包括A股的上海汽车(600104.CH)、潍柴动力(000338.CH)、宇通客车(600066.CH)、中国重汽(000951. 相似文献
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在城市的街上游走,对"光合作用"和"雕刻时光"细细品味,这里有种让人惬意和陶醉的感觉——咂摸生活的味道,内在的质感,所得与流逝.
路上,看到书屋的墙上贴满宝立来快照.一张张陌生神秘生命的面孔,人们相视、发呆、憨笑.他们是平行于空间的另一纬度的精灵,好像彼此距离很远、忽而又很近.走遍各地,这种不经意的相遇和注视让下一站永远充满了期待.
设计师的敏感
设计师需要一颗敏感的心,或说灵敏的感觉更确切些.记得还在学校时,一位老师曾说"设计者其实是为人们的诗意工作着的,他的灵敏在于联系."我喜欢这句话.联系,需要自身的广博、积淀、陈酿,惟其有容、乃大.从而游刃自如,继而灵敏于联系.这需要设计师的修养,需要多看、多听、多感受、多与各种人群交流.多走走,体会一下别的城市、别的国度、民族和他们的生活、他们的节奏、他们的喜怒哀乐. 相似文献
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树立理解人、关心人、尊重人的管理思想.坚持以人为本,主体是企业领导者和管理者,企业广大职工是客体.就是说,以人为本是对企业领导者和管理者的要求.因此,领导干部职工都要加强道德修养,自觉养成理解他人、关心他人、尊重他人的思想品质,严于律己,宽以待人.领导干部不仅要靠权力的力量做工作,还要用人品的力量赢得职工的尊重.关心人、理解人、尊重人,不能仅局限在物质生活上,更需要对职工思想上的关心,精神上的理解,人格上的尊重.要讲究领导艺术,尽量减少因方法简单带来的负面效应. 相似文献
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2月5日,上汽大众ID.4 X核心技术发布会在线上举行.ID.4 X 基于大众品牌全球首款纯电动SUV ID.4打造而来,2020年11月正式首发亮相,2021年1月开启预售.
凭借出色的续航、电池安全性能、智能科技搭载以及20万元以内的预售价格,频繁亮相的ID.4 X吸引了众多圈内人士的关注.但值得注意的是,ID.4... 相似文献
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企业增值是什么意思呢﹖增值就是赚钱、盈利.从广义上说,增值就是增加社会价值即社会效益.增值有五条基本准则,即开发需求、降低成本、加大动力、协调一致、宏观调控.所以增值是一个相对概念,它是收入大于支出的差额.要增值首先就要有收入,收入多,增值的幅度自然就越大.收入来源于产品的销售,销售的价格越高,收入就越多.销售的价格决定于需求的程度,且又与产品的质量和供给的数量相关.在一般情况下,开发新的需求,需求程度就较高,供给数量也较少,产品的售价也就较高.售价高,收入自然高.这便是能否增值的一个方面即开发需求. 降低成本离不开提… 相似文献
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1.故障 某水电厂有四台机组,调速系统采用块式直连双重调节型机械液压系统,型号WZST-150.机组关机时,采用分段关闭装置.分段关闭装置由分段阀、单向阀、凸轮等组成,分段阀由调节螺母、活塞、缸体、先导阀、凸轮组成.先导阀包括衬套、针塞和滚轮.在正常停机条件下,3号机组调速器分段阀针塞(以下简称针塞)受撞击导致弯曲. 相似文献
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Sherrill Shaffer 《Review of Industrial Organization》1994,9(4):435-450
This paper extends previous analysis of weaknesses of the structure-conduct-performance paradigm and of the price-cost margin as a measure of performance. Sufficient conditions are established under which monotonic linkages may not exist between virtually any two of social welfare, its individual components, structure, conduct, or performance. 相似文献
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The purpose of this study is to examine the relationship between innovativeness, quality, growth, profitability, and market value at the firm level. Building on concepts from a resource‐based view of a firm and organizational learning, innovation and quality literature, we propose the innovativeness–quality–performance model, which describes how a firm's capability to balance innovativeness with quality drives growth and profitability, and in turn drives superior market value. Results of structural equation models indicate that (1) innovativeness mediates the relationship between quality and growth, (2) quality mediates the relationship between innovativeness and profitability, (3) both innovativeness and quality have mediation effects on market value, and (4) both growth and profitability have mediation effects on market value. Implications for theories and practices are discussed. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
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The managerial cognition perspective argues that managers operating in complex, dynamic environments develop knowledge structures that help them focus their attention, interpretation, and actions. We explore the content and structure of top managers' strategic knowledge structures by measuring differences in the level of attention they give in annual reports to strategic issues and themes that Miles and Snow used to describe their main strategic types. Twenty-one themes that form seven main factors describing managers' strategic cognition are identified, and these demonstrate reasonable fit with the Miles and Snow model. We show that expert raters can recognize these factors when they read annual reports that contain them. Cluster analysis is then used to identify groups of firms that share similar profiles on these strategic dimensions which are interpreted as examples of cognitive strategic groups. These groups show alignment with Miles and Snow's strategic types, are relatively stable over time, and differ in financial performance. The sample comprises 1,038 listed Australian firms between the years 1992 and 2003. Copyright © 2007 John Wiley & Sons, Ltd. 相似文献
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