In order to improve the cigarette enterprise technology innovation and patent management status, the macro work should start from the four aspects of patent ideology introduction, patent organization design, perfectin...In order to improve the cigarette enterprise technology innovation and patent management status, the macro work should start from the four aspects of patent ideology introduction, patent organization design, perfecting patent system and implementation of specific measures, and attention should be attached to strengthen the cooperation of the cigarette enterprise management departments. On the other hand, Jn the microscopic work level, it should build the culture atmosphere of the entire tobacco industry respect intellectual property rights, actively cultivate the na- tional patent agents and patent engineers, and gradually promote the patent work to develop in the direction of specialization, self-independence, so as to construct a scientific mechanism for patent management, and enhance the core competitiveness of the tobacco industry.展开更多
The Third Plenary Session of the 18th CPC Central Committee ushered in a new chapter of China＇s comprehensive deepening of reform. The basic objective of comprehensively deepening reform of the state sector of econom...The Third Plenary Session of the 18th CPC Central Committee ushered in a new chapter of China＇s comprehensive deepening of reform. The basic objective of comprehensively deepening reform of the state sector of economy in the new chapter is to fully integrate this sector with a sophisticated market economic system with the market playing the decisive role in resource allocation. In order to achieve this objective, China is confronted with the four major priorities of adjusting the functions and layout of the state sector of economy according to national mandates, expediting the mixed ownership reform, creating a classified and multi- tiered new system for the administration of the sector, and developing a modern corporate system for SOEs to ensure an efficient micro-level governance mechanism for the sector. （1） The functions of the different types of SOEs should be accurately defined and SOEs should be divided into the three types of public policy SOEs, functional SOEs, and commercial SOEs. This classification forms the premises for reforming the state sector of economy. Based on the functions of the three types of SOEs, the directions and emphases for strategic adjustment should differ as well. （2） The mixed ownership reform should adhere to the methodological principles of combining top-down and bottom-up approaches, implementing pilot programs, and promoting coordinated progress. Practical implementation should ensure fair and standard reform procedures, reform programs consistent with laws and regulations, open and fair equity transfers, as well as fair and transparent internal distributions. The mixed ownership reform of SOEs should introduce the employee stock ownership system and adhere to the principles of compatible incentives, shared growth, and long-term development. Monopolistic sectors should be transformed into competitive market structures to create conditions for the implementation of mixed ownership for SOEs. （3） The new system for the administration of the state sector of economy should comprise three hierarchies： the Commission for the Administration of State Economy at the top level, state capital operation companies or state capital investment companies at the intermediate level and general for-profit enterprises at the bottom level, which administer public policy, functional SOEs, and commercial SOEs respectively. （4） Under the new system for the administration of the state sector of economy characterized by the three hierarchies and categories, the key for perfecting the modern corporate system of SOEs is to establish a differentiated, classified governance mechanism, i.e., different corporate governance mechanisms should be created for SOEs of different functions and roles.展开更多
This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: E...This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: Employee 1.0 refers to subordinates who have little initiative and simply obeys orders. Employee 2.0 refers to self-managers who become "strategic business unit(SBU)", "manager" and "CEO". Employee 3.0 refers to entrepreneurs whose role is maker or partner. Employee 4.0 is self-organizers who act as social man and pursues personal imperialism, online development and global sharing.展开更多
Fine cost management is a systematic, refined, and dynamic management method. This paper provides us the background and meanings of fine cost management, it defines and analyzes the connotation of fine cost management...Fine cost management is a systematic, refined, and dynamic management method. This paper provides us the background and meanings of fine cost management, it defines and analyzes the connotation of fine cost management in detail.展开更多
The previous studies have outlined the major theoretical perspectives that have been developed within the global education of planning development. They have explored the application of these perspectives to the centr...The previous studies have outlined the major theoretical perspectives that have been developed within the global education of planning development. They have explored the application of these perspectives to the central substantive theme emerging from global educational analysis of planning organisation and behaviour, that is, the process of managerial control. This study focuses upon the global educational environment within global management of knowledge and substantive parameters set by the previous studies. It carries out this task in a number of respects. First, it reviews the various explanations that have been offered for the historical development of modern planning--both as a unique organisational form and as a distinctive educational worldview. Second, it considers various conceptions of managerial work that have evolved within educational analysis since the inception of the corporate system enters into global education societies during the early years of the 21st century. Third, it assesses the implications of empirical research on the three major levels of planning that haw： crystallised within contemporary corporate hierarchies. These are made up by the elite group of staffs and senior lecturers, and the middle strata of line workers, who are the superintendents of production. A concluding section evaluates the general contribution educational analysis has made to our understanding of the nature of managerial work.展开更多
文摘In order to improve the cigarette enterprise technology innovation and patent management status, the macro work should start from the four aspects of patent ideology introduction, patent organization design, perfecting patent system and implementation of specific measures, and attention should be attached to strengthen the cooperation of the cigarette enterprise management departments. On the other hand, Jn the microscopic work level, it should build the culture atmosphere of the entire tobacco industry respect intellectual property rights, actively cultivate the na- tional patent agents and patent engineers, and gradually promote the patent work to develop in the direction of specialization, self-independence, so as to construct a scientific mechanism for patent management, and enhance the core competitiveness of the tobacco industry.
文摘The Third Plenary Session of the 18th CPC Central Committee ushered in a new chapter of China＇s comprehensive deepening of reform. The basic objective of comprehensively deepening reform of the state sector of economy in the new chapter is to fully integrate this sector with a sophisticated market economic system with the market playing the decisive role in resource allocation. In order to achieve this objective, China is confronted with the four major priorities of adjusting the functions and layout of the state sector of economy according to national mandates, expediting the mixed ownership reform, creating a classified and multi- tiered new system for the administration of the sector, and developing a modern corporate system for SOEs to ensure an efficient micro-level governance mechanism for the sector. （1） The functions of the different types of SOEs should be accurately defined and SOEs should be divided into the three types of public policy SOEs, functional SOEs, and commercial SOEs. This classification forms the premises for reforming the state sector of economy. Based on the functions of the three types of SOEs, the directions and emphases for strategic adjustment should differ as well. （2） The mixed ownership reform should adhere to the methodological principles of combining top-down and bottom-up approaches, implementing pilot programs, and promoting coordinated progress. Practical implementation should ensure fair and standard reform procedures, reform programs consistent with laws and regulations, open and fair equity transfers, as well as fair and transparent internal distributions. The mixed ownership reform of SOEs should introduce the employee stock ownership system and adhere to the principles of compatible incentives, shared growth, and long-term development. Monopolistic sectors should be transformed into competitive market structures to create conditions for the implementation of mixed ownership for SOEs. （3） The new system for the administration of the state sector of economy should comprise three hierarchies： the Commission for the Administration of State Economy at the top level, state capital operation companies or state capital investment companies at the intermediate level and general for-profit enterprises at the bottom level, which administer public policy, functional SOEs, and commercial SOEs respectively. （4） Under the new system for the administration of the state sector of economy characterized by the three hierarchies and categories, the key for perfecting the modern corporate system of SOEs is to establish a differentiated, classified governance mechanism, i.e., different corporate governance mechanisms should be created for SOEs of different functions and roles.
文摘This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: Employee 1.0 refers to subordinates who have little initiative and simply obeys orders. Employee 2.0 refers to self-managers who become "strategic business unit(SBU)", "manager" and "CEO". Employee 3.0 refers to entrepreneurs whose role is maker or partner. Employee 4.0 is self-organizers who act as social man and pursues personal imperialism, online development and global sharing.
文摘Fine cost management is a systematic, refined, and dynamic management method. This paper provides us the background and meanings of fine cost management, it defines and analyzes the connotation of fine cost management in detail.
文摘The previous studies have outlined the major theoretical perspectives that have been developed within the global education of planning development. They have explored the application of these perspectives to the central substantive theme emerging from global educational analysis of planning organisation and behaviour, that is, the process of managerial control. This study focuses upon the global educational environment within global management of knowledge and substantive parameters set by the previous studies. It carries out this task in a number of respects. First, it reviews the various explanations that have been offered for the historical development of modern planning--both as a unique organisational form and as a distinctive educational worldview. Second, it considers various conceptions of managerial work that have evolved within educational analysis since the inception of the corporate system enters into global education societies during the early years of the 21st century. Third, it assesses the implications of empirical research on the three major levels of planning that haw： crystallised within contemporary corporate hierarchies. These are made up by the elite group of staffs and senior lecturers, and the middle strata of line workers, who are the superintendents of production. A concluding section evaluates the general contribution educational analysis has made to our understanding of the nature of managerial work.
