项目驱动法在高职制图学习领域中的实践探索

提出项目驱动教学法在制图学习领域的可行性措施和效果分析,探索项目驱动教学法实施过程的规律,对项目驱动下的制图学习领域整体设计、内容整体优化、教学内容序化和教学组织等方面进行了有益探究。     

概念隐喻理论在英语词汇习得中的应用探析

本文试从词汇习得中的难点,多义词,介词,和习语等方面的习得入手,把概念隐喻理论导入词汇习得,以期对词汇的教学和学习有所帮助。     

高校课堂教学中知识转移影响因素及过程分析

知识转移是近年来企业创新研究的方向之一,课堂教学也是一种知识转移的过程,运用知识转移相关理论对高校课堂教学提高教学效果具有参考意义,教师、学生、转移的知识、教师与学生的距离对提高知识转移的效果、促进教学相长具有重要影响。     

高校教学团队绩效评估模型与实证研究

科学的绩效评估是调动教师积极性和促进教学团队持续发展的关键环节。基于主成分分析法的绩效,评估模型有利于促进教学团队建设。提高团队绩效,要遴选学术水平、管理能力和品德皆优的团队带头人,形成合理的团队结构,建立考核与反馈机制,制定有效的保障措施。     

Project Management of Production Line Automation: A Comparative Analysis of Project Management in Brazil and Colombia

This article aims to evaluate the production line automation projects developed by Brazilian and Colombian companies from the Project Management perspective, through the analysis of the application degree of PMBOK processes, to understand how formal techniques are being employed in these countries and also to identify improvement opportunities, when necessary. Data were collected through a survey. The similarity index between the ten processes, with the highest application degree in the Brazilian and Colombian samples, was 70%. For the processes with the lowest application degree, the similarity index was 60%. No similar study was found in the literature.     

《电气控制与PLC技术》项目化课程的改革与实践

结合现代职业教育理念,分析了《电气控制与PLC技术》课程的特点与地位,给出了传统教学模式存在的不足,阐述了项目化教学的含义及在本课程中的实施步骤。通过项目化教学的实施,学生的实际动手能力和知识运用能力有了极大的提高。     

论项目成本费用控制的一般原则

如何搞好国内企业项目的规划尤为重要。而搞好项目规划的第一步就是有效的进行成本费用控制。这就需要我们用科学的方法进行系统的分析和研究,从而有效实现成本控制,提高企业的运作水平。本文就是从如何搞好成本控制的基准点出发,探讨项目中成本费用管理与控制的一般原则。     

项目驱动式模块化教学在《常用工具软件》中的应用

从2006年开始,我系开始对部分动手能力要求较强的课程进行模块化教学方式的探索,笔者负责《常用工具软件》课程的模块化教学,在实施模块化教学过程中,经过几位老师的探讨改进,到现在全系大部分专业课程都使用模块化教学方式,本文针对项目驱动式模块化教学谈谈具体应用。     

建设项目的界面管理

在建设项目中,界面的存在导致项目目标的实施过程偏离计划,并严重危害了项目干系人的利益。本文从系统的角度对建设项目界面进行了定义,并对界面存在的原因进行分析。然后介绍了已被提出的几种工程项目的界面处理的方法。但是由于建设项目规模较大,且实施过程的动态变化,单一的方法难以满足界面问题的解决。最后,本文提出了以界面管理小组为基础的建设项目的界面管理。     

What happened with the grandiose plans? Strategic plans and network realities in B2B interaction

Research concerned with business relationships and organizational levels, respectively, has addressed companies' difficulties in realizing their strategies. Studies of business relationships explain this through actions and reactions among business partners. Organizational studies note gaps between strategic and operational organizational levels in perceptions and goals. This paper combines these perspectives to obtain new insights into why company strategies may not materialize. The purpose of this paper is to describe and discuss how actor bonds on various organizational levels in business relationships affect strategy realization. The paper shows that actors on similar organizational levels representing different companies may actually share more understandings and activities than actors within the same company. The paper contributes to research on dyadic business relationships by highlighting differences in perspectives on various organizational levels, adds insights into research studying organizations by including a business-relationship aspect, and increases understanding of why strategic plans sometimes fail to succeed.