Further development and sustainable utilization mode of grassland tourism resources: a case study of Inner Mongolia Autonomous Region, China

Tourism resources are important foundation for the development of tourism industry. Grassland is not only a kind of important resource but also a great attraction to visitors. Therefore, the integrated development and sustainable utilization of grassland tourism resources are of great significance. This paper, based on the analysis of literatures and the current problems existing in grassland tourism, summarizes the speciality of grassland tourism development, deals with the problem of speciality, and raises the modes of regional development, product development and management. This paper takes Inner Mongolia, the famous grassland tourism destination as example and carries out empirical research. Based on the status quo of grassland tourism resources in Inner Mongolia, this study analyzes the character- istics of grassland tourism resources, the necessity and feasibility of integrated development, then proposes the following suggestions: idea for development, mode of development, regional cooperation, tourism products development, espe- cially the three modes of development based on the resources conditions - the mode of relying on market, the mode of combination aggregation and the mode of relying on quality.     

资本主义的多样性

概览法国、意大利、荷兰、中国、阿根廷——其贯穿于19世纪的资本主义制度的历史都有其迷人的特别之处,尽管在这篇短文中,我们关注的是英国、美国、德国和日本,这四个国家是有关"莱茵河与盎格鲁—萨克逊资本主义"争论的中心,在其所有简化形式上,这些争论却都涉及到了福利和经济效率的核心问题。     

When an executive defects

The news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter than he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. Hiring Carpenter had helped Simmonds establish his reputation as a topnotch manager. Carpenter came to KTI with lots of ideas and put his enthusiasm to good use. Three years into a five-year change program, Carpenter had turned KTI's operations from one of the worst in the industry to one of the best. He also had helped develop and plan the upcoming launch of a new fiber coating--KTI's first breakthrough in years. In this fictitious case study, Simmonds, along with the company's counsel and vice president of human resources, must figure out how much and what sort of damage control they need. What are they going to tell the company's employees and the media? Should they immediately replace Carpenter with John Brady, the second-in-command of operations? What if Carpenter is taking KTI employees--and strategic information--with him to Daltex? Should Simmonds ask all his managers to sign noncompete agreements-something Carpenter was never asked to do? Should KTI sue Carpenter? Five experts offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information.     

Adjusting to not being "on top": making effective use of transitions

In today's health care environment, it is possible even for the successful health care manager to be fired or demoted. To ensure continued success, the manager must view a termination or demotion as a normal transition of life and find ways to "move on". Given today's volatile environment, anticipatory planning for job loss or job change, which includes attention to continued professional training, visioning changes in health care, and maintaining strong professional contacts, is an imperative.