外文參考文獻(xiàn)譯文及原文英語(yǔ)論文

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1、外文參考文獻(xiàn)譯文及原文-英語(yǔ)論文 外文參考文獻(xiàn)譯文及原文 1 人才流失的現(xiàn)狀 ??? 民營(yíng)經(jīng)濟(jì)是最具活力的經(jīng)濟(jì)增長(zhǎng)點(diǎn)，是區(qū)域經(jīng)濟(jì)發(fā)展中最活躍、最有優(yōu)勢(shì)的經(jīng)濟(jì)成分。隨著民營(yíng)企業(yè)規(guī)模的不斷壯大和市場(chǎng)經(jīng)濟(jì)體制的不斷完善，傳統(tǒng)的民營(yíng)企業(yè)管理體制和管理方式和觀念制約著民營(yíng)企業(yè)的發(fā)展。特別是現(xiàn)在中小型民營(yíng)企業(yè)中關(guān)鍵人才流失的情況比較嚴(yán)重，據(jù)調(diào)查，民營(yíng)企業(yè)近幾年的人才流失率達(dá)30%以上，一些生產(chǎn)企業(yè)人才流失率竟達(dá)70%，民營(yíng)企業(yè)中的中高層人才以及科技人員，在公司的工作年齡普遍較短，一般為2-3年，最長(zhǎng)的也不過(guò)5年。許多民營(yíng)企業(yè)叫喊著人才難求、人才難留。民營(yíng)企業(yè)的人才流失的癥結(jié)在哪里？這個(gè)問(wèn)題值得我們深

2、入研究。 2 民營(yíng)企業(yè)人才流失的原因 ??? 對(duì)于民營(yíng)企業(yè)人才流失的原因，我認(rèn)為應(yīng)該從民營(yíng)企業(yè)的內(nèi)部管理制度、民營(yíng)企業(yè)家自身素質(zhì)以及民營(yíng)企業(yè)的企業(yè)文化三個(gè)方面進(jìn)行探討。 2.1 管理制度不合理 內(nèi)部管理混亂 民營(yíng)企業(yè)內(nèi)部管理制度不完善，內(nèi)部管理混亂，缺乏基本的制度，組織結(jié)構(gòu)不合理，從而導(dǎo)致員工無(wú)所適從，不知道應(yīng)該怎么做才符合企業(yè)的要求。由于沒(méi)有明確的工作標(biāo)準(zhǔn)，員工即使努力工作，也難以獲得認(rèn)可。還有些民營(yíng)企業(yè)由于事業(yè)高速發(fā)展，企業(yè)天天在變，經(jīng)營(yíng)的目標(biāo)是如何做好和做大生意上，至于內(nèi)部企業(yè)管理，能用就先用著，因此導(dǎo)致很多制度還來(lái)不及建立健全，企業(yè)管理許多事主要還是人治，缺少成文的制度規(guī)范。或

3、者即使有了部分規(guī)范，但實(shí)際上大家都不重視，做事情一味過(guò)于講求簡(jiǎn)單直接，工作還是以前小規(guī)模時(shí)的老習(xí)慣，離現(xiàn)代企業(yè)管理制度距離有點(diǎn)遠(yuǎn)。尤其是企業(yè)的薪酬績(jī)效考核制度不健全，嚴(yán)重影響關(guān)鍵人才價(jià)值的體現(xiàn)。有相當(dāng)一部分的企業(yè)，實(shí)行原始的家族式管理，在工資、福利、待遇等方面，家族成員總比外人要高，盡管這些人的管理、生產(chǎn)、銷(xiāo)售等一系列業(yè)績(jī)都不如外人。而現(xiàn)代企業(yè)的明顯標(biāo)志就是制度完善，但由于民營(yíng)企業(yè)管理上存在上述原因，這些不僅嚴(yán)重制約了企業(yè)的發(fā)展，而且導(dǎo)致了企業(yè)關(guān)鍵人才由于得不到承認(rèn)而跳槽，從而表現(xiàn)出民營(yíng)企業(yè)人才流失現(xiàn)象嚴(yán)重。 2.2 提高企業(yè)主的素質(zhì)低下 企業(yè)家精神不能隨企業(yè)的發(fā)展而建立，民營(yíng)企業(yè)家不能提

4、高自己的自身素質(zhì)，依然保持在創(chuàng)業(yè)時(shí)的那種工作習(xí)慣和作風(fēng)。企業(yè)家精神的首要標(biāo)志就是有創(chuàng)新精神，但把自己企業(yè)的成功全部歸功于自己個(gè)人或家族的貢獻(xiàn)，認(rèn)為企業(yè)之所以有今天，全部是自己一手拼出來(lái)的，把與其一起創(chuàng)業(yè)的員工置之度外，這決不是現(xiàn)代企業(yè)家精神的體現(xiàn)。那種認(rèn)為他人只是為我打工，至于說(shuō)對(duì)于企業(yè)發(fā)展的貢獻(xiàn)的回報(bào)，一切免談的民營(yíng)企業(yè)遲早會(huì)被競(jìng)爭(zhēng)所淘汰。這樣一來(lái)，關(guān)鍵人才的個(gè)人才能和個(gè)人貢獻(xiàn)被一筆抹殺，關(guān)鍵人才無(wú)法找到 "自我實(shí)現(xiàn)的成就感".并且在家長(zhǎng)式的領(lǐng)導(dǎo)下工作，人才的技能不能得到充分的發(fā)揮，不能得到學(xué)習(xí)新技能和新經(jīng)驗(yàn)的機(jī)會(huì)，人才流失勢(shì)在必然。 2.3 與員工交流溝通不足 沒(méi)有先進(jìn)的企業(yè)文化，但越

5、來(lái)越多的人把“企業(yè)文化看成是一個(gè)復(fù)合系統(tǒng)，它既是一種新型的管理理論，又是一種價(jià)值觀和信念，它是企業(yè)哲學(xué)、企業(yè)精神、企業(yè)制度和行為方式的辯證統(tǒng)一”（蕭聚武，1996）。而且企業(yè)文化一定是在企業(yè)員工長(zhǎng)期的相互交往過(guò)程中形成的人際交往范式、價(jià)值觀體系，而且它一定是與企業(yè)經(jīng)營(yíng)績(jī)效掛鉤，有助于在民營(yíng)企業(yè)里面自己的人格和專(zhuān)業(yè)意見(jiàn)得不到尊重，心情壓抑；其次是管理方式上有問(wèn)題，往往對(duì)下屬能力不信任，不授權(quán)或授權(quán)不足，關(guān)鍵人才象被上了綁一樣，只能做執(zhí)行者，感受可想而知。再次，在員工的上下溝通上由于企業(yè)文化的限制，導(dǎo)致員工之間的溝通出現(xiàn)鴻溝，不能形成統(tǒng)一的范式或價(jià)值觀，更不用說(shuō)形成有本企業(yè)特色的企業(yè)文化了。 3

6、 對(duì)民營(yíng)企業(yè)人才流失問(wèn)題的對(duì)策 ??? 民營(yíng)企業(yè)要想生存并發(fā)展壯大，就必須采取積極的對(duì)策，克服自身不利的因素，同時(shí)需要外界力量的支持；加強(qiáng)制度建設(shè)，改革治理結(jié)構(gòu)，培育先進(jìn)的企業(yè)文化，只有這樣才能做到“栽了梧桐樹(shù)，引來(lái)金鳳凰”。 3.1 建立現(xiàn)代企業(yè)制度 完善公司治理治理結(jié)構(gòu) ??? 現(xiàn)代企業(yè)制度的典型特征是：產(chǎn)權(quán)明晰，權(quán)責(zé)明確。但長(zhǎng)期以來(lái)，大家都認(rèn)為，民營(yíng)企業(yè)產(chǎn)權(quán)是明晰的，從而導(dǎo)致了許多人沒(méi)有認(rèn)識(shí)到民營(yíng)企業(yè)中也存在有產(chǎn)權(quán)問(wèn)題，產(chǎn)權(quán)明晰的概念不僅意味著企業(yè)所有權(quán)的歸屬，同時(shí)，產(chǎn)權(quán)也意味著公司的結(jié)構(gòu)和層次。但我國(guó)民營(yíng)企業(yè)資本在產(chǎn)權(quán)上帶有強(qiáng)烈的“三緣”性，即血緣、親緣和地緣性，這使得中國(guó)的民營(yíng)

7、企業(yè)產(chǎn)權(quán)在主體上具有濃厚的宗法性，它也是阻礙中國(guó)民營(yíng)企業(yè)建立現(xiàn)代企業(yè)制度、確立科學(xué)有效的決策和管理機(jī)制的重要因素。我國(guó)有相當(dāng)多的民營(yíng)企業(yè)表面上是有限責(zé)任公司，而實(shí)際上是業(yè)主制企業(yè)，是一股獨(dú)大，實(shí)際上是老板一個(gè)人說(shuō)了算，其他都是形同虛設(shè)。但我國(guó)民營(yíng)企業(yè)又普遍實(shí)行委托代理制度，這導(dǎo)致了企業(yè)治理結(jié)構(gòu)問(wèn)題的出現(xiàn)，因?yàn)樵谀切┢髽I(yè)老板同時(shí)又是企業(yè)經(jīng)營(yíng)者的企業(yè)里，企業(yè)所有權(quán)和控制權(quán)是一體的，根本沒(méi)有所謂的公司治理結(jié)構(gòu)。所以要從重新構(gòu)建和完善民營(yíng)企業(yè)的公司治理結(jié)構(gòu)，即在堅(jiān)持現(xiàn)代企業(yè)公司法人治理結(jié)構(gòu)的前提下，結(jié)合民營(yíng)企業(yè)自己的特點(diǎn)進(jìn)行必要的調(diào)整。科學(xué)地劃分“三會(huì)”和總經(jīng)理等各利益主體的權(quán)利和責(zé)任，完善各利益主體

8、之間的制約機(jī)制。這就避免權(quán)利的行使不受約束而導(dǎo)致最壞結(jié)果的發(fā)生，避免出現(xiàn)更大的效率損失；并且引進(jìn)外部獨(dú)立董事，充分發(fā)揮獨(dú)立董事的專(zhuān)家咨詢作用。 ??? 因此，我國(guó)民營(yíng)企業(yè)一方面要求所有權(quán)和經(jīng)營(yíng)權(quán)分離，另一方面，由于我國(guó)缺乏競(jìng)爭(zhēng)性的外部市場(chǎng)以及有效監(jiān)督經(jīng)理人約束機(jī)制，不敢對(duì)“外來(lái)者”委以重任。所以我國(guó)民營(yíng)企業(yè)的管理制度的構(gòu)建和完善是避免人才流失的首要措施。 3.2 實(shí)行人本管理 ??? 人本管理的基本涵義是對(duì)人性特質(zhì)的再培育、激發(fā)和利用，充分發(fā)揮人性的積極作用，剔除人性的消極作用，就是應(yīng)用人性哲學(xué)思想教育員工學(xué)會(huì)做人，做一個(gè)積極的人。因?yàn)榈墓芾碇黧w是人，其次管理客體雖然兼有人和物，但是對(duì)物

9、的管理取決于對(duì)人的管理，歸根到底還是對(duì)人的管理，所以管理客體主要也是人的問(wèn)題。從基于“經(jīng)濟(jì)人”假1442 人才流失外文參考文獻(xiàn)譯文及原文 設(shè)的科學(xué)管理，到我與人才的位置關(guān)系，把平等的合作關(guān)系時(shí)時(shí)體現(xiàn)在企業(yè)運(yùn)作過(guò)程中，針對(duì)不同利益者的需求和特點(diǎn)，采取不同的措施主動(dòng)激勵(lì)他們，幫助他們成長(zhǎng)，并給予他們足夠的舞臺(tái)空間，讓他們真正能有“當(dāng)家作主”的責(zé)任感，使之產(chǎn)生與企業(yè)同命運(yùn)、共呼吸的使命感，從而真正塑造出忠誠(chéng)于企業(yè)的人才來(lái)。也可以設(shè)立共同遠(yuǎn)景，因?yàn)楫a(chǎn)生共同的愿景，并自覺(jué)融入到企業(yè)文化中去，企業(yè)才有可能和人才具有協(xié)調(diào)一致的價(jià)值觀。“人本管理”還體現(xiàn)在經(jīng)營(yíng)權(quán)的主導(dǎo)地位的實(shí)施者身上，因此民營(yíng)企業(yè)家應(yīng)

10、該著眼發(fā)展戰(zhàn)略規(guī)劃和人才培養(yǎng)的大問(wèn)題，而把經(jīng)營(yíng)權(quán)下放給人才，給予他們足夠的施展個(gè)人才智的空間與權(quán)力，讓企業(yè)盡量成為優(yōu)秀人才發(fā)揮才智的舞臺(tái)。實(shí)踐證明，授權(quán)是企業(yè)家重視、信任人才的最佳表現(xiàn)，民營(yíng)企業(yè)家要善于通過(guò)授權(quán)留住精英人才。精明的管理者，正是通過(guò)給予一定的權(quán)力和職位，使人才得以實(shí)現(xiàn)自己的人生價(jià)值，而企業(yè)得以順利發(fā)展，達(dá)到兩全其美的境界。民營(yíng)企業(yè)要激發(fā)和利用人才還要馬斯洛的“需求層次”理論來(lái)看待“人本管理”，因?yàn)槿瞬艆⒓庸ぷ?，絕不僅僅是為了物質(zhì)待遇而工作，更多的是為了精神上的尊嚴(yán)和實(shí)現(xiàn)自我價(jià)值。所以，我國(guó)民營(yíng)企業(yè)在具體實(shí)施"人本管理"時(shí)可以采取精神激勵(lì)和物質(zhì)激勵(lì)相結(jié)合的方式進(jìn)行。 3.3 培育

11、先進(jìn)的企業(yè)文化 ??? 企業(yè)文化滲透于企業(yè)的一切活動(dòng)之中，又超脫于企業(yè)的一切活動(dòng)之上。朔造積極健康向上的企業(yè)文化，就等于企業(yè)有了源源不斷的發(fā)展動(dòng)力。創(chuàng)建屬于自己的具有本企業(yè)特點(diǎn)的企業(yè)文化，已經(jīng)是當(dāng)今有一定規(guī)模的中國(guó)民營(yíng)企業(yè)不能不面對(duì)的和逾越的重大課題，民營(yíng)企業(yè)培育屬于自己的企業(yè)文化，是一個(gè)長(zhǎng)期的、艱苦的過(guò)程，必須有新的思路、新的方法，只有進(jìn)行富有成效的工作，經(jīng)過(guò)艱苦的、持之以恒的努力，才能取得理想的結(jié)果。 3.3.1 培育創(chuàng)新文化 ??? 創(chuàng)新是一個(gè)企業(yè)發(fā)展的永恒課題，是企業(yè)的動(dòng)力之原。一個(gè)企業(yè)要想強(qiáng)手如林的競(jìng)爭(zhēng)時(shí)代，保持持續(xù)、健康的發(fā)展態(tài)勢(shì)，取決于企業(yè)是否建立有創(chuàng)新文化，具有與對(duì)手相抗

12、衡的實(shí)力。創(chuàng)新，要在管理上、技術(shù)上和制度上創(chuàng)新。管理創(chuàng)新，對(duì)于任何一個(gè)民營(yíng)企業(yè)來(lái)講，都沒(méi)有一個(gè)固定不變的模式，當(dāng)今企業(yè)處于一個(gè)科技產(chǎn)業(yè)和信息產(chǎn)業(yè)迅猛發(fā)展的時(shí)代，這就要求企業(yè)管理工作也要相應(yīng)跟著發(fā)生根本的變化，企業(yè)經(jīng)營(yíng)決策、人事管理、質(zhì)量管理、知識(shí)管理、財(cái)務(wù)管理、銷(xiāo)售管理、技能管理等都要跟著發(fā)生相應(yīng)的變革和創(chuàng)新。技術(shù)創(chuàng)新，技術(shù)創(chuàng)新是企業(yè)形成競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵，哪個(gè)企業(yè)擁有了領(lǐng)先的核心技術(shù)，該企業(yè)就向成功邁了一大步。制度創(chuàng)新，制度創(chuàng)新是企業(yè)文化的重要內(nèi)容，培育創(chuàng)新的企業(yè)文化，同樣需要制度的不斷的創(chuàng)新。民營(yíng)企業(yè)大多是家族企業(yè)，為了適應(yīng)現(xiàn)代企業(yè)管理的需要，凡是具有一定規(guī)模的民營(yíng)企業(yè)，都應(yīng)從自身的實(shí)際出發(fā)，

13、從壯大自身力量、強(qiáng)化競(jìng)爭(zhēng)力著手，走公司制的道路，這是民營(yíng)企業(yè)制度創(chuàng)新的方向所在。 3.3.2 提高企業(yè)家自身素質(zhì) ??? 民營(yíng)企業(yè)的成功與否，很大程度上取決于企業(yè)家或老板個(gè)人的文化素質(zhì)和思想境界，其實(shí)質(zhì)上企業(yè)家文化的一種體現(xiàn)，當(dāng)今的民營(yíng)企業(yè)文化，深深地烙印著企業(yè)家樸素的人格思想和經(jīng)營(yíng)管理理念。培育民營(yíng)企業(yè)的企業(yè)文化，實(shí)質(zhì)上是一個(gè)復(fù)制過(guò)程，是民營(yíng)企業(yè)的創(chuàng)始者通過(guò)自己垂范、教育，把自己的價(jià)值觀復(fù)制給下一帶的過(guò)程。在這一個(gè)過(guò)程中，民營(yíng)企業(yè)家的素質(zhì)起到關(guān)鍵的作用，因此，企業(yè)家作為企業(yè)的締造者應(yīng)該積極加強(qiáng)對(duì)自身素質(zhì)的培養(yǎng)。 3.3.3 強(qiáng)調(diào)以人為本的管理文化 ??? 從另一個(gè)角度看，企業(yè)文化是指

14、在企業(yè)生存和發(fā)展過(guò)程中所體現(xiàn)出來(lái)的人與人之間的關(guān)系，以及公認(rèn)的價(jià)值觀和行為準(zhǔn)則，企業(yè)之間的競(jìng)爭(zhēng)，在于人才之間的競(jìng)爭(zhēng)，在當(dāng)今的競(jìng)爭(zhēng)社會(huì)，誰(shuí)擁有了人才，誰(shuí)就擁有了與對(duì)手相抗衡的資本。現(xiàn)代企業(yè)管理的最重要的一個(gè)特征就是重視人的作用，強(qiáng)調(diào)以人為本的管理思想。以人為本的管理思想，并不是簡(jiǎn)單的以某個(gè)人或某群人為本，而是以員工、顧客和社會(huì)公眾為本三者有機(jī)結(jié)合起來(lái)，充分考慮企業(yè)在三者之間的位置，而不是簡(jiǎn)單的以物質(zhì)鼓勵(lì)為本，也不是簡(jiǎn)單的以關(guān)懷體貼為本，而是以朔造人、培養(yǎng)人為本，既為人提供發(fā)展的機(jī)遇，又為企業(yè)培育有用之才；不是短期重視人為本，而是長(zhǎng)期實(shí)施尊重人為本。從最開(kāi)始的“人治”進(jìn)化到“法制”，然后走向“人本

15、管理”，讓員工在潛移默化中去接受企業(yè)、贊同企業(yè)、維護(hù)企業(yè)。結(jié)? 論 因此對(duì)于人才，我國(guó)民營(yíng)企業(yè)家不僅要求賢若渴、任賢舉才、誠(chéng)心相待，更要有重才之心、識(shí)人之慧、用才之略、容才之量?，F(xiàn)在民營(yíng)企業(yè)人才流失率高只是一個(gè)表象，其背后隱藏著體制、管理、文化等諸多因素，民營(yíng)企業(yè)家應(yīng)引起足夠的重視。 外文參考文獻(xiàn)譯文及原文 Enterprise’s brain drain question and counter measure 1?? Brain drain present situation The privately operated economy is most has the vig

16、or the economical growth spot, is in the region economy development is most active, most has the superiority the economic sector. Unceasingly expands along with the privately operated system and the management way and the idea is restricting the privately operated enterprise's development. Especiall

17、y small and medium-sized private enterprises now key brain drain is very serious, According to the survey, private enterprises in recent year’s wastage rate of 30% and above, a number of production enterprises wastage rates as high as 70%. Private enterprises of high-level personnel and personnel in

18、 the working age generally shorter, usually 2 -3 years, But also the longest five years. Many private enterprises shouted talent is hard to find, harder to retain talent. Private enterprises in the brain drain where the crux? The issue deserves our in-depth study。 2?? Reasons of brain drain in priv

19、ate enterprise Regarding the privately operated enterprise brain drain reason, I thought should from the privately operated enterprise's internal management system, the private enter preneur own quality as well as the privately operated enterprise's enterprise culture three aspects carries on the d

20、iscussion. 2.1 The control system is unreasonable and the internal management is chaotic The privately operated enterprise internal management system is imperfect, the internal management is chaotic, lacks the basic system, the organizational structure is unreasonable, thus causes the staff to be

21、at a loss how to proceed, did not know how should do only then conforms to enterprise's requirement. Because does not have the explicit working standard, the staff even if diligently works, also obtains the approval with difficulty. Some private enterprises as the cause of high-speed development, en

22、terprise changing everyday, the objective is how to do business and expand, As for the internal management of enterprises, and can be used on a first used, it leads to many of the systems have no time to establish a sound, Many enterprise management is a main task of man, the lack of written rules a

23、nd norms. Or even with some regulations, but in fact we do not attach importance to and do things blindly stress too simple, previous work or the small size of the old habits, from the modern enterprise management system from a bit far. In particular, enterprises pay the performance appraisal system

24、 is not complete, seriously affecting key personnel value in itself. A considerable part of the family better than foreigners, despite the management, production and sales performance not as a series of outsiders. And the modern enterprise system is clearly marked improvement, but because the manage

25、ment of private enterprises exist above reasons, These not only seriously hampers the development of enterprises, but has also led to the enterprise key talent and the lack of recognition of switch thus displaying private enterprises serious brain drain. 2.2 Improves business owner's quality to be

26、low Not with the entrepreneurial spirit for the development of enterprises and the establishment of private entrepreneurs can improve their own quality, Venture remained in the kind of work habits and style. The entrepreneurial spirit most important symbol has the innovation spirit, but completely

27、gives credit to the oneself enterprise's success oneself individual or family's contribution, thinks the enterprise therefore has today, completely is oneself spells, the staff which if starts an undertaking together disregards, this is modern entrepreneurial spirit manifesting in no way. That kind

28、thought the other people only are work for me, as for the contribution repayment which develops regarding the enterprise, all exempt the privately operated enterprise which discussed sooner or later to be able to compete eliminates. Then, essential talented person's individual can totally negate wit

29、h individual contribution that, the essential talented person is unable to find "The self-realization achievement feels" And works under guardian's-like leadership, talented person's skill cannot obtain the full display, cannot obtain studies the new skill and the new experience opportunity. Brain d

30、rain is imperative. 人才流失外文參考文獻(xiàn)譯文及原文 ?Exchanges the communication insufficiency with the staff ??? Not advanced enterprise culture, but more and more many people "The enterprise culture regards as is a multiplexed system, it not only is one kind of new management theory, also is one kind of valu

31、es and the faith, it is the enterprise philosophy, the enterprise spirit, the enterprise system and the behavior way dialectically unifies "Ju wu Xiao, 1,996). Moreover the enterprise culture certainly is the human communication model, the values system which forms in the enterprise staff's long-ter

32、m mutual contact process, moreover it certainly is manages the achievements suspension hook with the enterprise, is helpful is only then approved to enterprise's growth. And certain corporate culture is a long-term enterprise staff interaction in the course of interpersonal communication paradigm, v

33、alue systems, but it certainly is linked to business performance, contribute to the growth of enterprises was only recognized. However, in some individuals within inside their own personality and professional advice is not respected, suppressed feelings; this was followed by management problems are

34、often subordinate capacity of no confidence, authorized or not authorized inadequate, key personnel, as there was a tie, the Executive can do, feelings can be imagined. Once more, links up in staff's about on as a result of the enterprise culture limit, causes between staff's communication to appear

35、 the gap, cannot form the unified model or the values, never say formed has the enterprise characteristic the enterprise culture. 3?? To privately operated enterprise brain drain question countermeasure The privately operated enterprise needs to want to survive and to grow strong, must take the po

36、sitive countermeasure, overcomes own disadvantageous factor, simultaneously needs the outside strength the support; Strengthens the system construction, the reform government structure, cultivates the advanced enterprise culture, only had can achieve like this "has planted the dromedary, brought in

37、the golden phoenix". 3.1 Establishment modern enterprise system and perfect company government structure The modern enterprise system typical characteristic is: The property right is defined, the power and responsibility is clear about. But since long ago, everybody believed that, the privately op

38、erated enterprise property right is defined, thus caused many people not to realize also existed to the privately operated enterprise in has the property right question, the property right defined concept not only meant the enterprise property rights the ownership, simultaneously, the property right

39、 also meant company structure and level. However, the capital of Chinese private enterprises on the property rights with a strong "three fate", that is, by blood, kinship and geography, this enables Chinese the privately operated enterprise property right to have the strong clan law on the main body

40、, it also is hinders the Chinese privately operated enterprise to establish the modern enterprise system, the establishment science effective decision-making and the management mechanism important attribute. Our country has on the quite many privately operated enterprises surface is the limited liab

41、ility company, but is in fact the owner makes the enterprise, is alone big, in fact is boss a person who is correct, other all are the shape with is nominal. But the our country privately operated enterprise extensively carries out entrusts the agent system, this caused the enterprise to govern the

42、structure question the appearance, because these enterprises bosses also was in the enterprise operator's enterprise, the enterprise property rights and the domination were a body, simply did not have the so-called company to govern the structure. Therefore must from reconstruct with the consummatio

43、n privately operated enterprise's company governs the structure, namely in persisted the modern enterprise company legal people govern the structure under the premise, the union privately operated enterprise characteristic carries on the essential adjustment. Scientifically divides "Three meets" Wit

44、h general manager and so on various benefits main body right and the responsibility, consummate between various benefits main body the restriction mechanism. This avoids the right exercising is not restrained causes the worst result the occurrence, avoids appearing the greater efficiency loss; Exter

45、ior and introduces the independent trustee, the full display independent trustee's expert consults the function. Therefore, our country privately operated enterprise on the one hand request property rights and operating right separation, on the other hand, because our country lacks the competitive

46、exterior market as well as the active oversight manager restrains the mechanism, does not dare to "External" Entrusts with an important task. Therefore our country privately operated enterprise's control system constructing is avoids brain drain with the consummation the most important measure. 外

47、文參考文獻(xiàn)譯文及原文 Implements person this management The management of people with the basic meaning of the human characteristics of the re-nurture stimulates and use, and give full play to the positive role of human nature. Remove the negative effects of human nature; human nature is applied philosophy o

48、f education staff learns to be a person to do an active person. Because the management are the main person, followed by the Object Management While both human and material. But right from the management depends on the management, in the final analysis, or the management of people, so management is t

49、he main object of the issue. From the "economic man" assumption that the scientific management, based on the "social" hypothetical behavior management, then based on the "self-realization" of the assumptions management, and in recent years the cultural management, The people have shown increasing ma

50、nagement by management scholars. Therefore, our private enterprises must adhere to the "people-oriented" management philosophy, the relationships between self and personnel to the location, equal relations of cooperation always reflected in the operation of enterprises process, the different interes

51、ts to the needs and characteristics take different measures on its own initiative to encourage them and help them grow and give them enough space arena, so that they can really have "ownership" of responsibility, thus producing enterprises with the same fate, and to breathe the mission, thus truly l

52、oyal to mold the talent to enterprises. Can also establish a common vision, which arose from a common vision, and consciously into corporate culture, and Enterprises can be coordinated with talent and values. "Management" is also embodied in the right to operate the dominant position of the perpetra

53、tors who, So private entrepreneurs should focus on the development of strategic planning and personnel training in the big problem, and the operating personnel down to, give them enough display space for personal talents and powers to allow enterprises to become talents to play intelligent arena. Pr

54、actice has proved that entrepreneurs are authorized to trust the best talent performance, Private entrepreneurs through authorized to be good at retaining talents. Smart managers, is to give a certain amount of power and position, so that people can realize their value in life, and the successful de

55、velopment of enterprises to achieve the best of both worlds in 1998. To stimulate private enterprise and the use of talents will Maslow's "demand level" theory to look at "the management" Because people participate in the work, we should not only for material treatment, more for the sake of the dign

56、ity and spirit of self-worth. Therefore, China's private enterprises in the implementation "of the management" can take the spirit of inspiration and material incentives combined manner. 3.3 Cultivates the advanced enterprise culture During enterprise culture infiltration enterprise is all activit

57、ies, also is aloof above enterprise's all activities. The new moon makes the positive health upward enterprise culture, was equal to the enterprise had the continuously development power. The foundation belongs own has this enterprise characteristic the enterprise culture, already now has important

58、issue which the certain scale the Chinese privately operated enterprise has no alternative but to face and to overstep, the privately operated enterprise cultivates belongs to own enterprise culture, is long-term, the difficult process, must have the new mentality, the new method, only has carries o

59、n the effective work, passes through endeavor which difficult, perseveres, can obtain the ideal result. 3.3.1 Cultivation innovation culture Innovation is an eternal enterprise development issues, is the driving force enterprises original. If an enterprise nemeses such as forests competition, main

60、tain a sustained, healthy development momentum, depends on whether or not the establishment of a culture of innovation, has to contend with the opponent's strength. Innovation, management, technical and institutional innovations. Management Innovation, a private enterprise, not a fixed model, today'

61、s enterprises are an information technology industry and the rapid development of the industrial era, This requires enterprise management must also follow undergoing fundamental changes, business decision-making, personnel management, quality management, knowledge management, financial management, m

62、arketing management, management skills they must follow the corresponding changes and innovations. Technical innovation, technological innovation of enterprises forming the key to competitive advantage, which the enterprise is the leading core technology, The success of the enterprises to a major st

63、ep. System innovation, system innovation, enterprise culture is an important part of cultivating innovative enterprise culture, The system also needs constant innovation. Private enterprises are mostly family-owned enterprises, in order to adapt to the modern enterprise management needs, All those w

64、ith a certain scale of private enterprises, should proceed from the actual conditions of their own, from expanding its own power, proceed to strengthen competitiveness, companies take the road system, which is the private enterprise system lies in the direction of innovation. 3.3.2 Improve the entr

65、epreneur own quality The privately operated enterprise's success or not, in the very great degree is decided by the entrepreneur or boss individual cultural quality and the ideological level, in its essence the entrepreneur culture one kind manifests, now privately operated enterprise culture, deep

66、ly brand mark entrepreneur's simple personality thought and management idea. Cultivates the privately operated enterprise the enterprise culture, in the essence is a copy process, is privately operated enterprise's initiating hangs Fan, the education through oneself, gives the area own values duplication the process. In this process, private entrepreneur’s quality plays the key role, therefore, the entrepreneur should positively strengthen as enterprise's founder to own quality raise. 人才流失外文參