the art of CEO succession

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succession的用法

succession的用法"Succession" 是一个多义词，可以根据上下文有不同的用法。

以下是一些可能的用法：1. 继承（Inheritance）：Succession 可以指代财产、权力或地位的继承。

例如：- The prince was next in line for the throne and was prepared for the succession.（王子是王位的继承人，已经做好了接位的准备。

）- The company's succession plan ensured a smooth transition of leadership.（公司的继任计划确保了领导层的顺利过渡。

）2. 一系列事件或事物的连续（Sequence）：Succession 还可以表示一系列事件、事物或行为的连续发生。

例如：- The succession of earthquakes in the region has raised concerns about safety.（该地区地震的连续发生引起了人们对安全的担忧。

）- The succession of experiments led to a groundbreaking discovery.（一系列的实验导致了一项开创性的发现。

）3. 继任（Replacement or Follow-up）：在某些情况下，succession 可以表示接替或继任，尤其是在领导层或组织中。

例如：- The new CEO was chosen in succession to the retiring executive.（新任首席执行官是继任即将退休的高管的。

）- Each president in succession faced unique challenges during their tenure.（每位连任的总统在任期内都面临着独特的挑战。

约翰霍金斯《创意经济》的主要内容

约翰霍金斯《创意经济》的主要内容John Howkins' "The Creative Economy" is a groundbreaking book that delves into the intricacies of creative industries and their impact on the global economy. Through extensive research and analysis, Howkins explores how creativity has become a vital force in driving economic growth and fostering innovation across various sectors. His work sheds light on the evolving nature of the creative economy and its potential to shape the future of business and society as a whole.《创意经济》是约翰霍金斯的一本开创性的著作，深入探讨了创意产业及其对全球经济的影响。

霍金斯通过广泛的研究和分析，探讨了创造力如何成为推动经济增长和促进创新的重要力量。

他的作品揭示了创意经济的不断发展性质及其塑造未来商业和整个社会的潜力。

One of the key insights that Howkins presents is the idea that creativity is no longer confined to traditional artistic fields like music, literature, and visual arts. Instead, he argues that creativity has permeated all aspects of the economy, from technology and design to entertainment and media. This broad perspective highlights thediverse ways in which creativity can drive value and transformation in the modern world.霍金斯提出的一个关键见解是，创意不再局限于传统的艺术领域，如音乐、文学和视觉艺术。

有史以来最伟大的100本商业经典

有史以来最伟大的100本商业经典为你讲书（点击收听）当前浏览器不支持播放音乐或语音，请在微信或其他浏览器中播放1:33 史上最伟大的100本商业经典来自飞芒翻书“有史以来最伟大的100本商业经典”来自一本名为《一次读完100本商业经典》的图书。

这本书的作者长期从事商业图书评论工作，他们精选的这100本书，将帮助从初级员工到CEO的任何人明确地找出真正值得自己为之付出金钱和时间的经典。

第一部分：自我成长Flow，Mihaly Csikszentmihalyi 《幸福的真意》米哈里·契克森米哈赖（著）Getting Things Done，David Allen《尽管去做》戴维·艾伦（著）The Effective Executive，Peter F. Drucker《卓有成效的管理者》彼得·F·德鲁克（著）How to Be a Star at Work，Robert E. Kelley《五星级员工是这样诞生的！》罗伯特·E·凯利（著）The 7 Habits of Highly Effective People，Stephen R. Covey《高效能人士的七个习惯》史蒂芬·R·柯维（著）How to Win Friends and Influence People，Dale Carnegie《卡内基沟通与人际关系》戴尔·卡内基（著）Swim with the Sharks without Being Eaten Alive，Harvey B. Mackay《与鲨共泳》哈维·B·麦凯（著）The Power of Intuition，Gary Klein《直觉的力量》加里·克莱因（著）What Should I Do with My Life?，Po Bronson《这辈子，你想做什么？》坡·布朗森（著）Oh, the Places You’ll Go!，Dr. Seuss/Theodore Geisel《噢，你将去的地方！》索伊斯博士/迪奥多·盖泽尔（著）Chasing Daylight，Eugene O’Kelly《追逐日光》尤金·奥凯利（著）第二部分：领导力On Becoming a Leader，Warren Bennis《成为领导者》沃伦·本尼斯（著）The Leadership Moment，Michael Useem《大决策、大教训》迈克尔·尤西姆（著）The Leadership Challenge，James M. Kouzes and Barry Z. Posner《领导力》詹姆斯·M·库泽斯、巴里·Z·波斯纳（著）Leadership Is an Art，Max De Pree《领导的艺术》麦克斯·帝普雷（著）The Radical Leap，Steve Farber《站在浪头》史蒂夫·法柏（著）Control Your Destiny or Someone Else Will，Noel M. Tichy and Stratford Sherman《把握命运：GE的成功奥秘》诺尔·M·提区、史崔佛·薛曼（著）Leading Change，John P. Kotter《领导变革》约翰·P·科特（著）Questions of Character，Joseph L.Badaracco Jr.《领导者性格》小约瑟夫·L·巴达拉科（著）The Story Factor，Annette Simmons《讲故事》安妮特·赛蒙斯（著）Never Give In!，Winston Churchill《永不屈服》温斯顿·丘吉尔第三部分：战略In Search of Excellence，Thomas J. Peters and Robert H. Waterman Jr.《追求卓越》汤姆·J·彼得斯、小罗伯特·H·沃特曼（著）Good to Great，Jim Collins《从优秀到卓越》吉姆·柯林斯（著）The Innovator’s Dilemma，Clayton M. Christensen《创新者的窘境》克雷顿·M·克里斯滕森（著）Only the Paranoid Survive，Andrew S. Grove《只有偏执狂才能生存》安迪·S·格鲁夫（著）Who Says Elephants Can’t Dance?，Louis V. Gerstner Jr.《谁说大象不能跳舞？》郭士纳（著）Discovering the Soul of Service，Leonard L. Berry《服务的奥秘》利奥纳德·L·贝利（著）Execution，Larry Bossidy and Ram Charan《执行》拉里·博西迪、拉姆·查兰（著）Competing for the Future，Gary Hamel and C. K. Prahalad《竞争大未来》加里·哈梅尔、C. K. 普拉哈拉德（著）第四部分：销售与营销Influence，Robert B. Cialdini《影响力》罗伯特·B·西奥迪尼（著）Positioning:The Battle for Your Mind，Al Ries and Jack Trout 《定位：头脑争夺战》艾尔·里斯、杰克·特劳特（著）A New Brand World，Scott Bedbury with Stephen Fenichell《品牌新世界》斯科特·贝德伯里、斯蒂芬·芬尼契尔（著）Selling the Invisible，Harry Beckwith《销售无形》哈利·贝克维斯（著）Zag，Marty Neumeier《品牌差别化战略》马蒂·纽梅尔（著）Crossing the Chasm，Geoffrey A. Moore《跨越鸿沟》杰弗里·A·摩尔（著）Secrets of Closing the Sale，Zig Ziglar《金克拉赢家销售书》金·克拉（著）How to Become a Rainmaker，Jeffrey J. Fox《如何成为造雨人》杰弗瑞·J·福克斯（著）Why We Buy，Paco Underhill《顾客为什么购买》帕科·昂德希尔（著）The Experience Economy，B. Joseph Pine Ⅱand James H. Gilmore《体验经济》B·约瑟夫·派恩二世、詹姆斯·H·吉尔摩（著）Purple Cow，Seth Godin《紫牛》塞斯·高汀（著）The Tipping Point，Malcolm Gladwell《引爆点》马尔科姆·格拉德威尔（著）第五部分：规划与计分Naked Economics，Charles Wheelan《赤裸裸的经济学》查尔斯·韦兰（著）Financial Intelligence，Karen Berman, Joe Knight, John Case 《财务智慧》卡伦·伯曼、乔·伊奈特、约翰·凯斯（著）The Balanced Scorecard，Robert S. Kaplan and David P. Norton 《平衡计分卡：化战略为行动》罗伯特·S·卡普兰、大卫·P·诺顿（著）第六部分：管理The Essential Drucker，Peter F. Drucker《德鲁克管理思想精要》彼得·F·德鲁克（著）Out of the Crisis，W. Edwards Deming《转危为安》W·爱德华兹·戴明（著）Toyota Production System，Taiichi Ohno《丰田生产方式》大野耐一（著）Reengineering the Corporation，Michael Hammer and James Champy《企业再造：企业革命的宣言书》迈克尔·哈默、詹姆斯·钱皮（著）The Goal，Eliyahu M. Goldratt and Jeff Cox《目标》艾利·M·高德拉特、杰夫·科克斯（著）The Great Game of Business，Jack Stack with Bo Burlingham 《伟大的商业游戏》杰克·斯塔克、鲍伯·格林厄姆（著）First, Break All the Rules，Marcus Buckingham and Curt Coffman《首先，打破一切常规》马库斯·白金汉、柯特·科夫曼（著）Now, Discover Your Strengths，Marcus Buckingham and Donald O. Clifton《现在，发现你的优势》马库斯·白金汉、唐纳德·O·克利夫顿（著）The Knowing-Doing Gap，Jeffrey Pfeffer and Robert I. Sutton 《管理者的误区》杰费里·菲佛、罗伯特·I·萨顿（著）The Five Dysfunctions of a Team，Patrick Lencioni《团队的五种机能障碍》帕特里克·兰西奥尼（著）Six Thinking Hats，Edward De Bono《六顶思考帽》爱德华·德波诺（著）第七部分：传记My Years with General Motors，Alfred P. Sloan Jr.《我在通用汽车的岁月》小艾尔弗雷德·P·斯隆（著）Titan，Ron Chernow《工商巨子》荣·切尔诺（著）The HP Way，David Packard《惠普方略》大卫·帕克（著）Personal History，Katharine Graham《个人历史》凯瑟琳·格雷厄姆（著）Moments of Truth，Jan Carlzon《关键时刻MOT》詹·卡尔森（著）Sam Walton: Made in America—My Story，Sam Walton with John Huey《萨姆沃尔顿自传》萨姆·沃尔顿、约翰·休（著）Losing My Virginity，Richard Branson《理查德布兰森自传》理查德·布兰森（著）第八部分：创业The Art of the Start，Guy Kawasaki《创业的艺术》盖伊川崎（著）The E-Myth Revisited，Michael E. Gerber《突破瓶颈》迈克尔·E·格伯（著）The Republic of Tea，Mel Ziegler, Patricia Ziegler, and Bill Rosenzweig《茶叶共和国》梅尔·辛格勒、帕特丽夏·辛格勒、比尔·罗森斯维（著）The Partnership Charter，David Gage《合伙人章程》戴维·盖奇（著）Growing a Business，Paul Hawken《如何把企业做大》保罗·霍肯（著）Guerrilla Marketing，Jay Conrad Levinson《游击营销》杰伊·康拉德·莱文森（著）The Monk and the Riddle，Randy Komisar with Kent Lineback 《僧侣与谜语：一位硅谷企业家的创业智慧》兰迪·科米萨、肯特·林内贝克（著）第九部分：商业故事The Smartest Guys in the Room，Bethany McLean and Peter Elkind《房间里最精明的人》贝萨妮·麦克莱恩、彼得·埃尔金德（著）McDonald’s，John F. Love《麦当劳》约翰·F·洛弗（著）American Steel，Richard Preston《美国钢铁》理查德·普雷斯顿（著）The Force，David Dorsey《原力》戴维·多西（著）When Genius Failed，Roger Lowenstein《赌金者》罗格·洛温斯坦（著）Moneyball，Michael Lewis《魔球》麦可·路易士（著）第十部分：创新与创意Orbiting the Giant Hairball，Gordon Mackenzie《改变毛粪石的轨道》戈登·麦肯齐（著）The Art of Innovation，Tom Kelley with Jonathan Littman《创新的艺术》汤姆·凯利、乔纳森·利特曼（著）Jump Start Your Business Brain，Doug Hall《开动商业脑力》道戈·霍尔（著）A Whack on the Side of the Head，Roger V on Oech《在脑袋一侧猛敲一下——打开思维枷锁，提高创造力》罗杰·冯·欧克（著）The Creative Habit，Twyla Tharp《创造性的习惯》崔拉·夏普（著）The Art of Possibility，Rosamund Stone Zander and Benjamin Zander《可能性的艺术》罗莎蒙德·斯通·赞德、本杰明·赞德（著）第十一部分：奇思妙策The Age of Unreason，Charles Handy《非理性的时代》查尔Out of Control，Kevin Kelly《失控》凯文·凯利（著）The Rise of the Creative Class，Richard Florida《创意新贵：启动新新经济的精英势力》理查德·佛罗里达（著）Emotional Intelligence，Daniel Goleman《情感智商》丹尼尔·戈尔曼（著）Driven，Paul R. Lawrence and Nitin Nohria《驱动力》保罗·R·劳伦斯、尼汀·诺瑞亚（著）To Engineer Is Human，Henry Petroski《打造世界的工程师》亨利·波卓斯基（著）The Wisdom of Crowds，James Surowiecki《百万大决定》詹姆斯·索诺维尔基（著）Made to Stick，Chip Heath and Dan Heath《让创意更有黏性》奇普·希思、丹·希思（著）第十二部分：随身宝典The First 90 Days，Michael Watkins《最初的90天》迈克尔·沃特金斯（著）Up the Organization，Robert Townsend《领导箴言》罗伯特·汤森（著）Beyond the Core，Chris Zook《从核心扩张》克里斯·祖克（著）Little Red Book of Selling，Jeffrey Gitomer《销售红宝书》杰弗里·吉特默（著）What the CEO Wants You to Know，Ram Charan《CEO说》拉The Team Handbook，Peter R. Scholtes, Brian L. Joiner and Barbara J. Streibel《团队手册》彼得·R·斯科尔特斯、布赖恩·L·乔伊纳、芭芭拉·J·史崔贝尔（著）A Business and Its Beliefs，Thomas J. Watson Jr.《一个企业的信念》小托马斯·J·沃森（著）Lucky or Smart?，Bo Peabody《27岁成为千万富翁》博·皮博迪（著）The Lexus and the Olive Tree，Thomas L. Friedman《世界是平的：“凌志汽车”和“橄榄树”的视角》托马斯·L·弗里德曼（著）Thinkertoys，Michael Michalko《思考的玩具：商业创新手册》迈克尔·米哈尔科（著）More Than You Know，Michael J. Mauboussin《魔鬼投资学》迈克尔·J·莫布森（著）*本书单内容来自（美）杰克·科弗特，托德·赛特斯登（著）电子工业出版社2011.5点击下方“蓝字”，查看往期内容股神巴菲特的推荐书单‖8本书带你走上职场巅峰。

家族企业CEO继任计划及其影响因素研究_以浙江民营企业为例_吴道友

文章编号:1002-980X (2006)06-0018-03家族企业CEO 继任计划及其影响因素研究:以浙江民营企业为例吴道友1,赵晓东2(1.浙江大学管理学院,杭州310018;2.浙江大学城市学院,杭州310015) 摘要:家族企业在世界和中国经济中都扮演了重要角色,本文从继任计划(successio n planning )的概念出发,以浙江民营企业为例,对关乎家族企业兴衰成败的最高领导人CEO 的继任计划进行了考察。

文章区分了两类不同的家族企业CEO 继任模式,并着重对内部继任计划的初始满意感和影响因素进行了分析。

最后,本文对中国文化背景下家族企业CEO 继任计划的应用做了一些思考。

关键词:家族企业;继任计划;CEO ;家族内部继任中图分类号:C931 文献标志码:A收稿日期:2006—02—16作者简介:吴道友(1975-),男,浙江大学管理学院企业管理专业博士生,浙江财经学院讲师,研究领域:民营企业、人力资源与创业、组织行为;赵晓东(1974-),男,浙江大学城市学院讲师,浙江大学企业管理专业博士生,研究领域:民营企业、人力资源与创业。

一、引言无论是在发达国家还是发展中国家,家族企业在世界经济中都占有重要地位。

据克林·盖尔西克等人的研究〔1〕,最保守的估计也认为由家庭所有或经营的企业在全世界企业中占65%至80%之间。

世界500强企业中有40%由家庭所有或经营。

就美国而言,90%的企业可以被界定为是家族企业,家族企业创造了50%-60%的GDP ,提供了近80%的新增就业岗位(Delavan &Wisconsin ,1999)。

在欧洲,超过70%的企业为家族所有或家族控制(Mark A .A .M .Leeders &Eric Waarts ,2001)。

在亚洲各国,家族企业大都居主导地位,其中日本的中小企业95%以上是家族企业(刘伟东、陈风杰,2000)。

战略管理英文版最新版教学课件第12章

➢ Forced to resign
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory

2011英语一考研真题答案+解析

2011年全国硕士研究生入学统一考试英语试题Section I Use of EnglishDirections:Ancient Greek philosopher Aristotle viewed laughter as“a bodily exercise precious to health.”But ---_____some claims to the contrary,laughing probably has little influence on physical filness Laughter does _____short-term changes in the function of the heart and its blood vessels,____heart rate and oxygen consumption But because hard laughter is difficult to____,a good laugh is unlikely to have_____benefits the way,say,walking or jogging does.____,instead of straining muscles to build them,as exercise does,laughter apparently accomplishes the____, studies dating back to the1930’s indicate that laughter.muscles,Such bodily reaction might conceivably help____the effects of psychological stress.Anyway,the act of laughing probably does produce other types of______feedback,that improve an individual’s emotional state. ______one classical theory of emotion,our feelings are partially rooted_______physical reactions.It was argued at the end of the19th century that humans do not cry______they are sad but they become sad when te tears begin to flow.Although sadness also_______tears,evidence suggests that emotions can flow_____muscular responses.In an experiment published in1988,social psychologist Fritz Strack of the University of würzburg in Germany asked volunteers to____a pen either with their teeth-thereby creating an artificial smile–or with their lips，which would produce a（n）_____expression.Those forced to exercise their enthusiastically to funny catoons than did those whose months were contracted in a frown，_______that expressions may influence emotions rather than just the other way around____，the physical act of laughter could improve mood.1．[A]among[B]except[C]despite[D]like2．[A]reflect[B]demand[C]indicate[D]produce3．[A]stabilizing[B]boosting[C]impairing[D]determining4．[A]transmit[B]sustain[C]evaluate[D]observe5．[A]measurable[B]manageable[C]affordable[D]renewable6．[A]In turn[B]In fact[C]In addition[D]In brief7．[A]opposite[B]impossible[C]average[D]expected8．[A]hardens[B]weakens[C]tightens[D]relaxes9．[A]aggravate[B]generate[C]moderate[D]enhance10．[A]physical[B]mentl[C]subconscious[D]internal11．[A]Except for[B]According to[C]Due to[D]As for12．[A]with[B]on[C]in[D]at13．[A]unless[B]until C]if[D]because14．[A]exhausts[B]follows[C]precedes[D]suppresses15．[A]into[B]from[C]towards[D]beyond16．[A]fetch[B]bite[C]pick[D]hold17．[A]disappointed[B]excited[C]joyful[D]indifferent18．[A]adapted[B]catered[C]turned[D]reacted19．[A]suggesting[B]requiring[C]mentioning[D]supposing20．[A]Eventually[B]Consequently[C]Similarly[D]ConverselySection II Reading ComprehensionPart ADirections:Read the following four texts.Answer the questions below each text by choosing[A],[B],[C]or[D]. Mark your answers on ANSWER SHEET1.(40points)Text1The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement of his appointment in2009.For the most part,the response has been favorable,to say the least.“Hooray!At last!”wrote Anthony Tommasini,a sober-sided classical-music critic.One of the reasons why the appointment came as such a surprise,however,is that Gilbert is comparatively little known.Even Tommasini,who had advocated Gilbert’s appointment in the Times,calls him“an unpretentious musician with no air of the formidable conductor about him.”As a description of the next music director of an orchestra that has hitherto been led by musicians like Gustav Mahler and Pierre Boulez,that seems likely to have struck at least some Times readers as faint praise.For my part,I have no idea whether Gilbert is a great conductor or even a good one.To be sure,he performs an impressive variety of interesting compositions,but it is not necessary for me to visit Avery Fisher Hall,or anywhere else,to hear interesting orchestral music.All I have to do is to go to my CD shelf,or boot up my computer and download still more recorded music from iTunes.Devoted concertgoers who reply that recordings are no substitute for live performance are missing the point.For the time,attention,and money of the art-loving public,classical instrumentalists must compete not only with opera houses,dance troupes,theater companies,and museums,but also with the recorded performances of the great classical musicians of the20th century.There recordings are cheap,available everywhere,and very often much higher in artistic quality than today’s live performances;moreover,they can be“consumed”at a time and place of the listener’s choosing.The widespread availability of such recordings has thus brought about a crisis in the institution of the traditional classical concert.One possible response is for classical performers to program attractive new music that is not yet available on record.Gilbert’s own interest in new music has been widely noted:Alex Ross,a classical-music critic,has described him as a man who is capable of turning the Philharmonic into“a markedly different,more vibrant organization.”But what will be the nature of that difference?Merely expanding the orchestra’s repertoire will not be enough.If Gilbert and the Philharmonic are to succeed,they must first change the relationship between America’s oldest orchestra and the new audience it hops to attract.21.We learn from Para.1that Gilbert’s appointment has[A]incurred criticism.[B]raised suspicion.[C]received acclaim.[D]aroused curiosity.22.Tommasini regards Gilbert as an artist who is[A]influential.[B]modest.[C]respectable.[D]talented.23.The author believes that the devoted concertgoers[A]ignore the expenses of live performances.[B]reject most kinds of recorded performances.[C]exaggerate the variety of live performances.[D]overestimate the value of live performances.24.According to the text,which of the following is true of recordings?[A]They are often inferior to live concerts in quality.[B]They are easily accessible to the general public.[C]They help improve the quality of music.[D]They have only covered masterpieces.25.Regarding Gilbert’s role in revitalizing the Philharmonic,the author feels[A]doubtful.[B]enthusiastic.[C]confident.[D]puzzled.Text2When Liam McGee departed as president of Bank of America in August,his explanation was surprisingly straight up.Rather than cloaking his exit in the usual vague excuses,he came right out and said he was leaving “to pursue my goal of running a company.”Broadcasting his ambition was“very much my decision,”McGee says.Within two weeks,he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September29.McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run.It also sent a clear message to the outside world about his aspirations.And McGee isn’t alone. In recent weeks the No.2executives at Avon and American Express quit with the explanation that they were looking for a CEO post.As boards scrutinize succession plans in response to shareholder pressure,executives who don’t get the nod also may wish to move on.A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.As the first signs of recovery begin to take hold,deputy chiefs may be more willing to make the jump without a net.In the third quarter,CEO turnover was down23%from a year ago as nervous boards stuck with the leaders they had,according to Liberum Research.As the economy picks up,opportunities will abound for aspiring leaders.The decision to quit a senior position to look for a better one is unconventional.For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached.Says Korn/Ferry senior partner Dennis Carey:”I can’t think of a single search I’ve done where a board has not instructed me to look at sitting CEOs first.”Those who jumped without a job haven’t always landed in top positions quickly.Ellen Marram quit as chief of Tropicana a decade age,saying she wanted to be a CEO.It was a year before she became head of a tiny Internet-based commodities exchange.Robert Willumstad left Citigroup in2005with ambitions to be a CEO.He finally took that post at a major financial institution three years later.Many recruiters say the old disgrace is fading for top performers.The financial crisis has made it more acceptable to be between jobs or to leave a bad one.“The traditional rule was it’s safer to stay where you are, but that’s been fundamentally inverted,”says one headhunter.“The people who’ve been hurt the worst are those who’ve stayed too long.”26.When McGee announced his departure,his manner can best be described as being[A]arrogant.[B]frank.[C]self-centered.[D]impulsive.27.According to Paragraph2,senior executives’quitting may be spurred by[A]their expectation of better financial status.[B]their need to reflect on their private life.[C]their strained relations with the boards.[D]their pursuit of new career goals.28.The word“poached”(Line3,Paragraph4)most probably means[A]approved of.[B]attended to.[C]hunted for.[D]guarded against.29.It can be inferred from the last paragraph that[A]top performers used to cling to their posts.[B]loyalty of top performers is getting out-dated.[C]top performers care more about reputations.[D]it’s safer to stick to the traditional rules.30.Which of the following is the best title for the text?[A]CEOs:Where to Go?[B]CEOs:All the Way Up?[C]Top Managers Jump without a Net[D]The Only Way Out for Top PerformersText3The rough guide to marketing success used to be that you got what you paid for.No longer.While traditional“paid”media–such as television commercials and print advertisements–still play a major role, companies today can exploit many alternative forms of media.Consumers passionate about a product may create“owned”media by sending e-mail alerts about products and sales to customers registered with its Web site.The way consumers now approach the broad range of factors beyond conventional paid media.Paid and owned media are controlled by marketers promoting their own products.For earned media, such marketers act as the initiator for users’responses.But in some cases,one marketer’s owned media become another marketer’s paid media–for instance,when an e-commerce retailer sells ad space on its Web site.We define such sold media as owned media whose traffic is so strong that other organizations place their content or e-commerce engines within that environment.This trend,which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further. Johnson&Johnson,for example,has created BabyCenter,a stand-alone media property that promotes complementary and even competitive products.Besides generating income,the presence of other marketers makes the site seem objective,gives companies opportunities to learn valuable information about the appeal of other companies’marketing,and may help expand user traffic for all companies concerned.The same dramatic technological changes that have provided marketers with more(and more diverse) communications choices have also increased the risk that passionate consumers will voice their opinions in quicker,more visible,and much more damaging ways.Such hijacked media are the opposite of earned media: an asset or campaign becomes hostage to consumers,other stakeholders,or activists who make negative allegations about a brand or product.Members of social networks,for instance,are learning that they can hijack media to apply pressure on the businesses that originally created them.If that happens,passionate consumers would try to persuade others to boycott products,putting the reputation of the target company at risk.In such a case,the company’s response may not be sufficiently quick or thoughtful,and the learning curve has been steep.Toyota Motor,for example,alleviated some of the damage from its recall crisis earlier this year with a relatively quick and well-orchestrated social-media response campaign,which included efforts to engage with consumers directly on sites such as Twitter and the social-news site Digg.31.Consumers may create“earned”media when they are[A]obscssed with online shopping at certain Web sites.[B]inspired by product-promoting e-mails sent to them.[C]eager to help their friends promote quality products.[D]enthusiastic about recommending their favorite products.32.According to Paragraph2,sold media feature[A]a safe business environment.[B]random competition.[C]strong user traffic.[D]flexibility in organization.33.The author indicates in Paragraph3that earned media[A]invite constant conflicts with passionate consumers.[B]can be used to produce negative effects in marketing.[C]may be responsible for fiercer competition.[D]deserve all the negative comments about them.34.Toyota Motor’s experience is cited as an example of[A]responding effectively to hijacked media.[B]persuading customers into boycotting products.[C]cooperating with supportive consumers.[D]taking advantage of hijacked media.35.Which of the following is the text mainly about?[A]Alternatives to conventional paid media.[B]Conflict between hijacked and earned media.[C]Dominance of hijacked media.[D]Popularity of owned media.Text4It’s no surprise that Jennifer Senior’s insightful,provocative magazine cover story,“I love My Children,I Hate My Life,”is arousing much chatter–nothing gets people talking like the suggestion that child rearing is anything less than a completely fulfilling,life-enriching experience.Rather than concluding that children make parents either happy or miserable,Senior suggests we need to redefine happiness:instead of thinking of it as something that can be measured by moment-to-moment joy,we should consider being happy as a past-tense condition.Even though the day-to-day experience of raising kids can be soul-crushingly hard,Senior writes that“the very things that in the moment dampen our moods can later be sources of intense gratification and delight.”The magazine cover showing an attractive mother holding a cute baby is hardly the only Madonna-and-child image on newsstands this week.There are also stories about newly adoptive–and newly single–mom Sandra Bullock,as well as the usual“Jennifer Aniston is pregnant”news.Practically every week features at least one celebrity mom,or mom-to-be,smiling on the newsstands.In a society that so persistently celebrates procreation,is it any wonder that admitting you regret having children is equivalent to admitting you support kitten-killing?It doesn’t seem quite fair,then,to compare the regrets of parents to the regrets of the children.Unhappy parents rarely are provoked to wonder if they shouldn’t have had kids,but unhappy childless folks are bothered with the message that children are the single most important thing in the world:obviously their misery must be a direct result of the gaping baby-size holes in their lives.Of course,the image of parenthood that celebrity magazines like Us Weekly and People present is hugely unrealistic,especially when the parents are single mothers like Bullock.According to several studies concluding that parents are less happy than childless couples,single parents are the least happy of all.No shock there,considering how much work it is to raise a kid without a partner to lean on;yet to hear Sandra and Britney tell it,raising a kid on their“own”(read:with round-the-clock help)is a piece of cake.It’s hard to imagine that many people are dumb enough to want children just because Reese and Angelina make it look so glamorous:most adults understand that a baby is not a haircut.But it’s interesting to wonder if the images we see every week of stress-free,happiness-enhancing parenthood aren’t in some small, subconscious way contributing to our own dissatisfactions with the actual experience,in the same way that a small part of us hoped getting“the Rachel”might make us look just a little bit like Jennifer Aniston.36.Jennifer Senior suggests in her article that raising a child can bring[A]temporary delight[B]enjoyment in progress[C]happiness in retrospect[D]lasting reward37.We learn from Paragraph2that[A]celebrity moms are a permanent source for gossip.[B]single mothers with babies deserve greater attention.[C]news about pregnant celebrities is entertaining.[D]having children is highly valued by the public.38.It is suggested in Paragraph3that childless folks[A]are constantly exposed to criticism.[B]are largely ignored by the media.[C]fail to fulfill their social responsibilities.[D]are less likely to be satisfied with their life.39.According to Paragraph4,the message conveyed by celebrity magazines is[A]soothing.[B]ambiguous.[C]compensatory.[D]misleading.40.Which of the following can be inferred from the last paragraph?[A]Having children contributes little to the glamour of celebrity moms.[B]Celebrity moms have influenced our attitude towards child rearing.[C]Having children intensifies our dissatisfaction with life.[D]We sometimes neglect the happiness from child rearing.Part BDirections:The following paragraph are given in a wrong order.For Questions41-45,you are required to reorganize these paragraphs into a coherent text by choosing from the list A-G to filling them into the numbered boxes. Paragraphs E and G have been correctly placed.Mark your answers on ANSWER SHEET1.(10points)[A]No disciplines have seized on professionalism with as much enthusiasm as the humanities.You can, Mr Menand points out,became a lawyer in three years and a medical doctor in four.But the regular time it takes to get a doctoral degree in the humanities is nine years.Not surprisingly,up to half of all doctoral students in English drop out before getting their degrees.[B]His concern is mainly with the humanities:Literature,languages,philosophy and so on.These are disciplines that are going out of style:22%of American college graduates now major in business compared with only2%in history and4%in English.However,many leading American universities want their undergraduates to have a grounding in the basic canon of ideas that every educated person should posses.But most find it difficult to agree on what a“general education”should look like.At Harvard,Mr Menand notes,“the great books are read because they have been read”-they form a sort of social glue.[C]Equally unsurprisingly,only about half end up with professorships for which they entered graduate school.There are simply too few posts.This is partly because universities continue to produce ever more PhDs. But fewer students want to study humanities subjects:English departments awarded more bachelor’s degrees in1970-71than they did20years later.Fewer students requires fewer teachers.So,at the end of a decade of theses-writing,many humanities students leave the profession to do something for which they have not been trained.[D]One reason why it is hard to design and teach such courses is that they can cut across the insistence by top American universities that liberal-arts educations and professional education should be kept separate, taught in different schools.Many students experience both varieties.Although more than half of Harvard undergraduates end up in law,medicine or business,future doctors and lawyers must study a non-specialist liberal-arts degree before embarking on a professional qualification.[E]Besides professionalizing the professions by this separation,top American universities have professionalised the professor.The growth in public money for academic research has speeded the process: federal research grants rose fourfold between1960and1990,but faculty teaching hours fell by half as research took its toll.Professionalism has turned the acquisition of a doctoral degree into a prerequisite for a successful academic career:as late as1969a third of American professors did not possess one.But the key idea behind professionalisation,argues Mr Menand,is that“the knowledge and skills needed for a particular specialization are transmissible but not transferable.”So disciplines acquire a monopoly not just over the production of knowledge,but also over the production of the producers of knowledge.[F]The key to reforming higher education,concludes Mr Menand,is to alter the way in which“the producers of knowledge are produced.”Otherwise,academics will continue to think dangerously alike, increasingly detached from the societies which they study,investigate and criticize.”Academic inquiry,at least in some fields,may need to become less exclusionary and more holistic.”Yet quite how that happens,Mr Menand dose not say.[G]The subtle and intelligent little book The Marketplace of Ideas:Reform and Resistance in the American University should be read by every student thinking of applying to take a doctoral degree.They may then decide to go elsewhere.For something curious has been happening in American Universities,and LouisMenand,a professor of English at Harvard University,captured it skillfully.G→41.→42.→E→43.→44.→45.Part CDirections:Read the following text carefully and then translate the underlined segments into Chinese.Your translation should be written carefully on ANSWER SHEET2.(10points)With its theme that“Mind is the master weaver,”creating our inner character and outer circumstances,the book As a Man Thinking by James Allen is an in-depth exploration of the central idea of self-help writing.(46)Allen’s contribution was to take an assumption we all share-that because we are not robots we therefore control our thoughts-and reveal its erroneous nature.Because most of us believe that mind is separate from matter,we think that thoughts can be hidden and made powerless;this allows us to think one way and act another.However,Allen believed that the unconscious mind generates as much action as the conscious mind, and(47)while we may be able to sustain the illusion of control through the conscious mind alone,in reality we are continually faced with a question:“Why cannot I make myself do this or achieve that?”Since desire and will are damaged by the presence of thoughts that do not accord with desire,Allen concluded:“We do not attract what we want,but what we are.”Achievement happens because you as a person embody the external achievement;you don’t“get”success but become it.There is no gap between mind and matter.Part of the fame of Allen’s book is its contention that“Circumstances do not make a person,they reveal him.”(48)This seems a justification for neglect of those in need,and a rationalization of exploitation,of the superiority of those at the top and the inferiority of those at the bottom.This,however,would be a knee-jerk reaction to a subtle argument.Each set of circumstances,however bad,offers a unique opportunity for growth.If circumstances always determined the life and prospects of people,then humanity would never have progressed.In fat,(49)circumstances seem to be designed to bring out the best in us and if we feel that we have been“wronged”then we are unlikely to begin a conscious effort to escape from our situation.Nevertheless,as any biographer knows,a person’s early life and its conditions are often the greatest gift to an individual.The sobering aspect of Allen’s book is that we have no one else to blame for our present condition except ourselves.(50)The upside is the possibilities contained in knowing that everything is up to us;where before we were experts in the array of limitations,now we become authorities of what is possible.SectionⅢWritingPart A51.Directions:Write a letter to a friend of yours to1)recommend one of your favorite movies and2)give reasons for your recommendationYour should write about100words on ANSWER SHEET2Do not sign your own name at the end of the er“LI MING”instead.Do not writer the address.(10points)Part B52.Directions:Write an essay of160---200words based on the following drawing.In your essay,you should1)describe the drawing briefly,2)explain it’s intended meaning,and3)give your comments.Your should write neatly on ANSWER SHEET2.(20points)2011年考研英语真题答案解析Section I Use of English1.【答案】[C]【解析】语义逻辑题。

Lecture 17-Strategic Leadership

Factors Affecting managerial Discretion
See Figure 12.2 on P273 Other critical roles played by top-level managers include: implementing an appropriate organizational structure implementing the organization’s reward systems shaping the organization’s culture influencing organizational activities and performance
Top Management Teams
A firm’s top management team is composed of key managers that are primarily responsible for formulating and implementing the firm’s strategy.In the case of large organizations, members of the top management team usually can be identified as those individuals with the title of vice president or above and/or individuals who serve on its board of directors.
Top Management Team, Firm Performance, and Strategic Change
A heterogeneous top management team is composed of individuals with different functional backgrounds, experiences, and education. Research suggests that the path of causality goes something like this:heterogeneity among top management team members increased debate better strategic decisions increased firm performance. Research indicates a positive relationship between higher levels of a top management team’s heterogeneity, firm innovation, and strategic change. Thus, a team with diverse backgrounds and expertise is more likely to: change strategies when it is necessary to do so identify internal and external environmental changes that require the firm to change strategic direction “think outside of the box” and thus be more creative in making decisions

乔布斯简介

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附辞职信中文翻译：致苹果董事会及苹果社区：我曾经说过，如果有一天我不再能履行作为苹果CEO的职责和期望，我会是第一个告诉你们知道的人。不幸的是，这一天到来了。在此，我宣布从苹果CEO的职位上辞职，如果董事会同意，我将担任苹果董事会主席。针对接任者，我强烈建议执行我们制定的接任计划，提名蒂姆· 库克为苹果CEO。我相信，苹果的未来将更加光明，更具创造力。我期待未来苹果的成功，也将为此尽自己的绵薄之力。我在苹果结交了一些人生中最好的朋友，能和你们所有人一起共事这么多年，非常感谢你们。
在全球范围内共创下了3.5亿美元的票房，另有1亿美元的电影录像带租金收入
皮克斯动画工作室，后被迪士尼收购，乔布斯成为迪士尼最大个人股东
王者归来的游戏
1996年12月17日，全球各大计算机报刊几乎都在头版刊出了“苹果收购Next，乔布斯重回苹果”的消息。苹果公司已濒临绝境。
随后，知恩不报的乔布斯将吉尔赶下台
第二课堂
2013年6月4日
“苹果”出世，至亲抛弃
• 1955年2月24日，乔布斯生于美国旧金山 • 其亲生父母把他交给一对夫妇将其抚养长大
短暂但美好的学生时代
• 中学时代嬉皮士的叛逆 • 1972年高中毕业 • 入读俄勒冈州波特兰的里德学院
退学第一人，盖茨排老二
乔布斯退学一年后，盖茨也从哈弗退学创业
现代苹果笔记本
MacBook Pro
革命性的iPod
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乔布斯带领下，2001年苹果再次发布革命性产品iPod音乐播器，配合其独家的 iTunes网络付费音乐下载系统成为占有率世界第一的音乐播放器，
iTunes网络

2011年考研英语一真题

[B] catered
19. [A] suggesting [B] requiring
20. [A] Eventually [B] Consequently
[C] despite [C] indicate [C] impairing [C] evaluate [C] affordable [C] In addition [C] average [C] tightens [C] moderate [C] subconscious [C] Due to [C] in [C] if [C] precedes [C] towards [C] pick [C] joyful [C] turned [C] mentioning [C] Similarly
[B] In fact
7. [A] opposite
[B] impossible
8. [A] hardens
[B] weakens
9. [A] aggravate [B] generate
10. [A] physical
[B] mental
11. [A] Except for [B] According to
12. [A] with
[B] on
13. [A] unless
[B] until
14. [A] exhausts [B] follows
15. [A] into
[B] from
16. [A] fetch
[B] bite
17. [A] disappointed [B] excited
18. [A] adapted
-2-
Text 1
The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement of his appointment in 2009. For the most part, the response has been favorable, to say the least. "Hooray! At last!" wrote Anthony Tommasini, a sober sided classical-music critic.

乔布斯简介

You’ve got to find what you love 你必须要找到你所爱的东西。
Stay Hungry. Stay Foolish. 常保饥渴求知，常存虚怀若愚
美各界人士致辞
比尔盖茨：惊闻乔布斯辞世的消息我深感悲痛。梅林达和我向史蒂夫的家人和朋友，以及向所有被史蒂夫的作品所打动过的人们，致以诚挚的慰问和哀悼。史蒂夫和我相识已经近30年，在此后的大半生中，我们一直是伙伴、同事，竞争对手和朋友。很少有人对世界产生像乔布斯那样的影响，这种影响将是长期的。对于我们这些有幸与乔布斯共事的人来说，这是一种无上的荣幸，我将深刻怀念乔布斯。 Facebook创始人兼首席执行官马克扎克伯格： “史蒂夫，感谢您作为一个导师和朋友所做的一切，谢谢你展展现出你的工作和努力如何改变世界。我会想念你。” 微软联合创始人保罗艾伦：向史蒂夫的朋友和家人致以深切慰问，我们失去了一个无与伦比的科技潮流先驱和导演者，他懂得如何创造出令人惊叹的伟大产品。纽约市市长布隆伯格：今晚，美国失去了一个天才，乔布斯的名字将与爱迪生和爱因斯坦一同被铭记。他们的理念将继续改变世界，影响数代人。在过去的四十年中，史蒂夫乔布斯一次又一次预见了未来，并把它付诸实践。乔布斯热情、信念和才识重新塑造了文明的形态。
苹果诞生安定下来之后，乔布斯继续自己年少时的兴趣，常常与沃兹一道，在自家的小车库里
琢磨电脑。他们梦想着能够拥有一台自己的计算机，可是当时市面上卖的都是商用的，且体积庞大，极其昂贵，于是，他们准备自己开发。制造个人电脑必需就是微处理器，可是当时的8080芯片零售价要270美元，并且还不出售给未注册公司的人。两个人不灰心，仍继续寻找，终于在1976年度旧金山威斯康星计算机产品展销会上买到了摩托罗拉公司出品的6502芯片，功能与英特尔公司的8080相差无几，但价格却只要20美元。带着6502芯片，两个狂喜的年轻人回到乔布斯的车库，开始了自己伟大的创新。他们设计了一个电路板，将6502微处理器和接口及其他一些部件安装在上面，通过接口将微处理机与键盘、视频显示器连接在一起，仅仅几个星期，电脑就装好了。乔布斯的朋友都被震动了，但他们都没意识到，这个其貌不扬的东西就是世界上第一台个人电脑，会给以后的世界带来多大的影响。但是精明的乔布斯立即估量出这种自制电脑的市场价值所在。为筹集批量生产的资金，他卖掉了自己的大众牌小汽车，同时劝说沃兹也卖掉了他珍爱的惠普65型计算器。就这样，他们有了奠基伟业的1300美元。 1976年4月1日[9]那天，乔布斯、沃兹及乔布斯的朋友龙· 韦恩（Long Wayne）做了一件影响后世的事情：他们三人签署了一份合同，决定成立一家电脑公司。随后，21岁的乔布斯与26岁的斯蒂夫· 沃兹尼亚克在自家的车房里成立了苹果公司。公司的名称由偏爱苹果的乔布斯一锤定音——称为苹果。后来流传开来的就是那个著名的商标——一只被人咬了一口的苹果。而他们的自制电脑则被顺理成章地追认为“苹果I号”电脑了。

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The Fatal Flaw in Pay for PerformanceMany corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity.The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.Step one, then, in designing pay for performance with integrity is using the following definition: Integrity is a uniform corporate culture with three elements—robust adherence to formal rules; adoption of ethical standards that are in the company’s long-term enlightened self-interest; and employee commitment to honesty, candor, fairness, trustworthiness, and reliability. Step two is for the board to assess whether the CEO has infused high performance with high integrity. The board can do that by answering the following questions, using hard analytics as well as the board members’ own ju dgment.Has the CEO established company-wide performance-with-integrity principles for which the firm’s leaders are responsible and accountable Examples of these include demonstrating committed and consistent integrityleadership; managing performance with integrity as a business process; using early-warning systems to stay ahead of global trends; providing timely, risk-assessed training; and giving employees a voice.Have the CEO and top managers implemented these principles through robust practices If leaders don’t invest time, effort, and resources in embedding key integrity practices in business processes, “tone at the top” is just window dre ssing. For examples, see the sidebar “The Practice of Performance with Integrity.”Has integrity permeated every aspect of the corporate culture One vital tool for assessing that is an annual, anonymous employee survey across all businesses and regions that asks, “Is integrity compromised by business pressures” and “Are the leaders’ verbal commitments to integrity reflected in action” The board can also have outside HR experts periodically conduct 360-degree assessments of the CEO and top executives that explore such questions.Has the CEO met annual performance-with-integrity objectives set by the board One example might be effectively handling a major miss or crisis—an environmental accident, a bribery case, or a financial restatement—and remedying the problem systematically after a candid analysis of its causes. Another objective might be hiring leaders in emerging markets such as China, Russia, and India who are skilled in integrating performance and integrity.How do business divisions rate comparatively The board should look at how integrity practices differ among divisions and how the CEO deals with laggards. It should also look at how the units rank against external peers. This may require data from news or government reports or a comparative audit by, say, a former regulatory official.The board’s standards for assessing pay for performance with integrity should also define a new set of “specs” in the company’s CEO succession planning. In evaluating candidates, the board should ask: Do they possess the knowledge, experience, and skills to drive a robust performance-with-integrity culture deep into the company’s global operations The same specsshould be used to evaluate the compensation of senior executives and set goals for leadership development programs. That’s the best way to ensure that, over the long term, the company’s top ranks are filled with managers who live by the principles and practices of performance with integrity—and thus help the company avoid debilitating risks and secure the trust that is vital to doing business.Here’s a sample list of ques tions greatly shortened because of space limits that will help boards assess a CEO’s performance-with-integrity practices. They can be answered using tools like process reviews and substantive audits and external outcomes such as environmental violations or customer complaints.LeadershipDoes the CEO...communicate to the organization that integrity must never be compromised to make the numbersdiscipline generals, not just troops, for integrity lapsesaddress difficult integrity issues regularly at staff meetingsBusiness processesDoes the CEO...build a strong integrity infrastructure—processes for preventing, detecting, and responding to lapses in all businesses and regions—and put A players in charge of itassess integrity needs realistically and provide adequate funding for those activitiesrespond promptly to early warnings on trends in legal, ethical, and country risksGiving employees a voiceDoes the CEO...encourage reporting of financial, legal, and ethical concerns through a system that prevents retaliationensure that concerns are investigated fairly and promptly, that trends are tracked, and that remedial action is taken if neededFrom the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was theallocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influencein the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.2The function of compensationThe function of compensation may from the enterprises, workers and social aspects to inspect:①From the point of view of the enterpr ises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improvetheir work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships.②From the point of view of the employee, compensation has thefollowing functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, withthe basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work.Third,reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense ofsecurity and a sense of security for the staff.③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will bewilling to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merelyrelated to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basicfunctions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct atthe organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadershipis seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks thatit generally has five levels of needs in social life by people:physiological needs, security needs and society needs, respect needs andself-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layerto rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to thetheory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivation is proposed by FulumuV. H. Vroom who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve acertain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the E&Y factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, E&Y factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decompositionto the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the inputand output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positionson the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise.From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.Through the design of compensation in E&Y factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system.During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.绩效薪酬的致命缺陷小本杰明·海涅曼迫于股东和公众压力,许多公司董事会都在努力建立与业绩挂钩的薪酬体系,以期CEO们恪尽职守;但是,此类薪酬体系往往存在一个致命缺陷：仅关注业绩,而忽略了操守;从顶级公司股东委托书所附的薪酬委员会报告可以看出,这种忽略是显而易见的;毕竟,上市公司始终面临着完成业绩目标的巨大压力;为此,它们不惜违规违纪;然而,这种职业操守的缺失将导致各种灾难性后果,包括起诉纠纷、罚款赔付、解雇免职以及市值暴跌;殊不知,操守与业绩并重,才能在公司内外赢得最基本的信任,而公司力量也只是建立在信任的基础之上;在公司各个层面上将高尚操守和卓越业绩相融合是CEO的基本任务,董事会应该在CEO的现金和股权报酬中划出一定比例,专门与CEO在上述任务上的表现挂钩;但董事会为何没有这样做呢这可能是因为他们自己对操守的含义也并不确定,更不知道该如何考核职业操守与财务业绩的融合了;那么,董事会要设计重操守的绩效薪酬制,第一步要做的就是引入操守概念：操守是全公司的统一文化,有三个要素组成——坚决遵守正式的规章制度；采用符合公司长远利益同时又不损害他人利益的伦理标准；员工要承诺做到诚实坦率、公平公正、可信可靠;第二步,董事会需运用一些复杂的分析工具,当然也要运用他们的个人判断力,来考核CEO是否已经把高尚操守和卓越业绩相融合;董事会可根据以下问题判断：CEO是否在全公司范围内制定了操守和业绩并重的薪酬制度,且由公司领导层对此负责举例而言,CEO应该做到：领导层始终如一地恪守职业操守,把操守和业绩的结合当作一项业务流程来管理,运用预警系统抢先把握全球商业规范趋势,及时提供道德风险评估培训,并保证员工的发言权;CEO和高管们是否在实践中贯彻了这些原则如果领导层没有投入足够的时间、精力和资源,将关键的操守原则落实到公司的业务流程中,那么所谓的“高层主张”就只不过是空口白话而已;操守原则是否已渗透到公司文化的每个层面一个重要的评估工具就是覆盖公司所有业务及地区的员工匿名年度调查表,其中包括这些问题：“操守原则是否会向商业压力让步”“在恪守职业操守方面,领导是否言行一致”董事会还可以定期邀请外部的人力资源管理专家,同样就此类问题对CEO和高管进行360度评估;CEO是否完成了董事会设定的操守和业绩并重的年度目标比如说,这个目标是：CEO有效处理严重失误或危机如环境事故、贿赂案,或者财务造假,并且在对事件起因进行坦诚分析后,有条不紊地解决问题;又比如：在新兴市场如中国、俄罗斯和印度聘用善于兼顾操守与业绩的领导者;公司各事业部在职业操守方面的相对表现如何董事会要观察各事业部之间的操守差异,以及CEO是如何处理那些落后分部的;同时,董事会还要将这些事业部与公司外部的同行进行比较;这可能需要从新闻报道、政府报告或前监管机构官员的的比较审计资料中收集数据董事会在明确上述考核标准时,还应制定一套新的CEO继任“规范”;在考量候选人时,董事会应该问：他们的知识、经验、能力是否有利于推动操守和业绩并重的健康企业文化,使之深入公司在全球的每一个经营机构另外,这套规范还应当运用在高管薪酬评估,以及领导人培养项目的目标设定中;长期来看这也是确保公司高层坚持操守和业绩并重原则的最佳方式,有助于公司规避风险,获取商界成功所必需的信任;操守与业绩并重的管理实践下面列出的一份问题清单样本限于篇幅,问题数量已经大大缩减,对董事会评估CEO兼顾操守与业绩的实际行为会有所帮助;要找到这些问题的答案,可以借助流程评估、独立审计和外部影响如环境损害或客户投诉等手段;领导力CEO是否……告知组织上下,操守原则决不向像业绩目标让步不仅仅规范普通员工的操守,同时也约束高层领导的行为定期在员工会议上处理有关操守的棘手问题业务流程CEO是否……为员工恪守职业操守创造必要的基础条件——设计流程用以防范、发现并处理公司各业务、各地区内的不端行为,并安排明星员工负责此项工作现实地评估操守需求,并拨出足够的经费予以支持对法律风险、伦理风险和国家风险的变化提出预警,并及时应对让员工有发言权CEO是否……鼓励员工通过正式系统来报告财务问题、法律问题以及伦理问题,同时防止员工因此遭受打击报复确保及时公正地研究问题,跟踪问题的发展趋势,并在必要时采取补救措施从生产力角度看,它是企业生产或其他经济活动中投入的活劳动的货币资金表现形式,是产品最终成本的构成要素;在市场经济条件下,企业主要通过薪酬来核算或计量生产与其他经济活动中活劳动的消耗;由于竞争的压力,企业必须考虑不断降低活劳动的成本;从生产关系角度看,薪酬体现为收入分配的结果,是员工所获得的分配份额;在我国现行社会制度下,薪酬是劳动者获取生活资料进行消费的主要来源;它对消费水平和消费结构都有重要的影响,而消费实际上是劳动力再生产的过程,劳动力的再生产又对下一步生产具有重要影响;因此,薪酬水平的持续稳定提高对于推动生产或其他经济活动具有十分重要的意义;薪酬的这种两面性,决定了薪酬管理实际上就是对生产成本上不断降低薪酬支出与收入分配上不断提高薪酬水平的这一矛盾而作出的一种调节;①从企业方面看,薪酬具有以下功能:一是增值功能;薪酬既是企业购买劳动力的成本,也是用来交换劳动者活劳动的手段,同时还是一种对活劳动的投资,它能够给雇主带来预期大于成本的收益;这种收益的存在,为企业主雇佣劳动力、投资劳动力提供了动力机制;二是激励功能;薪酬是对劳动者和经营者工作绩效的一种评价,反映着其工作的数量和质量状况;因此,薪酬可以激励员工不断提高工作效率和工作积极性;三是协调功能;一方面薪酬额的变动,将组织的目标和管理者的意图传递给员工,协调员工与企业之间的关系,促使员工行为与企业目标相一致;另一方面,合理的薪酬差别和结构,能有效地调解雇员之间的矛盾,从而协调好人际关系;②从员工方面看,薪酬具有以下功能：一是劳动力再生产保障功能;员工通过劳动和服务行为换取薪酬,从而能满足本人及家庭的吃、穿、住、用等基本生活需求,进而实现着劳动力的再生产;二是价值实现功能;薪酬是企业对员工工作付出的一个评价,是对员工工作能力和水平的承认,也是对个人价值实现的回报,是晋升和成功的信号,它反映了员工在企业中的相对地位和作用,能使员工产生满足感和成就感,并进而激发出更大的工作热情;三是合理的薪酬能加强员工对企业的信任感,增强员工对预期风险的心理保障意识和安全感;③从社会方面看,薪酬对社会具有劳动力资源的再配置功能;人们一般都会愿意到薪酬较高的地区、部门和岗位工作,作为管理者可以利用薪酬差别可以引导人力资源的合理流向,促进人力资源的有效配置,实现人力资源开发和利用效率的最大化;另外,薪酬也调节着人们对职业和工种的评价,薪酬水平从某种程度上反映着该职业或工种的社会价值,从而调节着人们职业的愿望和就业的流向;薪酬历来都是一个倍受关注的课题,它不仅仅关系到每个人的切身利益,更是牵涉到每个组织,整个社会,乃至整个国家的社会经济发展;所以,薪酬也历来是国内外学者研究的重要课题;激励理论是薪酬管理理论的基础;激励是薪酬众多功能中最重要、最基本的功能之一;如何通过薪酬来激励员工的工作积极性和工作效率,是进行薪酬研究、设计和薪酬管理的核心内容;合理、公平和富有竞争力的薪酬是激励员工努力工作的最重要因素之一;合理、有效的薪酬管理机制与激励之间是一个良性的互动过程;有效的薪酬机制必然激励员工以更高的数量和质量完成工作任务,而更高数量和质量的工作也必然带来更高的薪酬;激励原本是一个心理学的概念,就其本质而言,它是表示某种动机所产生的原因,即发生某种行为的动机是如何产生的;例如,同样一个人,为何有时工作积极,有时却精神萎靡不振,无心做事,甚至消极怠工现在,把激励这个概念引入到管理实践中,就赋予了新的含义;也就是说激励是一种精神力量或状态,对员工起加强、激发和推动作用,并指导或引导员工行为指向组织的目标;因此,不仅要研究某种动机是如何产生的,关键更要研究如何促使被管理对象产生某种特定的动机,如何引导他们拿出自己的全部力量来为实现某一目标而努力;当今社会,激励已经越来越被许多管理者在实施指导与领导工作中被视为重要的方法,从而有效地结合人力,运用技术,达到统一全体员工的意志,又使个人心情舒畅,实现组织的目标;在对人的认识的基础上,许多学者对人的需求、行为进行了研究,但研究的目的都有一个是相同点,即:如何激发动机,如何分析需求,如何判定行为,通过人们需要的满足达到自己的基本目标,从而实现有效激励;目前国内外学者所公认的激励理论主要有:需求层次理论、双因素理论、公平理论、期望理论等;下面本文简单地对需求层次理论、期望理论作一个介绍;马斯洛提出了需要层次理论,认为人类的需要是以层次的形式出现的,由低级的需要开始逐级向上发展到高级的需要;马斯洛认为人们在社会生活中一般有五个层次的需要:生理需要、安全需要、社会需要、尊重需要、自我实现的需要;马斯洛还认为,当一种需要得到满足后,另一种更高层次的需要就会占据主导地位,个体的需要是逐层上升的;从激励的角度看,没有一种需要会得到完全满足,但只要其得到部分的满足个体就会转向追求其它方面的需要了;按照马斯洛的观点,如果希望激励某人,就必须了解此人目前所处的需要层次,然后着重满足这一层次或在此层次之上的需要;马斯洛的理论得到了普遍的认可,特别是得到了广大实践中的管理者的认可;这主要归功于该理论简单明了、易于理解、具有内在的逻辑性;其最大的用处在于它指出了每个人均有需要;身为主管人员,为了有效地激励下属,就必须要了解其下属需要满足的是什么;期望理论是美国心理学家弗鲁姆提出的;期望理论的基本观点是:人们在预期他们的行动将会有助于达到某个目标的情况下,才会被激励起来去做某些事情以达到目标;绩效是三大知觉的函数:期望、关联性和效价;从心理学的角度来考察,期望理论包含三种特定的心理联系:首先是努力付出与业绩联系,即指个人所感知的通过努力能够实现预期业绩日标的可能性;其次是业绩与薪酬的关系,它是个人对通过一定水平的努力能够取得预期薪酬的认定程度;最后是结果或薪酬的吸引力,表明实现预期结果或所获得的薪酬对个人来说重要性有多大;在国有企业改革的进程中,企业内部薪酬制度的改革一直是各级管理者普遍关注的热点;企业薪酬制度的改革贯穿于国有企业改革的全过程;虽然各级管理非常重视薪酬设计与薪酬制度的改革但是目前我国的绝大多数企业的薪酬制度还是面临着诸多的问题和不足,许多企业的员工对薪酬制度的满意度总是不高,企业的薪酬制度并没有能发挥出应有的激励作用,没有变成职工行为的规范;和其他国有企业一样;进行薪酬管理时,还没有充分地认识到企业的薪酬制度一定要支持和服务于企业的战略目标的重要性;在较大程度上存在着就薪酬论薪酬,把公平、合理地分配薪酬本身当成一种目的而不是关注什么样的薪酬制度会在企业改革与发展过程中有利于企业战略和人力资源战略的实现,没有从自身的总体战略和人力资源战略出发来改革和完善薪酬制度,并没有立足于企业的经营战略和人力资源战略,以劳动力市场为依据,最后形成企业的薪酬管理系统;企业在薪酬管理方面缺乏有经验的专业人力资源管理部门来对企业的中长期的发展战。

succession的用法

succession的用法一、引言在英语学习中，掌握词汇的正确用法是非常重要的。

本文将介绍一个常见词汇“succession”的用法。

通过了解其含义、不同词性以及常见搭配和短语，能够更加准确地运用这个词汇，提升我们的英语表达能力。

二、定义和基本含义“Succession”是一个名词，它的基本意思是“连续发生”或者“接连而来”。

这个词源于拉丁语“successio”，最初表示一种位阶传承规则。

三、名词用法1. 连续发生的事件或行动顺序在这个意义上，“succession”指代一系列按照特定顺序接连发生的事件或行动。

例如，“The succession of earthquakes has caused widespread damage in the region.”（地震不断接连发生已经给该地区造成了广泛破坏。

）2. 继任或后续另外，在涉及组织变迁时，“succession”还可以指代替换某一职位的人员或过程。

例如，“The new CEO will be announced next month, following the s uccession of the current CEO.”（紧随现任首席执行官离职之后，新任CEO将于下个月公布。

）四、形容词用法除了名词用法之外，succession还有一个形容词形式“successive”，常用来表示连续的或接连的。

例如，“She won four successive championships in a row.”（她连续赢得了四次锦标赛。

）五、动词短语搭配1. come/succeed one after the other这个短语表示按顺序接连发生或出现。

例如，“T he seasons succeed one after the other: spring, summer, autumn, and winter.”（季节一个接一个地来：春天、夏天、秋天和冬天。

inherit英语同义词

inherit英语同义词继承是一种非常重要的社会现象，它不仅存在于个人和家族中，还存在于国家和人类文明中。

在英语中，inherit（继承）是一个常见的单词，它的同义词有很多，下面我们就来了解一下。

1. receive：这个词的意思是接受、领取，可以用来表示继承遗产、接受职位等。

例如：He received a large inheritance from his grandfather.（他从祖父那里继承了一大笔遗产。

）2. obtain：这个词的意思是获得、得到，可以用来表示继承遗产、获得权力等。

例如：She obtained a scholarship from the university.（她从大学获得了一份奖学金。

）3. inheritors：这个词的意思是继承人、接班人，可以用来指代那些继承家族财富、传承家族事业的人。

例如：The inheritors of the family business have been trained since childhood.（家族企业的接班人从小就接受培训。

）4. successor：这个词的意思是继承者、接班人，可以用来表示接替前任职位、继承遗产等。

例如：The new CEO is the successor of the former one.（新任CEO是前任的继承者。

）5. heir：这个词的意思是继承人、继承者，通常用来指代那些继承财产、遗产的人。

例如：The king has no direct heirs, so there is a dispute over the succession.（国王没有直接的继承人，因此继承权引起了争议。

）6. legacy：这个词的意思是遗产、遗留之物，可以用来表示不仅是财产和物品，还包括文化和价值观等方面的遗产。

例如：The legacy of the Renaissance is still felt in many aspects of our lives today.（文艺复兴的遗产在我们今天的生活的许多方面仍然存在。

successor词根

successor词根词根是构成单词的基本部分，它通常具有核心含义，并可以与其他前缀、后缀或词缀组合形成不同的单词。

"successor"是一个常见的词根，它来源于拉丁语的词根 "success-"，意为"跟随"或"继承"。

以下是一些与 "successor" 词根相关的单词及其含义：1. Successor (名词) 继任者，指在某个职位或地位上接替他人的人。

例句，John is the successor to the company's CEO.2. Succession (名词) 继任，指一个人或事物接连而来的顺序或连续。

例句，The company has a clear plan for succession in leadership.3. Successive (形容词) 连续的，指按顺序或次序依次发生的。

例句，The team won three successive championships.4. Success (名词) 成功，指达到预期目标或取得良好结果的状态。

例句，Hard work and dedication are key to achieving success.5. Successful (形容词) 成功的，指取得了预期目标或获得了良好结果的。

例句，She is a successful entrepreneur.6. Successfully (副词) 成功地，指以成功的方式或结果完成某事。

例句，The project was completed successfully.7. Successive (形容词) 连续的，指按顺序或次序依次发生的。

例句，The team won three successive championships.8. Successorship (名词) 继任地位，指成为某个职位或地位的继任者的状态。

《the art of innovation》简介

《the art of innovation》简介作为一本畅销品牌管理书，《the art of innovation》向我们展示了如何在竞争激烈、不断变化的市场中保持创新。

本书由Tom Kelley撰写，他是IDEO公司的创始人和谷歌公司的首席创意官。

这篇文章将分步骤展开，为大家介绍这本书以及它所提供的一些关键要点。

第一步：让你的思维方式发生变化Kelley认为，一个好的创新者应该具备开放、好奇、敢于尝试的思维方式。

本书中所提到的一些实例也印证了这一点，如普罗高公司的切割机产品就是由一个借用剃须刀头驱动的潜在机会想法发展而来。

激发你的脑力，让你更好地了解你的潜意识，这样就可以开始寻找最新的创意。

第二步：使创意化为现实对创意的实现是设计思维的一个重要组成部分，它突出了用户体验和需求的重要性。

IDEO及其员工在设计创新产品时一直秉持着这一原则。

Kelley经常在书中强调需要采用快速原型方法和测试方法来迅速试错并迭代。

通过快速测试，你可以更好地了解你的产品，而这是传统研究方法无法达到的。

第三步：从失败中学习Kelley认为，创新是一个失败的游戏——虽然我们希望找到完美的解决方案，但这很少发生。

因此，我们需要学会从失败中学习，这是用来磨练我们的坚韧性和适应能力的一种方式。

IDE0的团队认为，错误不是失败，而是学习机会。

如果处理得当，错误将为你的项目和你的品牌提供重要的经验，并在以后的工作中派上用场。

第四步：让你的产品和服务变得更好Kelley提到了广泛的用户优化问题。

设计和创新应该始终以最终用户的需求为核心，因为他们是你的产品或服务的受益者。

如果你的用户可以通过使用你的产品或服务获得更愉悦、享受或满意的体验，那么你就可以获得更好的品牌认可度。

总之，这本书是在告诉我们，一个企业如何在市场竞争中不断保持创新，并不断为最终用户提供更好的产品体验。

它提供了一种实用的方法，让我们能够在面对日益激烈的竞争中保持创新。

经商必读的四本书籍推荐

经商必读的四本书籍推荐阅读是获得灵感、知识和智慧的最佳方式，经商的你，多看书是有助于你的经商之路。

下面是由店铺给大家带来关于经商必读的四本书籍，希望对大家有帮助!经商必读的四本书籍1.《要事第一》(First Things First)作者斯蒂芬·柯维(Stephen R. Cove)(Free Press出版社，1996年1月再版)作为企业家，我们都知道时间是最宝贵的，但不是每一个企业家都知道如何正确地利用时间。

乍一看，《要事第一(First Things First)》似乎只是一本探讨如何提高办事效率的平庸作品，但是，随着阅读的深入你会了解到，真正的高效不是在更短的时间内完成更多的事情，而是利用有限的时间去完成最重要的事。

虽然很多人是从《高效能人士的7个习惯》一书开始认识作者柯维的，可是我认为《要事第一(First Things First)》这本书才真正指出了高效工作最重要的法则：坚持做到“要事优先”。

相信我，哪怕只是从这本书中学到一点点，也足以对你的人生造成巨大的改变。

2.《注定被卖掉：创建一个没有你依然运转的公司》(Built to sell)作者约翰?沃瑞劳(John Warrillow)(Portfolio Trade出版社，2012年12月再版)可能有人对你说过这样的话“做生意前，先想好退路。

”但并非所有企业家都真的曾经想过如何让自己的企业卖出一个好价钱。

然而在《注定被卖掉：创建一个没有你依然运转的公司》一书中，约翰?沃瑞劳设法强制读者从销售自己企业的角度去审视它。

乍看起来，这种让热爱自己事业的人去思考如何卖掉自己的企业的行为是非常不合常理的，但正是这种突破常理的思考能给读者带来不同的感受，继而为企业创造更大的价值。

也就是说，企业的发展应该建立在成熟合理的制度之上，而非是创始人事必躬亲之功劳。

因为后者的模式是无法推广和延续的。

不同于其他枯燥死板的“生意经”，这本书就像是在讲一个故事，让人感到轻松有趣。

cess字根英语单词

1. Access - You need a pass to access the building.（你需要一个通行证才能进入这栋建筑。

）2. Excess - The company needed to cut down their excess inventory.（这家公司需要降低他们过剩的库存。

）3. Process - The approval process takes a long time.（审批流程需要很长时间。

）4. Success - His success was the result of his hard work and dedication.（他的成功是他的辛勤工作和奉献的结果。

）5. Recess - We get a 15-minute recess during class.（我们在课堂上有15分钟的休息时间。

）6. Accessory - The necklace was the perfect accessory to her outfit.（这条项链是她装扮的完美配饰。

）7. Recession - Many people lost their jobs during the recession.（许多人在经济衰退期间失去了工作。

）8. Intercession - The mediator made an intercession to resolve the issue.（调解员做出了调解以解决这个问题。

）9. Secession - The province threatened to secede from the country.（这个省份威胁要脱离这个国家。

）10. Concession - The government made a concession to the protestors, agreeing to change the law.（政府向抗议者做出了让步，同意修改法律。

follow in 的用法 -回复

follow in 的用法-回复Follow in的用法非常广泛，可以用于各种不同的情境和语境中。

在不同的场景中，它可以表示跟随、效仿、继承等意义。

下面，我将详细介绍关于follow in的用法，并且提供一些例句来帮助你更好地理解。

1. 跟随：Follow in可以表示跟随某人或某物的脚步，学习或模仿他们的行为或方法。

在这种情况下，follow in通常与someone's footsteps或someone's example搭配使用。

例句：- I want to follow in my father's footsteps and become a doctor.（我想效仿我父亲的脚步，成为一名医生。

）- Many aspiring writers hope to follow in the footsteps of their favorite authors.（许多有抱负的作家希望跟随他们喜欢的作家的脚步。

）- She's a talented musician who hopes to follow in the footsteps of famous pianists like Chopin and Mozart.（她是一位才华横溢的音乐家，希望跟随肖邦和莫扎特等著名钢琴家的脚步。

）2. 继承：Follow in也可以表示继承某人或某物的地位、职位或财产。

在这种情况下，follow in通常与someone's footsteps或someone's legacy等搭配使用。

例句：- After the CEO retired, his son followed in his footsteps and took over the company.（首席执行官退休后，他的儿子继承了他的职位并接管了公司。

）- The new king has a lot of pressure to follow in his father's footsteps and maintain the kingdom's prosperity.（新国王面临很大的压力，要继承他父亲的职位，保持王国的繁荣。