Normal Values and Average Values

This essay discusses the implications of the idea that the Keynesian premise implies deviations between the normal and the average degrees of utilization. A system of equations called the ``average system'' is proposed for the study of average values, as distinct from normal values, by way of a hypothetical steady- state growth path for each sector. A long-period implication of the short-period under-utilization of productive capacity is presented in terms of a two-sector model.     

Values

管理咨询企业贝恩公司联合KantarWorldpanel,对中国40000户家庭在26个快速消费品的购买频率、重复购买率和渗透率等角度进行了多维度的研究,发现“渗透率”是品牌增加市场份额最重要的驱动因素。     

Values

跳出“目标客户” 传统的商业思维认为,企业需要挖掘出目标人群的独特需求,提供满足目标人群的产品和服务,南此实现利润最大化。而为了在需求日趋同质化的客户中甄别出自己的客户群,企业通常会根据年龄、性别、收入、等因素,对客户进行划分,找到自己的细分市场。这种理念基于一种假设,即公司只能专注在目标客户的特定需求上,才能更好地理解他们的需求并提供最好的服务。     

Values

领导者:别做锤子通常的观点认为,领导者长处越多,越强势就越好,然而,另一方面,组织中的领导者若过于强势,就可能会像一个锤子,看到的任何问题都是钉子。对"优势"的运用物极必反,你最好的一面将会成为最大的问题:坚强可能成为恃强凌弱,果断可能成为固执,亲切温和可能成为优柔寡断。人们经常被他们掌握的能力优势一叶障     

Values

创新的第三条路如今,“创新”被视为经济持续增长的前提条件,但尽管所有国家都需要创新,但却难有同一套方法适用于所有市场。     

Values

正破解"生产率谜题"近期一项研究中,麦肯锡全球研究所指出墨西哥经济的二元化:"墨西哥是一个高速、成熟的经济体",但也"充斥着亚规模、速度迟缓、技术落后、生产率低下的企业,许多企业游离于正规经济之外"。折磨墨西哥的是"生产率谜题"。雇员在500人以上企业,生产率在10年间增长率为5.8%,但雇员在10人和500人之间的企业仅为1%,雇员少于10人的企业为-6.5%。一方面小企业生产率下降,另一方面小企业雇员人数占总雇员数量的比例却在上升,是什么原因?麦肯锡提出了三种假说:第一,企业之所以维持小规模、非正规的状态,是因为大型化、正规化企业承担的监管和财政     

Values

征税不是万能药法国经济学家皮凯蒂在其新作《21世纪资本论》中,分析了几百年来全球的税务记录,最终发现了一个残酷的现实：有钱人的确变得越来越有钱。但我们应如何解决贫富差距？他建议在全球征收财富税。但是,向富人征税并不一定能解决问题。提高最低工资的做法,或许能够让收入差距减小,却无助于帮助人们积累财富。能够帮助低收入家庭的,是那些能够协助人们增加储蓄从而积累财富的政策。     

Values

正超越组织"竖井"最近,通用汽车被发现未能及时召回几款车型的故障点火开关,尽管一些员工早在10年前就知晓了这些技术问题。前联邦检察官安东.沃卢克斯将其归咎于通用汽车严重分立的结构所产生的"竖井"(silo)。他表示,通用汽车的文化和组织结构严重运转不良,以至于员工未能互相传递关键信息或为缺陷承担责任。通用汽车并非唯一受到"竖井"诅咒的大公司。很多企业存在内部分裂的问题,这造成     

Values

包容性领导力 “全球领导者”的培养是当务之急,对任何一种文化的偏执都将导致公司的人才流失。新一代的“全球领导者”不仅需要语言能力,更需要能在多元文化环境下工作的能力。多元文化存在的组织和管理团队,应该通过合理的制度和体系允许多元文化积极参与和融通到管理任务中来。     

Values

正给企业做减法虽然多数经理人抱怨职责负担过重,但很少人愿意放弃其中任何一项事务。这是组织生活的一个极大矛盾:人们很善于开展新事务,比如新项目、会议、提案、工作小组等,但要停止已经存在的事务,却困难得多。原因在于,人们抱怨太忙碌的时候,其实是在满足自己某种满意度和自豪感。而且,他们不愿承认自己做的是低价值或不必要的事情。找出别人在做的不必要活动比较容易,而     

Values

忙碌≠高效当我们习惯了在床上检索新闻,在早饭时回复电邮,并将此种负担作为一种新出现并将长久存在的工作环境时,我们会自认为是全心投入而不知疲惫的员工。但实际上,我们只是完成了一些细小而简单的工作。忙碌并不等同于高效。     

Values

表扬三明治 “表扬三明治”是指管理者用制作三明治的方式,对下属给出反馈,先抹上一层厚厚的表扬,接着“啪”的一声放上一层批评,最后再涂抹一层厚重的表扬。     

Values

传统营销之死 广告、公共关系、品牌推广以及企业宣传等传统营销手段已经失效。其一,消费者已经不再非常关注传统营销方式。消费者通常有自己的方式去获取产品和服务信息,     

Values

怯懦陷阱当下似乎并不存在任何严重的经济危机威胁。在许多地方,制定政策的人们自鸣得意。     

Values

“埃洛普效应” 埃洛普抛出了一系列重磅的激进改革方案．最令人注目的是在软件系统层面放弃诺基亚用以开拓王者地位的塞班,将前任CEO康培凯时期联合Intel倾力打造的Meego转入室项目,     

Comparative Managerial Values

The personal values of 162 Malaysian managers were studied, using data from the three major cultural-ethnic groups that compose Malaysia's population. Core managerial values were compared with similarly derived data from respondents in the USA and Australia. Multidimensional scaling was used for the comparison. Personal values are analyzed within the context of a discussion of heterogeneous cultural value systems within Malaysia and also within the parameters of the broader convergence-divergence debate. The evidence points to the impact of convergent forces, but there is recognition of the simultaneous play of opposing, divergent forces. Such a situation of cultural diversity and dynamic tension is not unique to Malaysia, but this particular multicultural environment provides a fascinating microcosmic laboratory in which to study it.     

Dominant Cultural Values

SUMMARY

This study expands on previous work in exploring dominant cultural values portrayed in print magazine advertisements in the United States of America (U.S.) and India across and within product categories. A modified version of Cheng and Schweitzer's (1996) coding framework is used for the study. The differences and similarities in the observed frequencies of the dominant cultural values portrayed in the print magazine advertisements are discussed. The analysis shows a commonality of the dominant values frequently portrayed in the magazine advertisements of both countries although statistically significant differences in their frequency of occurrence are also present for several of the observed values both across and within product categories. The results are consistent with those of researchers advocating a middle-of-the-road approach in the standardization versus adaptation debate of advertising messages. Advertising campaigns in each country should be assessed carefully in terms of target market, cultural and environmental factors, and also upon the nature of the product.     

Professionalism and Values

Transnational corporations of a democratic and ethical calibre have the global reach to contribute to solving problems that they originally helped create, and are potentially better equiped than governments to make just and equitable decisions. In this article the transformation of organizations, and, as a result, of society, is seen as contingent on the way in which professionalism and values, seen as standards of a desirable and worth‐while life, contextualise each other. Corporations require adequate value maintenance and development, and a number of 'actionable items' are suggested through which professionalism in the context of an inner ethical 'base' standards can enter into the 'bloodstream' of a corporation and help to achieve the 'triple bottom line'. Each of these is discussed in terms of a complementary pair of values which need to be held in tension. Items include the development of norms in a professional context, the nature of leadership, recruiting practices, and the development and role of codes of conduct.