按照净产值指标评价企业活动

本文作者根据苏共中央和苏联部长会议最近通过的关于新的经济体制改革方面的决议,分析总结了苏联许多部门几年来试验采用定额净产值指标的结果,证明净产值指标无论从理论上、实践上都要比总产值指标优越得多,它可以消除企业“追求总产值”、破坏品种计划的现象,但同时也指出了它所存在的问题。本文还提出了可以采用这项指标的范围和具体的建议。     

The role of family decision in internal migration: the case of India

This paper analyzes the effects of family decisions and individual decisions on rural-urban migration in India under 2 different rural institutions--family farm and wage labor systems. An analytical framework for explaining family migration decisions reveals that whenever a member of the extended family migrates, he gives up his share in the produce of the family farm. When this happens, the number of adult members on the farm goes down and the total product is affected. 3 case studies of Indian villages are analyzed for this study. 2 empirical relations are examined: 1) if individual migration decisions are predominant, and 2) if family decisions are important in determining the overall flow of migration. Relationships between migration decisions and other variables, such as: 1) number of males in urban areas; 2) urban wages; 3) daily wage rate; 4) average agricultural income; 5) railway distance between rural and urban areas; 6) size of the labor market in destination region; 7) probability that a migrant arriving in an urban area will find a job; and 8) comsumption expenditure, in urban areas estimated by working class consumer price index, are determined. Results show that: 1) the market determined wage variable does not play a very significant role in migration decisions; 2) distance is one of the most important variables in analyzing migration; and 3) the aggregate flow of migration is affected if migration decisions are predominantly family decisions. These findings have relevant policy implications for less developed countries (LDCs), especially because large flows of rural-urban migration in recent years have forced governments to adopt policies for controlling the flows to reduce the burden of unemployment in the urban areas. Government policies affecting rural institutions will have an impact on migration flow; those that lead to a reduction of uncertainty in agriculture will affect average per-capita consumption levels in family farms and hence influence the flow of migration.     

农工联合体中的经济关系问题

在苏共第二十六次代表大会中央委员会的总结报告中强调指出,在党的农业政策中,党特别强调加强和改善农业同农工联合体各部门的关系。在农工联合基础上,农业生产专门化和集约化的现代化过程产生了多种协同生产的组织形式。这种组织形式的多样性已被证明是适当的。同时,不同形式合作生产组织的存在又难以制定调整几个生产单位组织中经济关系的统一原则,于是就出现一个原则上不同的合作形式分类问题,以及不依活动方式而区分其中每种形式所固有的一般特点问题。农工联合体包括生产中间产品的农产品企业和把这些产品加工成最终产品的企业。在几种合作生产的情况下,尽管现在提出的调整农工联合者间经济关系的办法易于推广,可是为叙述简便,我们只谈一种联合生产的情况。戈沃兹捷夫提出并经实践检验以及在工作中得到发展的方法,就是建立在此点基础之上。此法通用性很强,因为它不依其产品种类如何而能     

Micromanager

George Latour considers himself a good leader. As CEO of Retronics, George has a mandate to grow revenues with an eye toward taking the software-engineering firm public by 2006. At the behest of the chairman of the board, he has hired a new marketing director, Shelley Stern--"a thoroughbred" who, the chairman insists, just needs a little training in the business. George does his best to bring his new hire up to speed. He has Shelley sit in on developers' meetings, has her accompany the sales force on client calls, and even has the CFO explain the company's cash flow situation to her. He also takes pains to help her correctly position marketing and press materials. But Shelley never seems to really take the bit. In fact, Shelley considers George's hands-on management style oppressive, and she's dreadfully unhappy. What George sees as efforts to bring her up to speed, like making her go on those sales calls when she has other work to do, she views as signs that he doesn't trust her judgment. What's more, Shelley is spread too thin. Yet when she asks for help--if not additional staff, at least an outside contractor--George asks for a list of everything she's working on and tells her he'll help her prioritize. In this fictional case, a he-said, she-said debate erupts over competing management styles. Four commentators--Jim Goodnight, the CEO of SAS Institute; Mark Goulston, a psychiatrist and the senior vice president at Sherwood Partners; J. Michael Lawrie, the CEO of Siebel Systems; and Craig Chappelow, the senior manager of assessment and development resources at the Center for Creative Leadership--offer their perspectives on the problem and how to solve it.     

The risky business of hiring stars

With the battle for the best and brightest people heating up again, you're most likely out there looking for first-rate talent in the ranks of your competitors. Chances are, you're sold on the idea of recruiting from outside your organization, since developing people within the firm takes time and money. But the authors, who have tracked the careers of high-flying CEOs, researchers, software developers, and leading professionals, argue that top performers quickly fade after leaving one company for another. To study this phenomenon in greater detail, the authors analyzed the ups and downs of more than 1,000 star stock analysts, a well-defined group for which there are abundant data. The results were striking. After a star moves, not only does her performance plunge, but so does the effectiveness of the group she joins--and the market value of her new company. Moreover, transplanted stars don't stay with their new organizations for long, despite the astronomical salaries firms pay to lure them from rivals. Most companies that hire stars overlook the fact that an executive's performance is not entirely transferable because his personal competencies inevitably include company-specific skills. When the star leaves the old company for the new, he cannot take with him many of the resources that contributed to his achievements. As a result, he is unable to repeat his performance in another company--at least not until he learns to work the new system, which could take years. The authors conclude that companies cannot gain a competitive advantage or successfully grow by hiring stars from outside. Instead, they should focus on cultivating talent from within and do everything possible to retain the stars they create. Firms shouldn't fight the star wars, because winning could be the worst thing that happens to them.