韩媒曝光朴槿惠闺蜜干政丑闻民众愤怒直呼弹劾

1、原文：

古风文：摩托罗拉公司的企业价值观是：尊重每一个员工作为个人的人格尊严，开诚布公，让每位员工直接参与对话，使他们有机会与公司同心同德，发挥出各自最大的潜能。

 

2、(1)转变观念，正确认识企业跨国经营中竞争与合作的关系。

古文：税收对国家宏观经济的调控作用是巨大的，会起到以小搏大的杠杆性作用。

 

3、原文：结构安排要合理，内容精确，条理清楚，标识明显，段落不要过长，字体大小适中，排版端庄美观，疏密得当。

古风文：为了适应时代需要，我国高校市场营销、广告、设计专业（方向）也在不断增设和扩招。

 

4、原文：如此等等，对外知识窗口的打开和外资的进入，确实使我们学习和借鉴了许多西方科学的管理知识和经验，使我们的国有、国有控股和民营企业都从中受益。

古文：焦玉英(2005)认为，国有企业、民营企业和外资企业是管理咨询服务的主要需求者，它们对管理咨询服务的需求在持续增长。

 

5、原文：免费论文下载中心http://www.hi138.com3.3答题冷静。/p>

古风文：国企人事部门大多未把企业文化纳入人力资源管理并加以充分重视。

 

6、原文：失望到极致

古风文：建立起住房保障信息管理平台，为需要保障的住户提供周到的信息服务；

 

7、原文：后续学者在战略研究上也做过很多研究。

古文：另一方面，当趋势越来越明显的时候，寻找理论依据与文化标签也就成为了必然。

 

8、原文：2.市场创新。

古风文：为解决这些问题，1996年美国密歇根州立大学“环境负责制造”项目组提出了绿色供应链的概念，并将绿色供应链作为一项重要研究内容，研究如何从供应链自身的角度来提高环境绩效，具体说是通过上下游纵向企业的合作以及企业内部各部门的沟通，从产品设计、生产、包装、营销以及回收的全过程中考虑经济绩效、环境整体效益最优化，强调供应链内部的绿色化，但它没有解决供应链外部废弃物与自然界进行交换的问题。

 

9、原文：Howdoesaninvestigationofsocial-culturalinfl论文类别：工商管理论文下载-管理理论论文下载上传时间：2008/9/178:40:00论文作者：未知论文版本：简体版繁体版英文版1.Internationalmarketingingeneralisinfluencedbysocio-cultural，background，religiousbeliefsandcustomswhichcannotbeoverviewed.Theculturaldimensionprovidesthechanceandchallengetomarketers.Sotheinvestigationissignificantwhichwillmakethedecisionaccordinglyandmorecorrectly.Withthefollowingwewillintroducethenecessityindetail.Customisthemostimportantfactorinfluencethemarketing.Infact，successfulmarketingpeoplesawthecloseconnectionbetweencustomandcustomers:thewaytoturnpeopleintocustomersistomakeyourproductpartoftheircustomaryactions.Sometimeswholeindustriesarecreatedaroundacustom(Halloweencostumes)andatothertimes，customsarecreatedaroundaproduct(Valentine’sDaycards).Inbothcases，marketerstookadvantagesofthebasichumanneedforritual.Culturesdistinguishthemselvesbytheirrituals，evenwhentheyshareacommonlanguage.Collectingknowledgeaboutlocalcustomisbestdoneupcloseandfirsthand.Getting“ontheground”informationiswellworththecostthatitmayentail.Ifyourfirsttriptoanewcountryisforthepurposeofsellingaproductratherthaninvestingthepotentialtosellone，youmaybedisappointed.Marketershavetolearnhow，why，andwhenthetargetmarketgoesaboutitsbusinessinordertomakeyourproductfit.Anothershouldbetakenintoconsiderislanguage:Mostoftheworld’snationalboundariesaresetalonglinguisticperimeters.Especiallynames，whichareimportantineverylanguageandformarketers，brandnamesareparamount.Arrivinginanewmarketwithagreatnewproductthat’ssaddledwithabadbrandnamecouldspelldisaster.Evenestablishedinternationalcompanieshaveproblemswiththeirnames:SiemensisrarelyspelledcorrectlyanywherebutGermany，andfewpeopleineastAsiacanpronounceNestleproperty，norcanWesternerspronounceHyundai.Investigationofthelanguagewassurelykeyinnamingtheproduct.Also，thehistorycannotbeneglected.Everycountryandculture，whetherit’sasancientasIndiaorasyoungastheCzechRepublic，hasahistorythatwillgreatlyaffectboththemarketandthemarketer.Understandingthathistorywillenableamarketertoapproachthecultureinamoresubtlemanner，anditwillcertainlycauseanadjustmentofschedule.Ontheotherend，aculturethathasbeenmarkedbyindependenceforsometimewillhavefewfearsofforeignoperationsandmayfindthesubtleapproachfartoolacklusterandslow.Marketersmaybringtheirownbusinesstotheprocessandshouldtakecaretoseparatethemselves，atleastemotionally，fromtheirpersonalandculturalhistory.Oftentimes，thisincludesracialprejudicesthataredifficulttoshake，earlierpoliticaldisagreementsthathaveneverbeenfullysettled，ofoldunhealedwarwounds.Moreover，whenenteringtheforeigntherewillbemanyotheraspectsshouldbelearned，suchasreligion，thefamily，theeducationect.Theinvestigationoftheculturedimensionwillprovideinsightsforthemanagers，andthentheywilldealwiththebusinesseasilyandappropriately.Insomecases，itrunsalonggenderlines.Generallyspeaking，theinvestigationofsocia-culturalinfluenceswillbenefitthethemarketing:engageyourknow-howtoincreasesecurity;getimportantdetailstoreachyourmostimportantprospectivecustomers;reduceyourcostsforgoodscreditsandhence:increaseyourprofit.Themanagersneedtoputgreatemphasisontheinvestigation.2.Entrymodel(think2differententrymodel)inadditiontoevaluating2alternativemarketentrymodes.Alsodiscussthefactorsthatinfluenceaffirmschoicebetweenthealternative.Thereareavarietyofkindstoenteranothermarket，thesimplestformofentrystrategyisexporting，andmorecomplexformsincludetrulyglobaloperationswhichmayinvolvejointventures.ThefollowingwillintroducejointventureandFDI，alsocomparethedifferencebetweenthem.JointventuresJointventurescanbedefinedas"anenterpriseinwhichtwoormoreinvestorsshareownershipandcontroloverpropertyrightsandoperation".Jointventuresareamoreextensiveformofparticipationthaneitherexportingorlicensing.Therearefivecommonobjectivesinajointventure:marketentry，risk/rewardsharing，technologysharingandjointproductdevelopment，andconformingtogovernmentregulations.Otherbenefitsincludepoliticalconnectionsanddistributionchannelaccessthatmaydependonrelationships.Thekeyissuestoconsiderinajointventureareownership，control，lengthofagreement，pricing，technologytransfer，localfirmcapabilitiesandresources，andgovernmentintentions.FDI:Foreigndirectinvestment(FDI)isdefinedas“investmentmadetoacquirelastinginterestinenterprisesoperatingoutsideoftheeconomyoftheinvestor.”TheFDIrelationshipconsistsofaparententerpriseandaforeignaffiliatewhichtogetherformatransnationalcorporation.InordertoqualifyasFDItheinvestmentmustaffordtheparententerprisecontroloveritsforeignaffiliate.ForaninvestmenttoqualifyasFDI，physicalcapitalmustbecreatedintheforeigncountry(suchasmanufacturingfacilities，orfactories.)Thisphysicalcapitaliscontrolledbyafirmbasedoutsideofthereceiving，orhostcountry.Foreigndirectinvestmentisconsideredtobeaverystableinvestmentbecauseitinvolvesthecreationofphysicalcapital.FDIisconsideredtobealongterminvestmentbecausephysicalcapitalisnoteasilyliquidated.Comparethetwomodes:ModeJointventuresDirectinvestmentConditionsfavoringthismodeLargeculturalDistanceAssetscannotbefairlypricedHighsalespotentialSomepoliticalriskGovernmentrestrictionsonforeignownershipLocalcompanycanprovideskills，resources，distributionnetwork，brandname，etc，Partners’size，marketpower，andresourcesaresmallcomparedtotheindustryleaders;SmallculturaldistanceAssetscannotbefairlypricedHighsalespotentialLowpoliticalriskAdvantagesOvercomeownershiprestrictionsandculturaldistanceCombinesresourcesof2companiesPotentialforlearningLessinvestmentrequiredSharingofriskandabilityJointfinancialstrengthMaybeonlymeansofentryandThesourceofsupplyforathirdcountry.GreaterknowledgeoflocalmarketCanbetterapplyspecializedskilledCanbeviewedasaninsiderDisadvantagesDifficulttomanageDilutionofcontrolGreaterriskthanexportinga&licensingMaybeimpossibletorecovercapitalDisagreementonthirdpartymarketstoserveHigherriskRequiresmoreresourcesandcommitmentMaybedifficulttomanagethelocalresourcesCase:QuebecorWorldwillprint20billiondirectorypagesayearinMexico，equaltomorethan75percentoftheMexicandirectorymarket.Whichmakeuseofthefollowingtwopoints:FDIbyacquisition;FDIwillincreasecapacity，andcompetitivenessoftarget.Differentmodesofentrymaybemoreappropriateunderdifferentcircumstances，andthemodeofentryisanimportantfactorinthesuccessoftheproject.Ifthepartnerscarefullymapoutinadvancewhattheyexpecttoachieveandhow，thenmanyproblemscanbeovercome.3.Acquisition(largeconsumermanufacture):Introduction:Undertheconditionofmodernenterprisesystemandmarketeconomy，“acquisition”oftenreferstoalegalactforanenterprisetoacquirethecontrolpowerandmanagingpowerofanotherenterprisethroughacertainchannel.Whichisalsoknownasatakeover，isthebuyingofonecompany(the‘target’)byanother.Anacquisitionmaybefriendlyorhostile.Intheformercase，thecompaniescooperateinnegotiations;inthelattercase，thetakeovertargetisunwillingtobeboughtorthetarget'sboardhasnopriorknowledgeoftheoffer.免费论文下载中Typesofacquisition:Thebuyerbuystheshares，andthereforecontrolsthetargetcompanybeingpurchased.Ownershipcontrolofthecompanyinturnconveyseffectivecontrolovertheassetsofthecompany，butsincethecompanyisacquiredasagoingbusiness;suchtransactioncarriesalloftheliabilitiesaccruedbythatbusinessoveritspastandalloftherisksthatcompanyfacesinitscommercialenvironment.Thebuyerbuystheassetsofthetargetcompany.Thecashthetargetreceivesfromthesell-offispaidbacktoitsshareholders.Suchtransactionleavesthetargetcompanyasanemptyshell.Abuyeroftenstructuresthetransactionasanassetpurchaseto"cherry-pick"theassets.Adisadvantageofthisstructureisthetaxthatmanyjurisdictions.Recently，alongwiththedevelopmentoftheeconomic，thescaleoftheacquisitionbecomesoverwhelmingandthephenomenonmorenormal.ThemainwaysofacquisitionofChineselistedcompaniesbyforeigncapitalarethefollowing:acquisitionbyagreement，acquisitionbyoffer，increasingtoissueBsharetocertainpeople，indirectacquisition，enteringintoChineselistedcompaniesbywayofjoiningtheprocessofchangingstateassetscreditors’rightsintostockinterests，formingChinese-foreignjointventuresandsoon.Basedthebackgroundofeconomicglobalization，acquisitionofChineseenterprisesbyforeigncapitalhasbecomethemaininternationaldirectinvestmentwaybyforeigncountries.Chineselistedcompaniesaretheirmainobjects.ExampleAgilent'sacquisitionofIBM'sarrayandchargetestassetscombinesIBM'stechnologyandproductknowledge，itslargeinstalledbase，anditsmarketrecognition.TheacquisitionisbeingintegratedintoAgilent'sHachiojiSemiconductorTestDivision.AgilenthasassumedfullresponsibilityforIBM'swideinstalledbaseofFPDmanufacturersinJapan，TaiwanandKorea，aswellasongoingcommitmentsinapplicationsupport，productsupportandfuturerequirements.FPDmanufacturershavelongunderstoodthevalueofarraytesting，suchaspost-processcostsavings，expeditedyieldramp-upandstabilizationoftheproductionprocess.Movingforward，bybuildinguponthefoundationofbothAgilent'sandIBM'stechnologyandexpertise，AgilentexpectstosetanewindustrystandardforFPDarraytestingintermsofabsolutemeasurementsensitivityandspeed.Theyalsoexpecttodelivertocustomersimprovedmanufacturingprocessesatlowercost-of-test，ultimatelyenablingmoreaffordableFPDproducts.Acquisitionisaneffectiveapproachforenterprisestoenterintoforeignmarkets.Soacquisitioncannotonlyenlargetheclientbaseofcompany，butalsomakeitmorecompetitiveforforeignproductcost.Anditcanalsoprovidemoredistributionchannelsofexportmarket.Qlast：AmericantheoryofHRM----internationalboundaries&‘cultures----Hofstedculturedimensions.人力资源引入:(A)Humanresourcemanagementisthetheory，techniques，methods，andtoolsforstudyingtheadjustmentofpeopleandtheirrelationsintheorganization，connectionbetweenworkanditsrelations，matchingthepeopleandworkinordertofullydevelophumanresourcemanagement，tappeople’spotentials，motivatingpeople，promotingtheworkefficienciesandmeetingtheorganizationalobjectives.AndanotherquotefromTomKeenoyisthatHRM’smainpurposeisto“providealegitimatemanagementideologytofacilitatetheintensificationofwork”.Toachievethisobjective，themeaning，historicaldevelopmentandtheoreticalunderpinningsofHRMareoutlined.Globalizationhaspotentialimplicationsforvirtuallyalloftheresearchneedsanddirectionswealreadyhaveidentified.Today'sincreasinglyglobal，competitivemarketplacehasdrivenconsiderablechangesinlabormarkets，andhastransformedthepracticeofHumanResourceManagement.Expandedmultinationaloperationswithinlargecompanies，combinedwithincreasedtechnologyandcommunicationcapability，haveledtovastdiffusionofglobal“bestpractices”inHRM.引出文化差异现象，提出并分析问题(B)HowevertheCoreofCross-CulturalManagementCulturaldifferencesaffecttheefficiencyoforganizationsthroughpeople’sminds，valuesandbehavior.Itisalsohumans(forexample，themanagers)whoimplementcross-culturalmanagement.Aglobalorganizationneedstounderstandcross-culturaldifferencesbothinsideandoutsidetheorganization.Managingglobalboardsandseniorexecutivecommitteesrequiresasophisticatedunderstandingofculturaldifferencesininteractionpatternsandinattitudestowardstime，influence，andproblemsolvingstyles.Generallyspeaking，therearethreeculturaldimensionsdefined:Powerdistance，Uncertaintyavoidance，Inpidualism.AsfarasIknow，themostsignificantinfluenceinculturaldifferenceisthepowerdistance.Itisthedistancebetweenamanagerandsubordinate.Amongmostorientalcorporatecultures，thatisahighpowerdistanceculturethatmanagersmakethedecisionandsuperiorsappealtotheentitledmoreprivileges.Insuchsituation，itisnotberegardsifasubordinateshaveadisagreementwiththeirmanagers.Butinthewest，whentheemployeegotdifferentideas，hewillgotodiscusstheproblemwithhisboss.Conflictandmisunderstandingmustoccuriftwoormoreinterculturesmeetup.Underthissituation，theinternationalmanagersmustpayattentiontotheclashesandbeawareof.Howtoworkthesubordinatestogetherefficientlyandmorecooperativelyisimportanttoo.TheseconddimensionHofstedeindicatedistheuncertaintyavoidancewhichisthelackoftoleranceforriskandtheneedforformalrules.Theyfeelsafeandpridefulwhentheykeepworkinghardattheoneplacesoanexcellentmanagershouldkeephisemployeeawayfromunpredictablerisk.Onantherhandtheemployeewouldliketobeworkedwithingroupsratherthanindependentlycauseofthelessrisk-taking.Butinmostwesterncountries，highjobmobilityoccursinthosecountriessuchasUSA，Denmark，Singapore.Theythinkthejobwhentheychangetheirjobs，moreandbetterjobscanbehunted.Andtheycangetmoreexperiencecausetheylikechallenge.Acompetentmanagershouldpayattentionontherulessettingbetweendifferentuncertaintyavoidance.Themisreadingofthatmayaffecttheinitiativeandtheaspirationofthesubordinates.Thenthereisalsoalargediscrepancyontheinpidualism.Itisaconcernforyourselfasaninpidualasopposedtoconcernforthegroup.Thepriorityofself-concernorgroup-concernvariesfromdifferentcultures.Forexample，mostwesternemployeesliketoworkwiththeirownplanfordefendingtheirinterest.Thatisahighinpidualism.Theyjustsimplyworkintheirownways，followtheirownrules，andachievetheirownobjective.Itisgoodforacompanytogatherasmuchideasastheycanwhenstartinganewprogram.Buthowtomanagetheseinpidualstoreachthegroupgoalshouldbetheawarenessformanagers.Ithinkwhoisgoodatthisshouldbegoodatgrouping，troubleshooting，andcoordinatingskills.Cross-culturalmanagementisafascinatinglycomplexsubject.Crossculturalknowledgeandawarenesscanassistexecutivestoimprovemanagementskills.Moreimportantly，itcanalsohelpbusinessleadersmaketherightstrategicdecisions.TheabovethreedimensionsilluminatedthemostimportantculturaldifferencesthataffectonHRM.Internationalmanagersoughttobeabletoawarenotonlytheculturaldifferencebutalsotheinterculturalcommunication.转贴于免费论文下载中声明：本论文来自免费论文下载中心：200809/81894.asp免费论文下载中心所发布的论文版权归原作者所有，本站仅供大家学习、研究、参考之用，未取得作者授权严禁摘编、篡改、用作商业用途.

古文：(2)外经贸企业发展电子商务的意识薄弱目前，我国绝大部分外经贸企业，尤其是国有企业正忙于解决吃饭问题，没有足够的资金投资于计算机网络设施建设。

 

10、原文：通过将企业管理讲求投入和产出、讲求成本核算的精神引入企业行政管理之中，可以提高企业行政管理人员的责任感，同时还可以科学地衡量管理人员的工作业绩，有利于提高行政效率。

古文：区域协调；

 

11、原文：MPV即多用途汽车，集轿车、旅行车和厢式货车的功能于一身，而SUV皮卡车具有轿车和货车的双重功能。

古风文：还有学者认为，邓小平可持续发展理论有以下几个特征，即实践性、时代性、创造性和开放性。