产品结构变动投入产出模型的简化解法

讨论了多种产品产量发生变化对整个产品结构的影响,改进了现有的对产品结构变动投入产出模型的求解方法,得到了一种简便,直接的算法。     

创新，其实很简单

什么是创新？学者和专家已经给出了各种定义。但说到底,创新就是用新的方法做事。别把创新看玄了很多人把创新看作一个复杂的工程。但是事实上,在商业上被证明成功的创新案例,往往却是那些最简单、最朴实的点子。     

下一代企业的核心竞争力

未来企业的核心竞争力来自两个方面：一是满足消费者独特的个性化体验,这是企业价值的基础;二是企业要加入全球性供应链,从多渠道获取资源。     

Why people follow the leader: the power of transference

We all admire leaders. In trying to understand how leadership works, however, we often lose sight of the fact that followers are a crucial part of the equation. Regrettably, they get short shrift in the management literature, where they are described as merely responding to their leaders' charisma or caring attitudes. What most analyses seem to ignore is that followers have their own motivations and are as powerfully driven to follow as leaders are to lead. In this article, psychoanalyst, anthropologist, and management consultant Michael Maccoby delves into the unconscious recesses of followers' minds. He looks closely at the often irrational tendency to relate to a leader as some important person from the past--a parent, a sibling, a close friend, or even a nanny. Sigmund Freud discovered this dynamic when working with his patients and called it"transference." But as important as it is, the concept remains little understood outside the realm of clinical psychoanalysis. This is unfortunate, because a solid understanding of transference can yield great insight into organizational behavior and endow you with the wisdom and compassion to be a tremendous leader. The author explains the most common types of transference--paternal, maternal, and sibling--and shows how they play out in the workplace. He notes that they have evolved as our family structures have changed. Whether followers perceive a leader as an all-knowing father figure, as an authoritative yet unconditionally loving mother figure, or as a brother or sister who isn't necessarily a model of good behavior, the leader can manage transferential ties by bringing unconscious projections to light. Then debilitating resentment and animosity can give way to mutual understanding and productivity--and a limping organization can start to thrive.     

“大衰退”为中印企业的崛起创造机遇

本次“大衰退”对所有人构成了沉重打击,但中国和印度受到的影响并不像其他经济体那样严重,这为中印两国的新兴企业创造了机遇。当然,并非中印所有的“新兴全球挑战者”都能安然无恙地走出本次经济危机。一些企业在危机前借入了过高的债务,一些企业则作出了错误决策。     

梁肇新:远去的“豪杰”

10年前,因为超级解霸的成功,让这个来自西部的软件奇才获得了国内影音软件霸主的地位;6年前,面对市场的风云变幻和互联网的急速普及,一向坚信技术制胜的他不得不开始接受一个又一个新的挑战,而等待他的却是屡战屡败的苦涩结局。如今,即将跨入不惑之年的他似乎已经远离他曾经疯狂的事业,计算机世界由此少了一位英雄豪杰,而阴阳五行研究领域却多了一位风水大师。     

优化中国金融结构,打造开放和国际化的资本市场

要改革当前金融体系的结构性问题,就应该大力发展资本市场,改变资本市场本身结构的不合理以及充分发挥资本市场本身的特有功能,而且这已经显得刻不容缓了当前中国金融体系的结构性矛盾中国金融体系的结构问题主要体现在直接融资规模过小,间接融资规模过大,传统意义上的股票市场规模较大,创业板、场外以及债券市场等规模较小。     

郑立,一位80后富豪的困惑

他是目前中国最大的数字音乐互动平台分贝网的掌门人,也曾是中国80后青年中为数不多的亿万富翁之一。从重庆到北京,他的天地越走越宽,但支撑这块天地的支柱从来也没有改变过,那就是网络。但是,如今的他却似乎正在经历着一场危机……     

AIDS is your business

If your company operates in a developing country, AIDS is your business. While Africa has received the most attention, AIDS is also spreading swiftly in other parts of the world. Russia and Ukraine had the fastest-growing epidemics last year, and many experts believe China and India will suffer the next tidal wave of infection. Why should executives be concerned about AIDS? Because it is destroying the twin rationales of globalization strategy-cheap labor and fast-growing markets--in countries where people are heavily affected by the epidemic. Fortunately, investments in programs that prevent infection and provide treatment for employees who have HIV/AIDS are profitable for many businesses--that is, they lead to savings that outweigh the programs' costs. Due to the long latency period between HIV infection and the onset of AIDS symptoms, a company is not likely to see any of the costs of HIV/AIDS until five to ten years after an employee is infected. But executives can calculate the present value of epidemic-related costs by using the discount rate to weigh each cost according to its expected timing. That allows companies to think about expenses on HIV/AIDS prevention and treatment programs as investments rather than merely as costs. The authors found that the annual cost of AIDS to six corporations in South Africa and Botswana ranged from 0.4% to 5.9% of the wage bill. All six companies would have earned positive returns on their investments if they had provided employees with free treatment for HIV/AIDS in the form of highly active antiretroviral therapy (HAART), according to the mathematical model the authors used. The annual reduction in the AIDS "tax" would have been as much as 40.4%. The authors' conclusion? Fighting AIDS not only helps those infected; it also makes good business sense.