论营销团队建设与管理

随着现代企业环境的信息化、全球化、人本化,企业间的竞争也愈发激烈,传统的个人营销模式已完全被团队营销模式所取代,如企业拥有高效的营销团队可在激烈的市场竞争中占据强大的竞争优势。文章阐述了企业团队建设的重要性,以及高效团队所具备的特征,并分析了我国目前卷烟营销团队存在的观念老化、能力老化、心态老化、精神状态老化等问题,同时对建设高效营销团队的途径进行了探讨。     

服装企业文化建设研究

企业文化是现代市场经济条件下企业制度发展之必然选择。企业文化是企业的核心竞争力所在,是企业管理最重要的内容。企业拥有了自己的文化,才能使企业具有生命的活力,如何更大限度的发挥员工的作用,文化建设至关重要。     

农村集体建设用地使用权入市流转的可行性探析

在现行政策法规下,我国的农村集体建设用地使用权原则上是禁止入市流转的,但是随着社会经济的发展,集体建设用地使用权入市流转的趋势日益明显。文章从理论和现实基础两个方面对集体建设用地使用权入市流转的可行性作了探析,并从培育市场主体、市场体系、规范市场运作制度、完善配套措施等方面,为集体建设用地使用权入市流转提出了政策建议。     

试论我国法制建设中存在的若干问题

我国的法制建设经过多年努力,已经取得长足进步,但依然有不少地方需要改进。第一是立法空白现象依然严重,包括民法典等重要法律依然尚未制定;第二是法律冲突现象时常发生,不仅部门规章之间以及部门规章与地方性法规之间存在冲突,刑法与其他部门之间也存在不少不协调的内容;第三是个别法律由于没有配套法规使之无法有效实施,执法难成为我国法制建设中的一大问题。因此,我们必须在立足本国国情的基础上,借鉴他人的立法经验完善我们的法制。     

中国铁路运输业市场主体多元化改革研究——基于沃特森自然垄断理论的实证券析

沃特森的自然垄断理论表明,严重的供不应求和独家经营规模不经济两种状况同时出现是自然垄断行业市场主体多元化的前提条件。对我国铁路运输业的供需状况进行考察,发现整个行业处于严重的供不应求状态;对在我国铁路运输业中几乎处于独家垄断经营的国铁的规模经济状况进行分析,发现其出现了严重的规模不经济现象。综合考虑上述两种情况,我国铁路运输业已经具备了进行市场主体多元化改革的条件。     

纺织品艺术设计专业高技能人才培养方案的研究

高等职业教育的目标和任务是培养集生产、服务、管理于一体的一线高技能人才。目前,高职纺织品艺术设计专业的课程设置和职业能力与市场和职业需求出现脱节现象。纺织品艺术设计专业是交叉学科,如何正确处理艺术与技术的关系,并把这种关系融于课程设置中是本专业的关键。山东是纺织大省,纺织品艺术设计人才的培养对于纺织行业的发展起着至关重要的作用。     

250km客运专线铁路32m组合箱梁预制施工工艺

文章以新建铁路客运专线某梁场32m组合箱梁施工技术为例,介绍了目前客运专线普遍采用的32m有砟轨道后张法预应力混凝土组合箱梁的预制施工工艺,为类似工程设计、施工提供参考。     

People,institutions, and technology: A personal view of the role of foundations in international agricultural research and development 1960–2010

In the 1940 and 1950s, the Rockefeller and Ford Foundations initiated overseas rural and agricultural development activities in a number of countries in Asia and Latin America. They began with country programs. These programs often involved creating new institutions in the recipient countries, and while the perspective was long term – as long as it took to achieve program goals – the foundations also explicitly sought to work themselves out of a job and turn over responsibility to nationals. By 1960 the two foundations had moved beyond national assistance programs to invent a new model, the international agricultural research center, designed to improve the lives of poor rural people by increasing the productivity of developing world agriculture. Some of the national programs were morphed into international centers. The international agricultural research centers proved attractive to other donors and by the 1970s international agricultural research had become institutionalized in the form of the CGIAR and its associate centers. The 1960s India agricultural program of the Rockefeller Foundation comprised a team of about a dozen American scientists working in India assisting Indian scientists to invent new approaches to agricultural technology development. At the same time and also in India, the Ford Foundation pioneered the integrated rural development model. By the mid-1970s integrated rural development projects were the approach of choice for many donors. In the 1980s the Ford Foundation moved away from agriculture concentrating on broader social issues; the Government of India and Rockefeller Foundation decided Foundation scientists had, indeed, worked themselves out of their jobs and Rockefeller’s India program was effectively closed down, although by then the international agricultural research centers, including ICRISAT in India, had attained a degree of maturity and stability. The Rockefeller Foundation invented another new model for agricultural research in the 1990s – the international rice biotechnology network, in which leading scientists from Asian countries, Western countries and the international centers worked together within a framework managed by Rockefeller scientists. In 2006, the Bill Melinda Gates Foundation entered the global agricultural scene in partnership with the Rockefeller Foundation to establish AGRA, yet another new model. By 2010 the Gates Foundation was annually spending about 10 times     

强化国有企业文化建设 落实高质量发展

企业文化对于企业的生存和发展具有重要的作用,为企业在竞争中取得优势奠定了坚实的基础,企业文化是国有企业中不可或缺的一部分。结合具体工作经验,论文从国有企业的现状分析出发,提出国有企业文化建设的应对措施,供广大读者参考。     

铁路多元经营企业管理创新的思考

文章根据铁路多元经营企业的发展、现状、未来以及管理模式,提出了从经营理念、战略定位、决策管理、组织结构、人才管理5个方面进行企业管理创新的策略和措施。