课程史,学校教育及其现状

介绍了课程作为理论的系统的一门学科的历史。第一部分的内容为:在美国进步教育时期,清教徒认为教育即传教和计算,将课程看作"转化条例"。第二部分为:跨越大西洋的宗教改革运动为社会教育学和心理教育学奠定了基础。最后探索了数学、文学和音乐教育的形成。这些科目被看作是与社会问题关联的"转化条例"。与社会史和思想史思路不同,本文考察了沉思和行为产生的实践活动。     

中国式通胀

中国政府最近宣布，8月份的通胀率为6．5％，创10年新高。这个增幅跟全球贸易失衡问题直接相关，但中国正试图不解决这个问题而控制通胀。这有两个后果。首先，该策略是否可行存在疑问——这可能令中国通胀加剧。第二，该策略旨在把全球贸易调整的责任转移到美国身上——这可能回过头来困扰中国和全球经济。[第一段]     

企业诚信经营的成本——收益分析及时问模型构建

在企业诚信成本——收益理论分析的基础上构建企业诚信经营的时间模型，论证了企业诚信经营的投入期、发展期和品牌期三个阶段．说明企业诚信经营是由被动诚信到主动诚信、诚信经营到经营诚信的转变过程。     

节事产业的未来研究

商业机构和决策者付出很大的努力以尝试理解未来,其途径包括为投资决策和财政政策提供参考而建立经济模型,以及更为实用和普遍流行的做法如识别在消费需求、技术或劳动力供给等方面的重要趋势.对那些寻求保障或提高其竞争地位的机构来说,知道自身在短、中、长期以及不同空间尺度(地方的或全球的)可能遇到的挑战,将会是一个重要的优势.     

电子医疗档案的美国实践

虽然美国是电子健康档案系统的先行者,但在施行的过程中依然面临着很多问题,为了刺激该行业的发展,美国政府和行业参与者都在进行各种尝试。美国拥有丰富的IT技术资源,公众也都普遍愿意接受和使用应用软件。然而,一谈到像电子健康档案(Electronic Health Records,EHR)一类的医疗应用时,使用率及发展进程却一直比其他行业缓慢的多。一项美国政府的统计显示,在2010年,大型医院中采用健全电子健康档案系统的医护人员(医师和护士)少于20%,执业诊所的医护人员则少于30%。     

企业诚信经营的成本——收益分析及时间模型构建

在企业诚信成本——收益理论分析的基础上构建企业诚信经营的时间模型,论证了企业诚信经营的投入期、发展期和品牌期三个阶段,说明企业诚信经营是由被动诚信到主动诚信、诚信经营到经营诚信的转变过程。     

Business Cycle Asymmetry in China： Evidence from Friedman＇s Plucking Model

Friedman＇s plucking model of business fluctuations suggests that output cannot exceed an upper limit, but it is occasionally ＂plucked＂ downward below trends as a result of economic recessions. This paper investigates China＇s business fluetuations using quarterly real GDP data for the period 1978 2009. Our results show some evidence supporting Friedman＇s plucking model. We find that a ceiling effect of real output exists, and that negative asymmetric shocks significantly affect the transitory component, which captures the plucking downward behavior during the recession. The results also suggest that the basic asymmetric unobserved component model is not appropriate for directly modeling China＇s real output because the business＂ cycle is inaccurately measured, but it works quite well when considering a structural break in the second quarter of 1992. The results reveal that although China＇s economy strengthened in the second quarter of 2009, it is essential for China＇s government to take further positive and effective measures to maintain sustainable development of the economy.     

点燃希望的灯饰——Abracadabra Signs公司制作的电标识

我的公司叫作Abracadabra Signs（位于加拿大安大略省的Ayr）,在公司的市场定位方面,是由我自己亲自负责的。曾经有几年时间,我作为一名标识画家,到不同地方参与了各种的标识工程,直到1999年,我才回到安大略省,定居下来。我公司的业务主要是制作定制的立体标识。我自己本身是画漫画的,所以喜欢接一些看上去有点古怪的工程，对我来说是既有挑战性又有趣。     

Getting the most out of all your customers

Companies spend billions of dollars on direct marketing, targeting individual customers with ever more accuracy. Yet despite the power of the myriad data-collecting and analytical tools at their disposal, they're still having trouble optimizing their direct-marketing investments. Many marketers try to minimize costs by pursuing only those customers who are cheap to find and cheap to keep. Others try to get the most customers they possibly can and keep all of them for as long as they can. But a customer need not be loyal to be highly profitable, and many loyal customers turn out to be highly unprofitable. Companies can get more out of direct marketing if they see it as a single system for generating profits than if they try to maximize performance measures at each stage of the process. This article describes a tool for doing just that. Called ARPRO (Allocating Resources for Profits), the tool is essentially a complex regression analysis that can estimate the impact of a company's direct-marketing investments on the profitability of its customer pool. With data that companies already gather, the tool can show managers how much to spend on acquisition versus retention and even what percentage of their funds they should allocate to the different direct-marketing channels. Using the model, companies can easily see that even small deviations from the optimal levels of customer profitability are expensive. Applying it to one catalog retailer showed, for instance, that a 10% reduction in marketing costs would lead to a 1.8 million dollar drop in long-term customer profits. Conversely, spending 69% less on marketing would actually increase average customer profitability at one B2B service provider by 42%. What's more, the tool can show that finding the optimal balance between investments in acquisition and retention can be more important than finding the optimum amount to invest overall.