The challenges of rights management

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管理学 英文版

管理学 英文版

2007 Prentice Hall, Inc. All rights reserved.
1–11
Effectiveness refers to the relationship between inputs and outputs. Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. A goal of efficiency is to minimize resource costs. Efficiency is often referred to as "doing things right."
Management Roles Approach (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

4《管理学》阅读材料

4《管理学》阅读材料

阅读材料Reading list第一章[1]Aldrich, H. & Zimmer, C. 1986, Entrepreneurship through social networks. In The art and science of entrepreneurship, eds. D. L. Sexton & R. W. Smilor. Ballinger, Cambridge, MA, pp. 3-23.[2]Amit, R., Glosten, L. & Muller, E. 1993, Challenges to theory development in entrepreneurship research. Journal of Management Studies, 30(5), pp. 815-834.[3]Brazeal, D. V. & Herbert, T. T. 1999, The genesis of entrepreneurship. Entrepreneurship Theory and Practice, Spring, pp. 29-45.[4]Carsrud, A. L., Olm, K. W. & Eddy, G. G. 1986, Entrepreneurship: Research in quest of a paradigm. In The art and science of entrepreneurship, eds. D. L. Sexton & R. W. Smilor. Ballinger, Cambridge, MA, pp. 367-377.[5]Drucker, P. F. 1985, Innovation and entrepreneurship: Practice and principles. Harper & Row, New Y ork.[6]Gartner, W. B. 1988, Who is an entrepreneur? Is the wrong question. American Journal of Small Business, Spring, pp. 11-32.[7]Herron, L. & Robinson, R. B., Jr. 1993, A structural model of the effects of entrepreneurial characteristics on venture performance. Journal of Business V enturing, 8, pp. 281-294.[8]H. Mintzberg, The Nature of Managerial Work (New Y ork: Harper&Row 1973); and J.T.Straub. Put on Y our Manager’s Hat.USA Today Online (),October 29, 2002.[9]Stevenson, H. H. & Jarillo, J. C. 1990, A paradigm of entrepreneurship: Entrepreneurial management. Strategic Management Journal, 11, pp. 17-27.[10]Watson, T. J. 1995, Entrepreneurship and professional management: A fatal distinction. International Small Business Journal, 13(2), pp. 34-46.[11]彼得·德鲁克, 卓有成效的管理者, 北京: 机械工业出版社, 2005.[12]杰克·韦尔奇. 赢. 北京: 中信出版社, 2005.[1]Bird, B. 1988, Implementing entrepreneurial ideas : The case for intention. Academy of Management Review, 13(3), pp. 442-453.[2]Boeker, W. P. 1988, Organizational origins: Entrepreneurial and environmental imprinting at the time of founding. In Ecological models of organizations, ed. G. R. Carroll. Ballinger, Cambridge, MA, pp. 33-51. [3]Brazeal, D. V. & Herbert, T. T. 1999, The genesis of entrepreneurship. Entrepreneurship Theory and Practice, Spring, pp. 29-45.[4]Claude S. George, The History of Management Thought , Englewood Cliffs, NJ: Prentice-Hall, 1968.[5]E. Mayo. The Human Problems of an industrial Civilization, New Y ork: Macmillan, 1933.[6]F. W. Taylor, Principles of Scientific Management, New Y ork: Harper,1911.[7]Hebert, R. F. & Link, A. N. 1988, The entrepreneur: Mainstream views and radical critiques. 2nd edn. Praeger, New Y ork.[8]H. Fayol. Industrial and General Administration, Paris: Dunod, 1916.[9]Koontz, H. 1980, Commentary on the management theory jungle: Nearly two decades later. In Management: A book of readings, eds. H. Koontz, C. O'Donnell & H. Weihrich. McGraw-Hill, New Y ork, pp. 18-26.[10]Mintzberg, H. 1973, The nature of managerial work. HarperCollins, New Y ork..[11]M. Weber. The Theory of Social and Economic Organizations, ed. T. Parsons. Trans. A. M. Henderson and T Parsons(New Y ork: Free Press, 1947).[12]丹尼尔·A·雷恩, 管理思想的演变, 北京:中国社会科学院出版社, 2000.[13]郭咸纲. 西方管理思想史. 北京: 经济管理出版社, 2004.[14]王德清主编. 中外管理思想史. 重庆: 重庆大学出版社, 2006.[15]钱穆. 中国历代政治得失. 三联书店. 2005.[1]A. M. Pettigrew, On Studying. Organizational Culture, Administrative Science Quarterly, December, 1979,pp. 570-581.[2]Bonoma, T. V. 1985, Case research in marketing: Opportunities, problems and a process. Journal of Marketing Research, 22, pp. 199-208.[3]Gnyawali, D. R. & Fogel, D. S. 1994, Environments for entrepreneurship development: Key dimensions and research implications. Entrepreneurship Theory and Practice, Summer, pp. 43-62.[4]Chander, G.N. & Hanks, S.H. 1994a, Founder competence, the environment and venture performance.Entrepreneurship Theory and Practice, Spring, pp. 77-89.[5]H. A. Simom, new science of management decision, New Y ork Harper & Row, 1960.[6]Hoy, F., McDougall, P. P. & Dsouza, D. E. 1992, Strategies and environments of high-growth firms. In The state of the art of entrepreneurship, eds. D. L. Sexton & J. D. Kasarda. PWS-Kent, Boston, pp. 341-357. [7]McCall, M. and Kaplan, R. Whatever It Takes: Decision Makers at Work. Englewood Cliffs, NJ: Prentice-Hall, 1985.[8]Porter, M. E, Competitive Strategy, Free Press, New Y ork, 1980.[9]Porter, M. E, Competitive advantage, New Y ork: Free Press, 1985.[10]拉里·博西迪等, 曹建海译. 转型--用对策略, 做对事. 北京: 中信出版社, 2005.[1]Cassar, G. & Mankelow, G. 1997, The effects of planning on perceived venture opportunities. Small Enterprise Research, 5(2), pp. 39-46.[2]Chandler, G. N. & Hanks, S. H. 1994b, Market attractiveness, resource-based capabilities, venture strategies and venture performance. Journal of Business V enturing, 9, pp. 331-349.[3]Gary Hamel, CK Prahalad, Competing For The Future, Harvard Business School Press,1994.[4]H. Mintzberg, The Rise and Fall of Strategic Planning, New Y ork: Free Press,1994.[5]Kolvereid, L. & Bullvag, E. 1996, Growth intentions and actual growth: The impact of entrepreneurial choice. Journal of Enterprising Culture, 4(1), pp. 1-17.[6]Kropp, F. & Lindsay, N. J. 1999, Differences in entrepreneurial business ventures: A new categorization scheme and its implications. Asian Journal of Business and Entrepreneurship, 2(1), pp. 3-21.[7]McDougall, P. P., Covin, J. G., Robinson, R. B., Jr. & Herron, L. 1994, The effects of industry growth and strategic breadth on new venture performance and strategy content. Strategic Management Journal, 15, pp. 537-554.[8]R. Molz, How Leaders Use Goals, Long Range Planning October 1987, pp.91.[1]Chandler, G. N. & Jansen, E. 1992, The founder's self-assessed competence and venture performance. Journal of Business V enturing, 7(3), pp. 223-236.[2]Eisenhardt, K. M. & Bird Schoonhoven, C. 1990, Organizational growth: Linking founding team, strategy, environment and growth among U.S. semiconductor ventures, 1978-1988. Administrative Science Quarterly, 35(3), pp. 504-529.[3]Gartner, W. B., Bird, B. J. & Starr, J. A. 1992, Acting as if: Differentiating entrepreneurial from organizational behavior. Entrepreneurship Theory and Practice, Spring, pp. 13-31.[4]Hunt, J. & Wallace, J. 1997, Organizational change and the atomization of modern management. Management Development Forum, 1(1), pp. 9-21.[5]Kazanjian, R. K. & Drazin, R. 1990, A stage-contingent model of design and growth for technology based new ventures. Journal of Business V enturing, 5, pp. 137-150.[6]Learned, K. E. 1992, What happened before the organization? A model of organization formation. Entrepreneurship Theory and Practice, Fall, pp. 39-48.[7]H. Mintzberg. Structure in fives: designing effective organizations. Prentice-Hall, Englewood Cliffs, NJ, 1983.[8]V an de V en, A. H., Hudson, R. & Schroeder, D. M. 1984, Designing new business startups: Entrepreneurial, organizational and ecological considerations. Journal of Management, 10(1), pp. 87-107. [9]V an de V en, A. H., V enkataraman, S., Polley, D. & Garud, R. 1989, Processes of new business creation in different organizational settings. In Research on the management of innovation: The Minnesota studies, eds.A. H. V an de V en, H. L. Angle & M. S. Poole. Harper & Row, New Y ork, pp. 221-297.[10]Zhao, L. & Aram, J. D. 1995, Networking and growth of young technology-intensive ventures in China. Journal of Business V enturing, 10, pp. 349-370.[1]Cooper, A. C. & Gimeno Gascon, F. J. 1992, Entrepreneurs, processes of founding and new-firm performance. In The state of the art of entrepreneurship, eds. D. L. Sexton & J. D. Kasarda. PWS-Kent, Boston, MA, pp. 301-327.[2]Cooney, T. M. & O'Driscoll, A. 1999, High growth firms in the software industry: Comparing Ireland with America through structure, strategy and entrepreneurial teams (CDROM). Frontiers of entrepreneurship research: Proceedings of the 19th annual entrepreneurhsip research conference, [pp. 1-15][3]F. Herzberg, One More Time: How Do Y ou Motivate Employees?, Harvard Business Review, January –February 1968, pp. 53-62.[4]Legge, J. & Hindle, K. 1997, Entrepreneurship: How innovators create the future. MacMillan Education Australia, South Melbourne.[5]Miner, J. B. 2000, Testing a psychological typology of entrepreneurship using business founders. The Journal of Applied Behavioral Science, 36(1), pp. 43-69.[6]Paul Hersey and Kenneth H. Blanchard, Great Ideas: Revisiting the Life-Cycle Theory of Leadership,” Training & Development, January 1996, pp. 42–47.[7]Reynolds, P. D. & White, S. B. 1997, The entrepreneurial process: Economic growth, men, women and minorities. Quorum Books, Westport, Connecticut; London.[8]Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas—Grid Solutions , Houston: Gulf Publishing, 1991.[9]Shaver, K. G. & Scott, L. R. 1991, Person, process, choice: The psychology of new venture creation. Entrepreneurship Theory and Practice, Winter, pp. 23-45.[10]Smith, N. R. 1967, The entrepreneur and his firm: The relationship between type of man and type of company. UMI Out of Print Books on Demand, Ann Arbor, Michigan.[11]Sexton, D. L. & Bowman-Upton, N. B. 1991, Entrepreneurship: Creativity and growth. MacMillan, New Y ork..[12]V room and Arthur G.Jago, The New Leadership: Managing Participation in Organizations , Englewood Cliffs, N.J.: Prentice-Hall, 1988.[1]Cooper, A. C., Gimeno Gascon, F. J. & Woo, C. Y. 1994, Initial human and financial capital as predictors of new venture performance. Journal of Business V enturing, 9, pp. 371-395.[2]Carroll, S. J. & Gillen, D. J. 1987, Are the classical management functions useful in describing managerial work? Academy of Management Review, 12(1), pp. 38-51.[3]Chrisman, J. J., Bauerschmidt, A. & Hofer, C. W. 1998, The determinants of new venture performance: An extended model. Entrepreneurship Theory and Practice, Fall, pp. 5-29.[4]Goold M, Quinn J J. The paradox of strategic controls. Strategic Management Journal, 1990, 11:43-57.[5]Kaplan,R.S.&Norton,D.P.,The Balanced Scorecard:Translating Strategy into Action Boston:Harvard Business School Press,1996.[6]Mellewigt, T. & Späth, J. F. 2001, Occurrence, size, completeness and performance of entrepreneurial teams: A meta-analysis of German and US empirical studies. Summary in Frontiers of entrepreneurship research, eds W. D. Bygrave, E. Autio, C. G. Brush, P. Davidsson, P. G. Green, P. D. Reynolds & H. J. Sapienza. Babson College, p. 250.[7]R. Simons, Strategic orientation and top management attention to control systems, Strategic Management Journal 1991, pp.49-62.[8]Shrader, R. C. & Simon, M. 1997, Corporate versus independent new ventures: Resource, strategy and performance differences. Journal of Business V enturing, 12, pp. 47-66.。

管理学英语试题及答案

管理学英语试题及答案

管理学英语试题及答案一、选择题(每题2分,共20分)1. The term "management" refers to the process of:A. Making decisionsB. Organizing resourcesC. Directing and controlling activitiesD. All of the above答案:D2. Which of the following is NOT a function of management?A. PlanningB. StaffingC. MotivatingD. Selling答案:D3. The process of setting goals and deciding on actions to achieve these goals is known as:A. OrganizingB. LeadingC. PlanningD. Controlling答案:C4. Which of the following is an example of a managementprinciple?A. Division of laborB. CentralizationC. DelegationD. All of the above答案:D5. In the context of management, "controlling" refers to:A. The process of ensuring that things are done as plannedB. The process of making plansC. The process of organizing resourcesD. The process of motivating employees答案:A6. The concept of "span of control" is related to:A. The number of employees a manager can effectively superviseB. The range of activities a manager is responsible forC. The level of authority a manager hasD. The type of control systems a manager uses答案:A7. The management function that involves influencing people to work towards organizational goals is:A. OrganizingB. LeadingC. PlanningD. Controlling答案:B8. Which of the following is a characteristic of effective communication?A. ClarityB. AmbiguityC. DisorganizationD. Lack of feedback答案:A9. The "scientific management" theory was developed by:A. Henri FayolB. Max WeberC. Frederick TaylorD. Abraham Maslow答案:C10. In the context of management, "empowerment" means:A. Giving employees the authority to make decisionsB. Centralizing all decision-making powerC. Reducing the role of employees in decision-makingD. Ignoring employee input in decision-making答案:A二、填空题(每题1分,共10分)1. The four basic functions of management are planning, organizing, leading, and ________.答案:controlling2. The management principle that suggests that there is an optimal span of control for each manager is known as ________.答案:span of control3. The management approach that focuses on the social needsof employees is known as the ________ approach.答案:human relations4. The process of identifying, selecting, orienting, training, and compensating employees is known as ________.答案:staffing5. A management style that involves a high level of task orientation and a low level of relationship orientation is known as ________ leadership.答案:autocratic6. The concept of "management by objectives" was developed by ________.答案:Peter Drucker7. The "Maslow's hierarchy of needs" theory suggests that people are motivated by a series of needs, starting with physiological needs and ending with ________ needs.答案:self-actualization8. In a ________ structure, there is a clear chain of command and a narrow span of control.答案:hierarchical9. The process of comparing actual performance with planned performance is known as ________.答案:budgeting10. The management function that involves setting goals and determining the sequence of actions needed to achieve them is known as ________.答案:strategic planning三、简答题(每题5分,共30分)1. What are the three key characteristics of an effective organizational structure?答案:An effective organizational structure should havethe following characteristics: clarity of roles and responsibilities, a clear chain of command, and a balance between centralization and decentralization.2. Explain the difference between leadership and management.答案:Leadership is the process of influencing, motivating, and directing individuals towards the achievement of organizational goals. Management, on the other hand, is a broader concept that includes planning, organizing, leading, and controlling organizational resources to achieve goals.3. What are the main principles of scientific management according to Frederick Taylor?答案:The main principles of scientific management includethe scientific selection and training of workers, the scientific selection of tasks and tools, the scientific determination of work methods, and the scientific scheduling of work and rest periods.4. Describe the four stages of the control process.。

Change Management变革管理 XX工厂人事行政部

Change Management变革管理 XX工厂人事行政部
帮助他们明白为什么我们必须变革 • Regular 1:1 and 1:team as people find the way through the change 定期的1:1和1:团队沟通,在人们在寻找道路通过变革时
© AB-InBev 2009 – All rights reserved
Famous Quote from Louis Pasteur 路易斯.巴斯德名言
Nancy Barger 南希.巴杰尔
© AB-InBev 2009 – All rights reserved
The transitional curve Denial 拒绝
Shock 震惊 Withdraw 退缩 Business as usual 业务照常 Attention to past 关注过去
Change can be difficult for some people
对于某些人而言,变革可能是困难的
© AB-InBev 2009 – All rights reserved
Change can be …….变革有可能是… An emotional rollercoaster 一架情绪过山车
转变曲线
Commitment 承担
Co-operation Co-ordination Enthusiasm Taking responsibility
Past 过去
合作 协调 热情 承担责任
Over preparation, Confusion, Chaos Energy, Resignation to change (not acceptance) 准备过头、困惑、混乱、 精力、退出变革 (不接受)
I did it ! 我做到了 I am doing it! 我正在做 I am going to do it 我准备做 I am going to try! 我准备试一试 How should I do it? 我该如何做? I do not want to do it… 我不想做...

工商管理专业英语答案

工商管理专业英语答案

工商管理专业英语答案【篇一:工商管理专业英语(郑琦,华东师范大学出版社)课后习题及翻译】翻译contingent dynamic conflict compromise interdependent reliancepopularitysufficientinsightsgeneralizememoirsclassic management sciencebehavioralintegrate sole1、the managers described their own experiences and triedto (generalize) the principles they believed could be applied in similar situations.管理人员描述了自己的经历和试图推广的原则,他们认为可以应用在类似的情况下。

2、even today ,a great deal of what we know about management comes from the autobiographies and (memoirs)of men and women who are or have been practicing managers.甚至在今天, 我们所了解的管理学也都出自于那些管理人员的自传和论文集。

3、according to the text ,the three well-establishedapproaches to management thought are the (classical) approach ,which focuses on the task of managing work and organizations ;the (behavioral) approach ,which focuses on the task of managing people;and the (managementscience)approach,which focus on the task of production and operations.根据本文,管理思想中有三个行之有效的方法,分别是古典方法、行为方法和管理学科学方法,其中古典方法专注于管理工作和组织的任务,行为方法专注于管理人的任务,管理学科学方法专注于生产和运营的任务。

管理学英语2试题及答案

管理学英语2试题及答案

管理学英语2试题及答案一、选择题(每题1分,共10分)1. Which of the following is not a characteristic of a successful manager?A. Effective communication skillsB. Strong leadership qualitiesC. Inability to delegate tasksD. Ability to motivate a team2. The term "SWOT analysis" stands for:A. Strengths, Weaknesses, Opportunities, ThreatsB. Strategic, Weaknesses, Opportunities, TacticsC. Situational, Weaknesses, Opportunities, TacticsD. Specific, Weaknesses, Opportunities, Threats3. In a business context, "B2B" refers to:A. Business to BusinessB. Business to ConsumerC. Business to GovernmentD. Business to Society4. The process of setting goals and making plans to achieve them is known as:A. Strategic planningB. Operational planningC. Financial planningD. Human resource planning5. A company's "mission statement" typically includes:A. The company's long-term financial goalsB. The company's purpose and core valuesC. The company's market share targetsD. The company's product line6. Which of the following is an example of a financial ratio?A. Return on Investment (ROI)B. Price-to-Earnings Ratio (P/E)C. Debt-to-Equity Ratio (D/E)D. All of the above7. The acronym "CEO" stands for:A. Chief Executive OfficerB. Chief Executive AssistantC. Chief Executive AnalystD. Chief Executive Accountant8. In project management, "PERT" is a method used for:A. Risk assessmentB. SchedulingC. Cost estimationD. Quality control9. The "5S" methodology is commonly used in:A. Financial managementB. Inventory managementC. Quality controlD. Workplace organization10. The "balanced scorecard" is a tool used for:A. Measuring financial performance onlyB. Evaluating a company's overall performanceC. Tracking daily salesD. Monitoring employee productivity二、填空题(每空1分,共10分)11. The acronym "HR" in business typically refers to ________.12. A ________ is a document that outlines the steps to be taken to achieve a project's goals.13. The process of identifying and solving problems is knownas ________.14. In marketing, "4Ps" stands for Product, Price, Place, and ________.15. The term "blue ocean strategy" refers to creating a new market space that is not in direct competition with existing________.16. A ________ is a person who is responsible for the overall financial health of a company.17. The "Theory X" and "Theory Y" were proposed by Douglas McGregor to describe different management styles regarding employee ________.18. The "Maslow's Hierarchy of Needs" is a psychologicaltheory that explains human motivation in terms of a hierarchy of ________ needs.19. In business, "outsourcing" refers to the practice ofhiring another company to perform ________ that were traditionally performed in-house.20. The "Porter's Five Forces" model is used to analyze the competitive forces within an ________.三、简答题(每题5分,共20分)21. Explain the concept of "corporate social responsibility" (CSR).22. What are the key components of a strategic plan?23. Describe the role of a project manager in a business setting.24. Discuss the importance of effective communication in a team environment.四、案例分析题(每题10分,共20分)25. Case Study: ABC Company is facing a decrease in sales. The management team is considering various strategies to improve the situation. Analyze the situation and suggest possible strategies based on the SWOT analysis.26. Case Study: XYZ Corporation has recently implemented a new performance management system. Describe the potential benefits and challenges of such a system and how it can impact employee motivation and performance.五、论述题(每题15分,共30分)27. Discuss the impact of globalization on management practices and how companies can adapt to this changing landscape.28. Elaborate on the concept of "emotional intelligence" in leadership and its significance in today's business world.六、答案一、选择题答案1. C2. A3. A4. A5. B6. D7. A8. B9. D 10. B二、填空题答案11. Human Resources12. Project Plan13. Problem-solving14. Promotion15. Competition16. CFO (Chief Financial Officer)17. Motivation18. Basic19. Tasks20. Industry。

罗宾斯管理学第十四版——课件_ppt_01

罗宾斯管理学第十四版——课件_ppt_01
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 1-8 Changes Facing Managers
Exhibit 1-8 shows some of the most important changes facing managers.
Types of Roles
• Interpersonal – Figurehead, leader, liaison
• Informational – Monitor, disseminator, spokesperson
• Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 1-1 Levels of Management
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top.
Exhibit 1-2 Characteristics of Organizations
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people.
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

英国的管理制度

英国的管理制度

英国的管理制度Historical Development of Management in the UKThe management system in the UK has its roots in the medieval feudal system, where landowners and landlords exercised control and management over their estates and vassals. Over time, the industrial revolution and the rise of capitalism ushered in a new era of management practices, with the growth of large corporations and the need for more formalized management structures. The Companies Act of 1862 was a landmark piece of legislation that laid the foundation for modern corporate governance in the UK, requiring companies to register with the government and disclose their financial information.In the early 20th century, the UK witnessed the rise of labor unions and the enactment of labor laws to protect workers' rights. The Factory Acts of the 19th century and the Employment Rights Act of 1996 are examples of legislation aimed at regulating the relationship between employers and employees. The UK also has a long tradition of financial regulation, with the establishment of the Bank of England in 1694 and the subsequent development of a comprehensive framework for regulating the banking and financial services sector.Current State of Management in the UKCorporate GovernanceCorporate governance in the UK is governed by a combination of statutory laws, common law principles, and self-regulatory codes. The Companies Act 2006 is the primary piece of legislation governing corporate governance in the UK, setting out the legal duties and responsibilities of company directors and officers. The Act also requires companies to prepare and disclose financial statements, as well as to adhere to accounting and auditing standards.In addition to statutory laws, the UK has adopted a number of self-regulatory codes and guidelines to promote good corporate governance practices. The Corporate Governance Code, issued by the Financial Reporting Council, sets out best practices for board composition, remuneration, and risk management. Many listed companies in the UK also adhere to the UK Stewardship Code, which outlines principles for institutional investors to engage with companies on governance-related issues.Financial RegulationThe UK has a sophisticated and comprehensive framework for regulating the financial services sector. The Financial Services and Markets Act 2000 is the primary legislation governing the regulation of financial services in the UK, establishing the Financial Conduct Authority (FCA) and the Prudential Regulation Authority (PRA) as the two main regulatory bodies. The FCA is responsible for regulating conduct in the financial markets, while the PRA focuses on prudential regulation and supervision of banks and insurance companies.In addition to the regulatory framework, the UK has implemented a number of international standards and best practices for financial regulation. The Basel Committee on Banking Supervision's Basel III framework, for example, has been adopted by the UK to strengthen the resilience of banks and enhance the stability of the financial system. The UK also plays a leading role in shaping European financial regulation through its membership in the European Union and its participation in the development of the Single Market for financial services.Employment LawThe UK has a comprehensive and complex system of employment law that regulates the relationship between employers and employees. The Employment Rights Act 1996 is one of the key pieces of legislation governing employment in the UK, setting out the rights and obligations of employers and employees in areas such as minimum wage, working hours, and dismissal procedures. The Act also provides for the establishment of tribunals to adjudicate disputes between employers and employees.In addition to statutory laws, the UK has adopted a range of employment-related regulations to protect workers' rights and promote equality in the workplace. The Equality Act 2010, for example, prohibits discrimination on the basis of age, disability, gender, race, religion, or sexual orientation. The Act also requires employers to make reasonable adjustments for employees with disabilities and to promote diversity and inclusion in the workplace.Challenges and Future TrendsWhile the UK has a well-established system of management and governance, it also faces a number of challenges and future trends that will have a significant impact on the management system in the years to come. Brexit, for example, has raised questions about the UK's future relationship with the European Union and the potential divergence of regulation in areas such as financial services and employment law. The UK's departure from the EU could also have implications for the enforcement of international standards and best practices, as well as the ability of UK-based companies to access European markets.The rise of technology and digitalization is another major trend that is shaping the future of management in the UK. The increasing use of artificial intelligence, big data, and blockchain technology has the potential to transform traditional management practices and regulatory frameworks. The UK government and regulatory bodies will need to adapt to these technological developments by implementing new regulations, standards, and guidelines to address the unique challenges and opportunities presented by digitalization.In conclusion, the management system in the UK is a complex and evolving framework that has evolved over centuries to address the needs and challenges of a modern economy. From corporate governance to financial regulation and employment law, the UK has established a diverse set of laws, regulations, and best practices to govern the conduct of companies and individuals in the management and governance of business. As the UK faces new challengesand opportunities in the global economy, it will be essential for the government, regulatory bodies, and industry stakeholders to work together to ensure that the management system remains robust, adaptable, and responsive to the changing needs of the UK economy.。

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EBU Technical Review : No. 282 (March 2000)David WoodHead of Broadcasting Technology, EBU This article gives a brief overview of some of the tools available for protecting the copyright of broadcast material; namely, conditional access,digital signatures, copy protection and watermarking.IntroductionA critical question for artists or programme service providers in the media world is often the same: How can I make sure that the programme content I created is treated in the way I want it to be, after it leaves me? How can I be sure that I still have control over what happens to it?Rights management is a wide subject, but comes down to a set of tools and methods for answering this question – or helping to answer it.Individual pieces of the rights management jigsaw have been developed, and continue to be developed in separate ways. There are many ways of attacking the problem. There are many weak spots along the journey of the programme from the source to the rightful recipient. Rights management is about using different pieces of “band-aid” to cover the weak spots.If we can consider these matters globally rather than piecemeal, the result could be more effective, more purposeful and more useful.The story of rights management today is incomplete and continuing, in that more rational and better ways of using combinations of rights management tools will inevitably emerge, as technologies and legal specialists understand better what needs to be to done,and the options for doing it. It is quite a complex – though not a really complicated –rightsmanagementThe challenges ofsubject. Different combinations or rights management tools will be needed for different circumstances.Conditional accessThe first weapon in the rights management armoury is the scrambling of programme content. This is a device to control who watches the programme.The programme content that is delivered over the transport system is arranged to be un-intelligible to all, except those who have paid for the right to watch it, or those the pro-gramme provider decides should have it.The general approach to encryption, as used in broadcasting throughout the world today, owes much to the studies in the 1980s of conditional access for the MAC system. These systems are sometimes generically called “private key” encryption systems. This is not a good term, because the key is made available to the public. A better descriptor is “single key”. The same key that “locks” away the programme at its source, is sold to the public and used to “unlock” the programme in their homes.Predating the studies of conditional access for broadcasting, cryptologists devised more sophisticated systems which were called “public key” systems. This is also a poor term, because the key in question is not particularly more public than a private key. A better term is “two-key”. One key locks the item away at source, and a second and different key unlocks it at the destination.You can entrust an outside agency with one of your two keys – the one that unlocks the item. He/she becomes the“trusted third party”, and people who want the key have to go to him/her to get it. The trusted third party is something like a credit rating agency, and only gives away your unlocking key to those it knows are going to pay up, etc.By using the two keys in a particular way, a sender can target a specific individual to receive the content. Thus, a two-key system can be used to send money over a network. One important manifestation of two-key systems is their widespread use for electronic document delivery and electronic commerce over the Internet.In some senses, if you go into the detail, you find that the one-key system is a kind of sub-set of the two-key system. Furthermore, for some services, both can be used. For example, a one-key system can be used for delivering public-offer programming to the public, and a two-key system can be used to send cash back to the programme provider, to pay for it.Digital signaturesA second weapon in the rights managementarmoury can be the digital signature. This is adevice you use if you want to make sure thatno-one tampers with the programme content,en route to whomever is finally supposed tohave it.The digital signature system examines thecontent (when it is in the form that you want itto be) then generates a number, which is like ashort time-frozen snapshot of the programme.If, later on, you check this time-frozen snap-shot against the programme and it doesn ’tmatch exactly, you know that someone hastampered with the programme.The digital signature began as a tool for checking that no-one had tampered with an elec-tronic message en route. It can also be used for programmes or segments of pro-grammes. The digital signature is relatively short in length, and is usually sent along with the content itself. At the recipient ’s end, by comparing the digital signature with the programme itself, the user can tell if anything has been changed. This can be of value,and has a somewhat similar role to a signature on a letter – it is a guarantee that the con-tent is exactly as the sender intended it to be.Copy protectionA third weapon in the rights management armoury is “copy protection ”. This is a system designed to stop unintended recordings of programme material.Copy protection can simply be a signal which is conveyed alongside the programme. In the CD world, there is a standardized copy protection signalling system, which is intended to prevent copying of the content in digital (and therefore high-quality) form.There are a series of signalling bits, which can be read and understood by a digital recorder. They can authorize:➩no digital copies;➩one digital copy only;➩multiple digital copies.The signalling flags can be set by the content provider for whichever of the above options is the right one for the service. There is also the facility for doing this with dig-ital radio via DAB, and digital television via DVB.Abbreviations BDB British Digital Broadcasting DAB Digital Audio Broad-casting DCT Discrete cosine transform DVB Digital Video Broad-casting DVD Digital versatile disc MAC Multiplexed analogue component MPEG Moving Picture Experts Group URL Uniform resource locatorIf you can’t trust the digital recorder to do the right thing by means of a signalling pulse, there are other options to prevent people from making unauthorized copies. These could be called “enforced copy protection”systems. It is also possible to add signals to the broadcast signal (or add them in the receiver), which disturb the recorders to the extent that they can’t make a recording, even if they wanted to. One of the systems which do this is called “Macrovision”. It is used in conjunction with DVDs to prevent users from making copies on their home VCRs.These systems are not foolproof. It is quite possible to buy mechanisms to defeat copy protection signalling, as well as enforced copy protection systems.Macrovision has reached agreements with the Hollywood film community. The system is already used by BDB in the UK. BDB digital receivers add the Macrovision signals on request from the digital broadcaster. The value of this type of system for public service broadcasting, and the way it is used, are important matters on which the EBU needs to agree.WatermarkingA fourth weapon in the rights management armoury is “watermarking”. A watermark is an indelible hidden code word or label, which allows the origins of the material to be checked, or provides a means to transport other information. It is as if the programme is given a stamp when it is made, which describes its ownership etc. The idea is that water-marks are arranged to be invisible, not to disturb the programme in any way, and to be impossible to tamper with.Watermarks are used in analogue television and in audio. They can consist of signalling which is hidden in a part of the picture or sound where they are not perceived – possibly tucked in beside large objects or sounds where they would not be noticed. Watermarking is relevant and important in both digital audio and digital video. Quite different techniques may be needed in these two areas, because the nature of the content signals is different. Nevertheless, a common approach to watermark code tables for both would be beneficial, and the cross fertilization of ideas could also produce a better over-all system.The OCTALIS project, in which the EBU participates, has developed a digital video watermarking system for MPEG-2 encoded video, which has been tested via Eurovision [1][2]. Essentially, the system takes a 64-bit word, which is a link (rather like a URL) to details of the ownership and origin of the programme, and then hides it in those DCT coding blocks that have high spectral occupancy, and thus where it will not be noticed. The system works well in the sense that the watermark is virtually invisible and, in any event, it simply adds noise to the visible programme content.A preliminary list of requirements for broadcast watermarking, prepared by the BMC, is shown in Panel 1 (on the next page). This is intended to serve as an input to the EBU ’s new WTM project group, which will examine watermarking for the whole broadcast chain.A new chapter in broadcasting technology is just beginning.Bibliography[1]J.Barda and L.Cheveau: Eurovision – network security through access controland watermarkingEBU Technical Review, No. 281, Autumn 1999.[2]J.Barda and L.Cheveau: Access control and watermarking EBU Technical Review, No. 282, April 2000.Panel 1Requirements for the watermarking of broadcast materialA preliminary list of requirements is as follows:➩ A watermarking system should be developed as a means of delivering – via the air, acable or a recording machine – an appropriate hidden metadata which conforms to an EBU-agreed metadata scheme for broadcasting.➩ A watermarking system is needed today for both video and audio. In future, a multime-dia watermark will also be needed.➩The watermark should be arranged to be impossible to erase or change, to be completelyhidden from the viewer and listener, and not disturb the picture or picture quality, sound or sound quality, in any meaningful way.➩The watermarking system should principally be arranged to be still present in the ana-logue signal, so that it is still readable on a pirated analogue tape of the programme,since this is most likely to be how the programme will be pirated.➩The watermark should be invisible on all types of home displays, including flat-paneldisplays.➩The watermark must be present on all frames of the television signal.➩The watermark must be electronically readable.➩The watermark must cope with zooms, etc.➩The BER must be negligibly small.➩Multiple watermarks must be able to co-exist.。

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