帮帮忙！求一篇《国家脊梁负重致远——中央企业“十一五”时期改革发展纪实》读后感

Posted 2023-03-29

新华社记者

这是一个被誉为“共和国长子”的光荣群体：他们大多伴随共和国诞生，凝聚着几代人几十年的心血和汗水，托起了一个国家走向繁荣富强的梦想；

这是一个被称为“经济顶梁柱”的中坚团队：他们数量不过百余家，却是各领域各行业的排头兵，在保障经济社会平稳较快发展中起着举足轻重的作用。

这，就是中央企业。

“十一五”时期，是中国经济发展历程中极不平凡的5年，也是中央企业改革发展极不平凡的5年：

——坚决贯彻落实党中央、国务院的各项决策部署，有效应对各种挑战，资产总额、营业收入、净利润、上缴税收均实现翻番；

——结构调整力度加大，积极践行社会责任，在一系列大事难事中勇挑重担，为国家经济社会发展作出了突出贡献。

披阅风雨，卓然而立。中央企业在全面建设小康社会的征程中，谱写出一曲瑰丽的时代壮歌。

骨干中坚促发展——抓机遇、迎挑战，中央企业的实力和效益持续增强，有力发挥了经济社会发展中的顶梁柱作用

2010年10月1日18时59分57秒，拖着橘红色火焰的长征三号丙火箭直刺苍穹，将嫦娥二号卫星准确送入奔月轨道。

在发射成功的那一刻，中国航天科技集团公司总经理马兴瑞却并没有松一口气：“我们的工作还在继续，后面还有嫦娥三号、嫦娥四号，还有一系列航天任务。”

航天科技是国家综合实力、国防实力和民族凝聚力的重要体现。“作为央企，我们的事业事关国家安全、大国地位、科技进步和社会发展。”马兴瑞说。

马兴瑞的话，从一个方面反映了中央企业在国民经济中独特地位和作用。

中央企业是名副其实的“国家队”，也是国有企业的骨干。

到2010年底，122家中央企业资产总额达到24．3万亿元，净利润8489．8亿元，当年上交税金1．4万亿元；中央企业目前超过80％的资产集中在石油石化、电力、国防和通信等关系国计民生的关键领域和行业……

国之大企，国之根基。

“中央企业对经济社会发展的支撑和带动，为维护社会主义基本经济制度，实现国家长治久安发挥了关键作用。”清华大学教授胡鞍钢说。

国之大企，国之命脉。

金融危机中，作为“共和国长子”，中央企业逆境奋起，化危为机。在最困难的2009年，中央企业实现营业收入和利润同比分别增长6．4％和17．1％，成为中国经济企稳回升的中流砥柱。

中国人民大学经济学院教授张宇说：“央企稳定了中国经济，中国经济又稳定了世界经济。”

国之大企，国之重器。

在经济全球化的浪潮中，企业已成为参与国际分工与合作的主体，企业的竞争力成为国家综合实力的重要体现。当前，一批作为“国家名片”的中央企业，正在国际舞台上崭露头角。
汶川大地震发生时，一列装载500吨航空煤油的货车受损困于宝成铁路109号隧道中，阻断了抗震救灾的生命线！

一声令下，来自中国中铁电气化局的800名将士火速集结。大火熊熊，浓烟滚滚，每前进一步都充满危险，抢险队员们义无反顾冲进隧道……

“在紧要关头，作为‘共和国长子’的队伍，就要冲锋在前，无所畏惧！”电气化局董事长王其增说。

“长子”二字，意味着担当和奉献。

保电、保油、保气、保通讯、保运输……在抗击低温雨雪冰冻、汶川地震、玉树地震、舟曲泥石流等重大自然灾害中，众多中央企业挺身而出，在关键时刻发挥了关键作用。

历史定格着难忘的一幕幕：

2008年1月26日，抗击南方低温雨雪冰冻中，因电线铁塔折断坍塌，罗海文、罗长明、周景华三位国家电网抢险队员壮烈殉职；

2008年5月17日，四川抗震救灾抢修线路时，中国移动职工刘建秋不幸被山体滑坡飞石击中，献出了36岁的生命；

2010年4月21日，玉树震区抢险供电中，国家电网职工杜金玉因高原反应牺牲在岗位上；

……

难事、急事，中央企业冲锋一线；大事、好事，中央企业大局为先。

北京奥运会、国庆60周年阅兵、上海世博会和广州亚运会等重大活动保障服务中，处处都有中央企业的身影。

如果说“紧要关头挑重担”是中央企业所肩负的光荣使命，那么“促进发展保民生”则是中央企业履行社会责任的应有之义。

在金融危机中，大部分中央企业在严峻的经营形势下，承诺并切实做到不裁员，还增加大学生就业岗位。

到2010年底，47家中央企业发布了社会责任报告或可持续发展报告。国资委要求，2012年前所有央企都要定期向社会公布报告。

自觉将社会责任理念融入到企业战略和生产经营的每个环节，这正是中央企业实现基业长青、科学发展的战略选择。

在中央企业中，中国黄金集团并不为太多人所熟知和关注，更鲜有人知道这家企业近年来发生了怎样的蜕变——

2007年以来，黄金集团总资产、销售收入、利润总额分别增长了5倍以上。

“变化，正得益于改革。”黄金集团总经理孙兆学说。

国企难，改革更难——曾几何时，人们还把国企改革脱困挂在嘴边。1998年全国所有国有企业一年总利润只有213．7亿元；10多年过去，特别是经过最近5年的改革发展，如今央企月利润即可实现近千亿元。

2006年时，尽管中央企业的实力有了进一步增强，但依然存在不容忽视的问题：行业分布面过宽，产权结构单一，缺少具有较强国际竞争力的大企业……

逆水行舟，不进则退。5年来，中央企业改革重组的大潮此起彼伏，数量从169家整合到目前的122家，但资产总额却实现了翻番。

在外部改革重组波澜壮阔的同时，中央企业自身也在“强身健体”。

以公开招聘高级经营管理者为突破口，把党管干部的原则和市场化选聘相结合，中央企业用人机制更加灵活。目前中央企业已从海内外公开招聘了100余名高管。

公司制股份制改革不断深化，中央企业及其下属子企业改制面超过70％，大部分中央企业的主业资产在境内外资本市场上市。

公司治理结构和经营机制取得重要进展，32家中央企业开展了建立和完善规范的董事会工作，外部董事占了半数以上，董事会在科学决策、风险防范等方面的作用进一步显现。

新年伊始，在天津汉沽的滩涂上，国投北疆电厂海水淡化项目自来水供给能力由试运行阶段的每天8000吨提高至3万吨，淡化海水大规模流入寻常百姓家。

“虽然目前海水淡化的经济效益还没体现出来，但作为中央企业，我们必须为未来发展做技术储备，要在循环经济、科学发展方面发挥投资导向作用。”国投总经理冯世栋说。

5年来，一大批中央企业积极探索资源节约、环境友好发展路径，赢得了发展新空间。万元产值综合能耗下降超过20％、二氧化硫排放量减少38％、化学需氧量排放量减少33％，中央企业全面完成“十一五”节能减排目标。

5年来，中央企业创新能力显著提高，取得一批重大科技成果：

在高铁领域，中国人用5年走完发达国家40年的路，创造了运营时速486．1公里的新纪录；

在航天领域，中国人用修2公里地铁的钱铺就了38万公里的漫漫奔月路；

在电力领域，中国人用5年研制出特高压输电核心技术，建成世界首个特高压交流输电工程；

在通信领域，中国人实现了从3G的追赶到4G的领先；

……

随着结构调整力度不断加大，新能源、新材料、电动汽车等战略性新兴产业正成为中央企业新的增长点。

许多中央企业抓住国际市场调整的机遇，加快实施“走出去”战略。一些中央企业在力争实现自身发展的同时，还引领带动着民营企业的发展。

百尺竿头，尤须进步。

当前的竞争，是全球性的竞争。我国大企业大集团数量和质量与我国经济地位还很不相称。中石化年销售收入不到壳牌的三分之二，中国移动营业收入仅为美国电报电话公司的一半……

当前的竞争，是产业链高端的竞争。中央企业中只有极少数靠卖标准，少数靠卖专利，部分靠卖技术，大多数仍然处于卖产品的阶段，还有一部分主要靠卖劳动力。

“继续深化改革是推进中央企业做强做优的强劲动力，‘十二五’仍然是中央企业改革发展的攻坚阶段，必须下大力气予以推进。”国务院国资委研究局副局长赵欣说。

回顾“十一五”，中央企业成就斐然；展望“十二五”，中央企业既面临难得的机遇，也面临诸多挑战。

从国内形势看，中央企业结构调整压力将继续增大，资源和环境的约束力将进一步加强；从国际形势看，国际市场竞争将进一步加剧，而我们的劳动力和成本优势正逐渐丧失。

国资委已将“十二五”时期中央企业的改革发展目标定位为“做强做优中央企业，培育具有国际竞争力的世界一流企业”。

“实现这一目标，必须把着力点始终放在做强做优、提升综合素质和业务核心竞争力上，全面提升中央企业整体素质和发展质量。”国务院国资委主任王勇说。（ 参考技术A “追求”不同

在我的印象中，中国的大部分企业家，尤其是江浙一带的企业家，似乎对赚钱有着某种天赋。所 以，很多人在主业上小有成就之后，便立马开始“多元化”战略--投资房地产，投资股票、证券。而日本的企业家似乎对产品本身更感兴趣。我这次去日本，和日 本一个青年企业家交流，他的公司是做汽车轴承的。说实话，汽车轴承在我们眼里确实是一个小产品。但他一说到他的产品就开始手舞足蹈，两眼发光。我一问，原 来他父亲是公司董事长，他哥哥是总经理，他是主管技术的董事、副总。公司规模不大，100来人，但是服务的客户却是丰田、本田、铃木这些大名鼎鼎的公司。 他们家里好像也没有别的生意。他说，光轴承需要研究的东西就太多了，几代人都研究不透，哪有精力再去做别的？

而我们的企业，包括海尔、联想在内的中国领军品牌，也开始投资，做房地产，甚至做保健品。这 恐怕就是我们中国品牌和日本品牌之间的差距所在。记得前段时间中央电视台报道过浙江某个地区的企业，这些企业可以迅速拥有某个产品全球前几名的加工生产能 力，但他们在很短的时间之内放弃了原来的行业，成为另一个行业里的前3名。但是无论做什么行业，厂房永远是那么破旧，设备永远是那么简陋，所以他们经不起 任何的风吹雨打。他们确实是赚了一些钱，但是这种财富的积累是不可持续的，他们也没有获得同行的尊敬。

我在东京中小企业促进中心考察的时候，带领我们参观的领导有一段话让我记忆犹新：“现在你们 中国人太厉害了，你们的学习能力太强了，就像跑步一样，我们在前面跑，你们在后面追，你们追的速度越来越快，我们越来越担心被你们追上，所以，我们就不得 不创新。要创新，就必须要加大投入，加大投入就必须提高价格，这样我们才能够在残酷的竞争中保持自己的微弱的优势，我们才能生存。所以我们必须专注，我们 必须创新，我们必须精益求精，这也是你们逼的呀。”

说实话，听到这段话的时候，我的脸火辣辣的。他的话表面上看是在表扬我们，说我们的适应能力很强，实际上是在批评我们不懂得专注和创新。所以我要说，企业家爱的应该是产品和品牌，而不是钱。赚钱应该是经营的结果，而不是经营的目标。

对“技术”的理解不同

在中国企业家眼里，技术基本上等同于先进的设备，所以如今中国老板的设备一个比一个先进，但花钱培训技术员却舍不得，而培训全员的中国老板则更是少之又少。

日本人跟中国人不太一样，他们在买设备上可能精打细算，但是在学习技术上比较舍得花钱，而在消化技术上则更舍得花钱和精力。

打个不太恰当的比方：我们的设备是100分，他们的设备可能是80分，我们使用设备的能力可 能只有30分，人家则有80分，这样，100分乘以30%，只有30分，而80分乘以80%有64分。他们用80分的设备胜过我们100分的设备，这就是 技术的差距，也是软实力的差距。

所以，设备并不是最重要的，技术才是最重要的。而技术的关键是全面消化和全员掌握。事实上，如果一个企业长期从事某种产品的设计和生产，他们所掌握的信息、资源和技术就一定越来越有优势，任何一个新的进入者要想在短期内赶超他们是不可能的。

对“速度”的理解不同

中国人做事喜欢讲究立竿见影，讲究效率和速度。而日本人似乎和我们不同。我们的领导介绍说， 日本国民中A型血的人占很大的比例，所以日本人看起来比较程序化、呆板。而中国人大都比较灵活。但事实上我们可以看到，日本经济的发展还是走在我们前面 的，而且，发展的质量比我们要好得多。日本在发展经济的同时对能源消耗和环境破坏的重视，和我们根本不在一个层次上，这不得不让我们深思：何为快，何为 慢？(追问

谢谢楼上这位朋友！我还是想找与《国家脊梁负重致远——中央企业“十一五”时期改革发展纪实》读后感，请求大家帮忙了！！！谢谢！！！

急求一篇全英文的论文

本人是某中外联合办学学校的学生 现急求一篇英语论文 两天之内必须交上 希望各位大大们帮一下忙 帮忙写一篇 要求如下：
1。 字数约1500字
2。 要求语法比较通顺 尽量无错 因为我实在看不懂 也无法改错
3。 题目四选一 为：

1. Why do not people listen? What are the bariers o effective cmmunication and what does this mean for getting people to understand what you are saying?

2. Technology has improved our speed of communication and our ability to be reached anywhere, anytime on the planet. Do you think this has significantly improved cmmunication between people in China or is this not really communication at all?

3. Cross-cultural communication is always difficult. What are the experiences you have had in class, and what strategies did you adopt to overcome the barriers. What are the implications for study in Australia?

4. How much weight do we give non-verbal communication in our society and is it too much, about right, or not enough. How much about a person can you tell by not even speaking to them, but just watching and listening?

以上为论文题目与要求 事关小弟期末成绩 如有大大能帮忙 能加多少分双手奉上

冰天雪地 五花大绑 双手合十 跪求各位给小弟点HELP。
表BS我 我也是无奈啊 英文水平差 对了 请不要随便复制个网址给我让我去找 去了我也看不懂 愿意帮我写最好啦 不愿意写帮我找一下也可以 字数不要超过太多 我同学刚才在网上找了一篇题目差不多的 居然有15W字。。。

帮你弄一篇吧
我选的是第二个题目

Information and communications technology to China

China has experienced rapid growth within the information and communications technology (ICT) industry over the past decade, and now plays a leading role in China’s economic development.

As a result of China’s ‘opening up’ policy and path of economic reform, China’s electronic communications industry has grown at three times the rate of GDP growth. In 2006, China’s electronic communications industry revenue reached RMB475 billion.

The total value of foreign trade reached US$651.7 billion representing over 15 per cent of the global electronics trade, with the output of many electronic products ranked first worldwide. These electronics products include:
• colour TVs
• mobile phone handsets
• computers
• electronic watches
• calculators
• DVDs
China’s accession into the World Trade Organization (WTO) provided a transitional period for opening up its telecom sector which lasted until November 2007. Consequently, this has assisted China to develop one of the largest open telecom markets in the world. The Value Added Services (VAS) sector is expected to contribute to this growth, as one of the hottest market entry sectors for foreign ICT companies.

Through the Ministry of Information Industry (MII), the Chinese Government administers foreign direct investment into the telecommunications sector. This includes basic infrastructure and value added services, however, with various restrictions on foreign ownership levels. From 1 December 2007, a new set of Categories of Foreign Investment Industry Guidance 2007 Amended Version has been implemented, superseding the previous version issued on 30 November 2004, and providing new levels of guidance on foreign direct investment in the various industry sectors.

To ensure China’s telecommunications market operates in a fair, transparent and effective competitive environment, China’s first Telecommunications Law has been drafted and is currently undergoing a process of public consultation before being enacted. This should provide further guidance and protection to both investors and operators, in addition to the various regulations currently in place.
With China entering its 11th Five Year Plan period, ICT has also moved from 'enabling and promoting' to 'strengthening industry integration and indigenous innovations'. The key focuses are to:
• Continue increasing overall integrated ICT service levels
• Increase and improve the development of ICT infrastructure
• Strengthen the indigenous innovation in core industries
• Focus on incubating strategic industry clusters
• Proactively promote the integrated development of all ICT sectors
• Strengthen the modernisation of post services
• Strengthen the administration of radio communications
• Increase the supportive capability of ICT infrastructure to the national economy
By 2010, the targeted penetration levels for fixed telecommunication in China is anticipated to reach 30 per cent of its population to one billion subscribers in operation (SIO), and 45 per cent penetration in mobile communications to 600 million SIOs. Internet users are anticipated to reach 200 million with 15 per cent penetration.
Telecommunications
Since the first wireless mobile phone base station was installed on 18 November 1987, China reached 531.4 million mobile SIOs at the end of October 2007. Therefore, China has the highest number of mobile phone subscribers in the world. The vast number of SIOs also generated 483.7 billion short message services (SMS). Due to China’s large population, mobile penetration in China is still considered low at 39.9 per cent when compared with most developed countries. This presents substantial growth opportunities for companies within the China market.

Fixed communications grew slightly lower than mobile communications with a total of 370 million SIOs, representing a 28.3 per cent penetration rate.

China has over 22,000 registered companies providing Value Added Services to the telecom sector. There are six major telecommunications operators in China:
• China Telecom
• China Mobile
• China Satellite Company
• China Unicom
• China Netcom
• China Railway Communications
Software and system integration
In 2006, the size of China’s domestic software market reached RMB480 billion. The total number of registered software companies increased to 15,723 with over 1.29 million people employed in the software industry. There were over 35 companies with a turnover exceeding RMB1 billion, and 51 companies with turnover in the range of RMB0.5–1 billion. Furthermore, more than 80 software companies had over 1,000 employees.

There are currently 38 companies with CMM5 (Capability Maturity Model For Software) certifications, the highest level of an internationally recognized certification program for software companies. In addition, 23 companies achieved CMM4 certifications and over 200 companies were awarded CMM3 certifications. The increasing number of Chinese software companies seeking and achieving CMM certification demonstrates their enhanced software development capabilities and overall product quality to compete in the global market.
Internet
Since China sent out the first email 'Across the Great Wall we can reach every corner in the world' on 20 September 1987, the diffusion of the Internet in China has grown in parallel with the development and expansion of the overall telecom infrastructure. China has become the world’s second largest Internet user country with an estimated 162 million users behind the US with 211 million users. In addition, at the end of June 2007, China had 67 million Internet connected computers and over 1.3 million websites. The total bandwidth to the world reached 312,346Mbps with annual growth rate of 45.8 per cent.

Although China’s Internet industry has achieved significant growth, the penetration is still very low at 12.3 per cent, as compared with the global average of 17.6 per cent. There is clear 'unequitable' access to the Internet between urban and rural areas with 21.6 per cent as compared to 5.1 per cent respectively.

ADSL, dial-Up and wireless (including mobile phone access) are the three key access methods of accessing the Internet in China. Broadband SIOs have grown very quickly. As at December 2007, broadband users reached 122 million, the largest user country in the world, with a penetration rate of 17.5 per cent. In 2007, 30 per cent of the new broadband users were from rural areas. In addition, there are also 20.2 million dial-Up users.

The key applications for Internet users in China are searching for news, instant messaging, and entertainment (music, video and games). There has been a growing trend of e-commerce related activities including net-shopping, travel booking, online stock market trading and banking. It is expected e-commerce related applications and services will become one of the key growth areas in the future.

Although there has been increasing trend of Foreign Direct Investment (FDI) in Internet- related infrastructure, applications and services such as Internet Service Providers (ISPs), Application Service Provider (ASPs), and Internet Content Provider (ICPs) are yet to open up to foreign providers, and there are strict content management and approval processes in place to ensure that the Internet is used to enhance social responsibility and harmony.

The challenges facing China’s Internet industry include:
• Equitable access to the Internet between urban and rural areas to break the 'digital divide'.
• Level of information and technology knowledge among small to medium enterprises.
• Overall quality and applications of the Internet, to improve the productivity and be more competitive on the global market.
• Integration of information and communication technologies within all industry sectors.
Opportunities
The development of China’s ICT industry provides opportunities in a number of areas, which include the following:
• Telecommunications infrastructure
o 3G/4G wireless communications
o IP based technologies
o Rural telecommunications
o Network integration and billing
• Value Added Services
o e-Learning
o Entertainment
o Mobile applications
• E-Commerce
o Online payment and mobile payment
o e-Security
o Integrated logistics application and management
• Industry application
o Telematics
o Remote metering
o Geo-spatial application
o Environment and clean technology applications
o Finance and banking
o Security
o Digital content
• New Technologies and applications and materials
o IPTV
o New digital audio systems
o Radio Frequency Identification (RFID)
o Nanotechnologies
o Energy efficiency materials
Tariffs, regulations and customs
Tariffs for ICT products and services vary depending on the category classification and what level of Chinese indigenous component is included. Certain ICT products exported to China are subject to China Compulsory Certification, known as 3CCC certification.

As a result of China's commitments for accession into the WTO, China has applied zero tariffs to 256 categories of ICT products. To determine the exact category and the level of tariffs applied, if any, it is recommended that experienced customs brokers specialised in ICT products are consulted.
Marketing your products and services
Market entry
Depending upon your company’s situation and strategic direction, there are various vehicles that can be utilised for entry into the Chinese ICT market. These include:
• Wholly owned foreign enterprises (WOFEs)
• Joint ventures (JVs)
• Value added resellers (VARs)
• Distributors
A new and emerging type of entry vehicle, Virtual Entry, has been utilised by many small and medium (SME) companies. A Chinese domain name is registered with all the content translated into the local language, however, operations are conducted offshore in the home country. Each vehicle requires a different set of requirements and investment strategies.

The Chinese Government’s aim is to become more transparent in awarding large projects. A public tender is normally published via media inviting Expression of Interests from interested and suitable companies. In some circumstances, foreign companies find it useful to form a partnership with suitable local companies to promote awareness of their capabilities. Establishing good relationships with key stakeholders are vital so that a company can be in a better position to access information and prepare a submission. However, many other projects are done via local network. In these circumstances it is often necessary to work with a local partner with a similar industry capability and background.

If your products or applications do not require local modification and are 'plug and play', you may sell your products and services via a local distributor. This can occur once customs import procedure is cleared and passes through relevant network-access tests if applicable.

If your products and applications require localisation, translation, further development and local integration, then a local service integrator needs to be engaged. This can be done via a joint venture partner or a service contractor, prior to selling to the end users, especially in financial and other sensitive categories.

In most of the cases, except games and English language learning applications, it is most likely that your products and applications will have to be 'localised' to suit the local market environment. This is especially important for accounting, intelligent transportation systems, finance and banking, and security applications.

Registration of a company is relatively easy in China once you meet all the requirements. Different company structures require different start-up capital funding. There can be regional variations to company registration requirements. It is recommended that you research well and consult widely before making a final investment decision.

刚才算了一下，大概是1700多字 参考技术A 你好，我回答的是第三个题目，仅供参考，希望对你有帮助哦

What are the most important culture differences and elements of intercultural communication?

As we all know, different countries have different cultures. 'Culture is the collective programming of the mind which distinguishes the members of one category of people from another.' (Hofstede, 1991)
It is inevitable that the cultural difference has impact on business. For example, when a company having meeting, the word "table" in American English that means to put something on the agenda. But in British English it means to put something off the agenda. This example indicated how the culture affects the business.
There are four cultural dimensions that were defined in Hofstede's research: Power distance, Uncertainty avoidance, Individualism, Masculinity, and recently Hofstede add one more: long-term-short-term orientation.
What I think the most significant influence in cultural difference is the power distance. (Hoecklin,1995:28)"It would condition the extent to which employees accept that their boss has more power than they have and the extent to which they accept that their boss's opinions and decisions are right because he or she is the boss." I considered it as how much subordinates can consent or dissent with bosses or managers. It is the distance between a manager and subordinate. Among most oriental corporate cultures, there is hierarchism, greater centralization, sometimes called 'power-oriented culture', due to the historical reasons. That is a high power distance culture that mangers make the decision and superiors appeal to be entitled more privileges. Their decision always close supervision positively evaluated by subordinates. In this situation, it is not be regarded if a subordinates have a disagreement with their managers, especially in Malaysia, Japan, China, India.
In the oriental, power distance is also associated with 'the family culture' (Trompernaars, 1993:139). In this kind of corporate culture the manager is like the "caring father" who knows better than his subordinates what should be done and what is suitable for them. The subordinates always esteem the managers. Because of the managers age and experience. That is usually how employees get their promotion. There are both positive and negative parts in the family cultures. I feel it is an easy managing system. But sometime it is hard to get young creative employees work well cause of the hierarchy. As Tropmenaars (1993: 142) told us "family culture at their least effective drain the energies and loyalties of subordinates to buoy up the leader." So in family culture, the power distance can be viewed as the subordinates respect the superiors.
That is the corporate culture in orient. Let us take a look at the western way. It is not a whole converse phenomenon. There is 'the Eiffel Tower culture' (Trompernaars, 1997:166) in the international management. About the Eiffel tower Trompenaars (1993: 148) told us " Its hierarchy is very different from that of the family. Each higher level has a clear and demonstrable function of holding together the level beneath it." German, Austrian have the characteristic of the Eiffel Tower Culture, which is a low power distance. In the lower power dis tance, (Hoecklin, 1995:31) 'higher-educated employees hold much less authoritarian values than lower-educated ones.' The obedience showed from the subordinates to the superiors is not as much as the oriental way. The leadership can be called as hierarchy and consensus. Employee can have different opinion with his/her boss. And when he/she got different ideas, he/she can go all the way up to the boss and discuss the problem. This is a good thing usually company may explore all the potentials of its employees, because sometime the subordinates may have the better&nb sp;idea of the business.
I think because of the different realization of power distance, people behave completely different in business. So conflict and misunderstanding must be emerged when two or more intercultures meet up. Under this situation, the international managers must pay attention to the clashes and be aware of. How to work the subordinates together efficiently and more cooperatively is important too.
And then there is also a large discrepancy on the uncertainty avoidance. (Hoecklin, 1995:31) defined 'Uncertainty avoidance is the lack of tolerance for ambiguity and the need for formal rules.' That means people trying to setup rules to face to the uncertainty. There is high uncertainty avoidance in most oriental countries such as Japan, China. In these countries, people prefer a stable job. They feel safe and prideful when they keep working hard at the one place. Under this circumstance, an excellent manager should keep his employee away from unpredictable ;risk. And the employee would like to be worked within groups rather than independently cause of the less risk-taking. But in most western countries, there is low uncertainty avoidance showed, whereas high job mobility occurs in those countries such as USA, Denmark, Singapore. The western people think that when they change their jobs, they can get more experience cause they like challenge. I believe that the divergence of the uncertainty avoidance is from different basic social ideology. A competent manager should pay attention on the rules setting between different uncer tainty avoidance. 参考技术B 给你个翻译网站呢：http://translate.google.com/translate_t#

你只要先把问题翻译出来，再把你想说的中文（论文）翻译出来就行了。放心，你绝对看得懂！o(∩_∩)o...

~★~多给我点追加分哦~☆~

（不过，小妹这网站只为了应急，建议你还是自己写比较好……瞒得了初一瞒不过十五啊！你得为你自己以后打算啊……） 参考技术C 我这里有7篇研究生论文.都是很齐全的,我自己毕业就用的那个
但是好象内容和你的不大符合
你要是能自立题目的话，可以找我
删节一下就能用 参考技术D 强