小企业如何开发人才资源第二讲 重视激励，用好职业经理人

小企业绝大多数是民营企业。当小企业发展到一定程度，再靠创业者本人，或者家族成员打理企业的方方面面，多数会面临力不从心的问题，这时必须聘用家族外的成员进入企业经营管理层，甚至担任企业要职。这些担任企业要职的人员，拿现在流行的说法，就是职业经理人。     

职业经理人激励机制研究

随着我国社会主义市场经济的建设和发展，现代企业制度的建立和完善，现代科技与现代经济的结合使企业结构发生了巨大变化。企业为解决伴随企业的业务和结构越来越复杂而带来的管理难题，需要使管理专业化。于是在现代公司制的企业中，产生了所有权和经营权的分离，出现了“职业经理人”。文章将介绍了我国职业经理人及其现状，指出企业对职业经理人的一般激励机制——薪酬的激励机制的激励功能及不足.     

中国职业经理人的差距在哪里

<正> “未来,市场中的稀缺资源不再是资本,而是优秀的人才”,这是美国企管界大师史考特·派瑞博士最近在北京演讲时的开场白。这场名为“全球化与变革中的企业文化”的演讲持续了3个多小时,派瑞博士与在座的100多位企业界人士分享他对中国经理人管理能力现状的精辟分析。同时,派瑞博士也检视了世界所有企业正面临的共同     

职业经理人的道德操守是个制度问题

在刚刚过去的一年里,国内某些企业因高级经理人跳槽而引发的危机已经变成最头疼的事情.原微软中国总经理吴士宏去职后一本《逆风飞扬》兜出了IBM和微软的老底,使企业一度陷入尴尬;而科龙年初引进的空降兵副总李国明的出走则让有的人无法面对媒体;创维原中国区营销总经理陆强华率众出走,通过媒介攻击则致创维老板非常被动.其实,类似的新闻还有很多,一些高级经理人员往往在跳槽后或带走技术机密,或带走经营技术骨干,或抖露企业"隐私"……总之要使原雇主伤筋动骨一番.     

旅游职业经理人的培养模式研究

<正> 随着现代旅游管理理论的发展,人们越来越清楚地认识到,旅游企业是一个纷繁复杂的契约组织,它由许多相互独立、又相互依赖的要素构成。其中,旅游职业经理人是最为重要的要素之一。然而,旅游职业经理人的培养是一项高智能的投资,在我国还非常年轻.如何加强对旅游职业经理人的培养,建立一支优秀的职业经理人队伍是每一个关注旅游业发展的有识之士应思考的重要问题,这更是在加入WTO以后,中国旅游企业如何面对人才竞争的～个重大课题。     

民营企业主与职业经理人的博弈

当前，我国大多数民营企业是家族制企业，实行的是家族制管理。家族制管理常常受到学者和媒体的批评，许多人把民营企业不能做大做强的原因归结到家族制管理上。但是，当一些民营企业试图走出家族制，转型为现代企业制度，实行所有权与经营权相分离的管理体制时，其与职业经理人的博弈结果却往往是经理人的背叛，     

谁是合格的职业经理人

职业经理人是现代企业中具有特殊身份意义的人。是不是专职替业主打点企业的人就是一个合格的职业经理人呢?绝不。笔者总结认为,中国合格的职业经理人至少应具备所谓"四能"、"三素"、"双赢"、"一心"。严格来说,这十点缺其一都不能称为真正意义上的职业经理人。     

内地企业高度关注香港证券市场

发挥渠道优势,协助成长型企业海外上市在近日召开的中国国际中小企业经济论坛上,国家发改委中小企业司领导在讲话中强调,鼓励中小企业直接融资,并创造条件帮助中小企业海外上市。近年来,我国资本市场发育逐渐成熟,海外融资渠道逐渐增多。针对不断增长的企业上市需求,以及企业选择上市渠道的犹豫与困惑,国家发改委中小企业对外合作协调中心专门建立了帮助中小企业海外上市的专家团队,提供咨询、推荐和上市程序运作等一条龙服务。开展工作一年来,受到广大中小企业的欢迎与重视,被认为是一条可靠、高效、服务周到的渠道。这条渠道的优势是,正确把握国家经济综合管理部门的政策导向,联合国内最大的证券公司和相关财务、法律、资产评估、保荐人、财经传媒等机构,由资深专家操作,确保上市操作的规范性和合理的上市成本,力争较高的上市成功率。《中国中小企业》将发挥国家中小企业权威专业媒体的作用,宣传普及上市知识,积极推荐有条件的企业上市。自本期起,本刊将连续刊登这方面的文章,敬请广大读者关注。     

中小企业必须重视企业法制建设

企业怎样生存?企业如何发展?这是每一位企业家都在苦苦思索的问题。当然，企业的生存和发展需要具备的条件和因素是很多的。在这里我就中小企业容易忽视的，而实际上又是与企业的生存、发展息息相关的企业法制建设问题，谈一点看法：     

关注多层次中小企业融资渠道

当前,我们讨论中小企业获得的金融支持不足的问题时,通常容易混淆"中小企业贷款难"和"中小企业融资难".     

用人诀窍

不少中小企业管理者认为"自己的亲人最可靠","打虎还是亲兄弟,上阵还是父子兵".这种思想就使不少家族式企业应运而生.可是在发展到一定程度后,家族企业也会在内部产生这样那样的问题,进而危及企业的生存或阻碍企业的健康发展.     

返利，用好这把双刃剑

返利是把双刃剑，如果运用得当可以起到激励经销商的作用，可一旦运用不当，会起到截然相反的效果，成为经销商不良短期行为的诱发剂。为激励经销商，很多企业都会制定返利奖励政策，目的是通过返利来调动其积极性。返利是指厂家根据一定的评判标准，以现金或实物的形式对经销商的滞后奖励，它具有滞后兑现的特点。     

THE USE OF THE LORENZ CURVE AND THE PARETO DISTRIBUTION IN INTERNAL PAY STRUCTURING: A RESEARCH NOTE

This note presents some findings from the early stages of research into the effectiveness of company pay structures. ¹ 1 A two-year project sponsored by the S.S.R.C. The authors gratefully acknowledge the assistance of the S.S.R.C. in this work.
The use of the Lorenz curve as a measure of inequality of distribution of a firm's payroll is described. Values for L, the Lorenz coefficient, are presented for the total payroll of a chemical processing firm and for the earnings of manual workers in a medium-heavy engineering company. The use of the Pareto distribution for management salary structuring is demonstrated. Values for α, the Pareto coefficient, are presented for two chemical companies and two engineering firms. Some possible practical uses for such Lorenz and Pareto values are suggested.     

FROM APATHY TO ALACRITY: MANAGERS AND NEW TECHNOLOGY IN PROVINCIAL NEWSPAPERS

The article explores why provincial newspaper managers have shifted from a position of reluctance and uncertainty about new technology to enthusiasm and zeal for the process and product development opportunities it offers. the transformation is assessed in terms of changes in the industrial relations context, market conditions and technological developments between the late 1970s and early 1990s. This can be characterized as moving from reactive management to proactive management, and the article examines how the latter reflects the development of new business opportunities through application of new technology to the information-gathering process, the pre-press production process and the product. Data are drawn from case study interviews and trade/professional publications. The analysis suggests that there is evidence of three prime managerial objectives/motives for introducing new technology: cost, control and market. Each of these were of varying importance for managers at different times, and were affected by technological uncertainty and ignorance. Attitudes transformed because of the changing context and the pursuit of functional interest, with the result that newspaper managers are now in a better position to exploit new technology for competitive advantage.     

用信息化提升中小企业的竞争力

案例一 库存、账务、售后一个都不能少 --玉溪同乐使用 SAP Business One管理上台阶 "我们的研发能力很强,我们的新品技术很出色,要想把它们都推向市场,信息化是必不可少的手段."云南省玉溪市同乐太阳能有限公司总经理韩绍良这样解释自己上信息化解决方案的原因.     

THE REMUNERATION OF NON-OWNER MANAGERS IN SMALL AND MEDIUM-SIZED UK ENTERPRISES

Virtually all prior research on small and medium sized enterprise (SME) management has focused on owner managers. This article, however, empirically examines the determinants of managerial remuneration for a sample of 97 UK SME non-owning managerial employees. the empirical analysis, based upon data obtained from interviews with middle (i.e. non-director level) managers and the published financial records of their employing firms lodged at Companies House, first examines the influence of firm size and performance and then augments the empirical model to include pay composition, industrial sector, external labour market and human capital variables. The empirical results indicate that the average profitability of the employing firms is not a significant determinant of managerial remuneration. However, composition of pay appears to have a significant effect upon total remuneration since, even after controlling for other influences, managers in receipt of annual bonuses and/or profit-sharing bonuses are estimated to earn an additional £6,600. the managers’age and qualifications, and the asset size, industry and location of their employing firms are also significant factors and collectively are able to explain a large proportion of the cross-sectional variance in remuneration. Though there is a lack of previous empirical research on SME managerial pay.