Factor four: The assessment of coming things

With this article the present series comes to an end after a time journey that began some 10 000 000 000 years ago. As I.F. Clarke has shown, the circumstances of our life on planet Earth bind us forever to the future; and this vital link between today and tomorrow has generated special modes of writing about the future.     

We must can get through the diffculty

China is a nation in grief. She is struggling against the elements which has dealt her a nasty hand this year. Hope everything in the second half of this year will go smoothly.     

上市公司必须充分尊重流通股东的话语权

记者:你从大学开始就一直致力于会计学的研究与学习,并在硕士就读期间就通过了ACCA全科的考试,成为一名高级会计师.你能否跟大家分享一下你的经历以及这么多年从事财务工作的心得体会?     

Micromuse面向业务服务管理实现实时的服务可视性和服务保障

业务应用和流程是企业客户和收入的一个关键环节。由于IT环境变得比以往更复杂，对企业来讲，管理技术和业务的关系对于提高运维的有效性，保障收入，提高客户的忠诚度变得至关重要。     

论注册会计师新业务拓展与服务营销的连结

随着经济体制改革的不断推进与宏观政策形势的逐步改善,与传统审计服务相区别的会计服务、管理咨询等非审计服务涌现,会计师事务所业务呈现多元化发展趋势,这既是机遇,也带来了挑战.文章将服务营销理念运用到新业务拓展中,提出业务服务营销与行业服务营销概念,研究探讨业务服务营销策略与行业营销体系的建设.     

银行业务信息综合服务系统

一、提出问题自１９９５年城市综合网（城综网）系统投入运行以来，中国建设银行三峡分行产生了大量的历史数据。这些数据按照不同时期分别备份在１５０M、２G、４G、２０G磁带以及６５０M光盘等介质上。随着时间的推移与历史数据的成倍增加，早期备份数据的恢复和查询越来越困难，迫切需要建立统一的备份和查询系统，对城综网业务数据进行归档整理。为了管理和决策的需要，各业务部门要求在城综网系统上对业务数据进行龙卡的消费、存款、贷款、预提利息等统计分析的需求愈来愈强烈。而城综网日终处理过程耗时较长，除了必须的日终扎账外…     

ITSM全面提升银行IT服务管理

中国建设银行2002年底确定以新的“核心业务系统”版本作为全行统一的版本，建设南、北数据中心，加快核心业务系统全行集中统一的战略部署，至2005年9月全行核心业务的数据集中（DCC）已正式全部完成。随着集中式银行数据中心的建立，IT基础设施建设告一段落之后，用户对IT系统的依赖性逐渐加强，IT系统的运行维护与管理成为IT部门的首要工作。如何实现IT管理的规范化和流程化，提高IT系统的可控性，提高IT管理的效率和质量，提升IT应用的水平，强化IT应用的整体和持久的效益，已经成为银行IT管理部门面临的重要课题。     

网上证券交易的信息服务与风险防范

目前证券公司都在充分运用网上交易开拓电子商务,希望能在新的网络市场竞争中占有一席之地。他们建立的网站在外观、操作性与信息服务等方面各有千秋,在网上证券交易的诸多因素中,信息服务和风险防范的重要性日益凸显。一、信息服务功能实现网上交易的基础是信息服务。证券交易     

The effect of service process type, business strategy and life cycle stage on bureaucratic MCS in service organizations

This study uses the survey method to investigate the influence of several contingent variables on the design of MCS in service organizations. MCS was conceptualized in terms of five dimensions: action/results controls, formal/informal controls, tight/loose controls, restricted/flexible controls, and impersonal/interpersonal controls to form a composite measure of the degree of MCS bureaucracy. The framework used in this study recognizes that the service process type, business strategy, and stage in the organizational life cycle influence the choice of MCS design within an organization. Questionnaires were administered to financial controllers of service organizations operating in Australia. Using t tests and multiple regression analysis, the results indicated that (1) mass service, mature and cost leader firms place a greater emphasis on more bureaucratic forms of MCS, compared to professional service, growth and differentiator firms, and (2) service process type, organizational life cycle stage, and business strategies have a significant influence on the design of a firm's MCS.     

科技金融服务平台需突破四个重点

在2013中关村论坛年会科技金融分论坛上,中关村发展集团董事长于军以《促进资本链与创新链和产业链融合发展》为题发表演讲,他认为:资本链、创新链、产业链三者的融合问题,从资本链的视角来看,一个是资本链自身如何形成体系化,即形成科技金融的服务平台和服务体系,包含多层次的金融产品和金融服务;另一个是资本链如何发挥作用,通过与创新链、产业链的     

关于收费权质押业务的法律思考与建议

“八五”以来国家加强了城市基础设施建设并逐步放开其中的资金市场,许多经济效益较好但资金一时吃紧的项目借鉴国际上通行的BOT项目融资方式,用该项目未来的收益作担保,以此来吸引、融入资金。伴随国家政策和信贷结构调整,银行等金融机构的资金投向由传统的客户型贷款向有较高     

推动IT服务转型 持续引领业务创新

泰康人寿保险股份有限公司（以下简称＂泰康人寿＂）是一家全国性股份制的人寿保险公司。随着业务的迅速发展,泰康人寿目前已在全国设立了32家分公司,成功搭建全国性经营网络,2009年实现保费收入超过670亿元,同比增长16%;税后利润25亿元,同比增长47%;     

现金管理反洗钱工作必须翻越的高山

现金洗钱已成为洗钱的一种主要方式,面对这一现实,如何管理好现金成为反洗钱工作的重大挑战。     

The surprising economics of a "people business"

When people are your most important asset, some standard performance measures and management practices become misleading or irrelevant. This is a danger for any business whose people costs are greater than its capital costs-that is, businesses in most industries. But it is particularly true for what the authors call "people businesses": operations with high employee costs, low capital investment, and limited spending on activities, such as R&D, that are aimed at generating future revenue. If you run a people business-or a company that includes one or more of them how do you measure its true performance? Avoid the trap of relying on capital-oriented metrics, such as return on assets and return on equity. They won't help much, as they'll tend to mask weak performance or indicate volatility where it doesn't exist. Replace them with financially rigorous people-oriented metrics-for example, a reformulation of a conventional calculation of economic profit, such as EVA, so that you gauge people, rather than capital, productivity. Once you have assessed the business's true performance, you need to enhance it operationally (be aware that relatively small changes in productivity can have a major impact on shareholder returns); reward it appropriately (push performance-related variable compensation schemes down into the organization); and price it advantageously (because economies of scale and experience tend to be less significant in people businesses, price products or services in ways that capture a share of the additional value created for customers).     

The four spikes

The unintended impacts of human appropriation of the planet's resources have become so numerous, voluminous, and entangled in feedback loops that they often overwhelm the capacities of decisionmakers to cope with current crises, much less prepare for a sustainable future. The difficulty may be alleviated by viewing global change from a broader perspective than is normally offered either by specialists (whose views are necessarily narrow) or by mainstream media (whose interests are usually fragmentary and parochial). From this broader perspective, it can be seen that four “megaphenomena” began sweeping the planet in the past century. Graphed on a time-line of millennia rather than years or days, they appear as four enormous “spikes” — of human population, materials/energy consumption, carbon dioxide concentration in the atmosphere, and extinctions of species. These megaphenomena account for the proliferation of afflictions swamping humanity at the outset of the 21st century. Understanding the nature of the spikes may offer the most viable means of managing — by attacking the roots — of what could otherwise escalate into an increasingly disastrous cascade of impacts.     

Women as a business imperative

In 1989, Felice N. Schwartz's HBR article "Management Women and the New Facts of Life" generated a huge debate over the rules established by corporations in their handling of women executives. Now in "Women as a Business Imperative," Schwartz follows up with practical insights about the costs companies incur in passing over qualified businesswomen. In the form of a memo to a fictional CEO, Schwartz describes how the atmosphere within most companies is corrosive to women and must change. Preconceptions harbored by male senior managers about women are so deeply ingrained that many men are not even aware of them. Yet senior managers must help women advance. Those companies that accept their responsibility to make radical change--both in women's treatment and in family support--can improve their bottom lines enormously. Treating women as a business imperative is the equivalent of creating a unique R&D product for which there is great demand. Most companies ignore child care and other family concerns. Many companies hire women to ensure mere adequacy and avoid litigation. Women's ambitions and energies are stifled by such businesses at the same time that women have demonstrated their competence and potential in the best business schools. High turnover results. However, the restraints that now hold women back can be loosened easily. CEOs and other senior managers must support their female employees by (1) acknowledging the fundamental difference between women and men--the biological fact of maternity; (2) allowing flexibility for women and men who need it; (3) providing training that takes advantage of women's leadership potential; and (4) eliminating the corrosive atmosphere and the barriers that exist for women in the workplace.     

围绕现代金融企业目标切实加强新形势下的党建工作

长期以来，中国工商银行青海省分行党委认真贯彻落实地方和总行党委的决策部署，从加强全行党组织建设、增强党员党性观念、提高党员素质入手，不断加大对党支部和党员的教育管理力度，党的思想、组织、作风建设得到很大加强。