The economic law of population distribution and migration

"The economic law of population distribution and migration has been studied chiefly based on the Chinese situation. The distribution and development of productive forces decide the distribution and migration of population, and in turn, the latter influences the former. The population distributions in three different stages of social development, namely agricultural, industrial and information society, are described. A new concept in population economics is introduced, i.e. population economic density, which is different from the concept of population density. The formula of population economic density is P(population)/R(resources). Many kinds of migration are analysed, and it is believed that the main efficient cause of migration is economy."     

Economic humidity control: an alternative to reheat

Heat pipe technology will have a significant impact on the power consumption of many manufacturing industries, the installation costs of new or replacement air conditioning systems, and on electric utility peak demands.     

Are you a strategist or just a manager?

Perhaps the greatest strategist of all time was not a business executive but a general. Helmuth von Moltke, chief of the Prussian and German general staffs from 1858 to 1888, issued "directives" to his officers rather than specific commands. These guidelines for autonomous decision making encouraged Moltke's subordinates to show individual initiative. In this article, Hans Hinterhuber and Wolfgang Popp translate Moltke's example into business terms. According to Moltke, strategy is applied common sense and cannot be taught. The authors suggest that good entrepreneurs and managers--along with generals--are born with the qualities that make them successful. But even if managers have the potential to be good strategists, they must develop and hone their natural talents. And CEOs and top management can help by identifying and promoting such talents in their employees. Hinterhuber and Popp have created a questionnaire that helps measure strategic management competence. Managers and entrepreneurs take this test themselves, answering ten questions such as, "Do I have an entrepreneurial vision?", "Do I have a corporate philosophy?", and "Do I have competitive advantages?" Using the questionnaire, company management can evaluate managers being considered for a promotion. At the same time, those who take the test can use it to determine their own performance as strategists. Strategic managers provide subordinates with general guidelines, just as Helmuth von Moltke issued directives to his officers. And outstanding entrepreneurs create a corporate culture in which their vision, philosophy, and business strategies are implemented by employees who think independently.     

The right cure for health care

An aging population with nearly unlimited access to high-priced doctors and technology is pushing medical costs skyward. Managed care is the best way to bring them down.     

减少汽车业的浪费

汽车制造商和零件供应商可以节省巨大开支，但前提是双方要更为紧密地合作在一起麦肯锡的研究表明，北美汽车业每年在产品开发和组装过程中由于汽车生产商与供应商缺乏良好的计划和协调不当，造成了超过100亿美元的浪费。事实上．这只是较为保守的估算。因为我们的研究仅涵盖了供应商发生的成本，如：附加设计、生产工具最后改型和零件自身的附加成本。这还不包括因设计问题生产商需额外支付的改型费用、生产问题引发的车辆最终成本的增加或质保支出。这几项每年给汽车行业带来的浪费约为120亿美元。     

哈林顿专栏检验、纠正、预防、选择:质量工作者的角色转变

回顾自己40年的质量工作生涯,我认为可以将质量工作大致划分为四个阶段: 检验:20世纪70年代我们关注检验.质量组织致力于防止制造商装运不符合规范的产品.质量工作者是顾客的保护者,几乎会跑去躺在卡车前面,阻止制造商将不合格产品装车后带离码头.质量工作者的基本角色是警察.制造过程中约10%的工作与质量保证性检验相关.这属于质量控制范畴.     

管理者在创新中的角色：“聚会”的组织者——对《创新：缺失的维度》一书的点评

孤独的创造者是浪漫的,但是不切实际。创新是一个社会过程,创新越是成功,这个过程就越具有社会化。然而,在公司内部,创新的社会化、非正规化却经常受到管理者硬性规定的约束。他们强调预算、团队的时间表以及其它的条件来限制乃至取消自由交流思想的各种形式,管理者反对公司未来无法想象的产品拓展。《创新:缺失的维度》一书提出了管理者在创新中的角色:“聚会”的组织者。该书作者是麻省理工学院教授理查德·莱斯特和麦克尔·皮尔瑞。他们把创新的早期阶段描述成一个鸡尾酒会。在这个阶段,不同专业、不同兴趣的人们聚在一起,轻松而又认真地…     

短期事件对旅游的影响:以中国SARS危机为例

通过回顾近年来世界各国发生的短期危机对旅游产生的影响，重点分析2003年的SARS疫情给中国经济特别是旅游业造成的重大损失，讨论了不同的短期危机对旅游的不同影响以及旅游在危机后的不同恢复时间。旅游业对短期危机缺乏足够的防御能力，但通常能较为迅速的走上复苏之路。在这个过程中，适当的危机管理措施和有效的恢复策略是十分重要和不可或缺的。     

生物技术:一个烫手的市场

即使是生物技术公司能够带来丰厚利润的时候．投资者仍需谨慎小心。有关的建议是：确保你所投资的公司既能赚钱又有有前途的新产品。公司的产品越弱．投资失败的机会就越大。