企业文化必要性探析

企业文化在企业管理中的作用和影响是潜在的，也是企业竞争的软实力。然而这种软实力对企业到底有哪些影响，对企业发展的作用是什么，开展企业文化建设的必要性体现在哪些方面，是中型企业发展所必须思考的问题。     

混凝土道路路面施工质量的控制

变电站道路的质量是很重要的,在变电站建筑施工检查中,经常会发现道路混凝土出现裂缝等,这就会使道路的使用年限和品质降低,严重时直接影响工程质量的整体效果.因此要严格控制道路路面施工过程,提高道路施工质量.下面介绍混凝土道路路面施工质量的控制.     

财务管理在现代企业管理中的作用分析

财务管理主要研究的是企业的资源和企业的运用行为，在企业的经营中占有重要的地位。随着经济的迅速发展，我国企业在复杂的经济环境中面临着更多的竞争压力，在竞争和挑战并存的新形势下，企业应不断加强财务管理工作，确保企业的经营和管理处于良好的状态。     

辽宁乡村旅游与体育旅游融合发展探析

产业融合已经成为世界经济发展的一大趋势,不同产业间相互交叉、渗透现象层出不穷。而随着旅游者需求的个性化与多元化,我国旅游产业与其他产业之间融合(如旅游与第一产业、第二产业的融合出现了农业旅游、工业旅游),以及旅游产业内部不同业态之间的相互渗透、相互关联现象(如乡村旅游与体育旅游的融合、红     

利率—台湾反通货膨胀工具

〔在台湾,政府很重视在不损害政治支持的情况下克服通货膨胀心理和建立公众信心。从一九五○年开始,对特别储蓄存款提供了高于100％的年率。这些存款迅速地吸收了大量清偿力(Liquidity),使资金从消费转向储蓄。但是,并没有产生由于强制手段而可能引起的对抗作用。〕恶性通货膨胀是导致一九四九年中华民国政府跨台的重要因素之一。台湾政府继续面临着价格上涨的问题,一九四九年,大约五十万移民的大量流入加剧了这个问题的恶化。用过于拥挤的台湾岛上的微薄资源来承受这个重担看来是不易解决这个问题。当地居民和移民之之间的关系很微妙,政府已经敏锐地意识到,过多的税收就可能会疏远当地居民,所以巨额的预算赤字是不可避免的。五十年代初期,这种困境由于美国支付进口而有一定程度的缓和,它使政府在50年代初期的每年国际收支平衡表的经常项目一栏中保持一亿美元左右的赤字。但是,这并不足以吸收货币供给所加剧的全部通货膨胀,一九五○年,净货币供给量翻了一番多,批发价格上涨了85％。     

Volunteerism under the magnifying glass

Are you making a concerted effort to seek out and attract those volunteers who can really add value to your cause? Do you place as much emphasis on recruiting volunteers for the long-term as you do when hiring employees? Arguably, the answers to all of these questions should be a resounding "yes."     

How to identify your enemies before they destroy you

We've all heard the stories about corporate giants who ignored disruptive innovations and paid a steep price: Think what the personal computer did to Digital or Japanese economy cars did to the Big Three automakers. Big companies now spend a lot of time and money trying to make sure they don't get blindsided by their smaller, leaner counterparts. But it's not easy to distinguish genuine threats from also-rans as they emerge. Most of the nascent technologies that typically bombard executives will not amount to competitive threats and deserve to be ignored. As a result, disruptions are usually not taken seriously until they become obvious--when it's often too late. A disruptive innovation is a technology, product, or process that creeps up from below an existing business and threatens to displace it. Usually, the disrupter offers lower performance and less functionality at a much lower price. The product or process is good enough to meet some customers' needs; others welcome the disruption's simplicity. Gradually, it improves to the point where it displaces the incumbent. But, the authors argue, disruption isn't inevitable. They have developed a tool that can help companies detect potential disruptive innovations while management still has time to respond effectively. The tool's decision-making methodology harnesses the organization's collective wisdom to determine how likely it is that a particular innovation will seriously damage an incumbent's business. The methodology has two components: an analytical instrument and an organizational process. There's nothing magical about it--but it gets managers to think systematically about identifying and addressing threats to the core business. And the tool's rigorous approach can spell the difference between flailing around and acting effectively in the face of a serious competitive threat.