營業資源管理 的英文怎麼說

中文拼音 [yíngyèzīyuánguǎnlǐ]
營業資源管理 英文
operating resource management
  • 營 : Ⅰ動詞1 （謀求） seek 2 （經營; 管理） operate; run; manage Ⅱ名詞1 （軍隊駐扎的地方） camp; barrac...
  • 業 : Ⅰ名詞1 （行業） line of business; trade; industry 2 （職業） occupation; profession; employment; ...
  • 資 : Ⅰ名詞1 （錢財; 費用） money; wealth; expenses 2 （資質） intelligence; endowment 3 （資格） quali...
  • 源 : 名詞1. （水流起頭的地方） source （of a river）; fountainhead 2. （來源） source; cause 3. （姓氏） a surname
  • 管 : Ⅰ名詞1 （管子） pipe; tube 2 （吹奏的樂器） wind musical instrument 3 （形狀似管的電器件） valve;...
  • 理 : Ⅰ名詞1 （物質組織的條紋） texture; grain （in wood skin etc ） 2 （道理;事理） reason; logic; tru...
  • 營業 : do business
  • 資源 : natural resources; resource
  • 管理 : manage; run; administer; supervise; rule; administration; management; regulation
  1. It thoroughly analyses the drastic competitive market faced by yongsheng group, which consequentially promote the enterprise inside continuously to improve its labor productivity, product quality, and improve the outer circumstances of services, anisomerous structures on the employee ’ s quantity and quality, and the inner circumstances which limited and affected the whole stuff diathesis ’ s improvement and enhancement. it sums up the existing problems on yongsheng group ’ s human resources development and management and puts forward the mode of yongsheng group ’ s 1e3p1c human resources management system. the mode of 1e3p1c human resources management system is composed of engage system, position analyse system, performance examine system, pay administration system, culture system

    永生集團同其他民營企業一樣也曾走過一段輝煌的時光，但隨著外部競爭環境的不斷變化，至1998年年底，已累計虧損200萬元，但近幾年來，集團高層管理者及時調整了管理思路和領導班子，至2005年低，集團公司利潤超過了公司重組集團效益最優時5個百分點，在長期的調查研究過程中，不難發現，永生企業在外部競爭環境日常激烈的情況下扭虧為盈並取得迅猛的發展的強大動力源很大程度上取決于其是在人力資源管理方面的及時調整，並在長期的模索中形成一套適合自身企業發展的科學合理的1e3p1c人力資源管理系統。
  2. In most private enterprises, there is no scientific and reasonable human resources management systems, which is really adapt to the chinese situations. consequently, many problems occurs, making it difficult to maintain and develop. part three : analyzing of the current situations of human resources in private enterprises currently, more than ninety percent the chinese private enterprise are family enterprises, and most of them are managed in a family way

    本文首先明確了人力資源在經濟發展及民營企業中的重要性，分析了當前民營企業的用人狀況及人才流失的原因，重點提出了民營企業加強人力資源管理、留住人才的四種對策:建立適合本企業的人才發展戰略;塑造良好的企業文化;建立卓越的績效管理體系和薪酬制度;加大投資力度，強化企業員工的培訓。
  3. After entry of wto, there are still many maladjustments in guangxi ' s seed industry, such as the weak foundation of sees industry development ; the unformed market of the seed industry for fair competition ; small - scale seed enterprises ; no systematic connection among the cultivation, breeding and marketing ; lower qualification of staff who work in the seed industry and with weak sense of laws, and lack of the knowledge in operating experiences in the international market and trade etc. yet the un - efficiency system, unclear property right in enterprises, the lack of an effective mechanism to promote the rational use of resources in the seed industry and the lack of such concept as " the government creates environment and enterprises create fortune " are the deep - seated causes of the problems in guangxi ' s seed industry. therefore, the key points for promoting development of guangxi ' s seed industry under the wto framework are to focus on the promotion of the developing capability of seeds " integrated products, constantly deepen reforms, to adjust various relevant factors in the system of the seed industry which is inconsistent with each other, and to establish a new - pattern system with evident characteristics of the time spirit in order to meet the requirements of the market economy. hereinto, the specific strategies and measures for promotion of guangxi ' s seed industry development under the wto framework include kee ping up reform and innovation of the system of the seed industry, executing of non - nationalization reform in state - owned seed enterprises, formulating and executing relevant supporting policies, the improving the legal system in the seed industry, increasing public financial support on the seed industry, promoting the integration of cultivation, breeding and marketing, strengthening human resource development, developing the main body of the seed industry ' s market and making proper conditions for the functions of seed associations in the seed industry development etc

    研究結果認為：發展種子產業應該把著眼點放在促進種子整體產品的開發上；種子產業的發展依賴于能充分發揮整體功能的新型種業體系的構建，而目前廣西種業體系中的品種選育、種子生產加工、種子經營以及政府管理、公共支持和社會服務六個主要組成部分都存在明顯的缺陷與不足；廣西種子企業綜合競爭力總體處于較弱水平；面對wto ，廣西種子產業仍有諸多的不適應，突出表現在產業發展基礎薄弱、尚未形成可以公平競爭的種業市場、種子企業規模小、育繁銷脫節、種業人才素質不高、種子企業法律意識淡薄、國際市場運作經驗和國際貿易知識不足等多個方面，而體制不順、企業產權不明晰、缺乏促進種業資源合理流動的有效機制以及「政府創造環境，企業創造財富」的正確理念正是導致目前廣西種子產業不能適應入世需要的深層次原因；因此，以提升種子整體產品開發能力為核心，不斷深化改革，調整種業體系中不相協調的各有關因素，構建起符合市場經濟體制要求的具有鮮明時代特徵的新型種業體系，是wto框架下加快廣西種子產業發展必須堅持的指導思想；其中，加快種業體制改革和創新、實施對國有種子企業的非國有化改造、制訂落實有關扶持政策、完善種子法律法規體系、加大公共財政對種子產業的支持力度、推進育繁銷一體化的形成、加強人才培養與引進、壯大種業市場主體、實行重點突破戰略、發揮種子行業協會作用等等，都是wto框架下加快廣西種子產業發展應該採取的具體對策措施。
  4. Secondly introduce rw company ' s developing process and management situation, separately from basis management and operating management aspect describe the existent problem, for example enterprise organizational structure is bulky, the idea and mode of human resource management is unadapted to knowledge economy age ' s requirement, enterprise information management get behind, product development and manufacture separate from marketing each other, fall short of market guidance and so on

    在對rw公司發展歷史和經營情況進行較為詳細的介紹后，分企業基礎管理和運營管理兩個層面提出了rw公司目前組織結構臃腫，人力資源管理觀念和方式不適應知識經濟時代要求，企業管理信息化滯后，企業研發、製造、營銷環節相互分離，缺乏市場導向等問題。
  5. He has substantial experience in the areas of general management, m a, corporate finance and project management. through his career, james has developed a deep understanding of what is required to do business in china ; he has developed strong contacts in both industry and government. james serves as chairman and president of silong consulting

    具有在外資企業和國有企業工作的經驗，其中8年致力於在外資企業500強公司等擔任人力資源管理工作，分別擔任過人事主任高級人力資源經理， 5年多綜合經營管理的工作經驗，曾擔任過高科技公司總經理助理科技人才服務公司總經理等職務。
  6. Competition among companies actually is the one among their competent and talented employees, so human resource management ( hrm ) is very important for private curatorial companies

    醫藥產業作為技術密集型產業，人才的競爭將是市場競爭中的關鍵，人力資源管理將是民營醫藥企業經營管理的重要課題。
  7. Company shs is a private curatorial company. facing the fierce competitive pressure and troubles in hrm, it expected to establish a normative hrm system

    A公司是一家民營醫藥企業，在激烈的市場競爭中深感人才競爭所帶來的競爭壓力，面對企業人力資源管理中存在的問題，迫切需求建立規范的人力資源管理體系。
  8. Human resource management, a heterogeneous nucleus generated by a firm, provides a distinctive competency that is difficult for competitors to replicate, although information technology is expected to improve human resource management to provide not only administrative data but also data to support strategic and cost - based decision - making, many human resource information systems ( hris ) are still focusing on administrative tasks as record keeping and payroll

    加入wto以後，中國企業經營環境發生了巨大的變化，要求企業組織必須進行快速的變革。而企業組織的變革，則要求處于關鍵性角色的人力資源管理必須進行快速的應對。為此如何提高人力資源管理水平，成為了一個關系企業組織成敗的重要問題。
  9. Second, it turns to analyze the outside environment of chongqing pepsi - tianfu in details by using many theories in turn such as pest, five competition power, production life cycles and value chain, and its target is not only to find opportunities in politics, economic, technology, and social culture and also to feel threaten which results from substitute, supplier, new comer, customer and competitor of our company. then, it begins to seek the strength and weakness of this company by analyzing resource of itself in order to seek main problem s during present business operating, specially focusing on marketing promotion, cost controlling, human resource management and enterprise culture. at the same time, it concludes that the main present questions are caused by some history factors, faulty present management rules, incomplete human resource system, different leader types and weak base of enterprise culture

    然後，就運用pest法、行業競爭五種力量及價值鏈的戰略管理理論對公司的外部競爭環境進行詳細的分析，發現公司可能在政治、經濟、技術、社會文化上面臨的機會以及行業中替代品、供應商、新進入者、顧客、競爭對手正帶來的威脅；接著，運用資源分析法找出公司內部的優勢和劣勢，特別是目前存在的主要問題及其產生的各種主要原因，其中問題集中表現在市場營銷、成本控制、人力資源管理、企業文化四大方面，而產生原因則是公司的歷史、管理制度不夠完善、人才機制不健全、領導風格不相同、企業文化較薄弱等因素；接著，就是將內、外環境的分析結果通過swot方法進行戰略匹配和選擇，得出三個戰略方案，即：穩定發展戰略、密集型發展戰略和多元化發展戰略。
  10. Yier ` s strategy for human resources is for mining technicians & salesclerks, keeping wanted talents, improving sorts of available manpower and honoring best staff

    爾藥業在人力資源管理上提出"挖掘技術營銷人才，儲備發展需求人才，培養現有各類人才，重獎各行拔尖人才"的戰略思想。
  11. The third part is based on the former two parts, under the context of space power resources technology, designs and improves human resources management system and efficiency assessment system, so as to farther improve the management efficiency and fully explore the potential in the running of the company

    第三部分是在前兩部分基礎上，結合航天電源科技進行人力資源管理系統、績效評價體系的設計提高管理績效、挖掘潛力促進企業的經營。第四部分對系統運行情況進行評估，同時反映人力資源管理在西部落後地區的意義。
  12. Whether the commercial banks can survive and develop or not is decided not only by their customers but also by competition and change they experience, therefore, the commercial banks in our country have to redesign themselves with process as center in order to adapt themselves to rapidly changed surrounding. to redesign themselves, appropriate strategy and tactics must be considered, that is to reconstruct value chain and to reform business process, among which information economy not only promote reconstruction of value chain and reformation of business process but also play very important role in it. in this essay, the redesign of commercial bank will be analyzed in two aspects by integration of theory with real cases

    價值鏈理論由邁克爾?波特首先提出，他把企業看作一個價值創造的系統，這個系統由若干與價值創造有直接或者間接關系的活動組成，其中有直接關系的活動稱為基礎價值活動，包括輸入物流、生產加工、輸出物流、服務和市場營銷等，通過開展一系列基礎價值活動，企業的價值就得以創造;與價值創造有間接關系的活動稱為輔助價值活動，包括企業基礎設施、人力資源管理、研究開發和采購等，輔助價值活動對基礎價值活動起保障和支持作用。
  13. This paper introduces existing issues, explores roots and gives relevant recommendations to the human resource management in the power generation enterprises, which emphasizes on organizationment system, team construction of employee and operator

    電力體制改革對發電企業人力資源管理出了新的要求，本文著重從組織管理體制、職工隊伍建設和經營者隊伍建設三方面研究發電企業人力資源管理中存在的問題，究其根源並提出改善建議。
  14. Hr mis can accomplish hr automation, shorten management cycle, optimize hrm procedure, decrease human duplication and interruption. it also can conformity hr date, analyses date, support decision, help self - service, accelerate participation, increase satisfaction of employees. it also can accelerate integration between hr mis and other management system, optimize resource distribution and operation procedure, improve management, and accomplish organization goal

    通過運用人力資源管理信息系統，可以實現人力資源管理自動化，縮短管理周期，優化人力資源管理流程，減少管理工作的重復性及人為干擾;可以整合人力資源數據，進行數據挖掘與分析，實現決策支持;可以開展員工自助服務，促進廣泛的員工參與提高員工滿意度;可以進行人力資源管理信息系統與其他管理信息系統的整合與集成，實現壽險公司整體資源配置優化與業務運作流程優化，促進壽險公司整體管理水平的提高，最終有利於實現壽險公司的經營目標與競爭戰略。
  15. And diagnosed the effectiveness and efficiency of the hrm system in company shs combining its actual conditions and the industry features

    並結合民營醫藥企業人力資源管理特徵和shs公司的實際情況，對a公司的人力資源管理狀況進行了診斷。
  16. In order to optimize the process of daily businesses in the 30th institute of cetc and improve its management, an information management system named enterprise project resource management system is designed based on j2ee platform, which is centered on the workflow technology and oriented to the requirements of the research institute businesses management

    為優化中電集團30研究所的日常業務流程、提高其經營管理效率，本論文設計開發了一個以工作流技術為核心的、面向研究所業務管理需求的、基於j2ee平臺的信息管理系統? ?企業項目資源管理系統。
  17. Part one, analysing the origin and the characteristics of human resource of derivative private enterprises by means of studing the course of history of the reform of national enterprises. part two, appling various studing methods, findding the root course of national enterprise ' s inefficiency by means of comparing the difference of harm between china and west developed country and analysing the necessity of marketing of hrm in derivative private enterprises. part three, being aim at the problems of hrm in national enterprises and the demands of socialism market economy, this paper attempt to put foreword the objective mould of marketing of hrm in derivative private enterprises

    全文共分四章：第一章，以國有企業改革的歷史進程為線索，分析了「衍生型」民營企業的由來及其人力資源特點；第二章，運用多種研究手法，通過比較我國與西方發達國家在人力資源管理方面的差異，剖析我國國有企業低效率的根本原因，分析人力資源管理市場化配置的客觀必然性，理論聯系實際地分析了「衍生型」民營企業人力資源管理市場化的必要性；第三章，針對我國國有企業人力資源管理方面存在的問題以及社會主義市場經濟的要求旗幟鮮明地提出了「衍生型」民營企業人力資源管理市場化的目標模式；第四章，用較大篇幅分析了「衍生型」民營企業人力資源管理市場化過程中存在的主要障礙並在此基礎上探討了跨越障礙的基本對策。
  18. This contingency approach does not capture the complexity of mnc interactions in the local environment, however, particularly with regard to international contractual and non - contractual resource power, internationalization expertise and operational consistency requirements to gain relative decisional advantage. case studies of four sino - western ijvs illustrate the dynamics of ihrm development under conditions of weak socio - legal constraint and high cultural distance between partners

    這種國際性合資企業的合資雙方都希望實施他們自己的管理實踐，使用合同性和非合同性的資源力量，國際化經驗和運營一致性要求等獲取相應的決策優勢，對四家中外合資企業的案例分析說明了在社會法律環境限制較弱以及合作方之間文化差距較大的情況下，國際人力資源管理的決策力動態。
  19. Abstract : based on the investigation of industrial resources, administrative mechanism, social and economic benefit of haigeng sports training camp in yunnan province, this paper makes the comprehensive evaluation on industrial construction, business management, social and economic benefit, put forwardes the management schemes of recomposing industrial resources and industrialized development, tables a proposal of management model, such as the model of haigeng sports training camp, haigeng sports city and resource union

    文摘:基於對雲南省海埂訓練基地產業資源、管理機制和社會、經濟效益的調查研究，對海埂訓練基地的產業結構、管理經營和社會經濟效益做出了綜合評估，提出了海埂訓練基地產業資源重組和產業化運作的經營管理方案，並對海埂訓練基地管理模式、海埂體育城管理模式和資源聯盟體管理模式提出了設想和評估。
  20. We maintain good relationship with international telecom equipment manufacturers and national service providers, and we ' re actively expanding our business to other area, like developing telecom device, erp projects, etc

    我們與國際知名電信設備製造商以及國內網路運營商保持良好的長期合作關系，在此基礎上，公司正在積極向更多的領域擴展，例如電信設備的研發，企業資源管理項目開發等。
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