中国走新型工业化道路的理论依据及对策

1 引言中国如何走出一条新型的工业化道路,从而实现增长方式的转变?这就需要转变在传统工业化模式下形成的思维定势;建立能激励科学研究和技术在生产中运用的制度和机制,加快技术进步;     

对江西高等教育资源开发与利用的建议

高等教育资源是高等教育赖以开展的物资基础，高等教育资源的状况与利用效率直接影响到高等教育的质量与水平。江西高等教育相对落后，与江西高等教育资源相对贫乏不无关系。本在分析江西高等教育资源及利用状况的基础上，提出了开发与利用江西高等教育资源的廷议。     

论高等教育主客体评价观的对立与统一

评价主客体的价值观是影响高等教育评价效果的重要因素,评价主客体之间的价值差异是＂工具理性＂与＂价值理性＂的差异。但是,这种差异能在共同利益的基础上实现统一。当高等教育评价主客体间达成价值认同时,在评价过程中,主客体将会在价值理性的引领下,重新审视自己的评价观,不断地在利益博弈中调整、取舍,在保证价值理性的基础上实现自身利益的最大化。于是,减少以至消弭了评价过程中主客体间的价值冲突和利益对立与行为相左,形成了一个健康、公正、有序、有效的高等教育评价环境。     

创新发展模式提升办学实力——江西财经大学"十五"发展之路初论

进入21世纪,江西财经大学面临着新的发展机遇和挑战,如何把握机遇迎接挑战,开创江西财经大学的新局面?江西财经大学用自己的实践证明了“发展是硬道理,”创新出了一条快速崛起的发展之路。     

浅论中国走新型工业化道路的策略

本文通过对世界南北方经济格局分析，给出了中国走新型工业化道路的思路，提出了中国只有走新型工业化道路才能促进经济发展的具体策略和对策建议。     

The competitive imperative of learning

Most executives believe that relentless execution--efficient, timely, consistent production and delivery of goods or services--is the surefire path to customer satisfaction and positive financial results. But this is a myth in the knowledge economy, argues Edmondson, a Harvard Business School professor. She points to General Motors, which for years has remained wedded to a well-developed competency in centralized controls and efficient execution but has steadily lost ground, posting a record $38.7 billion loss in 2007. Such an execution-as-efficiency model results in employees who are exceedingly reluctant to offer ideas or voice questions and concerns. Placing value only on getting things right the first time, organizations are unable to take the risks necessary to improve and evolve. By contrast, firms that put a premium on what Edmondson calls execution-as-learning focus not so much on how a process should be carried out as on how it should evolve. Since 1980 General Electric, for instance, has continued to reinvent itself in every field from wind energy to medical diagnostics; and it enjoyed a $22.5 billion profit in 2007. Organizations that foster execution-as-learning provide employees with psychological safety. No one is penalized for asking for help or making a mistake. These companies also employ four distinct approaches to day-to-day work: They use the best available knowledge (which is understood to be a moving target) to inform the design of specific process guidelines. They encourage employee collaboration by making information available when and where it's needed. They routinely capture data on processes to discover how work really happens. Finally, they study these data in an effort to find ways to improve execution. Taken together, these practices form the basis of a learning infrastructure that makes continual learning part of business as usual.