合作式学习对排球普修课教学影响的实证研究

本文通过教学实验法以及数理统计法对合作式学习在排球普修课教学的影响进行了实证研究.研究认为:合作式学习有利于推动排球基本技术的掌握以及提升班级整体学习水平,有利于在自由、民主、协作的分问下进行讨论、互帮、互助、互学与互评,提升学习氛围.因此,今后要重视合作式学习的创新运用,加强学生发现问、分析问题与解决问题的能力,提升学生沟通交流能力.     

谈谈电力企业如何加强成本管理

本文从提出电力企业成本管理中存在的问题入手,进行了相应的对策思考,认为电力企业进行全面预算管理和存货科学管理成为加强成本管理的关键所在。     

Well-Developed Agriculture Boosts Czech-China Trade——Exclusive interview with H.E. Peter Gandalovic, Minister of Agriculture of Czech Republic

Czech Republic, an European Union (EU) member in the Eastern Europe, has very well developed agriculture and relevant industries and technologies. In May, A Czech trade delegation headed by Peter Gandalovic, Mi lister of Agriculture of Czech Republic visited China, were warmly received by the Chinese government. Following, they went to Shanghai for SAIL China 2007, an international food and drinks exhibition. During the visit, China's Foreign Trade had an exclusive interview with the Minister, which follows below, on the topics of promoting the agricultural cooperation and bilateral trade relations between ina and Czech.     

构造你的公司的远见

不断取得成功的企业都有固定不变的核心价值和核心目标,而它们所运用的经营战略和习惯做法却在不断作出调整以适应外界的变化。这种保持其核心精神并不断进步的动力正是一些公司(诸如:惠普、3M、约翰逊与约翰逊、宝洁、默克、索尼、摩托罗拉、诺德斯特龙等)成为不断自我更新成长并取得长期业绩的名优企业。惠普公司的员工一直都认为操作习惯、文化标准、经营战略的完全变革并没有使其失去惠普的精神——公司的核心思想。约翰逊与约翰     

高质量发展背景下煤炭行业低碳科技创新发展研究

本文从煤炭行业低碳发展的现状入手,分析了煤炭行业低碳技术创新存在的问题,提出了在新时代高质量发展背景下煤炭行业低碳科技创新的主要方向,最后提出了加强国家层面政策扶持、技术创新激励等建议。     

Cultural change that sticks

When a major change initiative runs aground, leaders often blame their company's culture for pushing it off course. They try to forge ahead by overhauling the culture--a tactic that tends to fizzle, fail, or backfire. Most cultures are too well entrenched to be jettisoned. The secret is to stop fighting your culture--and to work with and within it, until it evolves in the right direction. Today's best-performing companies, such as Southwest Airlines, Apple, and the Four Seasons, understand this, say the authors, three consultants from Booz & Company. These organizations follow five principles for making the most of their cultures: 1. Match strategy to culture. Culture trumps strategy every time, no matter how brilliant the plan, so the two need to be in alignment. 2. Focus on a few critical shifts in behavior. Wholesale change is hard; choose your battles wisely. 3. Honor the strengths of the existing culture. Every culture is the product of good intentions and has strengths; put them to use. 4. Integrate formal and informal interventions. Don't just implement new rules and processes; identify "influencers" who can bring other employees along. 5. Measure and monitor cultural evolution. Otherwise you can't identify backsliding or correct course. When the leaders of Aetna applied these rules while implementing a new strategy in the early 2000s, they reinvigorated the company's ailing culture and restored employee pride. That shift was reflected in the business results, as Aetna went from a $300 million loss to a $1.7 billion gain.     

Why bad projects are so hard to kill

Even at the prototype stage, experts were saying the technology was obsolete. Yet, in the face of tepid consumer response, the company stubbornly kept increasing production capacity and developing new models. By the time it was finally killed, the initiative had cost the company an astounding $580 million and had tied up resources for 14 years. The product was RCA's SelectaVision videodisc recorder, and its story is hardly unique. Companies make similar mistakes--if on a somewhat smaller scale--all the time. But why? No one comes to work saying, "I'm going to pursue a project that will waste my company millions of dollars." Quite the opposite. They come to work full of excitement about a project they believe in. And that, surprisingly, can be the root of all the trouble--a fervent belief in the inevitability of a project's ultimate success. Starting, naturally enough, with a project's champion, this faith can spread throughout the organization, leading everyone to believe collectively in the product's viability and to view any signs of impending doom merely as temporary setbacks. This phenomenon is documented here in two chillingly detailed case studied, one involving Essilor, the world's largest maker of corrective lenses for eyeglasses, and the other involving Lafarge, the largest producer of building materials. By counterexample, they point the way toward avoiding such morasses: assembling project teams not entirely composed of like-minded people and putting in place--and sticking to--well-defined review processes. Both cases also show that if it takes a project champion to get a project up and running, it may take a new kind of organizational player--an "exit champion"--to push an irrationally exuberant organization to admit when enough is enough.     

中东地区聚酯业发展状况

中东历经了若干年走下坡路的时期,影响了纺织品生产,但这种事业从未完全消亡,而是从贫困的工业中又复苏了。尤其是地毯制造业的熟练技术,仅此一项就是重建纺织工业并供应欧洲的基础。埃及、苏丹和叙利亚仍然是世界重要的棉花生产国。靠近中东地区还有一些大的棉花生产国—印度、巴基斯坦和土耳其。棉花仍然是世界上最多和重要的纺织纤维。虽然涤纶短纤维和长丝也赶上来了,涤纶现在产量已经达到1800万吨/年,棉花产量近2000万吨/年,涤纶已经被称为“合成棉花”。很明显,在中东涤纶的技术优越性仍将使市场扩大,而棉花则由于城市化建设、耕地减少和水资源的限制而不会发展了。     

Shrinking cities: urban challenges of globalization

Urban shrinkage is not a new phenomenon. It has been documented in a large literature analyzing the social and economic issues that have led to population flight, resulting, in the worse cases, in the eventual abandonment of blocks of housing and neighbourhoods. Analysis of urban shrinkage should take into account the new realization that this phenomenon is now global and multidimensional — but also little understood in all its manifestations. Thus, as the world's population increasingly becomes urban, orthodox views of urban decline need redefinition. The symposium includes articles from 10 urban analysts working on 30 cities around the globe. These analysts belong to the Shrinking Cities International Research Network (SCIRN), whose collaborative work aims to understand different types of city shrinkage and the role that different approaches, policies and strategies have played in the regeneration of these cities. In this way the symposium will inform both a rich diversity of analytical perspectives and country-based studies of the challenges faced by shrinking cities. It will also disseminate SCIRN's research results from the last 3 years.