民營(yíng)企業(yè)人才流失問(wèn)題與對(duì)策研究外文翻譯、中英文翻譯、外文文獻(xiàn)翻譯

1、<p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外文參考文獻(xiàn)譯文及原文</p><p>　　學(xué) 院 </p><p>　　專 業(yè) </p><p>　　年級(jí)班別 </p><p

2、>　　學(xué) 號(hào) </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　年 月 日</p><p><b>　　譯文目錄</b></p>

3、<p>　　1 人才流失的現(xiàn)狀.....................................................................................................................1</p><p>　　2 民營(yíng)企業(yè)人才流失的原因..............................................

4、.......................................................2</p><p>　　2.1 管理制度不合理 內(nèi)部管理混亂....................................................................................2</p><p>　　2.2 提高企業(yè)主的素質(zhì)低下.

5、.................................................................................................2</p><p>　　2.3 與員工交流溝通不足......................................................................................

6、................2</p><p>　　3 對(duì)民營(yíng)企業(yè)人才流失問(wèn)題的對(duì)策.........................................................................................4</p><p>　　3.1 建立現(xiàn)代企業(yè)制度 完善公司治理治理結(jié)構(gòu)............................

7、....................................4</p><p>　　3.2 實(shí)行人本管理..................................................................................................................4</p><p>　　3.3 培育先進(jìn)的企業(yè)文

8、化......................................................................................................5</p><p>　　3.3.1 培育創(chuàng)新文化.................................................................................

9、......................5</p><p>　　3.3.2 提高企業(yè)家自身素質(zhì)...........................................................................................6</p><p>　　3.3.3 強(qiáng)調(diào)“以人為本”的管理文化.........................

10、......................................................6</p><p>　　結(jié) 論.........................................................................................................................................7

11、</p><p>　　外文文獻(xiàn)原文.............................................................................................................................8</p><p><b>　　1 人才流失的現(xiàn)狀</b></p>&l

12、t;p>　　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

13、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)題值得我們深入研究。</p><p>　　2 民營(yíng)企業(yè)人才流失的原因</p><p>　　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。</p><p>　　2.1 管理制度不合理 內(nèi)部管理混亂</p>

14、<p>　　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。或者即使有了部分規(guī)范，但實(shí)際上大家都

15、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

16、槽，從而表現(xiàn)出民營(yíng)企業(yè)人才流失現(xiàn)象嚴(yán)重。</p><p>　　2.2 提高企業(yè)主的素質(zhì)低下</p><p>　　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

17、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。</p><p>　　2.3 與員工交流溝通不足</p><p&

18、gt;　　沒(méi)有先進(jìn)的企業(yè)文化，但越來(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，有助于企業(yè)的成長(zhǎng)才被認(rèn)可的。但是在一些民營(yíng)企業(yè)內(nèi)部個(gè)人權(quán)威主義太重，永遠(yuǎn)是老板說(shuō)了算，關(guān)鍵人才往往感覺(jué)到在民營(yíng)企業(yè)里面自己的人格

19、和專業(yè)意見得不到尊重，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。</p><p>　　3 對(duì)民營(yíng)企業(yè)人才流失問(wèn)題的對(duì)策</p><p>　　民營(yíng)企業(yè)要想生存并發(fā)展壯大，就

20、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，引來(lái)金鳳凰”。</p><p>　　3.1 建立現(xiàn)代企業(yè)制度 完善公司治理治理結(jié)構(gòu)</p><p>　　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，

21、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)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

22、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?？茖W(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</p>&

23、lt;p>　　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。</p><p>　　3.2 實(shí)行人本管理</p><p>　　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

24、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”假設(shè)的科學(xué)管理，到基于“社會(huì)人”假設(shè)的行為管理，再到基于“自我實(shí)現(xiàn)的人”假設(shè)的人本管理，以及近些年出現(xiàn)的文化管理，都表明人本管理越來(lái)越受到管理學(xué)界的關(guān)注。因此我國(guó)民營(yíng)企業(yè)就必須堅(jiān)持“以人為本”的管理理念，擺正自我與人才的位置關(guān)系，把平等的合作關(guān)

25、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?！叭吮竟芾怼边€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)該著眼發(fā)展戰(zhàn)略規(guī)劃和人才培養(yǎng)的大問(wèn)題

26、，而把經(jīng)營(yíng)權(quán)下放</p><p>　　3.3 培育先進(jìn)的企業(yè)文化</p><p>　　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

27、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。</p><p>　　3.3.1 培育創(chuàng)新文化</p><p>　　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

28、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

29、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)，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。</p><p>　　3.3.2 提高企業(yè)家自身素質(zhì)</p><p>　　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

30、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)。</p><p>　　3.3.3 強(qiáng)調(diào)以人為本的管理文化</p><p>　　從另一個(gè)角度看，企業(yè)文化是指在企業(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)

31、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

32、才；不是短期重視人為本，而是長(zhǎng)期實(shí)施尊重人為本。從最開始的“人治”進(jìn)化到“法制”，然后走向“人本管理”，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)。</p><p><b>　　結(jié) 論</b></p><p>　　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，

33、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。</p><p>　　Enterprise’s brain drain question and counter measure Arther Sherman South-western College Publishing</p><p>　　Enterprise’s brain drain question a

34、nd counter measure</p><p>　　1 Brain drain present situation</p><p>　　The privately operated economy is most has the vigor the economical growth spot, is in the region economy development is mo

35、st active, most has the superiority the economic sector. Unceasingly expands along with the privately operated enterprise scale with the market economy system unceasing consummation, the traditional privately operated bu

36、siness management system and the management way and the idea is restricting the privately operated enterprise's development. Especially small and medium-size</p><p>　　2 Reasons of brain drain in privat

37、e enterprise</p><p>　　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 q

38、uality as well as the privately operated enterprise's enterprise culture three aspects carries on the discussion.</p><p>　　2.1 The control system is unreasonable and the internal management is chaotic<

39、;/p><p>　　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 sta

40、ff to be 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

41、approval with difficulty. Some private enterprises as the cause of high-speed develo</p><p>　　2.2 Improves business owner's quality to be low</p><p>　　Not with the entrepreneurial spirit for

42、 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 th

43、e innovation spirit, but completely 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

44、 which if starts an undertaki</p><p>　　2.3 Exchanges the communication insufficiency with the staff</p><p>　　Not advanced enterprise culture, but more and more many people "The enterprise c

45、ulture regards as is a multiplexed system, it not only is one kind of new management theory, also is one kind of values and the faith, it is the enterprise philosophy, the enterprise spirit, the enterprise system and the

46、 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-term m</p>

47、<p>　　3 To privately operated enterprise brain drain question countermeasure</p><p>　　The privately operated enterprise needs to want to survive and to grow strong, must take the positive countermeas

48、ure, 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

49、 can achieve like this "has planted the dromedary, brought in the golden phoenix".</p><p>　　3.1 Establishment modern enterprise system and perfect company government structure</p><p>　

50、　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 operated enterprise property

51、 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 ri

52、ghts the ownership, simultaneously, the property right also m</p><p>　　Therefore, our country privately operated enterprise on the one hand request property rights and operating right separation, on the othe

53、r hand, because our country lacks the competitive exterior market as well as the active oversight manager restrains the mechanism, does not dare to "External" Entrusts with an important task. Therefore our coun

54、try privately operated enterprise's control system constructing is avoids brain drain with the consummation the most important measure.</p><p>　　3.2 Implements person this management</p><p>

55、　　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; h

56、uman nature is applied philosophy of 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 fr

57、om the management depends on the management, in the final anal</p><p>　　3.3 Cultivates the advanced enterprise culture</p><p>　　During enterprise culture infiltration enterprise is all activitie

58、s, 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

59、 this enterprise characteristic the enterprise culture, already now has important issue which the certain scale the Chinese privately operated enterprise has no alternative but to face and to overstep, the privately op&l

60、t;/p><p>　　3.3.1 Cultivation innovation culture</p><p>　　Innovation is an eternal enterprise development issues, is the driving force enterprises original. If an enterprise nemeses such as forests

61、competition, maintain 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

62、and institutional innovations. Management Innovation, a private enterprise, not a fixed model, today's enterprises are an information technology</p><p>　　3.3.2 Improve the entrepreneur own quality</p&

63、gt;<p>　　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 entreprene

64、ur culture one kind manifests, now privately operated enterprise culture, deeply brand mark entrepreneur's simple personality thought and management idea. Cultivates the privately operated enterprise the enterprise c

65、ulture, in the essence is a copy process, is privately operated enterprise's initiat</p><p>　　3.3.3 Emphasizes "Humanist" Management culture</p><p>　　From another angle, enterprise

66、 culture refers to the existence and development of enterprises, which have been embodied in the relations among the people, and the universally recognized values and codes of conduct, competition among enterprises is th

67、at the competition among talents, In today's competitive society, who have the talent, will have a rival to contend with the capital. Modern enterprise management of the most important characteristics is a great impo

68、rtance to the role, emphasizing a </p><p>　　Conclusion</p><p>　　Therefore regarding the talented person, the our country private enter preneurs not only must eagerly seek people of talent, no ma

69、tter what virtuous lifts only then, the sincere treatment, must have the heavy only then heart, be a good judge of character brightly, with only then slightly, accommodates only then the quantity. Private enterprise is n