organizational measures 中文意思是什麼

On the basis of that, this article refine upon the storage ' s organizational construct and put forward the means of quality improvement that include inner auditing of quality management system, reject control, amendatory and precautionary measures ; and so on

本文運用iso9000族標準、質量管理控制工具、統計過程式控制制方法和系統工程相關理論對西安大明宮直屬庫質量管理體系進行了系統分析和優化設計。

Abstract : the paper presents the study on problems of self - excitation ， over - voltage ， frequency and voltage stability ， organizational measures and arrangement in the course of black start and restoration of the system. through simulation of black start on east china power system ， above problems are analyzed and solved ， it shows that working out strict black start scheme may not only speed up system restoration ， reduce outage losses ， but also have important significance to emergency release or power system islanding

文摘:研究電力系統黑啟動的過程及恢復中存在的自勵磁、過電壓、頻率和電壓穩定、組織措施及安排等問題，並通過華東系統黑啟動模擬對上述問題進行分析和解決，證明制定嚴格的黑啟動計劃不僅可以迅速恢復系統、降低事故損失，而且對處理緊急狀態或地區性解裂有重要意義。

Thus many measures should be proposed, including concretely : analysis, design of situation, post and mutual relationship ; analysis and design of management range ; division and design of elemental organization department ; design of organization decision system, including organization leadership system, power structure, decision mechanism an d management system ; design of organization management executive system, including management command organ, operation organ ( import, transform, export ) feedback organ, control organ ; analysis and design of the relationship between banking and the others, social environment ; design of organizational behavior ( moral ) norms and so on

具體包括：職位、崗位及其相互關系的分析、說明與設計;管理幅度與管理層次的分析與設計;基本組織單位、部門的劃分與結構設計;組織決策系統的設計，包括組織領導體制、權力結構、決策機制與管理體制的設計;組織管理執行系統的設計，包括管理指揮機構、運行操作機構（輸入、轉換、輸出） 、反饋機構、控制機構;銀行組織與其他組織、社會環境等諸多方而的聯系、關系的分析與設計;組織行為（倫理）規范的設計等方面。

To ensure the implementation of diversification and international strategy, we must take practical measures on property rights reform, organizational structure, enterprise ' s core competition, human resources, strategic alliances, moving to the suburb, stimulant mechanism, technical renovation, cultivating advanced enterprise culture, etc

為了保證多元化和國際化經營戰略的實施，必須在產權改革、組織機構、企業核心競爭力、人力資源、戰略聯盟、退二進三、激勵機制、技術改造、培育先進企業文化等方面採取切實可行的措施。

First, based on investigation and analysis on real estate background and the actual situation of jiangbei real estate development company, the problems and the foundmental root causes existing in the operation management are found out. secendly, according to the requirements of modern business management theory and modern enterprise system, a business management model with quality management being the core is put forward by comparing and analyzing several management models, and selecting one management model as the major with multiple management models existing. based on this, the author has designed the main frame for the management model, completed organizational structure designing, department function and work position describing, work flow and work process designing, establishment of regulations, and formed the organizational structure of the management model. in addition, the varies important management actions, including human resources management, quality management, financial management, marketing management, information management, are analyzed and studied in order to enrich and improve the content of the management model. finally, the author has also put forward the measures and requirements to ensure the effective operation of the management model

首先，在調查研究的基礎上，通過對房地產行業背景和江北房地產開發公司現狀的分析，找出公司現行狀態下經營管理中存在的問題和困難，並分析原因，查找根源；其次，根據現代企業管理理論和現代企業制度的要求，通過對幾種較為流行的管理模式的分析比較，選擇以一種管理模式為主，多種管理模式相結合的方法，提出以質量管理為核心的企業管理模式；在此基礎上，對管理模式進行整體性的組織設計，完成組織結構設計、部門職能制定和崗位描述、工作流程及工作程序設計、規章制度體系的建立等工作，構建管理模式的整體框架；另外，針對各項重要的管理活動，如人力資源管理、質量管理、財務管理、營銷管理和信息管理等，分別進行分析研究，以充實和完善管理模式框架的具體內容；最後，為確保管理模式順利、有效地運行，明確提出「完善公司內部治理機制，健全公司外部治理機制」的保障措施和具體實施步驟。

I related objectively xingsheng wood industry company developing experience from a small factory to a large enterprise and the problems it is facing now in the operational activities and management method. the second part is the analysis of cases, i give a comprehensive analysis about the enterprise ' s organizational structure, human resource administration, management pattern and core competitive according to the actual situation of the enterprise with the knowledge i have learned so as to put forward the methods and the measures to solve the problems and delve into the subject that how the private - owned enterprises will improve their operation and management for the future development

第一部分為案例介紹，主要介紹興勝木業公司發展歷程，按照時間順序，客觀地敘述了興勝木業公司從小到大的發展歷程以及在發展過程中和目前經營活動及管理方式等諸方面遇到的問題。第二部分為案例分析，依據企業的實際情況，根據所學的知識對企業組織結構、人力資源管理、管理模式、核心競爭力等方面進行全方位分析，提出解決問題的辦法和措施，以探求民營企業在經營管理方面如何自我完善、謀求更大發展。

It involve in these concrete modes, adjust organizational structure according to enterprise goal, establish flat organizational structure, implement integration operating strategy mechanism, eliminate departmentalism, raise the rw company efficiency and strengthen the ability of fast reaction to market, and carry out business process reengineering, regard " order " as the principal line of business process reengineering, implement integration operating mechanism in product development and manufacture with marketing aspect, carry out " dumbbell " development strategy. simultaneously adopt humanism management measures, advocate employee to participate management, allow of personnel flowing, encourage teamwork, adopt competition and condemn mechanism to quicken human resource management innovation, attach importance to intangible assets management, meanwhile take advantage of modern information technology fully, quicken information building, adequately make information means to be used in enterprise management, all in all management innovation is necessary for rw company according to the change of customer and market competition, in order to raise enterprise core competition ability

具體而言，要以企業目標為導向調整組織結構，建立扁平化組織，強調一體化運作機制，消除本位主義，提高組織效率和對市場的快速反應能力；實施業務流程重組，將「訂單」作為企業業務流程的主線，推行「研發、製造、營銷環節一體化」運作機制，實施「啞鈴型」發展戰略；同時實施人本管理，倡導員工參與管理、人員流動、團隊工作、競爭與淘汰等新機制加快人力資源管理創新，重視企業無形資產經營；同時充分利用現代信息技術，加速企業信息化建設步伐，實現企業管理全面信息化。

The results indicate thai ; first, there exists quite an obvious gap in terms of service reliability and responsiveness between hotel performance and customers " expectancy that waits to be filled up ; second, the major factors that may restrict hotel service quality include efficiency level of service quality management, organizational culture, management coordination, the general qualification of employees and level of employee sarisfaction with the problems identified through the foregoing research, the thesis proceeds to bring forward suggestion of measures that can help improve the service quality of hotels in china these measures are strengthening the function of service quality management system, implementing the employee satisfaction strategy, improving the comprehensive qualifications of hotel employees through all - round training programs, improving internal coordination in hotels, and managing the expectancy of hotel guests

實證研究由兩部分組成：第一部分是利用servqual模型，從賓客角度調查我國飯店服務質量差距；第二部分是對飯店管理者和員工發放調查問卷，利用sas統計軟體對收集的調查數據進行回歸分析。實證研究結果表明：我國飯店服務質量在可靠性與反應性方面離賓客期望有較大差距，尚有待提高；制約飯店服務質量的主要因素為：服務質量管理效率、企業文化、組織協調度、員工素質和員工滿意度。根據研究中發現的問題，本文提出了提高我國飯店服務質量的具體對策建議：完善服務質量管理體系；實施員工滿意戰略；強化培訓教育，提高員工整體素質；提高飯店內部協調性；管理賓客期望。

Studying seriously the new requirements and putting forward concrete measures aiming at implementing the three represent ' s theory are key contents of the organizational work

認真研究這些新的要求，並提出組織工作貫徹「三個代表」要求的具體對策措施，是組織工作的一項重要內容。

With regard to the orientation of organizational flatten - reform of state - owned commercial bank, this article suggests that organizational flatten - reform should be based on secondary branch. through an example of certain secondary branch of state - owned bank, the dissertation analyzes its transformational measures of organizational frame, operation flow, achievement assessment, bestir system, and so on, and gives the evidence of feasibility of this organization transform

隨后，論文比較分析了西方商業銀行組織扁平化的特徵、結構模式及最新發展，並在此基礎上綜述了業內專家關於我國國有商業銀行組織扁平化的構想，通觀西方、借鑒前者，旨在為國有商業銀行組織扁平化探索路中拋磚引玉，激發各大行在改革中因地制宜，走出自己的扁平化路子。

Analyzing the problems existing in the volunteer organizations, the paper p0roposes the measures of constructing the organizational culture of the match volunteer organizations, including integrating the organizational culture and employment standards, guiding the training with the volunteer spirit and organizational value and establishing the examples of volunteers as well as organizations

通過分析賽會志願者中存在的問題，提出了構建賽會志願組織文化及具體措施：在招募志願者時將志願組織文化與用人標準結合起來；將志願精神及組織的價值觀貫穿培訓的始終；樹立志願組織楷模；塑造志願組織形象。

Firstly, the paper have, from the theoretical research of the significance, standard and model of the strategic alliance stability, and through further analysis of the strategic alliance ' s instability representational type, secondly7 raised the critical elements involved in the interference of the strategic alliance ' s stability : the alliance partner ' s match ; the balance between profit and risk ; the co - operation of the alliance management ; the consistency of the alliance ' s objectives ; harmonization of the alliance ' s culture, thirdly, the critical measures that strengthens the strategic alliance ' s stability, consisting of : construction of the enterprise ' s core capabilities ; strengthening of mutual trust ; promotion of information management ; coordinating of alliance ' s organizational study ; promotion of the alliance ' s culture amalgamation

本文試圖尋找干擾企業戰略聯盟穩定性的關鍵因素，並提出加強戰略聯盟穩定性的關鍵措施。首先本文從戰略聯盟穩定性涵義、標準和模型進行理論研究，然後分析戰略聯盟不穩定性的表現類型，其次提出了干擾企業戰略聯盟穩定性的關鍵因素，即聯盟夥伴的匹配性、收益和風險的對稱性、聯盟管理的合作性、戰略目標的一致性、聯盟文化協同性。再其次提出了加強戰略聯盟穩定性的關鍵措施，即建設企業核心能力、增進聯盟相互信任、推進管理信息化、協調聯盟組織學習、促進聯盟文化融合。

To standardize the tcm, the architecture enterprises should assimilate the advanced experience of internal and international cost management, choose and adopt the following technical or organizational measures : first, form the pledge system of tcm. second, hold ve analysis to reduce design cost. third, carry out standard cost control and analyses cost variation

在說明了指導思想問題后，本文第三部分闡述了建築企業全面成本管理的內容，分別從全員、全過程、全方位、全環節四個方面作以說明，回答了「應該是什麼」這一價值判斷問題。

While develop the flow of project management to improve in type project of military plan, firstly study implementation of process improve of type developing project of military plan, including principle, the measure and factor influencing process improve ; secondly explain goal of process improve and develop structure of organization of type developing project of military plan of xac ; thirdly develop organizational building and environmental building of type developing project of military plan of xac, and go on identification and describing, analysis and diagnosis, improving of project management process of type developing project of military plan of xac ; at last describe the implementation measures of improved process and set up the evaluated model of process improved of type developing project of military plan of xac

在軍機型號研製項目管理流程優化過程中，論文首先研究了軍機型號研製項目管理流程優化的實施策略，主要包括流程優化的原則、步驟以及影響流程優化的因素；其次，闡述了軍機型號研製項目管理流程優化的目標及對軍機型號研製項目的組織結構的設計；然後，研究了軍機型號研製項目管理流程優化的組織建設和環境建設，並且進行了軍機型號研製項目現有管理流程的識別與描述、分析與診斷和流程優化；最後，描述了優化后流程的實施步驟，及建立軍機型號研製項目管理流程實施效果評價模型。