Managing user focused access to distributed knowledge
管理学英语ppt课件ppt课件
Risk control
Analyze potential risks, develop response measures, and ensure organizational safety.
Feedback and improvement
Collect feedback information, continuously improve management methods and processes.
Managerial Skills
Strategic vision
With a broad vision and the ability to plan for the long term.
Decision making ability
Scientifically analyze problems and make decisive decisions.
Communication and coordination skills
Good at communication and able to coordinate the interests of all parties.
Leadership
Unleash team potential and lead the team to grow together.
Establish an effective information communication mechanism to ensure the accuracy and timeliness of information transmission.
Leading
Motivation and Communication
谷歌公司员工培训时也会用到的“正念法”
谷歌公司员工培训时也会用到的“正念法”要想原谅真实的自己从而改变自己，顺利地实现目标，我们应该怎么办呢？首先，我们必须认识到“自己的认知很容易出现偏差”。
尽管我们无法完全消除脑海中的自动思考，但如果能够将“认知偏差”控制在最小，那么我们就能够有巨大的变化。
为了尽可能地避免“认知偏差”，关键在于正确地认清事实。
当发生某件事情的时候，应该只将意识集中在“眼前的事实”上，排除多余的印象、思考、喜恶，只接受其最真实的状态。
这种方法被称为“正念”或者“ACT（Acceptance & Commitment Therapy）”，在心理和精神医疗领域都很被重视。
比如，你去银行发现ATM 机前有很多人排队，那么你的认识应该只有“ATM 机前排长队了”。
“怎么这么多人，今天真是倒霉！”“第三个人怎么这么慢呢，这样午休时间不是都浪费了吗？”这些都是与事实不相符的多余的想法。
如果只关注事实，那么当多余的思考和感情出现的时候，你也不会被其束缚，而会想“我的想法真无聊”。
“正念”是比之前被广泛应用的“认知行为疗法”更为有效的方法。
所谓“认知行为疗法”，就是纠正“认知偏差”，让患者从心理问题中解脱出来的治疗方法。
现在越来越多的上班族被“一上电车就肚子疼”的毛病所困扰。
甚至有比较严重的患者因为害怕突然出现的便意而不敢搭乘停车站较少的电车。
实际上，电车里并没有会让人肚子疼的东西，所以“一上电车就肚子疼”完全是一种认知的偏差。
如果休息的时候出去玩坐电车没事，下班的时候坐电车也没事的话，那么或许实际情况是“上班的时候搭电车就会肚子疼”。
但是，这仍然与真正的事实还有一段距离，一定还有更本质的原因。
或许因为去上班会引起人们的某种抵抗情绪，所以才会产生肚子疼的生理反应。
这种抵抗情绪可能是因为与上司的关系不好、自身的业绩不佳或和同事之间有矛盾。
如果不找出这些本质的原因，而只将注意力集中在“一上电车就肚子疼”，那么不管吃多少治肚子疼的药也是没有用的。
对下属监管不到位 英语
对下属监管不到位英语The inadequate supervision of subordinates can lead to various negative consequences in the workplace. It can result in decreased productivity, poor quality of work, lack of accountability, and a negative impact on team morale. When subordinates are not properly supervised, they may feel unsupported, directionless, and may struggle to meet their goals and deadlines. This can ultimately affect the overall performance and success of the team or organization.Inadequate supervision can also lead to misunderstandings, miscommunication, and conflicts among team members. Without proper guidance and oversight, employees may not fully understand their roles and responsibilities, leading to confusion and frustration. This can create a stressful work environment and hinder the achievement of organizational objectives.Furthermore, from a legal and ethical standpoint,inadequate supervision can pose risks to the organization.It may result in compliance issues, safety concerns, and potential legal liabilities if employees are not properly trained, monitored, or guided in their work.From a personal development perspective, inadequate supervision can hinder the professional growth and skill development of employees. Without effective guidance and support, employees may struggle to improve their performance, learn new skills, and advance in their careers.In conclusion, the lack of proper supervision of subordinates can have far-reaching implications for boththe individuals involved and the organization as a whole.It is essential for managers and leaders to recognize the importance of effective supervision and take proactive measures to ensure that their subordinates are adequately supported, guided, and monitored in their work. This can contribute to a positive work environment, improved performance, and the overall success of the organization.。
全方位管理岗位考试题目及解析英文版
全方位管理岗位考试题目及解析英文版Comprehensive Management Position Exam Questions and Analysis1. What are the key characteristics of effective leadership in a management role?- Effective leadership in a management role includes qualities such as strong communication skills, the ability to motivate and inspire others, strategic thinking, decision-making abilities, and a focus on achieving results.2. How can a manager effectively handle conflicts within a team?- Managers can effectively handle conflicts within a team by promoting open communication, actively listening to all parties involved, seeking to understand different perspectives, and facilitating a resolution that is fair and beneficial to all team members.3. What are the essential components of a successful strategic management plan?- A successful strategic management plan includes a clear mission and vision, goals and objectives, a thorough analysis of the internal and external environment, a strategic action plan, implementation strategies, monitoring and evaluation mechanisms, and flexibility to adapt to changing circumstances.4. How can a manager ensure the team is working towards a common goal?- A manager can ensure the team is working towards a common goal by clearly articulating the goals and objectives, fostering a sense of shared purpose, providing regular feedback and support, promoting collaboration and teamwork, and aligning individual and team efforts with the overall organizational mission.5. What are the key elements of effective performance management?- Effective performance management includes setting clear performance expectations, providing regular feedback and coaching, conducting performance evaluations, recognizing and rewarding achievements, addressing performance issues promptly, and offering opportunities for employee development and growth.6. How can a manager promote a culture of innovation and creativity within the team?- Managers can promote a culture of innovation and creativity within the team by encouraging risk-taking and experimentation, providing resources and support for new ideas, recognizing and rewarding innovative efforts, fostering a culture of continuous learning and improvement, and leading by example through their own creative thinking and problem-solving skills.7. What strategies can a manager use to enhance employee engagement and motivation?- Managers can enhance employee engagement and motivation by providing opportunities for autonomy and decision-making, recognizing and rewarding achievements, fostering a positive work environment, promoting work-life balance, offering opportunities for professional growth and advancement, and creating a sense of purpose and meaning in the work.8. How can a manager effectively manage change within an organization?- Managers can effectively manage change within an organization by communicating openly and transparently about the reasons for change, involving employees in the change process, providing support and resources to help employees adapt to the change, addressing resistance and concerns proactively, and monitoring the impact of the change to make adjustments as needed.9. What are the key principles of ethical leadership in a management role?- Key principles of ethical leadership in a management role include honesty and integrity, transparency in decision-making, respect for diverse perspectives and opinions, accountability for actions and decisions, fairness and equity in treatment of others, and a commitment to upholding ethical standards and principles in all aspects of leadership.10. How can a manager effectively build and maintain strong relationships with stakeholders?- Managers can effectively build and maintain strong relationships with stakeholders by engaging in open and honest communication, actively listening to stakeholder concerns and feedback, demonstrating responsiveness and accountability, seeking to understand stakeholder needs and interests, and building trust and credibility through consistent and reliable actions.。
HRA_Strategic_Plan
The Department of Veterans AffairsHuman ResourceStrategic Plan ~ 2005-2010“Transforming the Human Resource Function to ensure that VA has the right people, in the right jobs, with the right skills and abilities, with a true sense of personal value, and a commitment to providing high quality service to ournation’s veteran’s.”Transforming VA’s Human Resources – Message from the Assistant SecretaryThe Honorable R. Allen PittmanAssistant Secretary forHuman Resources and AdministrationThe traditional personnel system at VA, much like those of the rest of the Federal government, is being confronted by market pressures that are provoking important changes. In order to compete for the talent necessary to fulfill VA’s mission, our system for managing our human capital must evolve. It must become more flexible, agile, effective and accountable in order to provide the range of services our Nation’s veterans have been promised. The Strategic Plan that the Office of Human Resources and Administration (HR&A) has developed in partnership with the Human Resources community begins the process of transformation. The Office of Human Resources and Administration will oversee a centralized HR governance process that will monitor the implementation of this Plan, ensure compliance with federal and VA HR policies and procedures, and maintain accountability at all levels.The first step in the process is to improve the development, implementation, and evaluation of HR policies and procedures throughout the Department. This includes converting the direction and requirements established by the President, the Secretary and VA leadership, the Office of Personnel Management (OPM), the Office of Management and Budget (OMB), the Congress and on occasion, other Federal agencies, into VA policies and procedures that ensure compliance and consistency of application. To that end, VA’s HR policies and procedures must be written in such a way that is clear and understandable to the end user. Standardized tools and other aids must be routinely provided during the implementation phase to jump start the learning curve and enable consistent application. Additional efforts are required to provide easy access to the new policies as well as a search-functionality. This will enable HR practitioners to quickly locate, navigate through and research specific aspects of the policies, thus providing them with an increased capability to provide accurate and timely guidance to managers.Underlying and supporting the planned systemic changes in the Human Resources environment is the development of an effective, user-friendly, Human Resources Information System. The key part of this system will be a web-based HR Resource Center, a tool that HR professionals and managers can use to address local classification actions while staying consistent with both Office of PersonnelManagement and VA classification guidelines. It will include position descriptions, performance standards, functional statements and competencies, performance-based interview questions and eventually, electronic employee records. In practical terms, this system will, when a performance measure for a certain grade is needed, enable an HR professional to go on-line and look up and select from several examples of performance measures at the grade in question.In addition, this system will make both historical and current workforce data available so that HR professionals will be able to do trend analysis to help VA managers determine future workforce needs based on retirements, promotions, re-assignments and other significant personnel actions.The next step in the strategic process is to ensure that VA’s human capital plans and strategies are developed and implemented in such a way that they serve the mission, goals, objectives and budget of the entire Department. This requires clear lines of communication, effective planning processes between the Administrations, Staff Offices and HR&A, skilled HR staffing throughout VA, and a One-VA approach to marketing and staffing. The five major goals of the HR Strategic Plan are replete with commitments that will appropriately align HR activities within the One-VA context. Workforce and Succession Planning encompasses a substantial part of VA’s human capital program. A properly functioning human capital program will provide an adequate supply of qualified prospective employees for planned departures and new openings. VA is developing new information systems that will help identify an appropriate pool of internal VA candidates for these openings. Also, by expanding the collection and dissemination of personnel data, additional benefits will accrue. Databases that maintain an inventory of employees’ skills, core competency requirements for each position, and training programs to fulfill the competencies and to prepare employees for their future posts, will establish the critical base for a successful human capital program. Closely related to the Workforce and Succession Plan is our “One-VA Marketing and Recruitment Program” where our focus will be on hiring veterans, an expanded minority outreach program that will move us to the point where our workforce mirrors the Nation’s workforce, and a well-integrated Co-Op and Intern program that targets and nurtures VA’s future leaders. Inherent in our recruitment activities, is the necessity to ensure that all employees have a VA career plan so that they and their supervisors know what lies ahead and what training they need to get there.Training and development is also critical to the transformation process defined in this plan. We will formalize the programmatic links between training and career progression in our leadership development programs – the Senior Executive Service Candidate Development Program and Leadership VA – so that targeted openings for candidates in the Senior Executive Service exist once the training is completed. We will also ensure that career mapping takes place and Individual Development Plans (IDPs) are developed for all employees at all levels to support their career progression. The creation of this kind of commitment to all VA employees is an important part of the planned transformation within VA’s HR environment. A key aspect of training anddevelopment is to ensure that VA’s leaders and managers have the ability to effectively manage people, ensure continuity of leadership, and sustain a learning environment that drives continuous improvement in performance. VA will provide programmed core competency training for supervisors and leaders to assure that the people in line for leadership positions have the training they need to perform. We will also be formalizing the programmatic links between training and career progression in leadership development programs.To achieve the transformation described in this plan, VA can not work in a vacuum or in stovepipes. VA will collaborate with internal and external stakeholders and partners to identify, develop, and integrate tools and systems that meet business needs. VA will also endeavor to improve internal cooperation within the HR community to ensure consistent implementation of policies and procedures, improve corporate-level training and development, enhance operating systems, and build a corporate HR information system. This philosophy of collaboration will transcend all five of the goals included in this Plan and serve as a basic operating principal for Human Resources Management. The notion of a One-VA HR Strategic Plan is an important one. This plan is not an “internal” creation of HR&A. It was developed with the critical and integral participation of HR&A’s customers: the Administrations – both in the field and at VA’s Central Office, the Staff Offices, and the Office of Personnel Management, with their needs and requirements paramount in our deliberations. VA is an organization with multiple functions and separate operational entities; the services that VA provides to our Nation’s veterans must be supported by an integrated personnel system that serves all VA. The Office of Human Resources and Administration’s commitment is to establish a flexible human capital program that will support and sustain the variety of personnel requirements that comprise today’s VA, by providing governance, and ensuring compliance and accountability. This HR Strategic Plan begins the transformation process that will keep VA competitive in a human capital environment that is rapidly evolving. The plan will align HR activities within the overall mission and budget of VA, make VA’s human resource function more responsive to the needs of VA’s HR professionals, address the development needs of VA’s employees and the organization at the same time, thereby creating a mutually supportive and well-functioning work environment.The Honorable R. Allen PittmanAssistant Secretary forHuman Resources and AdministrationVA Human Resources Strategic PlanMission Statement for Human Resources – Recruit, develop, and retain a competent, committed, and diverse workforce that provides high quality service to veterans and their families.Vision Statement – The VA Human Resource community is a dynamic, innovative, flexible organization that thoroughly understands VA’s business lines. VA Human Resources ensures that VA has the right people, in the right jobs, with the right skills and abilities, with a true sense of personal value, and a commitment to providing high quality service to our Nation’s veterans.VA’s Mission – “To care for him who has borne the battle and for his widow andhis orphan” - President Abraham LincolnVA’s Core Values - The men and women of VA are dedicated to fulfilling the Department’s mission and they commit their abilities and energy to continue therich history of providing for those that have served America. In doing so, we willstrive to uphold the following core values that represent the basic fabric of our organizational culture.Commitment♦Veterans have earned our respect and commitment, and their health care, benefits, and memorial services needs drive our actions.♦We will value our commitment to veterans though all contingencies and remain fully prepared to achieve our mission.Excellence♦We strive to exceed the service delivery expectations of veterans and their families.♦We perform at the highest level of competence with pride in ouraccomplishments.People♦We are committed to a highly skilled, diverse, and compassionateworkforce.♦We foster a culture of respect, equal opportunity, innovation, andaccountability.Communication♦We practice open, accurate, and timely communication with veterans, employees, and external stakeholders, and seek continuousimprovement in our programs and services by carefully listening to theirconcerns.Stewardship♦We will ensure responsible stewardship of the human, financial,information, and natural resources entrusted to us.♦We will improve performance through the use of innovative technologies, evidence-based medical practices, and sound business principles. Overarching Goals - This plan was developed in collaboration between the Office of Human Resources and Administration, VA’s three Administrations, and the other Staff Offices. The plan is intended to describe the transformation of the Human Resource function within the Department that will take place over the next five years. The plan addresses key strategies that will be implemented in near-term (6-12 months), mid-term (2-3 years), and long-term time frames. Due to the current requirements of the Department, many of the strategies included in the plan will be implemented within the first 6-12 months of the plan.The Plan is focused on five overarching goals.1. Ensure that HR policies and procedures are documented and communicatedin a timely and comprehensible manner, and that implementation ismonitored.2. Improve business processes (automate, standardize, and integrate) throughan enhanced Human Resources Information System Architecture. VA will improve the quality of organizational design and position management, and improve the consistency and uniformity of classification decisions throughout the Department.3. Institutionalize a national Succession/Workforce Planning System to facilitatethe strategic management of its human resources.4. Recruit, hire, motivate, and retain the best and the brightest employees tocarry out our mission. Building a work environment that is diverse andsensitive to our employees and the veterans we serve.5. Develop a comprehensive and coherent workforce development programbased on the High Performance Development Model (HPDM), that supports current and emerging goals and reflects the diversity of the veterans weserve.President’s Management Agenda - VA’s transformation, which is embodied in the goals presented above, is consistent with the President’s overall transformation of Human Capital Management throughout the Federal Government as outlined in OPM’s Standards for Success. Although not the original intent of this document, the HR Strategic Plan defines how VA will meet the requirements of the PMA’s Human Capital Management goal by linking the objectives with the standards for success. This document is color-coded to show how the six standards for success are addressed via VA’s HR goals, objectives, and strategies.I. Strategic AlignmentAgency human capital strategy will be better aligned with mission, goals,and organizational objectives and integrated into its strategic plans, performance plans, and budgets.II. Workforce and Succession Planning & DeploymentAgencies will endeavor to ensure that they maintain a citizen-centered and mission-focused workforce that has the skills and experience to meet the needs of veterans today and into the future. Workforce and succession planning must leverage e-Government and competitive sourcing/Business Process Reengineering.III. Leadership & Knowledge ManagementLeaders and managers will have the ability to effectively manage people, ensure continuity of leadership, and sustain a learning environment that drives continuous improvement in performance. Agencies will provide programmed core competency training for supervisors and leaders to assure that the people in line for leadership positions have the training they need to perform. Agencies will also be formalizing the programmatic links between training and career progression in leadership development programsIV. Results-Oriented Performance CultureAgencies will have a diverse, results-oriented, high performance workforce,and a performance management system that effectively differentiatesbetween high and low performance, and links individual/team/unit performanceto organizational goals and desired results.V. TalentAgencies will identify mission-critical occupations and competencies needed in the current and future workforce and develop strategies to identify, recruit, and retain a high performing workforce. Agencies will address any mission-critical skills, knowledge, and competency gaps/deficiencies.VI. AccountabilityHuman capital decisions will be guided by a data-driven results-oriented planning and accountability systemGoal 1. Human Resources Policies and Procedures - Ensure that HR policies and procedures are documented and communicated in a timely and comprehensible manner and that implementation is monitored.A primary responsibility of the Office of Human Resources Management and Labor Relations is to develop, implement and evaluate HR policies and procedures throughout the Department. This includes converting the direction and requirements established by the President, the Secretary and VA leadership, the Office of Personnel Management (OPM), the Office of Management and Budget (OMB), the Congress and on occasion, other Federal agencies, into VA policies and procedures that ensure compliance and consistency of application. To that end, VA’s HR policies and procedures must be written in such a way that is clear and understandable to the end user. Standardized tools and other aids must be routinely provided during the implementation phase to jump start the learning curve and enable consistent application. Additional efforts are required to provide easy access to the new policies as well as a search-functionality. This will enable HR practitioners to quickly locate, navigate through and research specific aspects of the policies, thus provide practioners with an increased capability to issue accurate and timely guidance to managers.The policy development process must be streamlined and allow for increased stakeholder input so that timeliness, usability and clarity are increased. Communication methods must be expanded with increased frequency to keep the HR community advised in a timely manner of the status of potential/pending policies as well as those recently implemented. These methods will lead to increasing the HR practitioners’ capability to provide timely guidance to managers.A monitoring system must be established to track and provide feedback on the implementation of new policies and their ultimate effectiveness and impact on VA’s ability to meet its mission. This system will also provide a means of evaluating the usability and understanding of the new policies and identifying where improvements may be needed.The key outcomes associated with this goal include:•Increasing the usability and understanding of new and existing policy•Decreasing the time required to develop and communicate policies from VACO to the field, and the time involved with researching HR policy andinformation by field HR and CO specialists•Improving consistency of application of policies and procedures•Increasing HR capability to provide guidance to managersGoal 1 Co-leaders: Carol Mellen, Brian McVeighNOTE: Items in Bold below were deemed as high priority by the Policy WorkgroupObjective 1.1 Develop/Issue clear and useful policies so that the ease and consistency of application as well as the level of compliance is increased. This enables broader use of the flexibilities inherent in the policies to recruit/retain a high quality workforce. [Note this objective is intended to be prospective and applies to new rather than retrofitting existing policies.]Strategy Milestones6-12 months2-3 years 4-5years 1.1.a. Establish Standard Operating Procedures inOHRM for all policy makers to address these newrequirements for this GoalWHO: Workgroup representing OHRM servicesX 1.1.b. Reduce Directive content – keep it bare bones with majority of material in Handbooks- Identify minimum components - Obtain approval of minimum components from Directives Management (if necessary) - Pilot with policies currently in development phase - Require justification during concurrence phase if directive exceeds minimum - Evaluate pilot and fully implement WHO: Workgroup representing OHRM servicesXXXX1.1.b (1) Maintain appropriate flexibilities - Supply only whatneeds to be decided by CO and leave flexibility in the field when applicable - Require rationale for delegations in briefing checklistWHO: Workgroup representing OHRM services;policymakerX1.1.b (2) In purpose paragraph of Policy Directives, identify desired outcomes and key indicators as identified in1.2.e.(2)- Obtain approval (if necessary) from DirectivesManagement- Develop sample outcomes and automated keyindicators & share with policymakers- Pilot with policies currently under development - Evaluate pilot and fully implementWHO: Workgroup representing OHRM services;policymaker XXXX1.1.c. Develop and/or augment handbooks so they are more detailed and useful to include supportingtools/aids for implementation (actual location oftools/aids may vary)- Develop checklist of potential tools/aids (FAQs,performance tools, job aids, examples, trainingpackage, implementation time table, Power PointSlides for use in local discussions, Sample letters toissue at field level, Sample SOPs, HRML, etc) andlocations (web site, teleconference, email, handbook,Vtel, train the trainer at a designated facility,newsletter, etc) [NOTE: Implementation also identifiespotential resource impact on field]- Pilot requirement for policy developers to develop specific tools/aids and include checklist withconcurrence package [NOTE: tools/aids may bedeveloped with field participation]- Evaluate pilot and fully implementWHO: Workgroup representing OHRM services; policymaker XXXX1.1.c (1) Develop mechanism to make cross-referencing/researching of the Handbooks and CFR fast and easy- Hotlink Directive/Handbook policies with related CFRs - Hotlink CFR list with relevant Directive/Handbook policies- Create “Google” function for searches- Update web document “Guide to VA Handbooks” for easy referenceWHO: IT staff; Iris Gresham; Policymakers X XXXX1.1.c (2 ) Establish/include standardized report format for any policies containing future reporting requirements - Develop checklist for identifying need for report,rationale, related data elements, collection level, source/location of data and report template/format - Pilot use of checklist and require its inclusion duringconcurrence phase- If local input required, create template for entering dataelements (preferably nationwide on-line database) - If collection is at VACO level, identify current PAID datathat may be used- Evaluate Pilot and fully implementWHO: Workgroup representing OHRM services; Policymaker in conjunction with IT or PAID staffX X X X XX X X XX X XObjective 1.2 Improve the policy development and approval process (timeliness) in order to increase the quality of the policy and expedite its implementation.Strategy Milestones 6-12 months 2-3 years 4-5years 1.2.a. Establish a protocol in which the ad-hoc (field) experts can be included in pre-draft or post-draft policy development before it is submitted for official concurrence (Example: The SHRAC sub-committee is working on protocols for VHA )WHO: OHRM, Administrations, and Staff Officerepresentatives in workgroup [may be included in SOP]X1.2.b. Establish annual policy call – Administrationsand Staff Offices can recommend changes to existing policiesWHO: A/S for HR&A (based on document drafted by Carol Mellen)X 1.2.c. Use data from monitoring process to identify policyareas in need of changeWHO: OHRM Service DirectorsX 1.2.d. Prioritize combined responses to annual policy calland data results by forming a workgroup and building in dialogue abilityWHO: Workgroup of OHRM Managers and top Administration/Staff Office representativesXX1.2.d (1) Partner with affected Administration and StaffOffices to develop priority changes to policy that will obtaininput/clarification from stakeholdersWHO: OHRM Policymakers and representatives fromaffected administration/Staff OfficeX1.2.e. Update policies/handbooks as prioritizedWHO: OHRM Policymakers with input fromAdministrations and Staff Offices and field experts (see1.2)X1.2.e (1) Develop supporting tools/aids for implementation- Add a toolbox with FAQ’s that can be addedto/updated with questions from the field- Performance tools/job aids- Examples: 2-3 Scenarios (available outside policy)(See 1.1)WHO: OHRM Policymakers with input fromAdministrations and Staff Offices and field expertsX1.2.e (2) Identify desired outcomes and key indicators (ifnot already existing) such as what metrics? What datasources? Will data be standardized? (See 1.1)WHO: OHRM Policymakers, Administration and StaffOffices, field experts and WIST staffX1.2.e (3) Identify methods for measuring success such astime, quality (if not already existing)WHO: OHRM Policymakers, Administrations and StaffOffices, field expertsX 1.2.f. Encourage Administration and Staff Offices to draftlanguage to fast-track (with OHRM involvement). Limituse for single focused changes onlyWHO: OHRM Policymakers, AdministrationsX1.2.g. Distribute draft policy to field (e.g., VHA SHRAC,VBA HRC) and allow for feedback [NOTE: this will bedriven by time, complexity of subject, impact]- Turn around in 14-28 days- Include a focused conference call to discuss draft(This may be done concurrently with the OPMcomment period)- This may also be a time to begin developing potentialFAQs (see 1.1)WHO: OHRM Policymakers, Administration and StaffOffices1.2.h. Obtain formal stakeholder concurrences in a timely manner- Identify obstacles to timeliness (see Administrative Review Process Taskforce Recommendations approved November 2003)- Administration policy will be reviewed expeditiously by HR&A- Significant changes may result from collective bargaining and field should be made aware of changes and given opportunity to give feedback before resuming official concurrence processWHO: OHRM policy workgroupX X XObjective 1.3 Improve communication with management and the field to keep stakeholders and implementers better informed of the nature and timeframes of possible/impending policy changes, the policy process, and legal source documents using a multiplicity of methods.Strategy Mileston es6-12 months2-3 years 4-5years 1.3.a . Issue a ‘heads-up’ bulletin or policy alert to HR mail groups within two weeks after new legislation has passed or new regulations are issued or other decision that will require policy change such as an NLB decision (e.g. recent 3 R alert)- The bulletin will contain info that a change outside VA hasoccurred and that VA is studying the implications and willissue more guidance shortly- In addition, place bulletin/alert on OHRM webpage- Seek advance notification from OPMWHO: OHRM Policy Service Director or designee of affected policy(ies)X X X1.3.b.Provide updates or status reports- If necessary, occurs four weeks after legislation haspassed/regulation is issued with more specific information to include: what the implications are (e.g., identifying specificpolicy(ies) that will need to be changed); an estimate of howlong it will take to develop the new policy (when possible) orrevise existing policy; and whether the field can continueoperating status quo or an interim policy will be required(along with estimated time for its release)- If required, issue Interim guidance for changes to policywithin timeframes established above and include:-What to continue using from the old policy (if there isone)-What to stop using from the old policy (if there is one)-During policy development process-Two weeks before a new policy (including interim)will be releasedWHO: OHRM Policy Service Director or designeeX1.3.c.Publish a process map for policy development to helpfield understand the process• Distribute the map to the communityWHO: Carol Mellen (process map) and Service DirectorsX1.3.d.Establish timeframes for communicating via e-mailwhen-Changes have been approved and posted-Directives are issued- Handbooks are changedWHO: OHRM Policy Service Director or designeeX 1.3.e. Provide consultation to the field by-Establishing protocol for questions to CO (e.g., HRMOscreens questions)-Train field specialists to use website first in resolvingquestions; then Field -> HR Officer or Senior Specialist(field) -> VISN (if they approve) and then -> OHRM-OHRM set-up with advisory services through servicemailboxes (if appropriate)-Use multiple media (e-mails, conference calls, webpublish, hard copy memos,…)WHO: OHRM Policy Service Director or designee and webmaster XXXX。
如何控制员工流失(英文文献)
2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any. A person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the employer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. In fact, the employer is extremely high to staff's request, therefore the staff should have stimulates the self-enthusiastic ability.The power and the strength relations is extremely close, we may say a working zeal full person has the infinite strength. We may recollect a next astonishing story: A mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the mother is thrown dispatched a vehicle, lucky is, she has not been injured. Mother body weight approximately 57 kilograms, height only then 163 centimeters. When the ambulance corps arrive, they discovered the mother hugs the children in the bosom, the children has not been injured. The ambulance corps deliver them the hospital, has carried on a comprehensive inspection, finally discovered, this mother's vertebra is broken by pressing. Obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. We knew that, under the normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My great friend franker · enlightens Qiao t o say that,” Is precisely this small difference creates the huge difference.” Therefore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprise's symbol.Has a look the English recent commercial history, we may see the company the management all is seeks the control in one kind under the system to carry on. In very many situations, this kind of shoddy management pattern is extremely complex, England is continuously deep its evil.In fact, England's manager once stopped and between staff's dialogue, between the superintendent and staff's exchange communication all was carries on through the trade union. Is engaged in commercial consultation and in training such many years in me, I had not seen between the outstanding management level and the trade union can have the big problem, I cannot find out such example.Front, I had already said, we work the world was a humanist world, but middle many organizations, the people obtain the promotion, undertakes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. Because these people excel at some responsibility, is very splendid on this post, therefore their colleague hoped they can undertake superintendent's position, these people as if obtained the gracious gift which ascends the sky, knew naturally how arouses others enthusiasm, if carries on the communication, how manages others.Very many superintendents all imitate them predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle.Certainly, the control management pattern also is effective, but this pattern cannot long-time, can create the colleague between not to trust, forms one kind “they and we” the hostile aspect.Under the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. If you encourage one to have the desire to do better person to participate interview, simultaneously hoped after he responds to a call for recruits successfully, has the good response to this kind of control management pattern, this was simply too naive.Just like I said, the drive is lets somebody make something voluntarily, is because these people want such to do.This principle is suitable similarly for your me, if we really want to make something, we can have a bigger power;If we do not want to make something, we lack the self-power.Therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principle and the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. Accepts and the understanding painful and the pleasure principle, possibly has the help extremely.We and in the world other animals are same, we biggest avoid the pain diligently.Certainly, we can avoid experiencing on any bodily the ache, similarly we also have one kind of natural instinct, avoids any form the spirit being worried.The related human such instinct responded the example are very many, when us facing this kind of unpleasant duty, we can have such instinct to respond, for example, in you facing the thorny telephone, the arduous housework lives, the participation possibly has the resistance conference, opens the bill, carries on exercise, no-smoking for the health and so on. In order to seek joyful or us confessed for when joyful, we are willing to pay the huge price frequently, although sometimes some joyful like appears briefly, to some people, they joyful is eats and drinks extravagantly.Embarks from the positive angle, is obtains the achievement to the joyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates realizes.In us the upper dog has grasped between the painful principle and the pleasure principle balance. Sometimes, we can not but experience some limited pain, some people possibly call this kind of pain the self-restraint, some personal it for self-control. My good friend Steve ·Bannite is a successful entrepreneur, the jungle network company () the founder, he encourages other people to use eats the sour grape skill first.Many people the reason that have achieved nothing, is because of them. At the matter which at the important matter, or deals with difficulty hauls, in very many situations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.Steve when faces various thorny situation, like When facing some unpleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.My suggestion is, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your repugnant that work, then does the work which oneself likes, takes to own reward. I discovered this skill is successful means.We all clearly knew, lacks the self-control the human often can put the cart before the horse. In order to understand well how stimulates people's power, we must distinguish between the manner and the reward difference.We all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the manner and the reward difference.2.3 MannerThe manner is the people thinks facing the matter time thought that, is self-confidence which they have, is they to own faith, the treatment life manner. The manner has the possibility is negative, also has the possibility is positive. How will the manner be they regards the future, how processed the past the event. Our each person all wants to believe firmly once for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 EncourageThe reward is a person and a team the achievement which harvests from theirs activity. We may make a summary simply: “You make this matter, you may obtain the repayment.” In the tenth chapter, we thoroughly will discuss the related reward the question: Namely inspires the people to advance boldly, to cause prize and the bonus type which the people redouble one's efforts. Understood between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoint, unifies two drive methods is most effective.2.5 Stimulation power being suitable environmentWhen the understanding stimulation power skill, regards the power from the correct angle,we first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only then possibly stimulated. For example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.Although this plan is extremely thorough, but moves this plan environment not to favor the harmony between the team actually, between the colleague generally has the phenomenon which attacks, does not trust mutually, the atmosphere is not very happy.Under such environment, any reward and the stimulation power measure cannot achieve the anticipated effect. Periphery you must pay attention the environment, has a look under such environment, whether your power can stimulate? If you are a leader, whether periphery the observation environment does stimulate staff's power? Hertz Professor Bergh called these factors are “the hygienic factor”. Take company's facility as an example.Company's equipment revolution normal? This place too has been cold, was too hot? Here clean neat? Light, air, washroom facility, working space how? Such environment is advantageous to the enhancement working efficiency? Also has other suppression work performance factor? Must become an outstanding manager, or the stimulator, you must have the leadership skill, if you lack the leadership skill, you must raise this skill.Although this is a content which everybody understood, but duplicates such principle is worth. I must often likes some platitudes the viewpoint, an extremely good viewpoint is:leader sets an example, the follower follows the exampleCertainly, the people can imitate them the colleague. Drove the achievement and the leader style are inseparable. Fro m the human beginning, the leaders hear such warning “to set an example unceasingly, set up a good example”.2.6 Makes one to have the working zeal personNow lets us form a working zeal full person's image in the mind. A person's semblance has made the first impression to us, a working zeal full person's semblance definitely is extremely neat; Their hair looks like is the process peaceful mind care, clothes passed through careful handling, the shoe have been clean.The neat semblance responded a person cares about oneself. For many years, my companyis continuously managing a success telephone marketing team.The company has a stipulation, when all sellers go to work, must dress neatly, the hairstyle is neat, the feminine staff must put on make-up.We discovered the successful result and marketing team's enthusiasm is proportional directly.If they feel good to oneself, then their sales volume can along with the growth. Now, had does not pay great attention to is putting on the tendency in many companies, I knew this is one kind goes off duty and rest the idle way, but any matter all must have a limit, our each person can act according to others semblance to make own appraisal. A person also should pay attention to the way which walks.I have a good friend, he penetrates the office the glass, observes the applicant who the participation interviews. In fact, whether he the way which walks through the applicant judges hires this person. He tells me to say that, a goal is clear about, the step lively applicant compared to a step listless, walks the sluggish man-power to do splendidly. Must observe an applicant is slows pace walks, places the hand in the pocket, the footsteps were full of the energy, the arm have filled the strength.Second, the body language can display a person to the thing warm degree.The smiling face, can speak the eye and a positive facial expression can certainly display a person's enthusiasm. The study body language student stated that, in England, we can use 40,000 words and expressions and the sound approximately carries on the communication, but in the daily life, we is familiar with on only uses 4000 words and the sound.On the other hand, comes from the face body language signal to have about merely 15,000. We knew that, the majority of people may control the content which they speak.If therefore in the body language and the mouth says appeared the conflict and the contradiction, the body language transmission information definitely is correct. If therefore some people said he feels very well, but his facial expression pain, is drooping the shoulder, this explained he felt is not good, we may infer his real feeling through his body language.If therefore some people said he feels very well, but his facial expression pain, is drooping the shoulder, this explained he felt is not good, we may infer his real feeling through his body language. Finally, how is a working zeal full person and other people communication? Theworking zeal full person affirmed has filled the enthusiasm.The working zeal full person spoke freely about his future, they will be doing the matter, they will plan the matter which will do. In the past was only one kind of experience, helped you to discover the opportunity, transformed the opportunity as the success.Therefore, the working zeal full person has filled the enthusiasm and the anticipation to the life, with such person contact is one kind of joy. Except above all contents, a working zeal full person may by the description be easily a positive person. They display the unique behavior characteristic is:1、the positive2、goal feeling strong3、anticipated the successfulThis manner can let the human have the sufficient energy. The working zeal full person looks like energetically, you have possibly heard following speech, “if you want to complete a matte r, lets an assiduous person do.”2.7 Correct reward and correct resultIn this chapter final, in order to let everybody have the understanding to the power, "How do I want to mention Michael · to pull · the Boolean husband To drive Other people" this book. In the book, he is describes like this to in the world management principle: You may from give the reward in the behavior to obtain many.You cannot obtain you to hope, the hope, the entreaty or the request obtain the thing, you obtain are you reward. Therefore, we may see the greatest management principle to explain repeatedly these have the reward matter always to be possible to complete.Therefore, if you are a superintendent, or is a leader, you must engage in introspection, ask oneself, what you do recognize? What do you reward? We can carry on the careful inspection in the eighth chapter. If the correct behavior has not obtained the reward, then you obtain the result also is possibly wrong.Prompts1、hope is along with all power foundation2、drive or the control? Must distinguish between them the difference3、resolution manner and the reward difference4、seeks the working zeal full person's characteristicAxiom“The people often thought causes the h uman to be proud successfully, proudly, self-self-satisfied, thus could destroy a person, this viewpoint was wrong. Just right opposite, the success causes the human modestly, to exercise forbearance nicely; The defeat causes the human to become is brutal, is unkind.”----English writer Somerset · Maugham。
国开(中央电大)本科《管理英语4》形考任务(单元自测1至8)试题及答案
国开（中央电大）本科《管理英语4》形考任务（单元自测 1 至8）试题及答案国开（中央电大）本科《管理英语4》形考任务（单元自测1至8）试题及答案题目1：— ________________________________—No, sorry, I didn't know the rule about punching in.A.Are you late this morning, Wendy?B.Didn't you punch out this morning, Wendy?C.Didn't you punch in this morning, Wendy?标准答案：Didn't you punch in this morning, Wendy?题目2：—I suppose there'll be a lot of arguments.A.I should imagine so.B. No problem.C.That's a good idea. 标准答案：I should imagine so.题目3：Leave the reference books behind, _________ youwon't be able to think independently.A. or;B.and;C.so 标准答案：or题目4：I am __________________ y our early coming.:A. looking forward to;B. looking forward;C. look forward to 标准答案：looking forward to题目5：He will write to me as soon as_______ home.: he _A. will have returnedB.returnsC.will return 标准答案：returns题目6：二、阅读理解阅读下面的文章，根据文章内容，完成相应的选择题。
TranslateNow产品说明书
Benefits→ End user translationsThis enables a better user experience, service experience and more precise communication between stakeholders. → Back end translationsThis functionality removes the language barriers and increases efficiency, pace of service delivery and improves service quality.→ Platform translation assistantThe translation assistant helps to reduce the manual effort needed in translating the system.→ Translation for 3rd partyThe Translation for 3rd party module exposes the translation capabili-ties to vendors or collaboration partners to break down interlinguistic barriers.→ Security translation logTranslateNow breaks with the existing non-logging paradigm ofbrowser based translations and offers a full security log of all informa-tion exchanged via TranslateNow. The translation log can also be used for future training of machine learning capabilities and insight to user behavior.→ Administration and reportingThe administration module provides easy access to a user-friendly set up. The buildt-in reporting functionality enables the usage insight, which provides administrators the ability to monitor usage and user behavior along with intelligence about user interaction, which can be utilized for further improvement of the user interface.TranslateNow suite is a set of translation applications for ServiceNow. It provides a range of modules to support interlinguistic stakeholder interaction and usage of the system. TranslateNow utilizes the cutting-edge machine learning capabili-ties to provide a state of the art user experience.Translate NowInterlinguistic applica-tions for ServiceNowContactFUJITSU ServiceNowAddress: Karenslyst allé 2, 0278 Oslo, Norway Phone: +47 23292300E-mail:**********************.com Website: /servicenow 05-2018© Copyright 2018 Fujitsu, the Fujitsu logo, [other Fujit-su trademarks /registered trademarks] are trademarks or registered trademarks of Fujitsu Limited in Japan andModulesEnd user translationTranslateNow provides a front-end interface where the end users are assisted by TranslateNow in communicating with the service providers. In the communication on service tickets, the end user can translate all communication coming from the support office and TranslateNow makes it possible for them to answer in their own language.Back end translationThe TranslateNow backend translation assists the backend user in fast and accurate understanding of existing text in free text fields and allows the user to write in his/her own language, translate and then paste in the translated version. The TranslateNow back endtranslation is a core platform functionality, which can be applied across all forms in ServiceNow.Platform Translation assistantPlatform translation assistant is aiding the ServiceNow administrator in translating the platform. It utilizes the TranslateNow translation engine, with integration to an external translation service and then adds an additional quality filter. The quality filter works by translating from several languages into the same target language and the correlate how many times the same translation occurred. The one with the most occurrences must be the right one. This helps the translation to be even more accurate. ServiceNow holds many stand-alone words and the translation engine becomes more accurate when a word is seen in a context. The platform translation assistant is not a fully accurate translation but is to be considered a supporting tool for minimizing the manual translation effort.Translation for 3rd partyThe Translation for 3rd party module is a plugin to existing process in-tegrations. The translations are automatically included in the integra-tion to e.g. a vendor or collaboration partner through an extension of the API integration.Security translation logTranslateNow provides a full log of all translations executed by the system. This enables both the security and future qualityimprovement aspects an insight to the usage of the modules. The translation log is exposed to the administrators. As information security is of vital inter-est t’o all companies, it is of vital importance to control, audit and be able to backtrack all information, which has been sent to external par-ties. This log contains date and time, information sent and received and to who it has been initiated. By logging all usage of Translate-Now, it allows the company future training of translation engines in company specific linguistics and deriving hidden intelligence from translation and usage pattern.other countries. Other company, product and service names may be trademarks or registered trademarks of their respective owners. Technical data subject to modi-fication and delivery subject to availability. Any liability that the data and illustrations are complete, actual or correct is excluded. Designations may be trademarks and/or copyrights of the respective manufacturer, the use of which by third parties for their own purposes may infringe the rights of such owner.Further information for our ServiceNow products and services:Customer care: +47 23292300E-Mail:**********************.com /servicenowAdministration and reportingThe administration can by non-coding configuration choose the tables and fields to which TranslateNow should apply, if the log should be enabled and which languages the end users should be able to trans-late to. The administrators can thereby set up and adjust the reach of TranslateNow on the ServiceNow platform on an ongoing basis, and adhere the user needs. The administration interface also provides shortcuts to all technical rules and scripts utilized by TranslateNow. All this is presented in the administration menu application as a set of re-ports for the administrator.Machine learning algorithmsThe translation algorithms from both external translation services have core traits, which makes it suitable for the TranslateNow use cases:1.It is a learning machine, which means the quality of translationsimproves without changing the TranslateNow modules2.It utilizes semantic translation instead of classical dictionary look-up, which would improve translation quality of sentences3.(For Google) The semantic translation resulted Google Translatecreating an interlingua. The translation works by doing a seman-tic translation from original language to the interlingua, where the meaning of the word/sentence is coded. It translates from the interlingua to the target language. By having the interlingua as a middle station, it enables translation between languages where there has never been a translation before.TranslateNow comes with a user friendly administration interface, which enables the administrator easily to apply the translation service to the entire platform.TranslateNow supports integration to several translations servicessuch as Google Translate and Microsoft Translator Hub.。
用英语谈论管理制度
用英语谈论管理制度There are various types of management systems, including financial management systems, human resource management systems, quality management systems, and environmental management systems, among others. Each of these systems plays a unique role in the overall management of the organization and contributes to its success.Financial management systems are designed to ensure that the organization's financial resources are managed effectively and efficiently. This includes processes for budgeting, accounting, financial reporting, and financial analysis. A well-designed financial management system helps in monitoring the financial performance of the organization, identifying areas for improvement, and making informed financial decisions.Human resource management systems are responsible for managing the organization's human capital, including processes for recruitment, training, performance management, and employee relations. A good human resource management system helps in attracting and retaining top talent, developing employees' skills and capabilities, and creating a positive work environment.Quality management systems focus on ensuring that the organization's products and services meet or exceed customer expectations. This includes processes for quality control, quality assurance, and continuous improvement. A strong quality management system helps in delivering high-quality products and services, building customer loyalty, and gaining a competitive edge in the market.Environmental management systems are designed to help organizations minimize their impact on the environment and comply with environmental regulations. This includes processes for environmental risk assessment, waste management, pollution control, and sustainability. An effective environmental management system helps in reducing the organization's environmental footprint, enhancing its reputation, and contributing to a better environment for future generations.In addition to these specific management systems, organizations also have a general management system that governs the overall operation of the organization. This includes processes for strategic planning, organizational structure, decision-making, and performance evaluation. A well-designed general management system helps in setting clear goals for the organization, allocating resources effectively, and ensuring that the organization is on the right track to achieve its objectives.The effectiveness of a management system depends on various factors, including the commitment of top management, the involvement of employees, the alignment with the organization's culture and values, and the continuous monitoring and improvement of the system. Without proper commitment and support from top management, it is difficult to implement and sustain an effective management system. Similarly, without the involvement and buy-in from employees, the management system may not be fully embraced andfollowed. Therefore, it is important for organizations to involve all stakeholders in the design and implementation of the management system, and to create a culture that supports the system.It is also important for the management system to be aligned with the organization's culture and values. For example, if an organization values innovation and creativity, its management system should support and encourage these qualities. If an organization values teamwork and collaboration, its management system should promote these behaviors. Therefore, it is important for organizations to consider their unique culture and values when designing and implementing their management systems.Furthermore, continuous monitoring and improvement are essential for the success of a management system. This involves collecting and analyzing data on the performance of the system, identifying areas for improvement, and implementing changes to enhance the system. Continuous improvement ensures that the management system remains relevant and effective in a rapidly changing business environment.In conclusion, management systems are essential for the success of any organization. They provide the framework for organizing and administering the activities of the organization, and help in achieving its goals. There are various types of management systems, including financial management systems, human resource management systems, quality management systems, and environmental management systems, among others. The effectiveness of a management system depends on various factors, including the commitment of top management, the involvement of employees, the alignment with the organization's culture and values, and the continuous monitoring and improvement of the system. Therefore, it is important for organizations to design and implement their management systems carefully, taking into account their unique needs and circumstances.。
7750 SR 路由器操作、管理和诊断指南说明书
PrefaceAbout This GuideThis guide describes service mirroring and Operations, Administration and Management (OAM)and diagnostic tools provided by the router and presents examples to configure and implementvarious tests.This guide is organized into functional chapters and provides concepts and descriptions of theimplementation flow, as well as Command Line Interface (CLI) syntax and command usage.AudienceThis guide is intended for network administrators who are responsible for configuring the 7750 SRrouters. It is assumed that the network administrators have an understanding of networkingprinciples and configurations. Concepts described in this guide include the following:•Service mirroring and Lawful Interception•Operation, Administration and Maintenance (OAM) operationsPrefaceList of Technical PublicationsThe 7750 SR documentation set is composed of the following guides: Table 1: List of Technical PublicationsPreface Table 1: List of Technical PublicationsSearching for InformationYou can use Adobe Reader, Release 6.0 or later, to search one or more PDF files for a term.To search for specific information in this guide1. From the Adobe Reader main menu, choose Edit > Search or Advanced Search. The Searchpanel opens.2. Click on the In the current document radio button.3. Enter the term to search for.4. Select the following search criteria, if required:Preface•Whole words only•Case-Sensitive•Include Bookmarks•Include Comments5. Click on the Search button. Adobe Reader displays the search results.You can expand the entries by clicking on the + symbol.To search for specific information in multiple documentsNote: The PDF files that you search must be in the same folder.1. From the Adobe Reader main menu, choose Edit > Search or Advanced Search. The Searchpanel opens.2. Click on the All PDF Documents in radio button.3. Choose the folder in which to search using the drop-down menu.4. Enter the term to search for.5. Select the following search criteria, if required:•Whole words only•Case-Sensitive•Include Bookmarks•Include Comments6. Click on the Search button. Adobe Reader displays the search results.You can expand the entries for each file by clicking on the + symbol.PrefaceTechnical SupportIf you purchased a service agreement for your 7750 SR router and related products from adistributor or authorized reseller, contact the technical support staff for that distributor or resellerfor assistance. If you purchased an Alcatel-Lucent service agreement, follow this link to contact anAlcatel-Lucent support representative and to access product manuals and documentation updates:https:///portal/olcsHome.doPreface。
权责到人 问题闭环英文
权责到人问题闭环英文Accountability LoopIn any organization or system, establishing clear accountability is essential for achieving goals, maintaining efficiency, and avoiding confusion. The concept of accountability loop refers to the process of assigning responsibilities and ensuring that individuals are held accountable for their actions and decisions. It involves a continuous cycle of planning, execution, monitoring, evaluation, and corrective actions. In this article, we will explore the importance of the accountability loop and provide examples of how it can be implemented effectively in various contexts.The accountability loop starts with the assignment of responsibilities and the establishment of clear expectations. This requires defining roles and duties in a transparent manner, ensuring that every individual understands what is expected of them. For example, in a project management context, the project manager should clearly define the tasks, deadlines, and deliverables for each team member before the project starts.Once responsibilities are assigned, the execution phase begins. Individuals are expected to carry out their tasks according to the agreed-upon plan. During this phase, effective communication is crucial for clarifying any uncertainties and ensuring that everyone is on the same page. Regular status updates and progress reports can help in tracking the progress and identifying potential issues early on.Monitoring and evaluation are integral parts of the accountabilityloop. These activities involve assessing whether the assigned responsibilities are being fulfilled according to the agreed-upon standards and timelines. It is important to establish measurable performance indicators and benchmarks to assess progress objectively. For instance, in a sales team, the number of sales closed or revenue generated can serve as performance indicators.Evaluation also involves identifying deviations or gaps between the expected and actual outcomes. This process requires collecting and analyzing data, soliciting feedback from relevant stakeholders, and identifying the root causes of any shortcomings. It is important to approach evaluation with an open mindset and a focus on continuous improvement rather than blaming individuals for failures.Corrective actions are the next step in the accountability loop. Once performance issues or variances are identified, it is important to take appropriate corrective actions to address them. This may involve providing additional support, training, or resources to individuals who are struggling to meet their responsibilities. Feedback and coaching sessions can also help in addressing performance gaps and improving future outcomes.The accountability loop is not a linear process but rather a continuous cycle. It requires regular feedback, assessment, and adjustment to ensure that individuals are performing their assigned tasks effectively. By closing the loop, organizations can ensure that responsibilities are fulfilled, problems are addressed, and goals are achieved.Implementing an effective accountability loop requires a supportive organizational culture. It is important to foster an environment where individuals feel empowered to take ownership of their responsibilities and are not afraid to admit and learn from their mistakes. Additionally, leaders should lead by example by demonstrating accountability in their own actions and decisions. In conclusion, the accountability loop is a vital component of any organization or system. It ensures that responsibilities are properly assigned, monitored, and evaluated, leading to improved performance and goal attainment. By implementing an effective accountability loop, organizations can create a culture of responsibility, transparency, and continuous improvement.。
商务英语学习：企业管理中--如何拥抱你的新身份(中英对照)
Embracing Your New Identity拥抱你的新身份Understand your motivations了解你的动机You’ll know you’re on your way to success when you begin seeing things automatically through the team’s eyes, and not your own. Becoming an effective manager lets you help your people to excel and fulfill their own dreams. You also see your employees gain new skills and self-confidence. In so doing, you enjoy the emotional reward of opening new salary and career opportunities for members of your team.你会知道你在通往成功的路上,当你开始团队的事情自动通过眼睛看到的,而不是你自己的。
可以帮助你成为一个有效的经理人们excel和实现自己的梦想。
你也看到员工获得新技能和自信。
这样做,你喜欢开放新的工资和职业的情感回报你的团队成员的机会。
Assess your ability to do the job评估你做这项工作的能力Take these steps to gauge your impact as a manager:采取这些步骤来衡量你的影响作为一个经理:∙assess your influence on specific individuals, especially direct reports 评估你对特定的个人,尤其是直接报告∙observe how you might be affecting team culture (if you start to relax, do they?)观察你可能会如何影响团队文化(如果你开始放松,不是吗?)∙ask others about your impact on the organization (but be formal, not emotional –ask your boss for a performance review in 3 months, not whether people like you)问别人关于你对组织的影响(但是是正式的,不是情感,问你的老板在3个月绩效考核,不是人们是否喜欢你)∙develop your own objective criteria to evaluate your performance1开发自己的客观标准来评估你的表现∙look for common or contrasting patterns in the feedback you receive (do direct reports see you one way, and your peers another way?)寻找常见的或对比模式反馈你收到(直接下属看到你的一种方式,和你同行的另一种方法吗?)∙pay attention to your own behavior, analyzing how you handle various situations (when you have a complaint, do you confront a direct report the moment she enters the office in the morning, or do you welcome her to work, and later set a time todiscuss the issue calmly?)注意自己的行为,分析如何处理各种各样的问题(当你抱怨,你面对直接报告的那一1There is a fascinating world awaiting you, if you “Google” the term “key performance indicators” (KPI’s). This is the subjec t of its own seminar. There’s a lot to learn, and it’s all good!有一个迷人的世界等待你,如果你“谷歌”一词关键性能指标(KPI)。
OpenText NetIQ产品说明说明书
Case StudyAt a Glance IndustryChallengeCreate a seamless end-user experience and streamline backend services while moving business-critical solutions to AWS cloud environmentProducts and ServicesNetIQ Identity Manager NetIQ Access Manager NetIQ Identity GovernanceNetIQ Advanced AuthenticationSuccess Highlights• E nriched functionality and seamless access across hybrid environment • Reduced business complexity with seamless end-user experience • Introduced Cloud Bridge for full bi-directional communication in hybrid environment • Increased scalability, flexibility, and cost-predictability with AWS deploymentOpenTextNetIQ supports global digital transformation totransparently bridge business-critical solutions hosted on premises and in AWS cloud environment.Who is OpenText?OpenText™ is one of the world’s largest enterprise software providers. It delivers mission-critical technology and supporting services that help thousands of customers worldwide manage core IT elements of their business so they can run and transform— at the same time. Cyberscurity is an OpenT ext™ line of business.Digital Transformation Drives Move to a SaaS Application ModelOpenText, like many of its customers, is a large organization grown significantly through acquisition. This strategy brought a plethora of tools used in different divisions. T o standardize its corporate identity management, OpenText trusts its own suite of identity and access solutions, under the NetIQ banner. NetIQ Identity Manager by OpenText™ and Access Manager by OpenText™ wereIT-managed in an on-premises environment and evolved more recently to include NetIQ Advanced Authentication by OpenText™ for multi-factor authentication as well as effective website protection.The merger between Micro Focus and HPE Software tripled the size of the organization and introduced new challenges around data hygiene, audit compliance, and security in general. At the same time, there was a definite market move towards a preference forSaaS-based solutions, to relieve the burden and cost of maintaining an on-premises IT environment. Jon Bultmeyer, CTO,Cybersecurity, runs the engineering teams involved in building Cybersecurity SaaS offerings. He works closely with other OpenText teams on the customer delivery model as well as the internal delivery of SaaS versions. He explains: “We found that we were lagging a little in version-currency, just because of the workload involved in an upgrade. To secure, run, and operate a large-scale identity management operation for over 12,000 staff is labor-intensive and time-consuming. This seemed a good opportunity to embrace the digital transformation at the heart of Micro Focus (now part of OpenText) and move our identity and access architecture to an AWS-hosted cloud environment.”“Cloud Bridge really streamlines the transition to SaaS and gives us the observability we need to ensure effective data flows between different systems.”Jon Bultmeyer CTOCyberResOpenTextIntroduce New Functionality and Comprehensive Access Reviewsin Hybrid EnvironmentOpenText took a wider view and introduced the SaaS Center of Excellence (CoE) organization, headed up by David Gahan, Senior Director, Cybersecurity SaaS. Rather than just make a ‘like for like’ move, the team chose to enhance the platform with NetIQ Identity Governance by OpenText™,as well as expanding the NetIQ Advanced Authentication by OpenText™ capability into a SaaS model. Pivoting from a ‘governance first’ principle with a focus on application access reviews, the project aimed to move via automated application access and approval to fully automated application access request and enablement.The full solution would provide seamless connectivity to the company’s key applications: Salesforce to manage customer interactions and order processing; Workday as an integrated HR solution; and NetSuite, which manages business finances and operational support, as well as other business-critical applications. It would also provide the capability to conduct certification reviews. This automated process builds a comprehensive directory of who has access to what. Periodically, all process and solution owners are asked to review their access list for accuracy. Job roles determine the level of access to specific solutions required for individuals. This ‘least privilege’ principle ensures that only colleagues with the right access level can configure the finance platform, for instance, or reach confidential personnel data in Workday.The project was part of the corporate digital transformation and as such had an executive spotlight on it, coupled with a tight delivery deadline of no more than 12 months. Cloud Bridge: Managing FullyIntegrated Identity Governancein a Hybrid EnvironmentOpenText’s own Professional Services skillsand their specific expertise in building thesesystems for Cybersecurity customers wasinvaluable. The SaaS CoE team workedon creating the SaaS infrastructure, andBultmeyer’s engineering teams werebuilding the SaaS applications. Meanwhile,Professional Services implemented NetIQIdentity Governance on premises to kickstartthe application integration, which relied onmany interconnected parts. Because theday-to-day business running takes ultimatepriority, this was a ‘run and transform’ scenariowith a hybrid approach. Key business systemsmoved in phases to the SaaS environmentwhile others remained on premises fornow. It is a challenge to integrate identitygovernance between on-premises and SaaS-based systems, and Cybersecurity wantedfully automated event-driven integration—they recognized that the manual process ofeither CSV file transfers or site-to-site VPNconnections that are offered by some marketalternatives can cause firewall complexities.As this, again, is not a challenge that isunique to OpenText, Bultmeyer’s teamturned its attention to creating the OpenTextCloud Bridge, as he explains: “Cloud Bridgeis a singular communication bridge for allour Cybersecurity SaaS solutions. It allowssecure bi-directional communication betweenon-premises and SaaS systems via a Dockercontainer. There are no special rules whenconfiguring the Cloud Bridge agent,so communication between on-premisesand cloud-based systems can be up andrunning within just an hour. There is just asingle location to monitor, so any issuesare resolved quickly. Cloud Bridge reallystreamlines the transition to SaaS and gives usthe observability we need to ensure effectivedata flows between different systems.”Reduced Business ComplexityWhile Navigating COVID-19Working PracticesOnce the CoE SaaS infrastructure wasoperational, the Professional Services teamtransitioned the on-premises NetIQ IdentityGovernance implementation to the AWSenvironment. The identity governanceenvironment now includes end-to-endintegrated workflows between key systems,integrated password management, singlesign-on, full visibility through Cloud Bridge,and advanced analytics leveraging OpenText™Vertica™ capabilities. Gahan says: “Leveragingour own NetIQ [by OpenText] solutions in aSaaS environment has allowed us to createa seamless end-user experience wherewe were once living in a world made up ofdifferent islands of access. The solutions ouremployees use to service our customers’needs and our own internal needs have beenstandardized, drastically reducing businesscomplexity across the board. It’s given usterrific backend benefits as well by helpingsimplify and standardize the concepts ofidentity and access acrossall of our business units.”“The project timelines coincided with theCOVID-19 pandemic, which presented uswith the same challenges our customersexperienced around the world,” addsBultmeyer. “Suddenly we could no longergather around a whiteboard to brainstorm,and we had to quickly adjust to workingremotely. Thankfully, this didn’t deter ourdetermination, and many teams—includingour Micro Focus (now part of OpenText) ITteam, the dedicated project implementationteam, our product management teams,backline engineering teams, the newlyformed CoE team, and our Customer Successteams—worked seamlessly together toadjust the implementation and manage anyproblems we encountered along the way.”2Enriched Functionalityand Cost Predictability in Flexible AWS DeploymentGahan spearheads the SaaS CoE, a new global organization dedicated to supporting SaaS customers. Leveraging expertise on defining governance policies, designingthe solution, and configuring this in a SaaS environment, the team created a truly hybrid identity governance platform where the end user does not know, nor need to care, whether the data they access resides on-premises or in the cloud. “And this is just how it should be,” Gahan says. “Our end users now benefit from much richer functionality such as seamless multi-factor authentication and sophisticated access review processes, drastically reducing manual processes.”Bultmeyer concludes: “NetIQ [by OpenText™] solutions have simplified our identity governance and shortened our communication lines. We were excited to leverage our strategic partnership with AWS, giving us a scalable and cost-predictable model as we grow, and allowing us to roll out additional functionality much faster than we otherwise could have done.”“NetIQ [by OpenText™] solutions have simplified our identitygovernance and shortened our communication lines.We were excited to leverage our strategic partnership withAWS, giving us a scalable and cost-predictable model aswe grow, and allowing us to roll out additional functionalitymuch faster than we otherwise could have done.”Jon BultmeyerCTOCyberResOpenText Cybersecurity provides comprehensive security solutions for companies and partners of all sizes. From prevention, detection and response to recovery, investigation and compliance, our unified end-to-end platform helps customers build cyber resilience via a holistic security portfolio. Powered by actionable insights from our real-time and contextual threat intelligence, OpenText Cybersecurity customers benefit from high efficacy products, a compliant experience and simplified security to help manage business risk.768-000087-003 | O | 11/23 | © 2023 Open Text。
信息安全工程师测试题(35个选择题,5个简答题)-企事业内部考试IT试卷与试题
信息安全工程师测试题(35个选择题，5个简答题）-企事业内部考试IT试卷与试题一、选择题1. 信息安全最关心的三个属性是什么？A. ConfidentialityB. IntegrityC. AuthenticationD. AuthorizationE. Availability答案：A、B、E2. 用哪些技术措施可以有效地防御通过伪造保留IP地址而实施的攻击。
A. 边界路由器上设置ACLsB. 入侵检测系统C. 防火墙策略设置D. 数据加密E. 无答案：A、B、C3. 下列哪些设备应放置在DMZ区.A. 认证服务器B. 邮件服务器C. 数据库服务器D. Web服务器答案：B4. 以下哪几项关于安全审计和安全的描述是正确的A. 对入侵和攻击行为只能起到威慑作用B. 安全审计不能有助于提高系统的抗抵赖性C. 安全审计是对系统记录和活动的独立审查和检验D. 安全审计系统可提供侦破辅助和取证功能答案：C、D5. 下面哪一个情景属于身份验证（Authentication）过程?A. 用户在网络上共享了自己编写的一份Office文档，并设定哪些用户可以阅读，哪些用户可以修改B. 用户依照系统提示输入用户名和口令C. 某个人尝试登录到你的计算机中，但是口令输入的不对，系统提示口令错误，并将这次失败的登录过程纪录在系统日志中D. 用户使用加密软件对自己编写的Office文档进行加密，以阻止其他人得到这份拷贝后看到文档中的内容答案：A6. 以下那些属于系统的物理故障A. 软件故障B. 计算机病毒C. 人为的失误D. 网络故障和设备环境故障答案：D7. 数据在存储或传输时不被修改、破坏，或数据包的丢失、乱序等指的是A. 数据完整性B. 数据一致性C. 数据同步性D. 数据源发性答案：A8. 数字签名是用于保障A. 机密性B. 完整性C. 认证性D. 不可否认性答案：D9. 网络攻击者在局域网内进行嗅探，利用的是网卡的特性是A. 广播方式B. 组播方式C. 直接方式D. 混杂模式答案：D10. 你是一台Windows系统的管理员，出于安全性的考虑，你希望如果用户连续三次输入错误的密码，就将该用户账号锁定，应该采取（）措施A. 设置计算机账户策略中的帐户锁定策略，设置帐户锁定阈值为３B. 设置计算机本地策略中的帐户锁定策略，设置帐户锁定阈值为３C. 设置计算机本地策略中的安全选项，设置帐户锁定阈值为３D. 设置计算机帐户策略中的密码策略，设置帐户锁定阈值为３答案：A11. 公司所有的服务器都是Windoows操作系统，并且搭建了域环境。
Operational Risk Management (Internal Controls)
Operational Risk Management Chapter 9 Operational Risk Management (Internal Controls)Section Topic Page 9000 Executive Summary……………………………………………….. 9-39100 Authority and Approval……………………………………………. 9-49200 Safeguarding of Premises and Assets………………………….. 9-79201 Access to Physical Premises…………………………………….. 9-89-10 9202 SecurityProcedures……………………………………………….9203 Storage of Valuables……………………………………………… 9-129204 Cash, Travellers' Cheques and Other Negotiable Instrument... 9-149-15 9205 CriminalActivity…………………………………………………….9-17 9206 SafetyProcedures…………………………………………………9207 Property and Casualty Insurance………………………………... 9-189-19 9208 BondingInsurance…………………………………………………9300 Management Information Systems (MIS) ………………………. 9-209301 Operation of an MIS………………………………………………. 9-219302 Monitoring the Accuracy of the MIS……………………………... 9-249303 Security of MIS…………………………………………………….. 9-259304 Disaster Recovery Planning……………………………………… 9-279-29 9305 RecordsRetention…………………………………………………9306 Records of a Permanent Nature…………………………………. 9-309307 Records to be Held Over the Long Term……………………….. 9-329308 Records9-35Preservation……………………………………………...9-37 9309 RecordsDestruction……………………………………………….9400 Staffing and Monitoring Controls……….…………………….….. 9-389-39 9401 StaffSupervision…………………………………………….……..9-40Duties……………………………….……………..of9402 Segregation9-41Staff………………………………………………………….9403 Hiring9404 Detecting Employee Fraud……………………………………….. 9-439405 Role of Internal Audit……………………………………………… 9-449-47 9406 ExternalAuditors…………………………………………………..9407 Audit Committee and Board Follow-up…………………………. 9-499408Policy Development and Review…………………………………9-509409 Technology9-41Development…………………………………………9-42Services…..………………………………………9410 OutsourcingofExecutive SummaryThe board should establish an operational risk management policy that sets includes the requirements, purpose and scope of related internal controls. Management should document internal controls in the credit union's operational procedures. Documentation assists in ensuring that internal controls are properly authorized and complete, and assists in their maintenance and revision.Operational risk management includes implementing:•defined levels of authority to make corporate decisions;•safeguards to protect the premises and assets of the credit union;•an operational and secure management information system (MIS) which accurately records transactions;•staffing and monitoring controls appropriate to the size of the credit union;• a framework for technology development• a process for outsourcing services•appropriate monitoring controls.The specific elements of a comprehensive internal controls system are set out in DICO’sBy-law No. 5. Internal controls relating to credit granting practices are covered in Chapter 5 on Credit Management.In designing a system of internal controls, management must review the costs and benefits of implementation. The cost of establishing a particular control must be measured against the expected savings attributable to loss prevention (e.g. reduction of fraud). A particular internal control may not be required where in its absence the likelihood of financial loss is small due to the size of the operations or the existence of compensating controls.A credit union can meet the standards of sound business and financial practices by ensuring it has developed and implemented policies and procedures comparable to those contained in this chapter. Policies and procedures should be appropriate for the size and complexity of operations.Authority and ApprovalA primary factor of operational risk management is the existence of a framework of defined levels of authority to make corporate decisions. Management must design and implement a framework for approval authorities, for all areas of operations which ensures that responsibilities and approvals for transactions are assigned to the proper and appropriate individuals within the organization.The following essential elements of an approval framework should be required by board policy, and should be documented in internal control procedures:•General approvals;•Specific approvals;•Designated signing authority;•Organizational chart;•Designated suppliers of professional services.General ApprovalsGeneral approvals need to be set within the procedures and job descriptions, for a group or class of transactions. They should provide staff with the authority to complete a transaction without receiving specific approval.Specific ApprovalsSpecific approvals are those that will require an authorizing action, evidenced by signature, before the transaction can be completed. Specific approval authorities document:•to whom the approval is delegated (by position or by individual);•the absolute or incremental authority being delegated;•restrictions, if any, placed on the authority;•whether the person can further delegate the authority.Signing AuthorityThe approvals framework should govern the signing authority of credit union's officers and management. The framework should address signing of:•corporate cheques;•documents under seal (e.g. mortgage discharges);•all contracts accepted on behalf of the credit union.Cheques over a prescribed dollar amount should require signatures by two officers, or at least one officer and one staff member.Authority to Enter into ContractsInternal controls should provide for the following safeguards when officers or staff enter into the contracts on behalf of the credit union:•Contracts which are entered into should comply with legislated requirements and the objects of the credit union.•Where the approval of a contract results in a conflict of interest for a director or officer, the individuals involved must be guided by sections 146 to 149 of the Act, as well as legislationon restricted party transactions, in Part IX of the Act and Part X of Regulation 76/95.(Refer to Section 2104 for further details in this regard.)•Contracts over a specified dollar amount should be subject to the control of dual, independent signatories. The specified amount should be determined by the board inrelation to the organization's asset size and transaction base.•Contracts which commit the organization to external borrowings must be subject first to board approval, and then require the manager and other senior officers' signature forvalidation.•Smaller purchases or contracts which commit the organization to daily business activities should have the signature of one or more operating officers and should be in compliancewith the credit union's capital budget, as approved by the board.•With respect to the authorization of loan contracts between the organization and its members, refer to Section 5502 of this Reference Manual on Loan Approvals andDisbursements.•Investment contracts should be authorized in compliance with a documented board policy on investments. Refer to Section 6204 of this Reference Manual on Investment Approvals. Organizational ChartAn organizational chart illustrates lines of reporting, responsibility and authority between staff, and is a useful tool in representing the authority framework of the credit union.Designated List of Professional Service SuppliersThe credit union should specify in policy or procedures designated suppliers of professional services. The purpose of this process is to ensure that the credit union retains professionals whose credentials and qualifications have been investigated.This can be ensured by requiring such investigation before a professional can be added to the designated list, and by limiting the credit union to only retaining professionals from that list. Investigation should ensure that professionals have the proper qualifications and insurance. Operational procedure (or policy) should specify the process for adding qualified professionals to the list.Professional services which should be covered in the list include:•legal counsel;•real estate appraisers;•financial advisors (brokers, investment dealers, and other financial service providers).A review of internal controls at the end of the year should include a check to ensure only professionals from the designated list were retained by the credit union.Safeguarding of Premises and AssetsThe safeguarding of premises from theft, burglary, robbery and other physically hazardous conditions which may cause harm to staff, members, or general property should be a key objective of policy. In order to reduce the risk of such acts being committed against the credit union, four basic areas of risk management are recommended:•Access to the credit union's property should be monitored and subject to certain physical controls.•Storage of valuables must be strictly regulated and protected in fire and theft resistant receptacles (e.g. safes, vaults, etc.).•Security procedures should be defined and followed by staff.•Insurance coverage should be utilized to reduce the risk of monetary loss from accidents. The extent of protection and the degree of precaution which must be implemented under each of these categories will vary amongst credit unions, and should be determined based on: •the incidence of crimes against the particular office or financial institutions in the area in which the office is located;•the amount of moneys, securities or other negotiables exposed to robbery, burglary, or theft;•the distance of the office from the nearest law enforcement offices, guards, or security personnel and the time required for such personnel to arrive at the office;•other security measures in effect at the office or within the area, such as the office being located within the complex of a business or factory which has security, etc.;•the physical characteristics of the office structure and its surroundings.Detailed recommendations on these categories of risk prevention for physical premises and assets follow.Access to Physical PremisesIt is recommended that at a minimum the following security equipment be installed to deter unauthorized access to the premises of the credit union.• A lighting system must be in place which effectively illuminates all areas surrounding exterior entrances to the premises, including the parking lot and any automated banking machines.•Minimal lighting of the interior office should be provided after hours, and curtains should be left open to permit police and/or security personnel to detect illegal entry.•The vault or safe door should be visible from outside the office if possible to promote direct surveillance by the public and the police.•Where public resources are available, arrangements could be made with local police or other security personnel to inspect the exterior of the premises with reasonable frequency.•Emergency lighting (and alarm) facilities must be equipped with an independent source of power, such as a battery, in the event of failure of the usual source of power.•Tamper resistant locks should be installed on exterior doors and windows. Rear and/or basement windows should be protected by burglary resistant bars or grills. It isrecommended that all outer door locks have dead-bolts with keys that are registered andcannot be cut by ordinary locksmiths without written authority.•Keys to the premises, the vault/safe or other safekeeping drawers must be maintained undera strictly applied policy of key control. An inventory of all keys should be prepared, listingthe authorized personnel to whom they have been assigned during the day.•Underwriter Laboratories of Canada (ULC) certified alarms should be installed on all safes/vaults. In addition, premises alarms can be installed for peripheral safety (e.g. motion detectors). The alarm system should provide for employee (e.g. teller) activation after arobbery, preferably a silent activator, that is connected to the police or a security agent. The equipment should have a visual and audible signal capable of indicating improperfunctioning or tampering with the system.• A camera surveillance system should be installed, where practicable, to monitor all entrances, tellers' counters, ATM areas and vault access. Notice of the existence of such devices should be prominently displayed and surveillance equipment continuously supplied with new tapeor film as required.•Customers and other members of the public should be kept away from rooms or areas that are not used to serve the public.•ATM facilities should be established in well lit areas, preferably near paths of public traffic for surveillance purposes.•Where a staffed drive-through teller window is used by a credit union to service members, the window should have bullet proof glass installed. The teller in a drive-through tellerwindow should be protected by a robbery alarm activator and video/camera surveillance.•Local police should be consulted in designing an effective program of crime prevention.Security ProceduresThe existence and enforcement of routine policies and procedures for the opening and closing of premises is another important element of risk management. The general manager, or other officer responsible for internal controls, should devise and oversee implementation of these practices at the credit union.Where a perimeter alarm and motion detector is not in place, the following practices are recommended for the opening of premises:•Specific senior employees should be designated to open the office or the branch on a daily basis. Employees should enter the premises through the front or main entrance doors,paying attention to suspicious persons who may be loitering near the office. When in doubt, police should be notified.•At least two persons should be present during the office opening. One person should remain outside the office while the other(s) inspects the interior premises, and givesclearance to exterior staff for entry. When clearance is not given within a reasonable time,the staff outside should contact the police from an outside location.•If there is only one employee, he/she should telephone a responsible person by a specified time, advising that everything is in order using a code word.•If upon entry, a break-in is discovered, staff should evacuate the premises, and call police from an outside location. Caution should be used so that fingerprints or other evidence isnot destroyed.Specific senior employees should be assigned to close the branch or office each night. The following safety procedures are recommended:•All doors and windows must be locked and checked thoroughly for damage and improper locking mechanism. Rooms, closets and basement should be inspected to ensureunauthorized persons have left the building.•Cash drawers and anti-hold-up units should be left empty and should remain open with keys removed. The cheque protector, certified cheque and other stamps should be locked away.•All securities and records should be stored in appropriate containers and locked;wastebaskets should not contain confidential data.•Combinations on teller lockers should be spun off. The vault/safe should be locked and all security and alarm devices should be checked to ensure these are activated.Once the office is closed for the evening, it is strongly recommended that individual staff not remain behind after hours. Where it is necessary to do so, two persons should be in attendance. The alarm company should be notified that staff are still on the premises so that employees are not mistaken as intruders.Storage of ValuablesIt is recommended that suitable storage units be used to protect the valuables of the credit union from theft or destruction. Refer to Schedule 9.1 below for a list of recommended equipment.Schedule 9.1STORAGE OF VALUABLESType of Valuable Recommended Storage UnitTeller Cash Teller drawers, drop safes and anti hold-up unitsCash In Transit Night depositories and armoured vehiclesSurplus Cash and Negotiable Securities ULC certified vault or safe with a time lock and delayed action timerMember Personal Valuables Safety deposit boxesMember Records Fire resistant storage cabinetsLoan Security Documents ULC certified vault or safe•Burglary ratings for all safes and vaults should be investigated with a league, or the bonding insurance company; equipment purchases must be in compliance with the requirements for bonding purposes.• A written certificate from the contractor, manufacturer or supplier of the equipment should be obtained, documenting that the equipment meets or exceeds recommended qualifications. •All key and combination locks which are installed on storage units should also be in compliance with recommendations made by a league or the bond insurer.•It is strongly recommended that all vault combinations have time delay mechanisms which require pre-setting for daily operations, and require two combinations to open.• A record of all combinations for combination locks should be kept in safekeeping, under dual custody preferably off premises. Combinations should be changed at least annually,after servicing or whenever there is staff turnover.•All storage devices should be regularly inspected, tested (e.g. at least annually) and serviced by competent persons to assure maximum performance and safety. A record should be kept of all inspections and servicing.• A perpetual inventory list of all equipment and fixed assets owned by the credit union should also be maintained.Operational Risk Management – Cash, Travelers’ Cheques and Other Instruments Section 9204Cash, Travelers' Cheques and Other Negotiable InstrumentsCash, travelers' cheques and other negotiable instruments represent a significant portion of the stored assets of a financial institution. As a result, this area warrants special focus. The following general internal controls are recommended:•Cash and negotiable securities must never be left unguarded when outside of the vault, and should be secured at all times.•Where possible, dual control of negotiables by independent persons should be exercised, meaning that at least two staff members should be required to access valuable property.•Where single control of cash and negotiable instruments is required for operational expediency, (e.g. a teller's control of his/her cash drawer) the property which is entrusted toa single employee should be counted.•Controls should be in place to log all transactions while funds are entrusted to an employee.When cash is returned to treasury or to another employee, it should be counted by thepersons responsible for treasury.•Procedures should exist for establishing the accountability of cash shortages. Tellers should be required to balance their cash at the end of their shift.•Detailed internal control procedures for the handling of cash should be documented by the credit union, and must be distributed to all staff who handle funds.Internal controls may also be necessary to provide proper safeguards for cash, cheques, and negotiables located in:•tellers' drawers;•treasury;•transit;•night boxes and ATMs;•safety deposit boxes.Operational Risk Management – Criminal Activity Section 9205Criminal ActivityInternal controls must address the threat of criminal activities from both within and outside the credit union. While the indemnification of losses from most criminal activities is provided for by mandatory bonding insurance, strategies are needed to minimize the likelihood and the effects of these activities, in order to protect members and employees from harm, and to keep bonding insurance premiums to a minimum. Refer to Schedule 9.2 for a sample list of criminal activities which should be addressed by internal control policy and procedures. A credit union can contact its league for assistance is setting up these procedures. One of the more common forms of criminal activity, money laundering is discussed below in greater detail.Schedule 9.2COMMON CRIMINAL ACTIVITIES FACING CREDIT UNIONS• Bomb threats•Extortionist telephone calls•Kidnapping of employees• Robbery• Burglary• Embezzlement• Mysterious disappearance• Forgery• Money laundering• Cheque kitingApproaches to managing associated media publicity that results from detected criminal activities should also be incorporated into these procedures.Money LaunderingMoney laundering is defined as a criminal process whereby the existence of an illegal source, or illegal application of income is concealed by the re-circulation (laundering) of that income through legal deposit taking institutions. Money laundering makes illegal cash appear legitimate. Generally the process is accomplished by individuals depositing illegal cash into a variety of accounts, in periodic instalments that do not arouse suspicion. The deposit of illegal proceeds into a financial institution is often accompanied by the practice of frequent cash transfers by wire or other methods, the conversion of cash into money orders, travelers' cheques, precious metals or other negotiable instruments, or the frequent changing of currency into different denominations of cash. Under Canada's Criminal Code, it is a criminal offence for anyone, including credit union staff, to knowingly assist in laundering the proceeds of crime.Credit union staff should be advised of the likely indicators of money laundering and should be trained to be suspicious of transactions that do not appear legitimate. It is recommended that the following unusual member behaviour be documented by tellers or service representatives, and communicated to the general manager, controller or internal auditor:•Unusually high and frequent cash deposits made by a member in person, by automated teller or night depository, usually followed by transfers clearing the account.•Irregular large cash deposits or withdrawals made by a business that seem unreasonable for the nature of the enterprise or which would normally be dominated by cheques or otherinstruments.•Members which decline or provide minimal information for new accounts or for other banking services which would be valuable to them.•Members which frequently seek to exchange small denomination bills for larger ones, or whose deposits contain counterfeit bills.In general, credit union general managers and staff should be familiar their members and their sources of funds, while at the same time noting and questioning any suspicious transactions. Where criminal activity is suspected, supervisory staff should transfer any evidence to the Risk Management personnel of the appropriate league, bonding agency or to police.Management and staff must also be aware of and comply with the federal regulations on money laundering. The Proceeds of Crime (Money Laundering) and Terrorist Financing Act requires the credit union to implement a compliance regime for identifying and reporting certain large and suspicious transactions.This includes:•the appointment of a Compliance Officer (for each branch location)•development, approval and application of written compliance policies and procedures •implementation of an ongoing employee compliance training program• a regularly scheduled review of policies and procedures by internal/external auditors to test their effectiveness, adopt changes in legislation and correct any weaknessesFurther information is available directly from FINTRAC (Web site http://www.fintrac.gc.ca), y our league or Credit Union Central of Canada.Safety ProceduresSteps should be taken by the credit union to conduct routine safety inspections of all office property, property in possession and foreclosed real property. The following guidelines are recommended:•The credit union should at least annually inspect fire prevention equipment including office sprinklers and fire extinguishers.•The need for installation of fire walls should be considered where the credit union's office is adjacent to fire hazardous occupants in the same building (e.g. restaurants, laundries, etc.).•Employees should be trained in fire prevention, and regular fire drills should be conducted.The local fire department should be consulted in establishing a fire prevention program.•All heating and electrical equipment should be routinely inspected to prevent performance failures and/or explosions.•Elevator shafts and vents within a building should be kept free of trash, dust and other combustible materials.•Waste should always be stored in enclosed metal containers, away from heating sources.•Entrances, stairways, office aisles and loading platforms should be kept unobstructed by trash or storage boxes.•Floors should be clean and dry to prevent accidental slippage.•Outside areas such as parking lots and sidewalks must be cleaned of snow and ice, and must be brightly lit at night. Walkways and steps should be in good repair.•Office equipment should be sturdy and safe for employee use. Large, clear plate glass windows should be marked at eye level, and not located where persons can accidentally walk through them.•Where the office is situated in an industrial plant, management should ensure hazardous industrial materials are not located close to the office.Property and Casualty InsuranceAdequate property and casualty insurance should be obtained by each credit union from a general insurer. The extent of coverage must be assessed relative to the original and replacement costs of insured property.The purpose of property and casualty insurance is to safeguard the organization against damages caused by accidental occurrences such as the following:•Fire and similar damages - arising out of fires caused by lightning and explosion, smoke, water, chemical, etc.•Weather and other perils - such as hail, windstorm, explosion without fire, vandalism, etc.•Automobile accidents - for both owned and non-owned automobiles.•Theft - including larceny, robbery and burglary.•General liability - arising out of injury to persons entering upon the premises.Bonding InsuranceIn accordance with section 151 of the Act, bonding insurance for officers and staff must be obtained.The prescribed minimum amount of coverage is set out in section 27 of Regulation 76/95. The coverage that is provided by a fidelity bond should include indemnification for losses caused by counterfeit money or securities, robbery, burglary, theft, forgery, or employee/director/committee member dishonesty.Although a regulatory minimum is prescribed in Regulation 76/95, the board of directors still need to review the amount of bonding insurance coverage held by the credit union to determine if it is sufficient given the credit union's operations. Increased coverage, even that greater than the regulatory minimum, should be obtained if necessary to provide sufficient protection for the credit union.Certain maximum limits and exclusions for liability are specified in the insurance agreement which should be fully reviewed. Management should be aware of these.Credit unions not covered through a league master bond program must obtain bonding insurance directly from the insurance company. Bondability of an employee is a requirement of bonding insurance, and therefore the credit union must ensure that all current staff are bondable. Similarly, any new staff must be bondable as well. Details of procedures for bonding new staff members can be obtained from the insurance company, or from the league if it institutes a master bond program.。
considered to contribute -回复
considered to contribute -回复"如何提高自我管理能力"引言：在当今快节奏的生活中，自我管理能力变得比以往任何时候都更加重要。
无论是在工作上还是个人生活中，良好的自我管理能力都可以帮助我们有效地组织时间、达成目标，并保持平衡的生活。
本文将一步一步回答关于如何提高自我管理能力的问题。
第一步：制定明确的目标要提高自我管理能力，首先要有明确的目标。
这可以是长期目标，如职业发展，也可以是短期目标，如完成一项任务。
制定目标时，应该确保它们是具体、可衡量和可实现的。
例如，将目标从"提高职业技能"具体化为"参加一门相关培训并取得认证"。
第二步：制定行动计划一旦设定了目标，下一步就是制定行动计划。
行动计划是实现目标的路线图，通过明确的行动步骤将目标分解为可操作的任务。
在制定行动计划时，可以使用时间管理工具，如日程表或待办事项清单，来帮助组织和跟踪任务的完成情况。
第三步：培养时间管理技能时间管理是自我管理的核心技能之一。
要提高时间管理能力，可以采用以下方法：- 设置优先级：识别哪些任务是最重要的，并首先处理它们。
- 避免拖延：尽量不要将任务推迟到最后时刻，而是在合适的时间开始做。
- 制定计划：每天早晨或每周初设定一个计划，列出要完成的任务和优先级。
- 集中注意力：避免分散注意力，学会集中精力完成一项任务。
- 学会说不：学会拒绝那些不对自己目标有帮助或负担过大的任务。
第四步：建立良好的习惯成功的自我管理依赖于良好的习惯。
要建立良好的习惯，需要坚持做以下事情：- 坚持每天定期锻炼身体，保持健康的状态。
- 形成阅读的习惯，持续学习和扩展自己的知识。
- 坚持每天规律的作息时间，保证充足的睡眠。
- 维持清晰的工作区域，避免被杂乱的环境干扰。
- 定期反思和评估自己的进展，及时进行调整。
第五步：寻找支持和反馈成功的自我管理不是一项孤立的任务，而是需要外部支持和反馈。
DAMA-CDGA(数据治理工程师)-重点章节习题-第16章
数据治理工程师 CDGA 认证考试习题集第十六章数据管理组织与角色期望（重点章节）1. 在定义任何新组织或尝试改进现有组织之前，了解当前组织的哪些方面非常重要？A. 企业文化、运营模式和人员B. 业务战略，技术战略，数据战略C. 工具、方法和流程D. 事业环境因素，组织过程资产，行动路线图2. 数据管理组织被证明对其成功发挥着关键作用的因素有？A. 高管层的支持数据治理工程师认证（Certified Data Governance Associate，CDGAB. 明确的愿景C. 主动的变更管理D. 以上都是3. 按照 Dataversity 在 2014 年的说法，CDO（首席数据官）的职责应该包括至少：A. 建立企业的数据战略、指挥 CIO 和 IT、为业务部门提高技术支持等B. 建立企业的数据战略、实施云计算和边缘计算、为业务部门提高数据和技术支持等C. 建立企业的数据战略、协调企业 IT 和业务资源、为业务部门提高数据支持等D. 建立企业的数据战略、实施和构建大数据和网络系统、为业务部门提高数据支持等4. 组织的网络运营模式通过什么工具来记录联系和责任制度？A. CURDB. RACIC. 6 西格玛D. GROW5. 数据管理组织被证明对其成功发挥着关键作用的因素有？A. 高管层的支持B. 明确的愿景C. 主动的变更管理D. 以上都是6.数据管理中，有许多不同的角色，有机构角色，也有个人角色。
就个人角色而言：A. 商务智能构架师属于 IT 角色，商务智能分析师属于混合角色B. 数据建模师属于混合角色，数据库管理员属于 IT 角色C. 数据 ETL 开发员属于 IT 角色，元数据管理人员也属于 IT 角色D. 数据构架师属于 IT 角色，数据质量分析师属于混合角色7、对于一个国际性的大型企业，数据组织架构最常用的运营模式是哪种？A.分布式B.集中式C.联邦制D.混合制8、下述科特变革法中，哪个不属于阶段二中间地带A.授权员工参与B.创造短期收益C.加强团队协作D.巩固收益并创造更多变革9、下列（）不属于 IT 角色A.数据架构师B.数据质量分析师C.数据集成专家D.分析/报表开发人员10、企业架构的实践不包括A.管理架构B.应用架构C.信息（或数据）架构D.业务架构11、关于数据管理角色中 IT 角色的分类，哪项不是上述角色之一？A.数据架构师B.数据库管理员C.BI 架构师D.数据集成专家数据治理工程师 CDGA 认证考试习题答案第十六章数据管理组织与角色期望（重点章节）1. 正确答案：A【答案解析】详见书本 P432-433 页，16.2 了解现有的组织和文化规范。
美国项目管理协会在项目管理知识体系指南中
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Cognos Metrics Manager用户手册说明书
MANAGE WHAT MATTERSWith Cognos Metrics Manager, organizations can deliver goal-driven metrics to every desktop. Users can monitor, analyze, and report on time-critical information through the creation, management, presentation, and delivery of cross-functional metrics.Cognos Metrics Manager can model and track any set of performance indicators for Global 3500 enterprises. It links an organization’s goals with employee performance and accountability.With Cognos Metrics Manager, users are self-sufficient, and can readily see how the business is progressing against its strategy. They can set priorities for their own actions. They can understand how their decisions affect the company’s performance.This scorecarding approach enables organizations to mon-itor their business by tracking more than just financial measurements. Key performance indicators (KPIs) such as employee satisfaction, supplier scorecards, and customer profitability, can be integrated into your management pic-ture. These indicators draw on a broad range of data sources from many different areas of your business.Cognos Metrics Manager delivers the single version of the truth that enterprises need to make decisions with confidence. It also provides the direct link to BI that helps users get at what’s driving their performance. Cognos Metrics Manager is tightly integrated with Cognos Series 7 BI to provide the rich environment and extensive range of Cognos functionality, including dash-boards, reports, and analysis.Cognos Metrics Manager works with Cognos Planning Series. Organizations can provide visibility into plan versus actual performance and communicate goal-driv-en planning metrics to thousands of employees across the enterprise. Cognos Metrics Manager can draw data from anywhere in your organization, in any format.This integration creates a collaborative decision-making environment for business users. It enables the effective sharing and rapid distribution of information tied to key corporate performance management indicators.KEY BUSINESS BENEFITSFlexible, open methodology supportThe flexibility of the software lets you model metrics and their relationship to each other based on any standard or proprietary scorecarding and management methodology you already use.Summary views from an easy-to-use interfaceCognos Metrics Manager displays summary views based on the Balanced Scorecard and other methodologies, and users can easily drill down to detailed metrics results and history.Scorecard viewSCORECARDING WITH COGNOSAnalyze issues to the required depthThe rich Cognos scorecarding environment, through integration with Cognos reporting and analysis capabil-ities, lets you analyze performance issues to understand what drives a metric’s change in order to make better decisions. Choose between a reportlet or a live custom URL for further information or greater context. URLs can point toward live dashboards, BI reports, SCM or CRM systems, or Web sites.Flexible information deliveryUsers can be notified by email at their desktop or on their PDA when a metric changes status. They can show or hide information and add custom benchmarks to their own personal scorecards.Detailed view of accountability and performance Managers can view metrics by their owners for a better view of individuals’ performance. Three- or five-state status indicators provide more granularity and show when performance is approaching or slightly exceeding targets.Work online or offlineView your scorecards from any Web browser or gener-ate PDF files that you can print and share in hard copy.Combined views of disparate measuresRecognizing that many users require cross-functional metrics, Cognos Metrics Manager uniquely consolidates disparate measures from different functional areas and data sources.KEY TECHNICAL FEATURESMetrics definition from disparate data sourcesCognos Metrics Manager can import data from any source. Any vendor’s data sources, relational databases, Excel files, flat files, user-entered values, and Cognos business intelligence sources can provide data to populate and support your scorecard. A Data Loader Utility is provided to automate the loading of data from flat files.Easy to deployZero-footprint architecture means users and adminis-trators do not require software installed on their desktop, making global intranet or extranet use and deployment easier.Simplified metrics creationAdministrators can define a metric once for use in any scorecard in their organization. Centrally defined KPIs ensure a consistent version of the truth and priority for all users. Administrator menus let you define all aspects of a metric: threshold ranges, benchmarks, data source definition, contact names, and URL links for contextual information in any format.Flexible metrics buildingCognos Metrics Manager lets you control the specific metrics or KPIs you wish to track, how they are com-bined, what constitutes good and poor performance for each indicator, and links to supporting reports.Central metrics storeCognos Metrics Manager historical data, as well as score-card, diagrams, and metric definitions are maintained in an industry-standard relational database.COGNOS METRICS MANAGERAlign metrics with strategy and initiativesIntegrated AnalysisCognos product interoperabilityCognos Metrics Manager is interoperable with the Cognos Series 7 enterprise-scale BI framework andfull suite of BI tools, and is integrated with Cognos Web Services.Application access and securityIntegration with the Cognos access and security founda-tion means users are easily assigned to classes, which determine the scorecards and metrics they can access through a simple and single sign-on dialogue box.Embedded business analysis toolsEnd user tools simplify cross-impact analysis of metrics.Integration with multidimensional analysis tools let users uncover the root cause of performance issues.Metrics relationship auto-diagramsAutomatically generated HTML displays of the relation-ship between metrics visually guide analysis to the root of performance problems.Balanced Scorecard Collaborative-certifiedCertified by the Balanced Scorecard Collaborative,Cognos Metrics Manager includes Strategy Maps and other Kaplan & Norton Balanced Scorecard best practices that can be easily and quickly modeled though menu-based administrator functions.Dynamic diagramsDynamic diagrams give users the capability to view metrics in context overlaid on images, such as JPEG and GIF files (e.g., revenue maps, corporate strategy maps,floor diagram or process maps). These diagrams can be easily created using the drag and drop administrationinterface to place metrics on top of pre-defined graphical images.Utilization monitoring and analysisCognos Metrics Manager can even track its own performance. It allows administrators to analyze how the application is being utilized throughout the organization.ScalabilityCognos Metrics Manager was built to handle the data vol-umes and user requirements of Fortune 1000 companies.TECHNICAL SPECIFICATIONSCognos Metrics Manager is built on industry-leading enterprise architectures including:Multiple Operating Systems (Microsoft Windows,Sun Solaris, HP-UX, IBM AiX),•Multiple Application Servers (Sun One 7, Apache Tomcat 4.1.18, IBM Websphere, 5, BEA Weblogic 7.0.1 and 8.1)Enterprise RDBMS Repository (MS-SQL Server,Oracle),J2EE Application Servers,Browser IE V5.5 and higher (for users or administra-tors), or Netscape 6.2 (for users).COGNOS METRICS MANAGERImpact analysis diagramView Metrics by ownerCOGNOS SERIES 7:BI FOR THEINTELLIGENT ENTERPRISECognos Series 7 suite of business intelligence (BI) com-ponents delivers the information framework that lets anyone in your organization understand your corporate performance—from any angle and to any depth. It lets you communicate the results—whether business as usual or breakthrough insight. It can even notify you if a critical event occurs, wherever you may be.Build a solution using Cognos Series 7 components or purchase a pre-built solution. Either way, ease of use and deployment, combined with user self-service, means you’re up and running quickly and seeing ROI faster than you imagined. All Cognos Series 7 components feature:Centralized security:A single LDAP-based component delivers seamless, secure access for all users inside and outside the firewall in conjunction with your own user authentication and security systems. IT can manage user profiles and classes for all Cognos components through centralized SSL security.Zero-footprint web deployment:Users access infor-mation in pure html using their web browser, making Java applets or proprietary plug-ins unnecessary. Share strategic information over a secure extranet with partners, suppliers, customers, and a mobile sales force with the bandwidth-saving benefit of a stateless environment.Scalability:Cognos Series 7 has been tested and proven scalable to tens of thousands of users through load balancing and a distributed architecture supporting Unix and Windows.Central administration:Manage all BI applications from one central console, or distribute management among departments or locations. Control request processing at the server, application, PowerCube, and report level. Monitor throughput across multiple servers at a glance and fine-tune multi-server environments. The platform-independent, remote Java administrator program lets you administer any server from any machine.Shared metadata:Create and manage all BI metadata and business rules in a single metadata model based on shared dimensions. This model provides a consistent enterprise data view with minimum development effort. The SQL-based environment ensures the metadata is optimized for each BI application.Extensible BI:Using our open API based on a web services architecture, IT can integrate BI directly into third party portals or specialized web applications. The software’s shared data foundation and integrated, modular approach means it can be easily implemented in steps across the entire enterprise. It can grow as the business grows, while reusing existing technology investments to save on costs.Local language, local currency:Localized product versions let users work in their own language and view figures in their own currency, using regional settings—all from a single application serverWHY COGNOS?Only Cognos delivers a complete range of integrated, scalable software for corporate performance manage-ment. Cognos products let organizations drive perform-ance with enterprise planning and budgeting, monitor it with scorecarding, and understand it with business intel-ligence reporting and analysis. Founded in 1969, Cognos now serves more than 22,000 customers in over 135 countries.Stock NO.:035015(04/03)Cognos,and the Cognos logo are trademarks or registered trademarks of Cognos Incorporated in the United States and/or other countries.Allother names are trademarks or registered of their respective companies.。
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Key Words: knowledge portal, information integration, ontology
Category: H.0
1 Introduction
Supporting communities in sharing and exchanging knowledge is an important aspect of Knowledge Management. This holds e.g for communities of practice being organized within enterprises or being organized by a collection of cooperating enterprises or for scientific communities that are spread all over the world and thus urgently need support in sharing their knowledge. In that context, knowledge portals [14] play a part in offering means for providing and accessing knowledge on a semantic level. In essence, knowledge portals exploit ontologies for achieving a conceptual foundation for all functionalities that are offered by the portal. We have developed the SEAL (SEmantic PortAL) framework for developing and managing knowledge portals. SEAL exploits Semantic Web technologies to offer mechanisms for acquiring, structuring, integrating, sharing and accessing distributed knowledge between human and/or machine agents [10, 8]. Up-to-now, SEAL put emphasis on supporting the acquiring and structuring of
volz@aifb.uni-karlsruhe.de)
Abstract: Community web sites exhibit the property that multiple content providers exist. Of course, any portal is only as useful as the quality and amount of its content. Developing original content is time consuming and expensive. To offset the cost, we present a novel framework, viz. SEAL (SEmantic portAL), that builds on Semantic Web standards. We illustrate our approach with examples from the OntoWeb community portal. Community web sites exhibit two dominating properties: They often need to integrate many different information sources and they require an adequate web site management system. SEAL exploits ontologies for fulfilling the requirements set forth by these two properties. Ontologies provide a high level of sophistication for web information integration as well as for web site management.
Journal of Universal Computer Science, vol. 8, no. 6 (2002), 662-672 submitted: 4/2/02, accepted: 3/5/02, appeared: 28/6/02 J.UCS
Managing User Focused Access to Distributed Knowledge
Studer R., Sure 来自., Volz R.: Managing User Focused Access ...
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knowledge by semantic annotation [7] and the automatic generation of navigational views and mixed ontology and content-based presentation.
The paper is structured as follows. First, we describe the main components and functionalities of our SEAL framework. In Section 3 we outline the scenario that is set up by the OntoWeb portal and derive from that scenario the new requirements that have to be met by the SEAL framework, especially the publishing workflow. The definition of the publishing workflow and its realization as part of the SEAL framework are described in Section 4. We conclude with a discussion of related work and an outline of open research problems.
2 SEAL — The core approach
The recent decade has seen a tremendous progress in managing semantically heterogeneous data sources. Core to the semantic reconcilation between the different sources is a rich conceptual model that the various stakeholders agree on, an ontology [4]. The conceptual architecture developed for this purpose now generally consists of a three layer architecture comprising (cf. [15]) (i) heterogeneous data sources (e.g., databases, XML, but also data found in HTML tables), (ii) wrappers that lift these data sources onto a common data model (e.g. OEM [12] or RDF [9]), (iii) integration modules (mediators in the dynamic case) that reconcile the varying semantics of the different data sources. Thus, the complexity of the integration/mediation task could be greatly reduced.