international management
RQFIIQFII基本资料
渣打银行
2003-6-5
美林国际
Merrill Lynch International
英国
汇丰银行
2004-4-30
景顺资产管理有限公司
INVESCO Asset Management Limited
英国
中国银行
2004-8-4
巴克莱银行
Barclays Bank PLC
英国
渣打银行
2004-9-15
英国
工商银行
2009-12-28
美盛投资（欧洲）有限公司
Legg MasonInvestements(Europe) Limited
英国
花旗银行
2010-10-8
北美信托环球投资公司
Northern Trust Global Investments Limited
英国
交通银行
2011-12-21
纽伯格伯曼欧洲有限公司
荷兰
汇丰银行
2012-1-5
挪威中央银行
NorgesBank
挪威
花旗银行
2006-10-24
比利时联合资产管理有限公司
KBC Asset Management N.V.
比利时
工商银行
2008-6-2
忠利保险有限公司
AssicurazioniGeneraliS.p.A.
意大利
工商银行
2011-3-18
卢森堡
德意志银行
2013-4-11
安盛基金管理有限公司
AXA Fund Management S.A.
卢森堡
汇丰银行
2014-10-8
荷兰安智银行股份有限公司
ING Bank N.V.
humanresouce5
• Organizational development
– Stock of knowledge, skills and abilities – Global mindset – Expatriates as agents of direct control and socialization
Reflecting the general literature on this topic, the focus of the chapter is on the traditional, expatriate assignment. However, where possible, we will draw out training and development aspects relating to short-term assignments, non-standard assignments and international business travelers.
• The role of training in supporting expatriate adjustment and on-assignment performance. • Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed. • The effectiveness of pre-departure training. • The developmental aspect of international assignments and its relation to international career paths. • Training and developing international management teams. (cont.)
埃克塞特大学(Exeter)
埃克塞特大学（Exeter）英国埃克赛特大学（Exeter）成立于1855年，作为罗素集团重要的一员和红砖大学代表学校，其科研实力一直名列前茅。
在最近一次RAE评估中，英国埃克赛特大学（Exeter）90%以上项目达到国际高级水准。
在2014Times排名中，英国埃克赛特大学（Exeter）位列第八位。
英国埃克赛特大学（Exeter）优势专业主要有：英语、历史、工程、经济、商科、会计和金融、生物、计算机、数学、法律等。
英国埃克赛特大学（Exeter）热门专业主要有：考古学、教育学、地质学、艺术与影视、数学、基础工程、历史学、商科、化学、环境科学、材料科学、计算机科学、社会学、经济学、英语语言学、法律学、心理学、地理学。
英国埃克赛特大学（Exeter）中国学生录取要求：✧本科申请者需完成A-LEVEL或者本科预科的学习方可进入本科一年级就读，或者在国内完成大一学业，且成绩优秀。
✧研究生GPA：3.3（均分80-85分）英国埃克赛特大学（Exeter）专业设置✧MSc Accounting and Finance✧MSc Finance and Investment✧MSc Finance and Management✧MSc Financial Analysis and Fund Management✧MSc Financial Mathematics✧MSc Marketing and Financial Services✧MSc Financial Economics✧MSc Money and Banking✧MSc Economics✧MSc Economics and Econometrics✧MSc Economics and Experimental Economics✧MSc Financial Economics✧MSc International Management with specialisms in Entrepreneurship and Innovation andMarketing✧MSc International Tourism Management✧MSc Marketing✧MSc International Supply Chain Management✧MSc IT Management for Business✧MSc Human Resource Management✧One Planet MBA✧MSc Applied Ecology✧MSc Conservation and Biodiversity✧MSc Conservation Science and Policy✧MSc Evolutionary and Behavioural Ecology✧MSc Biotechnology and Enterprise✧MSc Food Security and Sustainable Agriculture✧MSc Conservation Science and Policy✧MRes Critical Human Geographies✧MRes Environment, Energy and Resilience✧MSc Sustainable Development✧MSc Sustainable Development (Climate Change and Environment) ✧MSc Animal Behaviour✧MSc Psychological Research Methods✧MSc Social and Organisational Psychology✧MSc Paediatric Exercise and Health✧MSc Sport and Health Sciences✧MSc IT Management for Business✧MSc/PgDip Applied Geotechnics✧MSc Mining Geology✧MSc Advanced Civil and Environmental Engineering✧MSc Advanced Materials Engineering✧MSc Advanced Mechanical Engineering✧MSc Engineering and Management✧MSc International Supply Chain Management✧MSc Water Management✧MSc Advanced Mathematics✧MSc Computational Finance✧MSc Financial Mathematics✧MSc Minerals Engineering✧MSc/PgDip Applied Geotechnics✧MSc/PgDip Mining Engineering✧MSc/PgDip Surveying and Land/Environmental Management✧Education PGCE✧Education✧Arab and Islamic Studies✧LLM European Law✧LLM International Commercial Law✧LLM International and Comparative Public Law✧LLM International Human Rights Law✧LLM Master of Laws✧MA European Politics✧MA History of Political Thought✧MA International Relations✧MA Politics and International Relations of the Middle East ✧MA Social and Political Philosophy✧Master of Public Administration✧MA Anthrozoology✧MA Philosophy and Sociology of Science✧Archaeology MA✧Biblical Studies MA✧Bioarchaeology MSc✧Classics and Ancient History MA✧Creative Writing MA✧Economic and Social History MRes✧English Literary Studies MA✧Ethics, Religion and Society MA✧Experimental Archaeology MA✧History MA✧International Film Business MA✧Medieval Studies MA✧Theatre Practice MA✧Theatre Practice: Staging Shakespeare MFA✧Theology MA✧Translation MA✧MSc Environment and Human Health文章来源：英帆国际。
广东商学院各院及其专业(中英文翻译)1
广东商学院各院及其专业(中英文翻译) (GUANG DONG UNIVERSITY OF BUSINESS STUDIES)一、工商管理学院:The College of Business Administration1、物流管理:Logistics Management2、人力资源:Human Resources3、市场营销专业:Marketing Program4、工商管理专业:Business Administration Program二、会计学院: the College of Accounting1、审计学:Auditing2、会计学专业:Accounting Professional3、财务管理专业: Financial Management Major4、审计学(注册会计师)Auditing(Certified Public Accountant (CPA))三、财税学院:the College of Taxation1、财政学:Public Finance2、税务:Financial Affairs3、资产评估专业:MSc Property Appraisal and Management四、公共管理学院:School of Public Administration1、行政管理专业:General Administration Program2、劳动与社会保障:Labor and Social Security3、文化产业管理: Culture Industry Management4、公共事业管理(城市管理):City Management五、金融学院:College of Finance1、金融学:Finance2、国际金融:International Finance3、金融工程:Financial Engineering4、保险:Insurance5、投资学:Investment Principles六、经济贸易与统计学院:the College of Economic and Statistics1、经济学:Economics2、国际经济与贸易:International Economics And Trade3、统计学:Statistics4、国际商务:International Business七、法学院:The College of Law1、法学(国际法):The International Law2、法学(民商法):Civil and Commercial Law3、法学:Science of Law4、治安学:Science of Public Order八、旅游学院:College of Tourism1、酒店管理:Hotel Management2、旅游管理:Tourism Management3、会展经济与管理:Exhibition Economy and Management九、资源与环境学院:College of Resource and Environment1、土地资源管理:Land Resources Management2、资源环境与城乡规划管理:Resources-Environment and Urban-Rural Planning Management3、房地产经营管理:Administration and Management of Real Estate十、外国语学院:College of Foreign Language1、英语(国际商务管理):International Business Management2、英语(国际商务翻译):International Business English Translation3、日语(国际商务管理):nternational Business Management十一、人文与传播学院: College of Humanities and Communications1、汉语言文学:Chinese Language and Literature2、新闻学:Advocacy Journalism3、新闻学(编辑出版方向)News Editing4、社会工作:Social work5、社会学:Sociology6、播音与主持艺术:Techniques of Broadcasting and Anchoring7、广播电视编导:Radio and Television Editing and Directing十二、艺术学院:Academy of Fine Arts1、广告学(广告策划与经营管理方向):Advertisement2、艺术设计(广告设计方向):Art and Design(Advertising Design)3、艺术设计(玩具与游戏设计方向):Art and Design4、艺术设计(商业空间设计方向):Commercial Space Design5、艺术设计(展示设计):Display Design6、动画专业:Science of Animated Cartoon Program十三、信息学院:College of Information1、信息管理与信息系统:Information Management and Information System2、计算机科学与技术:Computer Science and Technology3、电子商务:Electronic Commerce4、软件工程:Software Engineering十四、数学与计算科学学院:Collegeof Mathematics and Computer Science1、信息与计算科学:Information and Computing Science2、数学与应用数学:Mathematics and Applied Mathematics十五、人文与传播学院:College of Humanities and Communications1、应用心理学: Applied Psychology2、商务文秘:Business secretary3、对外汉语:Teaching Chinese as a Foreign Language。
14沃尔玛山姆会员店管理层结构14
C LUB M ANAGEMENT S TRUCTURE会员店管理层结构SAM’S Club山姆会员店C LUB M ANAGEMENT S TRUCTURE会员店管理层结构O VERVIEW概述:It is expected that SAM’S Club International Operations will triple our sales over the next 5 years. In order to prepare ourselves for this growth we must have a consistent Management Structure that is supported by Training and Developmental Programs.希望在以后的5年中山姆会员店国际部的销售额达到目前水平的三倍。
为此，我们必须有一个由培训和发展计划所支持的稳定的管理层结构。
The objectives of establishing a consistent management structure are important, and require the understanding, execution, and support of our Country Managers and Directors of Operations to be successful.建立一个稳定的管理层结构的目标是重要的，而且要求本国总裁和营运总监深刻理解，贯彻执行和支持这个目标，以取得目标实施的成功。
The benefits of the new Management Structure are:新管理层结构的优点是：Implement a consistent management structure in all countries and support it with on-going job-specific training programs.在所有国家中建立稳定的管理层结构并辅以现行的具体岗位培训计划。
International Journal of Management Science and Engineering Management
ISSN1750-9653,England,UKInternational Journal of Management Scienceand Engineering ManagementV ol.2(2007)No.4,pp.278-288A thoretical review of knowledge management and teamworking in theorganizations∗Juan A.Marin-Garcia1†,Elena Zarate-Martinez21School of Industrial Engineering and School of Management.Universidad Politcnica de Valencia.Spain2Institute for Innovation and Knowledge Management(INGENIO/CSIC/UPV).Camino de Vera s/n.PolytechnicInnovation City(Received March62007,Accepted July82007)Abstract.Human Resource Management relevance in Knowledge M9anagement had been studied in the academic literature focuses mostly on recruitment,selection,wages and salaries and career development processes.We’ve found little publications taking in account the group of persons that generates,share and transfer that knowledge working in teams.The aim of this paper is to propose a framework that describes the relationship between knowledge management and teamworking,integrating proposals and to outline some considerations for further research.Keywords:knowledge management,team work,human resources management1IntroductionAs the literature shows,knowledge management(KM)is an important component for the maintenance of the organizations competitive advantage[8,10,19,24,48].Those KM programs should not be an isolated program supported by a particular individual,but should be regarded as an organizational initiative[9].For that,it must be consider the culture and the motivational practices as a successful keys.It seems that knowledge management without human resource management will not raise their objectives[22,23,43].On the other hand,human resources management(HRM)had been development since it was thought as an important matter within the organizations in the80’s,but begins to have relevance and be important for the strategic formulation and competitiveness.[3,13,16,36].If this is so and KM is important for the competitiveness too,the study of both disciplines is a growing actual matter.Another research in the literature analyses the relevance of HRM in KM,focuses mostly on recruitment, selection,wages and salaries and career development processes in specific organizations[11,15,34,39,42,45,50]. Oltra[34]bases his research in why KM initiatives are not so effectives as it is hoped and how human resources practices affects them successfully.The proposal of Tare[45]suggests that it’s important not only to convince the organization for lay the foundation for the success of a KM project,but also to consider other things about personal management that sometimes are ignored.We also found some references from the psychologist point of view which study individual’s and group’s capabilities and competences treating knowledge as an additional element of it performance[31].Any other references focuses,on one hand to the individual as a knowledge generating in a personal way(knowledge worker)[1,18,21,26,29,41,46]and on the other hand,to the group of individuals that generating,∗We would like to thank the R+D+i Linguistic Assistance Office at the Universidad Politecnica of Valencia for their help in translating this paper.†E-mail address:jamarin@omp.upv.es.Published by World Academic Press,World Academic UnionInternational Journal of Management Science and Engineering Management,Vol.2(2007)No.4,pp.278-288279 sharing and transmit this knowledge by teamworking[12,40].This last matter related with KM has not so much references in the literature.All those reflections mentioned above takes us to a probably fertilefield for the study of the relationship among these disciplines.In this sense,we’ll base on knowledge management frameworks that include a human resource variable,mostly specific,teamworking,in order to know what kind of relationship is between both disciplines.2Knowledge management(KM)Considering that knowledge has been taken as one of the most valuated resources in the actual society[8,20,32,33]and constitutes an important partner in the efficiently of the production and organizational methods in order to achieve the improvement of products and services[48],it’s necessary to research its man-agement.Some authors recommend checking the assumptions about information and knowledge because it tends to use the terms interchangeably[19].In the literature we can found references that make a distinction between what is knowledge and what is not.Some argues that information is data and knowledge allows people assign significance to the information[47];others coincide in that information must have relevance and purpose,but only is knowledge if it can be interpreted and become in valuable for decision making[8,44].In addition, information must consist in data and messagesflow that are organized to describe a condition or special situation,while knowledge is concepts,beliefs,judgements,methodologies and know-how that have been processed by individuals previously[32,48].Table1.KM descriptive frameworksPillars framework (Karl Wiig,1993)It’s about knowledge exploration and adaptation;estimation and evaluation of the knowledge value,the related activities and the leading activity in the KM.Capabilities Framework (Leonard-Barton,1995)It considers activities and capacities.The referenced activities are:problems resolution on a shared and creative way;implementation and integration of new tools and methods;experimentation,adoption and absorption of technologies from organisation outsides.About the capacities,it defines it like competitive advantage which was developed by the company during his own life and that can not be easily dropped.Organizational KMFramework(Arthur Andersen and The American Productivity and Quality Center, 1996)They identified six KM processes:creation,identification,collecting, adaptation,application and knowledge sharing.It identified also four boosters whom make easier the work of this processes:leadership,evaluation,culture and technology.Intelligent Organization Framework (Choo,1996)The organisation uses the information in a strategic way to create and understand knowledge,and to take decisions.This model speak about “decision taking”like a process in which the organisation process information to resolve situation uncertainty moments.Four KM Steps Framework(van der Spek and Spijkervet, 1997)Establish four step:conceptualization,included research,classification and modelling of existent knowledge;reflexion(evaluation of conceptualized knowledge);action,when it makes better the acquired knowledge and the retrospection stage,in which they recognize the effect of the action step.Taking this into account,there is not a general approximation about KM commonly accepted,so dispersed and divergent notions are in progress.Some focus on the management of explicit knowledge using technical focus(knowledge shared and transferred from information systems,using networks,etc).Others have directed to intellectual capital(structural capital,human capital);and another approximation,includes issues about relevant knowledge that effects the success of any organization.This is a complementary vision from the two below of knowledge management[25,44].MSEM email for subscription:info@280J.A.Marin-Garcia&E.Zarate-Martinez:A thoretical review of knowledge management and KM have been defined as an art in which information and intellectual assets are transformed in permanent value for the organization and its partners and clients;as a process that using information technologies seeks a synergy combination between data and information treatment and the creative and innovative capacity of human beings in a complex groups of dynamic abilities and know how that are in a permanent change[5,14,48]; and as a management tool focuses in determine,organized,leading,encourages and supervising practises and activities related with knowledge(intangible assets)important to reach the strategy and objectives planned that are valuables to the organization in the way to develop core competences and capacities[37].There are different frameworks that have helped to understand KM[27,37].These frameworks have been identified as descriptive frameworks(characterizing a phenomena’s nature)and prescriptive or specialized frameworks(that shows the methodology follow in KM).Tab.1and2shows some frameworks from the literature,following the classification mentioned above.Those frameworks have in common that characterizes knowledge asset that must be managed,identifies and explain the knowledge activities acting in KM and recognises the factors that affect it[37].Table2.KM prescriptive frameworksIntangible Assets Framework(Sveiby,1997)It assumes tree components as:external structures(relationship between clients, providers,trademarks,company image,etc.),internal structures as patents,concepts, frameworks,administrative systems and organizational culture and employees’competences that point out their skills.Intellectual Capital Framework(Petrash,1996)Involve tree types of organizational resources referring to intellectual capital:human capital(knowledge each person is able to create);organizational capital(knowledge that had been captures and institutionalized within the organization as culture,structures,processes)and the client capital that is the value perception the client have to make business with a goods and services provider.Knowledge Creation Framework(Nonaka y Takeuchi,1995)It introduces two knowledge dimensions(tacit and explicit knowledge)and knowledge creation levels(individual,group,organizational or interorganizational).They Developer a four stages framework:socialization(conversion of tacit knowledge into explicit knowledge),externalization(knowledge linkage trough a dialogue or collectivereflection)combination(originating during information processing)and the internalization(organizational knowledge)Knowledge Transfer Framework (Szulanski,1996)It analyzing knowledge transfer barriers,pointed out the good practices.It identifies four stages in knowledge transfer:initiation,implementation,leverage and integration.These stages are affected by transfer ambiguity,lack of motivation or a false perception about irrelevant knowledge as a knowledge source;personal characteristics and context.Knowledge Management Process Framework (KPMG,1997).Includes six phases:knowledge acquisition,indexation,filtration,relation,distribution and application and emphasises tree main factors as top management commitment, assumes KM implications and apply KM to all the organization.Implies working on individual,team and organizational levels as a hole.So it is important to consider structure,strategy,leadership,human resources management,communication and information system and culture.Knowledge Management Participative Framework (Holsapple and Joshi,1998).It is about four phases:Acquisition:taking knowledge from outside the company and transform it in representations than can be use inside the organization.Selection:using organization own knowledge and present it in a right way.Internalization:Modifies organization knowledge assets to convert it in valuables e:manipulates existing knowledge to generate a new knowledge or the externalization of it.In Tab.3we summarize other recent frameworks[2,28]that show the importance of identify the relevant knowledge source and the assumption of KM as an strategy that comes from the company and goes beyond it..The frameworks described here,constitutes the context to facilitate the KM comprehension,showing their characteristic,elements and relationship between they[20].They may help help organizations in the im-plementation of programs that support the new knowledge parading’assumption as a main and very visible resource in the actual society.MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.4,pp.278-288281Table3.KM prescriptive frameworksRastogi(2000) framework It assumes four stages:(I)identification and classified existing and available knowledge required for organizational strategy,including expert knowledge and employees competences.Storing existing acquired and created knowledge in knowledge repositories.(II)Share knowledge trough an easy access and distribution to the users.(III)Knowledge application to decision making and problem solving. (IV)Creating new knowledge trough R&D,learned lessons,creative thinking and innovation.Integer KM framework (Beijerse,2000).Includes tree main factors to encourage knowledge processes in organizations: strategy,structure and culture.Strategy matches with available and needed knowledge and the gap between them.Structure matches with the knowledge acquisition,development,and capture;and culture will determine how knowledge must be use and shared.Knowledge Flow framework (Heisig,2001)It is compound byfive processes(I)Identify important knowledge for organization strategy.(II)Create,that’s means the capability to learn and communicate making linkages with different matters(III)Store to seek in an right way the information needed and allows employees to access and shared their knowledge.(IV)Distribution by encourages a team spirit to that support knowledge sharing.(V)Application, creating new knowledge from existing and applied knowledge.Building Blocksof Knowledge Management framework(Probst,Raub y Romhardt,2002).This framework assumes two knowledge cycles:(I)Internal Cycle that includes knowledge goals(identification,acquisition and development)and External Cycle related with KM evaluation(distribution,use and preservation)Knowledge Cycle framework(Mc Elroy,2002).Knowledge exists after had been captured,codified and shared.Knowledge creation cycle in two major processes:(I)Knowledge production(individual and group learning, knowledge demand,codification and share)and Knowledge integration(diffusion, training,communication and share).However,as literature says,the application of KM or associated frameworks,are frequently presented in business context,particularly in major companies[17,37],where the focus is targeted to how KM is installed and what kind of tools and methodologies are used to encourage it.On the other hand and unless common its publication,there are an extended cases that shows the great effort major companies,universities and research centers at all levels have carried out to develop.For example,excellent portals(or intranet)as knowledge supporters,so that people share what they know.Also there are publications that resumes a literature review where frameworks,terms,technologies and methodologies of KM are explained[4,16,35];but there is not ref-erences that make a depth study or establish a relationship between KM and other strategic resources of the organization,like for example,the human resources and their management[38].3Team workingConsidering human element in organizations in general,and particularly in business context,had a strong evolution from the Taylor’s conception where people were only a factor that perform their functions according to economic incentive,to actual vision according to people is a major and strategic resource and like so,have an influence in the competitiveness[4,11,30].The economy based on knowledge is changing the view that companies performs their human resources practices.Technology advance,globalization and more specialised work force and awarded respecting time value and market forces,encourages organizations to do more with less[6,7,49]making them redirect their strategies in a permanent way.More organizations are responding to this fact with very new strategies like total quality programs,[49], lean production or involvement/participation management programmes[7,40,60,63]in order to maximize,in those cases,their human capital and adapting to the market demands throughout a group of people that ac-complish complex functions will be impossible to reach working alone[4,11,49,59].However,even there are arguments that try to get into the human resource innovation[65],they are not so extensive as other in manyMSEM email for subscription:info@282J.A.Marin-Garcia&E.Zarate-Martinez:A thoretical review of knowledge management and other organization areas[11,67].In this sense the nature of this change,as some author refers,[66,68]can appreciate in Tab.4:anizational change natureFrom ToEnvironment Variable out knowable Complex and changingStrategic corporate design An assembly of individual whoexecute instructions throughstructures and functionsA knowledge community that drawson the strength of a collective socialmindBoundaries Fixed:the organization has anidentity relationship with itselfFluid:the organization is networkedwith various others at differenttimes,for different purposes.Managerial Focus Functions ProcessesAuthority/Power Hierarchical position,commandand controlProfessional influence,communication,collegialityControl of work Vested n the supervisory process Vested in the individualControl of work outcomes Remains with centralmanagementNegotiated between supervisorsand groups of knowledge workers.Source:D.Hiltrop[11](1995),pp.13.These transition seems to encourage more collective working than those that were developed in an in-dividual way,because,the terms used now are different:collective mind,flow,process,group of workers, etc that support what literature says about organizations that allows teamworking to reach their strategic objectives[54,63,67].We canfind diverse definitions about teamworking in literature,,showing that it is a tool that assists orga-nizational changes,give themflexibility,workers integration,work speed and innovation[54,63,64,67].Never-theless,not all researchers in this area agree with teamworking kindness,saying that this is not a magic potion because their contribution to the organization major goals will depend on the context and the human resources policies have their meanings,[54,61,63,71]and they consider teamworking is more than a fashion and rep-resent a powerful tool for organizations to manage their resources,it is not the definitive way because it needs time,commitment and a specific culture.Sometime these factors in most cases make difficult its implantation.Well thought-out teamworking exists because a group of persons,and its definition may focus from two perspectives:the sociological one,individual centred and his work well-being(tasks execution improvement time and task conditions)or the organization paradigm that conceives teamworking as a management pro-cesses supporting tool and of improvement of the development of the organization.In this sense are very interest in very interesting work makes a review,not only about the sources of teamworking,but the concept evolution throughout time,from its postulation in early50’s to our time,so the organization vision of the concept[54,67].According to Salas et al.[63],teamworking characteristics are related with the member’s skills, aptitudes and attitudes.This can be appreciated in Tab.5.Tranfield et al[67]based on a literature review make a contribution to the teamworking definition,adding the use organizations make of different types of it,as those to support the self develop andflexibility in permanent work team(semi-autonomous or self directed teams);lean teams that are the core structure of companies that work with lean production processes and teams focused on projects,often used in consultancy. Thefinal conclusion they reach pointed out that there is not consistency in the use of these different types of teamworking and that each organization uses them according to its own context.4Relationship between knowledge management and teamworkingSapsed et al.[40],realized a literature review where they found KM and teamworking as a source of competitiveness.Trough teamworking it is possible to establish a mechanism to coordinate the specialized knowledge of a certain quantity of individuals within an organization[16,56];convert personal knowledge(tacit MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.4,pp.278-288283Table5.Teamworking characteristicsCharacteristics Meaning/comprised skillsFlexible and adaptive behaviors,cognitions and attitudes.General team competencies(knowledge, skills,attitudesFeel free to provide and accept feedback based on monitoring behavior.Mutual performance monitoring,constructive and timely feedback and shared situational awarenessMembers being willing and able to back fellow members up during operations.Back-up behavior(compensatory behavior) and adaptabilityTeamwork involves clear and concisecommunicationClosed-loop communicationCo-ordination of collective interdependent action.Co-ordination,shared mental models and interpersonal relationsLeadership skill that enables the direction, planning and co-ordination of activities Development of shared problem models,clear direction,enabling performance environment,decision making/problem solving,maintaining team coherenceAs all teams are not created equal,contextualfactors as well as the task that is facing the team must be considered when deciding the importance of the various competencies needed within a particular team.Importance of particular team competencies will vary by the nature of the teamSource:Salas et al[63].(2000),pp.352.knowledge)in explicit knowledge that then is embowered in new products,process and services[32].When teamworking is used,organizations can improve their deployment cycle in quality and efficiency in production, mostly if is a complex one[55].The growing importance of complex systems and products we canfind actually requires the integration of disparate technical and professional knowledge.These means that individuals cannot possibly absorb all the requisite knowledge domains for their team’s activities[40].This has forced many organizations to use outsourcing.Teams with high cohesion tend to be more insular,closed to the knowledge and influences outside the team[40].Sometimes team knowledge is not more than the sum of their parts.When the team member’s knowledge is similar or very close,teamworking is more efficient,because a tacit understanding is shared and there is less necessity of explanations or demonstrations.While where the knowledge base of the individuals is different,teamworking becomes slow and complicated[40].On the other hand,there is little literature that establishes metrics about KM and teamworking and their relationship.However,separately we canfind research where they are measured and analyzed,as an isolated issues related to others,basically of economic type.There are a variety of tools for the KM evaluation,diagnosis and results used generally in major compa-nies.Public organizations,as the European Centre of Standardization has created a guide that concentrates the steps companies must follow if they want to have KM.That guide is based on a recommendations and ques-tionnaire based on Heissig[57].The American Productivity&Quality Centre(APQC)and Arthur Andersen developed the Knowledge Management Assessment Tool(KMAT)to help companies to evaluate which of their strengths and opportunities lays on KM.It measure the KM processes itself,the leadership,the cul-ture and technology.On the other hand,Ayestaran[52]analyses the organizational issues that can mediate in KM process within universities.The analysis includes the organizational culture,leadership,organizational structure,human resources management and the system of information and communication.Related to teamworking,Levi and Slem[58]carried out a research using a30items questionnaire and leaded interviews where they evaluated workers’attitudes and beliefs about teamworking in a R&D areas. The questionnaire studied teamworking success,the factors that promote it(from the overall organizations and form human resources)and the ideas about self management.Wright and Edwards[70]accomplished and study using quantitative and qualitative data(they made interviews to shopfloor workers and specialized supervisors and a questionnaire that measured skills,job knowledge and effort)to know if teamworking functions and what were the reasons of its success.Winter and McCalla[69]used Belbin’s taxonomy to determine the individual’MSEM email for subscription:info@284J.A.Marin-Garcia&E.Zarate-Martinez:A thoretical review of knowledge management and skills respecting teamworking when working by projects.Generally most of the research in this area use team types to determine the relationships between job characteristics and the outputs in an teamworking environment.It seems there is a potential researchfield.As we said before,some KM frameworks include teamwork-ing as an important element.So Leonard-Barton[22]framework assumes as an important activity to consider a knowledge based organization,share and creative problem solving;including as an organizational capac-ity,employees knowledge and skills as well as the human resource management system(incentives,training, recognition,etc).Nonaka and Takeguchi[32]in their knowledge creation framework make a distinction be-tween individual and group level in order to facilitate the conversion from tacit to explicit knowledge;and in one of the framework stages(externalization),it is necessary for the articulation of this knowledge throughout a collective reflection.And,Heisig[57]framework outlines that to create knowledge it is necessary to share information,so a team is build it very important.The linkages of these two concepts seem to be done by teamworking characteristic and KM frameworks considering as a processes/tools that supports organizations to obtain its goals.However,the relationship be-tween both terms has been little approached in an explicit way and it seems that there is a general assumption that one is a part of a natural manifestation of the other.Based on this,this paper is aimed to look into the rela-tionship between both tools,considering KM frameworks and teamworking characteristics.This relationship is shown in Fig.1,that leaves from the conceptualization of KM made by several authors[22,32,57]and it’s linked with the teamworking characteristics proposed by Salas et al.[63].Fig.1.Linkages of KM and teamwork frameworkOne way to knowledge transfer is trough share problem solving[22],but individual differences as spe-cialization,cognitive style and preferred tools and methods may states as a barriers to problem solving or as a big opportunity to encourages creativity,so at the same time it can provide a new knowledge.Attempting MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.4,pp.278-288285 to this,the relationship with teamworking characteristics may be explained from the perspective of diverse knowledge and the team skills,methods and tools,in which it’s necessary to favour a context that encourage people to accept different points of view,even if it is not agreement,without favouring the division of the group.The specialization and the different cognitive styles found in a team need a strong leadership able to mediate over the interactions between opposites,not only to diminish the tension,but to lead the energies to make collaboration between specialities.For if we present the framework,and outlines that a team where problems are solve in a share way,there may exist the following characteristics:·Specific competences,according to context·Visible leadership that encourages a positive interaction environment·Clear communication·Adaptable andflexible attitudes and behaviours.Another part of the linkage we want to outline between KM and teamworking is Nonaka and Takeguchi knowledge creation framework[32].As we stated previously,to this author,knowledge is a dynamic element that is created trough social interactions between people and organization[62];and it is the collective reflection what facilitates knowledge,in it beginnings tacit becomes into explicit form supporting it transfer.The circle of knowledge creation proposed has four steps and according with Nonaka and Takeguchi[32]three of those have been studied from different organizational theory perspectives:socialization from group process theory; combination,from organization culture and internalization from organizational learning.However,external-ization has been little approached.In fact in this step,knowledge conversion(new explicit knowledge creation from existing tacit knowledge)is activated trough dialogue or collective reflection,because during people interaction process it may have perception and understanding differences.Likewise,the individualism is tran-scending to stables a commitment more general,making part of a group.The sum of particular intentions is now part of the team mind[62].Knowledge needs a context to be created,shared and used.Schermerhum et al.[64]argues that teamworking occurs when team members work together using their knowledge and skills to reach certain goals.So it may be said that those people,working together share a context where they interact to accomplish their goals,so our framework outlines that the following elements may be established:·Adaptable andflexible attitudes and behaviors.·Support to the team members during task development.·Clear communication·Interdependent coordination·Specific competences,according to the interaction contextThe European guide to good practices in KM[51]picks Heisig’s knowledgeflows framework[57]that is formed byfive main knowledge activities that must be aligned or integrated into the organization process and activities.The activities the framework refers are about knowledge identification,new knowledge creation, knowledge store,share and use.Each of this stages have to be balanced according with the organization specifications,so they cannot be treated on an isolated way or by pair of activities.New knowledge creation can exist at individual or group level(team)and it must be a social interaction result and it has to be integrated within the organization supported by other activities like sorting,organization, categorization,updating and beflexible to modify the knowledge companies has attending to the in-or-out circumstances.For our research,the step we analyzed is referred to knowledge exchange.When knowledge is shared by artifacts,it is name stock focus.But the major part of knowledge may be transfered from person to person by collaboration[57].This point of view may be supported by tools and methodologies that facilitate the knowl-edge transfer,like intranets/data bases,etc,but if it is not a personal bias to accept knowledge from others, it will be difficult to use/re-use.This may mean that some personal competences are required for knowledge exchange.So theseflow focus support our framework in sense of people that interact with others to knowledge transfer have a bias to·Adaptable andflexible attitudes and behaviors.·Support to the team members during task development·Clear communicationMSEM email for subscription:info@。
广东商学院各院及其专业(中英文翻译)1
广东商学院各院及其专业（中英文翻译）(GUANG DONG UNIVERSITY OF BUSINESS STUDIES)一、工商管理学院:The College of Business Administration1、物流管理：Logistics Management2、人力资源：Human Resources3、市场营销专业：Marketing Program4、工商管理专业：Business Administration Program二、会计学院： the College of Accounting1、审计学：Auditing2、会计学专业：Accounting Professional3、财务管理专业： Financial Management Major4、审计学（注册会计师）Auditing（Certified Public Accountant (CPA)）三、财税学院：the College of Taxation1、财政学：Public Finance2、税务：Financial Affairs3、资产评估专业：MSc Property Appraisal and Management四、公共管理学院：School of Public Administration1、行政管理专业：General Administration Program2、劳动与社会保障：Labor and Social Security3、文化产业管理： Culture Industry Management4、公共事业管理（城市管理）：City Management五、金融学院：College of Finance1、金融学：Finance2、国际金融：International Finance3、金融工程：Financial Engineering4、保险：Insurance5、投资学：Investment Principles六、经济贸易与统计学院：the College of Economic and Statistics1、经济学：Economics2、国际经济与贸易：International Economics And Trade3、统计学：Statistics4、国际商务：International Business七、法学院：The College of Law1、法学（国际法）：The International Law2、法学（民商法）：Civil and Commercial Law3、法学：Science of Law4、治安学：Science of Public Order八、旅游学院：College of Tourism1、酒店管理：Hotel Management2、旅游管理：Tourism Management3、会展经济与管理：Exhibition Economy and Management九、资源与环境学院：College of Resource and Environment1、土地资源管理：Land Resources Management2、资源环境与城乡规划管理：Resources-Environment and Urban-Rural Planning Management3、房地产经营管理：Administration and Management of Real Estate十、外国语学院：College of Foreign Language1、英语（国际商务管理）：International Business Management2、英语（国际商务翻译）：International Business English Translation3、日语（国际商务管理）：nternational Business Management十一、人文与传播学院： College of Humanities and Communications1、汉语言文学：Chinese Language and Literature2、新闻学：Advocacy Journalism3、新闻学（编辑出版方向）News Editing4、社会工作：Social work5、社会学：Sociology6、播音与主持艺术：Techniques of Broadcasting and Anchoring7、广播电视编导：Radio and Television Editing and Directing十二、艺术学院：Academy of Fine Arts1、广告学（广告策划与经营管理方向）：Advertisement2、艺术设计（广告设计方向）：Art and Design（Advertising Design）3、艺术设计（玩具与游戏设计方向）：Art and Design4、艺术设计（商业空间设计方向）：Commercial Space Design5、艺术设计（展示设计）：Display Design6、动画专业：Science of Animated Cartoon Program十三、信息学院：College of Information1、信息管理与信息系统：Information Management and Information System2、计算机科学与技术：Computer Science and Technology3、电子商务：Electronic Commerce4、软件工程：Software Engineering十四、数学与计算科学学院：Collegeof Mathematics and Computer Science1、信息与计算科学：Information and Computing Science2、数学与应用数学：Mathematics and Applied Mathematics十五、人文与传播学院：College of Humanities and Communications1、应用心理学： Applied Psychology2、商务文秘：Business secretary3、对外汉语：Teaching Chinese as a Foreign Language。
International Journal of Management Science and Engineering Management
ISSN1746-7233,England,UKInternational Journal of Management Scienceand Engineering ManagementV ol.2(2007)No.2,pp.83-97 Steady state analysis of the batch arrival Geo/G/1queue with multipleadaptive vacations∗Wei Sun1†,Naishuo Tian1,Shiyong Li21School of Economics and Management,Yanshan University,Hebei Qinhuangdao,066004,China 2School of Electronics and Information Engineering,Beijing Jiaotong University,Beijing,100044,China(Received February212007,Accepted April102007)Abstract.This paper concentrates on the steady state analysis of the discrete-time batch arrival Geo/G/1 queue with vacations.In this model,after serving all customers in the system,the server will take a random maximum number of vacations before returning to the service mode.The distributions of busy period,va-cation period and vacation cycle have been given.Meanwhile,the PGFs for the off-line period and on-line period are expressed explicitly.The PGFs are also derived for the steady-state queue length,the unfinished work as well as the waiting time of an arbitrary customer in the FCFS and LCFS systems.According to the relationship of the discrete-time and continuous-time systems,we also have obtained the mean queue length, the mean unfinished work and the mean waiting time in continuous-time system.Several vacation models are special cases of the vacation model presented in this study.Moreover,we give some numerical examples to observe the effect of the vacation policy on the queue model.Keywords:batch arrival,multiple adaptive vacations,vacation cycle,continuous time1IntroductionDiscrete time queues with vacations have been widely studied in recent years by many researchers be-cause of their wide applications in the performance analysis of digital communication system and telecommu-nication networks.On the other hand,the discrete-time system can be used to approximate the continuous-time system in practice.Some researching progress and references are given by Doshi[3,4].An excellent and com-plete study on discrete-time queueing systems with vacations has been presented by Takagi[7].Analysis of finite and infinite buffer Geo/G/1type queues(including batch arrivals)with different vacation policies can be found in Takagi[7]and references therein.In recent years,Tian and Zhang[8,9]have considered GI/Geo/1queue with multiple vacations.The discrete-time Geo X/G/1queue under multiple vacations governed by a geometrically distributed timer has been analyzed by Fiems and Bruneel[5].Using a matrix-analytic method,a class of discrete-time single ar-rival,single service vacation models,in which distributions of inter-arrival times,service times,vacation times and operational times are of phase type,has been studied by Alfa[1].Most recently,Chang and Choi[2] have analyzed a single-server batch arrival bulk-service queue where customers are served in batches of ran-dom size and the server takes multiple vacations whenever queue is empty.Samanta,Chaudhry and Gupta[6] have presented the discrete-time Geo X/Geo(a,b)/1/N queues with single and multiple vacations,in which he considered a discrete-time single-serverfinite-buffer batch arrival queue in which customers were served in batches according to a general bulk-service rule.∗This research is supported by National Science Foundation of China(No.10671170).†Corresponding author.Tel:+86-335-8074703.E-mail address:ysusw@Published by World Academic Press,World Academic Union84W.Sun&N.Tian&S.Li:Steady state analysis on the batch arrival Geo/G/1queue In this paper,we consider a batch arrival Geo/G/1system with multiple adaptive vacations.As to discrete-time vacation queues,most works were concentrated on the study for models of multiple vacations and single vacation.However,the multiple adaptive vacation policy is more general than most of the classical ones in the sense that the well known multiple vacation policy and single vacation policy become two extreme cases of this policy.With this vacation model,we can study many different vacation policies between these two extremes for the purpose of better allocation of the server’s time to doing primary jobs(serving queue)and doing secondary jobs(vacations).It wasfirst presented by Zhang and Tian[10]that a discrete-time Geo/G/1 queue with multiple adaptive vacations.Nevertheless,they only gave a preliminary and general introduction about multiple adaptive vacations whereas many important performance measures are not given.We will ana-lyze the steady-state batch arrival Geo/G/1queue with multiple adaptive vacations in detail and observe the effect of the vacation policy on the queue by numerical analysis.It is obvious that the model presented by Zhang and Tian[10]is a special case of this model.This paper is organized as follows.Description of the multiple adaptive vacation model has been given in section2.Then we analyze the length of a vacation period,a busy period and a vacation cycle,respectively,in section3.Meanwhile,the PGFs for the off-line period and on-line period are also expressed ing stochastic decomposition properties,we obtain the PGFs for the unfinished work and the queue length,not only immediately after a service completion but also immediately after an arbitrary slot boundary,in section 4.We also derive the distributions of the waiting time of an arbitrary customer in the FCFS and LCFS systems in section5.According to the relations to the continuous-time system,we also have obtained the mean queue length,the mean unfinished work and the mean waiting time of an arbitrary customer in the continuous-time system in section6.In section7,we illuminate that exhaustive service systems with multiple vacations and single vacation as well as the model discussed by Zhang and Tian[10]are special cases of this model.Finally, we give some numerical examples to verify that the results we have obtained in this model are reasonable in special cases.2Model descriptionIn the batch arrival Geo/G/1systems,we denote byΛthe number of customers that arrive during a single slot.The probability distribution ofΛis specified byλ(k)=P{Λ=k},k=0,1,2,···;Λ(z)=∞k=0λ(k)z k.(1)We denote byλandλ(2)the mean and the second factorial moment,respectively,ofΛ,that isλ=E[Λ]=Λ(1)(1);λ(2)=E[Λ(Λ−1)]=Λ(2)(1).(2) Let us denote by X the service time of each customer.The probability distribution of X isb(l)=P{X=l},l=1,2,···;B(z)=∞l=1b(l)z l,|u|≤1.(3)The mean b and the second moment b(2)of the service time distribution areb=E[X]=B(1)(1);b(2)=E[X2]=B(2)(1)+B(1)(1),(4) and the positive recurrent conditionρ=λb<1.We consider a batch arrival Geo/G/1system with vacations in which the server will take a random maximum number,denoted by H,of vacations after emptying the system.The probability distribution of H is P{H=j}=h j,j≥1.Each vacation is an i.i.d.discrete random variable,denoted by V.At each vacation completion instant,the server checks the system to see if there is any customer waiting and decides the action to take according to the state of the system.There are three cases:MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.2,pp.83-9785•Case1:if there is any customer waiting,the server will resume serving the queue immediately.•Case2:if there is no customer waiting and the total number of vacations taken is still less than H,the server will take another vacation.•Case3:if there is no customer waiting and the number of vacations taken is equal to H,the server will stay idle and wait for the next arrival.Let J represents the actual number of vacations taken by the server,thenJ=min{H,k:V(k−1)<T<V(k)},(5) where T and V(k)stand for the times between two arrivals and the sum of k vacations(V(0)=0),respectively. Let A I and A V denote the event that thefirst customer arrival to an empty system occurs in an idle state and a server’s vacation state,respectively.We haveP(A I)=∞j=1h j∞k=jP{V(j)=k}(λ(0))k=H(V(λ(0)));P(A V)=1−H(V(λ(0))),(6)where H(z)and V(z)are the PGFs of H and V.3Vacation cycleLet usfirst consider the length I V of a vacation period.In order tofind its PGF,denoted by I V(z),we note that the joint PGF for the length of a vacation and the probability that no customers arrive during that vacation is given by∞l=1v(l)[λ(0)]l z l=V(λ(0)z).(7)Similarly,the joint PGF for the length of a vacation and the probability that at least one customer arrives during that vacation is given by∞l=1v(l)[1−[λ(0)]l]z l=V(z)−V(λ(0)z).(8)Wefirst consider the case in which J=H.In this case,a vacation period consists of H vacations during which no customers arrive and an idle period.Hence we have the PGF I1V(z)in this case asI1V(z)=I(z)∞j=1h j[V(λ(0)z)]j=H(V(λ(0)z))(1−λ(0))z1−λ(0)z,(9)where I(z)=(1−λ(0))z/(1−λ(0)z)is the PGF for the length of an idle period.Then we consider the case in which J={k:V(k−1)<T<V(k)}.In this case,a vacation period consists of k−1vacations during which no customers arrive and a vacation during which at least one customer arrives.Hence we have the PGF I2V(z)in this case asI2V(z)=∞j=1h jjk=1[V(λ(0)z)]k−1[V(z)−V(λ(0)z)]=1−H(V(λ(0)z))1−V(λ(0)z)[V(z)−V(λ(0)z)].(10)Combining both of the cases,we get the PGF I V(z)for I V asI V(z)=I1V(z)+I2V(z)=H(V(λ(0)z))(1−λ(0))z1−λ(0)z+1−H(V(λ(0)z))1−V(λ(0)z)[V(z)−V(λ(0)z)],(11)which yields the mean E[I V]asMSEM email for subscription:info@86W.Sun&N.Tian&S.Li:Steady state analysis on the batch arrival Geo/G/1queueE[I V]=H(V(λ(0)))1−λ(0)+1−H(V(λ(0)))1−V(λ(0))E[V].(12)Comparing with the vacation period,we call the time interval from the instant when the server starts to take vacation to the instant when the server resumes service or the server becomes idle the off-line(or complete vacation)period,denoted by V G.That is,V G=V1+V2+···+V J.J is the number of vacations the server actually takes before assuming service or becoming idle.Hence we can get the PGF V G(z)and the mean E[V G]for V G asV G(z)=∞j=1h j[V(λ(0)z)]j+∞j=1h jjk=1[V(λ(0)z)]k−1[V(z)−V(λ(0)z)]=H(V(λ(0)z))+1−H(V(λ(0)z))1−V(λ(0)z)[V(z)−V(λ(0)z)],(13)E[V G]=1−H(V(λ(0)))1−V(λ(0))E[V].(14)We next consider the lengthθV of a busy period.In order tofind the PGFθV(z)for the lengthθV, we consider the numberαof customers who arrive during a vacation period.The PGF for the number of customers who arrive in the last slot of an idle period is given by(Λ(z)−λ(0))/(1−λ(0)),which is the PGF for the number of customers who arrive in a slot given that at least one customer arrives.The joint probability that at least one customer arrives during a vacation and the PGF for the number of customers who arrive during that vacation is given by V(Λ(z))−V(λ(0)).Therefore,the PGFα(z)forαis given byα(z)=H(V(λ(0)))Λ(z)−λ(0)1−λ(0)+1−H(V(λ(0)))1−V(λ(0))[V(Λ(z))−V(λ(0))],(15)which yields the mean E[α]asE[α]=λH(V(λ(0)))1−λ(0)+1−H(V(λ(0)))1−V(λ(0))E[V]=λE[I V].(16)The PGFθV(z)forθV is then given byθV(z)=α(θ(z))=H(V(λ(0)))Λ(θ(z))−λ(0)1−λ(0)+1−H(V(λ(0)))1−V(λ(0))[V(Λ(θ(z)))−V(λ(0))],(17)whereθ(z)is the PGF for the length of a busy period started with the service of a single customer,and it is a solution to equationθ(z)=B(zΛ(θ(z))).Hence we get the mean length E[θV]of a busy period as followsE[θV]=E[α]E[θ]=ρ1−ρH(V(λ(0)))1−λ(0)+1−H(V(λ(0)))1−V(λ(0))E[V].(18)Comparing with the off-line period,we call the time interval from the instant of V G ending to the instant of next V G starting the on-line(or on duty)period,denoted by T S.Hence the PGF T S(z)and the mean E[T S] for T S is given byT S(z)=H(V(λ(0)))Λ(θ(z))−λ(0)1−λ(0)(1−λ(0))z1−λ(0)z+1−H(V(λ(0)))1−V(λ(0))[V(Λ(θ(z)))−V(λ(0))],(19)E[T S]=H(V(λ(0)))1−λ(0)+ρ1−ρH(V(λ(0)))1−λ(0)+1−H(V(λ(0)))1−V(λ(0))E[V].(20)A busy period which is denoted byθc started with an initial delay X0is called a delay cycle.If B0(z) denotes the PGF for X0,the PGFθc(z)forθc is given byθc(z)=B0(zΛ(θ(z))).A vacation cycle of length MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.2,pp.83-9787 C V consists of a vacation period followed by a busy period.If thefirst batch arrival to an empty system occurs in a server’s idle state,a vacation cycle consists of H vacations,an idle period and a busy period.Otherwise, a vacation cycle is equal to a delay cycle with an initial delay given by a vacation time in which at least one customer arrives.Therefore,the PGF C V(z)for C V isC V(z)=H(V(λ(0)z))(1−λ(0))z1−λ(0)zΛ(θ(z))−λ(0)1−λ(0)+1−H(V(λ(0)z))1−V(λ(0)z)[V(zΛ(θ(z)))−V(λ(0)z)],(21)which yields the mean E[C V]asE[C V]=11−ρH(V(λ(0)))1−λ(0)+1−H(V(λ(0)))1−V(λ(0))E[V]=E[I V]+E[θV].(22)Note that a vacation period I V and the following busy periodθV are not independent.Their joint PGF is given byE[z I V z θV]=H(V(λ(0)z))(1−λ(0))z1−λ(0)zΛ(θ(z ))−λ(0)1−λ(0)+1−H(V(λ(0)z))1−V(λ(0)z)[V(zΛ(θ(z )))−V(λ(0)z)].(23)Remark1.From the above results,we have the fraction of the time that the system is in a busy period,a vacation period and an idle period,respectively,as followsE[θV] E[C V]=ρ;E[I V]E[C V]=1−ρ;P0=H(V(λ(0)))E[C V](1−λ(0))=(1−ρ)H(V(λ(0)))H(V(λ(0)))+1−V(λ(0))(1−λ(0))E[V].(24)Similarly,we can also get the fractions of the time that the system is in an off-line period and on-line period asE[V G]E[T S]+E[V G]=E[V G]E[C V]=(1−ρ)[1−H(V(λ(0)))]E[V]1−λ(0)[1−V(λ(0))]+[1−H(V(λ(0)))]E[V]=1−ρ−P0;(25)E[T S]E[T S]+E[V G]=E[T S]E[C V]=ρ+P0.(26)4Queue length and unfinished workFirst we consider the number of customers who present in the system at the beginning of an arbitrary slot during a vacation period,i.e.the additional queue length resulted by the multiple adaptive vacations.We denote byχthe additional queue length.According to the relationship of the numberαof customers who arrive during a vacation period and the additional queue lengthχ,we have the PGFχ(z)and the mean E[χ] forχasχ(z)=α−(z)=λ(1−α(z))E[α](1−Λ(z))=λH(V(λ(0)))β(1−λ(0))+λ[1−H(V(λ(0)))]E[V]β[1−V(λ(0))]1−V(Λ(z))E[V](1−Λ(z)),(27) E[χ]=λ2[1−H(V(λ(0)))]E[V(V−1)]2β[1−V(λ(0))],(28)MSEM email for subscription:info@88W.Sun&N.Tian&S.Li:Steady state analysis on the batch arrival Geo/G/1queue whereβ=E[α].Note that the additional queue lengthχis equal to zero with probability λH(V(λ(0)))/[β(1−λ(0))]and equal to the number of customers who arrive during the residual vacation time with probabilityλ[1−H(V(λ(0)))]E[V]/[β(1−V(λ(0)))].Based on the stochastic decomposition property of the queue model with vacations,the PGFsΠ(z)for the queue length immediately after a service completion and P(z)for the queue length immediately after an arbitrary slot boundary,respectively,are as(see Takagi[7])Π(z)=χ(z)·ΠGeo X/G/1(z)and P(z)=χ(z)·P Geo X/G/1(z),(29)whereΠGeo X/G/1(z)=(1−ρ)(1−Λ(z))B(Λ(z))λ(B(Λ(z))−z)(30)andP Geo X/G/1(z)=(1−ρ)(1−z)B(Λ(z))B(Λ(z))−z(31)are the PGFs for the queue length immediately after a service completion and the queue length immediately after an arbitrary slot boundary,respectively,without vacations.Substituting(27)(30)(31)into(29),we getΠ(z)=λH(V(λ(0)))β(1−λ(0))+λ[1−H(V(λ(0)))]E[V]β[1−V(λ(0))]1−V(Λ(z))E[V](1−Λ(z))(1−ρ)(1−Λ(z))B(Λ(z))λ(B(Λ(z))−z),(32)P(z)=λH(V(λ(0)))β(1−λ(0))+λ[1−H(V(λ(0)))]E[V]β[1−V(λ(0))]1−V(Λ(z))E[V](1−Λ(z))(1−ρ)(1−z)B(Λ(z))B(Λ(z))−z,(33)which yields the mean E[Q]and E[L],respectively,asE[Q]=ρ+λ3b(2)−λ2ρ+λ(2)2λ(1−ρ)+λ2[1−H(V(λ(0)))]E[V(V−1)]2β[1−V(λ(0))]=E[Q]Geo X/G/1+E[χ],(34)E[L]=ρ+λ2b(2)−λρ+λ(2)b2(1−ρ)+λ2[1−H(V(λ(0)))]E[V(V−1)]2β[1−V(λ(0))]=E[L]Geo X/G/1+E[χ].(35)The unfinished work U immediately after an arbitrary slot is the sum of the service times of all customers in the queue and the remaining service time of a customer being served at that time.Based on the stochastic decomposition result of the unfinished work(see Takagi[7])U(z)=χ(B(z))·U Geo X/G/1(z),(36)whereU Geo X/G/1(z)=(1−ρ)(1−z)Λ(B(z))Λ(B(z))−z(37)is the PGF for the unfinished work in the batch arrival Geo/G/1system without vacations.Then we can easily obtainU(z)=λH(V(λ(0)))β(1−λ(0))+λ[1−H(V(λ(0)))]E[V]β[1−V(λ(0))]1−V(Λ(B(z)))E[V][1−Λ(B(z))](1−ρ)(1−z)Λ(B(z))Λ(B(z))−z.(38)The mean unfinished work isE[U]=λb(2)+λ(2)b2+ρ(1−2ρ)2(1−ρ)+λρ[1−H(V(λ(0)))]E[V(V−1)]2β[1−V(λ(0))]=E[U]Geo X/G/1+bE[χ].(39)MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.2,pp.83-9789Remark 2.Considering the PGF P (z )for the queue length immediately after an arbitrary slot boundary,we have the fraction of the time that the system is empty asP (0)=λ(1−ρ)β(1−λ(0))=1E [C V ](1−λ(0))=1−ρH (V (λ(0)))+1−H (V (λ(0)))1−V (λ(0))(1−λ(0))E [V ],(40)which is greater than P 0.This is because there are periods in which the server is on vacation and the system is empty.5Waiting timeWe consider the waiting time of an arbitrary customer in the FCFS and LCFS systems.We can easily derive the PGF Λg (z )and the mean λg for the number of batches who arrive in a slot in the batch arrival Geo/G/1system,respectively,as followsΛg (z )=λ(0)+(1−λ(0))z ;λg =1−λ(0).(41)The PGF B g (z )for the service time of a batch is given byB g (z )=Λ(B (z ))−λ(0)1−λ(0).(42)Therefore,the PGF Πg (z )for the number of batches present in the system at the end of the service to a batch is given byΠg (z )= λg H (V (λ(0)))K (1−λ(0))+λg [1−H (V (λ(0)))]E [V ]K [1−V (λ(0))]1−V (Λg (z ))E [V ](1−Λg (z )) (1−ρ)(1−Λg (z ))B g (Λg (z ))λg (B g (Λg (z ))−z ),(43)where K =(1−λ(0))β/λ.The PGF W g (z )for the waiting time of a batch in the FCFS system can be found from the relationshipΠg (z )=W g (Λg (z ))B g (Λg (z )).(44)Hence we getW g (z )= λH (V (λ(0)))β(1−λ(0))+λ[1−H (V (λ(0)))]E [V ]β[1−V (λ(0))]1−V (z )E [V ](1−z ) (1−ρ)(1−z )λ(B (z ))−z .(45)The waiting time of an arbitrary customer is the sum of the waiting time of a batch and the waiting time within the batch,and these two components are independent.Therefore,the PGF W (z )for the waiting time of an arbitrary customer in the FCFS system is given byW (z )=W g (z )J (z )= λH (V (λ(0)))β(1−λ(0))+λ[1−H (V (λ(0)))]E [V ]β[1−V (λ(0))]1−V (z )E [V ](1−z ) (1−ρ)(1−z )(1−Λ(B (z )))λ(Λ(B (z ))−z )(1−B (z ))= λH (V (λ(0)))β(1−λ(0))+λ[1−H (V (λ(0)))]E [V ]β[1−V (λ(0))]1−V (z )E [V ](1−z )·W Geo X /G/1(z ),(46)where J (z )=[1−Λ(B (z ))]/[λ(1−B (z ))]is the PGF for the waiting time of an arbitrary customer within a batch.Moreover,the mean E [W ]of the waiting time in the FCFS system isE [W ]=λ2b (2)−λρ+λ(2)b 2λ(1−ρ)+λ[1−H (V (λ(0)))]E [V (V −1)]2β[1−V (λ(0))].(47)Note that the additional waiting time is equal to zero with probability λH (V (λ(0)))/[β(1−λ(0))]and equal to the residual vacation time with probability λ[1−H (V (λ(0)))]E [V ]/[β(1−V (λ(0)))].MSEM email for subscription :info@90W.Sun&N.Tian&S.Li:Steady state analysis on the batch arrival Geo/G/1queue The PGF W gLCF S(z)for the waiting time of a batch in the LCFS system can be found by considering the virtual arrival of a batch during a vacation cycle.If the batch arrives during a vacation,the waiting time of this batch equals to the delay cycle whose initial delay is the residual vacation time at the arrival point.Therefore,we haveE[z W g|vacation]=1−V(zΛ(θ(z)))E[V][1−zΛ(θ(z))];(48)If the batch arrives during an idle period,its waiting time is zero;If the batch arrives during a busy period,the waiting time of the batch equals to the delay cycle whose initial delay is the residual service time at the arrivalpoint.Hence we haveE[z W g|busy]=1−θ(z)b[1−zΛ(θ(z))],(49)where we have usedθ(z)=B(zΛ(θ(z))).Combining these three cases,we get W gLCF S(z)=(1−ρ−P0)E[z W g|vacation]+P0E[z W g|idle]+ρE[z W g|busy]=1E[C V]1−H(V(λ(0)))1−V(λ(0))E[V]1−V(zΛ(θ(z)))E[V][1−zΛ(θ(z))]+H(V(λ(0)))1−λ(0)+E[θV]1−θ(z)b[1−zΛ(θ(z))]=λ(1−ρ)β1−H(V(λ(0)))1−V(λ(0))1−V(zΛ(θ(z)))1−zΛ(θ(z))+H(V(λ(0)))1−λ(0)+λ(1−θ(z))1−zΛ(θ(z)),(50)which yields the mean E[W g]LCF S asE[W g]LCF S=λb(2)−ρ2(1−ρ)+λ[1−H(V(λ(0)))]E[V(V−1)]2β[1−V(λ(0))].(51)Hence the PGF W LCF S(z)for the waiting time of an arbitrary customer in the LCFS system is given by W LCF S(z)=W gLCF S(z)J LCF S(z)=λ(1−ρ)β1−H(V(λ(0)))1−V(λ(0))1−V(zΛ(θ(z)))1−zΛ(θ(z)))+H(V(λ(0)))1−λ(0)1−Λ(θ(z))λ(1−θ(z))+1−Λ(θ(z))1−zΛ(θ(z)),(52)where J LCF S(z)=[1−Λ(θ(z))]/[λ(1−θ(z))]is the PGF for the waiting time within the batch.The mean E[W]LCF S of the waiting time isE[W]LCF S=λ2b(2)−λρ+λ(2)b2λ(1−ρ)+λ[1−H(V(λ(0)))]E[V(V−1)]2β[1−V(λ(0))],(53)which is identical with E[W]in the FCFS system.6Continuous-time systemIf we assume the length of a slot equal to a constant ,we are able to consider the transition of the above results for the continuous-time system by taking the limit →0.Let usfirst convert the arrival process.Since the number of slots per time unit is now given by1/ ,the PGFΛc(z)for the number of customers who arrive during a time unit are then given byΛc(z)=(Λ(z))1/ .(54) Hence we getλc(0)=(λ(0))1/ .(55) MSEM email for contribution:submit@International Journal of Management Science and Engineering Management,Vol.2(2007)No.2,pp.83-9791 The meanλc and the second factorial momentλ(2)c of the number of customers that arrive during a time unitare then given byλc=1λ;λ(2)c=1λ(2)+1(1−1)λ2.(56)Let b c and b(2)c be the mean and the second moment,respectively,of the service time in new time units.They are obviously related to b and b(2)byb c=b ;b(2)c=b(2) 2.(57) Similarly,let E[V c]and E[V2c]be the mean and the second moment,respectively,of the vacation time in new time units.They are obviously related to E[V]and E[V2]byE[V c]=E[V] ;E[V2c]=E[V2] 2.(58) If G(z)denotes the PGF for the number of customers included in a batch,we haveΛc(z)=eλ∗(G(z)−1),(59) whereλ∗denotes the batch arrival rate.Let g and g(2)denote the mean and the second factorial moment, respectively,of the batch size,we haveλc=λ∗g;λ(2)c=λ∗g(2)+(λ∗)2g2.(60) From(59),we haveλc(0)=e−λ∗.(61) Combining(55)and(61),we haveλ(0)=e−λ∗ .(62) Let →0,then the probability v0c that no customers arrive during that vacation is given byv0c=∞e−λ∗t dV c(t)=V∗c(λ∗),(63)where V∗c(s)denotes the Laplace-Stieltjes transform(LST)of that vacation V c.Hence we getP c(A I)=H(V∗c(λ∗));P c(A V)=1−H(V∗c(λ∗)).(64) Note thatρ=λb=λc b c=λ∗gb c<1.(65) Substituting(56)-(58),(60),(63)-(64)into(16)(28)(35)and let →0,we get the mean additional queue length E[χc]asE[χc]=(λ∗)2g2[1−H(V∗c(λ∗))]E[V2c]2βc(1−V c(λ)),(66)whereβc=gH(V∗c(λ∗))+1−H(V∗c(λ∗))1−V∗c(λ∗)λ∗E[V c].(67)Based on(66),we can also get the mean queue length E[L c]asE[L c]=ρ+(λ∗)2g2b(2)c+λ∗g(2)b c2(1−ρ)+(λ∗)2g2[1−H(V∗c(λ∗(0)))]E[V2c]2βc[1−V∗c(λ∗(0))]=E[L]M X/G/1+E[χc].(68)From(68)and Little’s formulaE[L c]=λ∗g(E[W c]+b c),(69) we obtain the mean waiting time E[W c]asE[W c]=λ∗gb(2)c2(1−ρ)+b c g(2)2g(1−ρ)+λ∗g[1−H(V∗c(λ∗(0)))]E[V2c]2βc[1−V∗c(λ∗(0))]=E[W]M X/G/1+E[χc]λ∗g.(70)MSEM email for subscription:info@92W.Sun&N.Tian&S.Li:Steady state analysis on the batch arrival Geo/G/1queue 7Several special cases•Case1Multiple vacation model:If H=∞,H(z)=0,thenβ=λE[V]/(1−λ(0)).We have – 1.vacation period:I V(z)=V(z)−V(λ(0)z)1−V(λ(0)z);E[I V]=E[V]1−V(λ(0)).– 2.busy period:θV(z)=V(Λ(θ(z)))−V(λ(0))1−V(λ(0));E[θV]=ρ1−ρE[V]1−V(λ(0)).– 3.vacation cycle:C V(z)=V(zΛ(θ(z)))−V(λ(0)z)1−V(λ(0)z);E[C V]=11−ρE[V]1−V(λ(0)).– 4.additional queue length:χ(z)=1−V(Λ(z))E[V](1−Λ(z));E[χ]=λE[V(V−1)]2E[V].•Case2Single vacation model:If H≡1,H(z)=z,thenβ=λE[V]+λV(λ(0))/(1−λ(0)).We have – 1.vacation period:I V(z)=V(z)−V(λ(0)z)(1−z)1−λ(0)z;E[I V]=E[V]+V(λ(0))1−λ(0).– 2.busy period:θV(z)=V(Λ(θ(z)))−V(λ(0))[1−Λ(θ(z))]1−λ(0);E[θV]=ρ1−ρE[V]+V(λ(0))1−λ(0).– 3.vacation cycle:C V(z)=V(zΛ(θ(z)))−V(λ(0)z)[1−zΛ(θ(z))]1−λ(0)z;E[C V]=11−ρE[V]+V(λ(0))1−λ(0).– 4.additional queue length:χ(z)=(1−λ(0))[1−V(Λ(z))]+V(λ(0))(1−Λ(z))[(1−λ(0))E[V]+V(λ(0))](1−Λ(z));E[χ]=λ(1−λ(0))E[V(V−1)]2[(1−λ(0))E[V]+V(λ(0))].•Case3Discrete-time Geo/G/1queue with multiple adaptive vacations:IfΛ(z)=p+pz(p=1−p),λ=p andλ(0)=p,thenρ=pb<1,β=H(V(p))+pE[V](1−H(V(p)))/(1−V(p)).We have – 1.vacation period:I V(z)=H(V(pz))pz1−pz+1−H(V(pz))1−V(pz)[V(z)−V(pz)];E[I V]=βp.– 2.off-line period:V G(z)=1−1−V(z)1−V(pz)[1−H(V(pz))];E[V G]=1−H(V(p))1−V(p)E[V].– 3.busy period:θV(z)=H(V(p))θ(z)+1−H(V(p))1−V(p)[V(1−p(1−θ(z)))−V(p)];E[θV]=bβ1−ρ.MSEM email for contribution:submit@– 4.on-line period:T S(z)=H(V(p))pz1−pzθ(z)+1−H(V(p))1−V(p)[V(1−p(1−θ(z)))−V(p)];E[T S]=H(V(p))p+bβ1−ρ.– 5.vacation cycle:C V(z)=H(V(pz))pz1−pzθ(z)+1−H(V(pz))1−V(pz)[V(z−pz(1−θ(z)))−V(pz)]; E[C V]=βp(1−ρ)=E[I V]+E[θV].– 6.additional queue length:χ(z)=H(V(p))β+p(1−H(V(p)))E[V]β(1−V(p))1−V(1−p(1−z))pE[V](1−z);E[χ]=p2(1−H(V(p)))E[V(V−1)]2β(1−V(p)).Similarly,we can derive all of the other results for the Geo/G/1system with multiple adaptive vacations and the corresponding results for the continuous-time system.8Numerical examplesThis type of limited number of vacations policy,which is named as multiple adaptive vacation policy, reflects the trade-off between the benefit of working on the queue and the benefit of doing other jobs repre-sented by the vacations.It is more general and applicable than the classical multiple vacation policy and single vacation policy.Seeing that different systems may have different parameters in the actual problems,specially,we assume the service times X and the vacation times V as well as the maximum number H of vacations the server may take follow geometric distributions with parametersµ,p v and p h,respectively.Moreover,the numberΛof customers that arrive during a single slot follows a general geometric distribution with parameter p r.Hencewe haveB(z)=µz1−µz,b=E[X]=1µ;Λ(z)=p r1−p r z,λ=E[Λ]=p rp r;(71)H(z)=p h z1−p h z,E[H]=1p h;V(z)=p v z1−p v z,E[V]=1p v.(72)In the above analysis,we have obtained some expected steady-state performance measures,including vacation period,off-line period,busy period,on-line period and vacation cycle.In this special case,we can verify that our results obtained above are correct in this special case and explain that our model is reasonable in practical problems by presenting numerical examples in some situations.In Fig.1,we show the effect of p v and p h on the expected vacation period and off-line period in three situations.In the former twofigures of Fig.1,the expected vacation period strictly decreases along with the increase of p v(or p h).It is obvious that the smaller value of p r results in the shorter vacation period with the same value of p v(or p h).In the latter twofigures of Fig.1,the expected off-line period also has the decreasing trend along with the increase of p v(or p h).Especially,when p h=1,i.e.the multiple adaptive vacation policy degenerates into a single vacation policy,the expected off-line period is always equal to E[V]=1/p v=5 regardless of p r.That is consistent with practical situation.。
ipma考试试题及答案
ipma考试试题及答案一、单项选择题（每题2分，共10题）1. IPMA是什么的缩写？A. International Project Management AssociationB. International Professional Management AssociationC. International Performance Management AssociationD. International Public Management Association答案：A2. IPMA的使命是什么？A. 提升项目管理的实践和理论B. 提高全球项目管理标准C. 促进项目管理的国际合作D. 所有上述选项答案：D3. IPMA的认证等级不包括以下哪一项？A. IPMA Level AB. IPMA Level BC. IPMA Level CD. IPMA Level D答案：D4. IPMA Level A认证的重点是？A. 项目管理知识体系B. 项目管理能力C. 项目管理领导力D. 项目管理工具和技术答案：C5. IPMA Level B认证要求申请者具备多少小时的项目管理经验？A. 2500小时B. 3000小时C. 3500小时D. 4000小时答案：B6. IPMA Level C认证的评估方法是什么？A. 笔试B. 面试C. 案例研究D. 组合评估答案：D7. IPMA的项目管理能力框架中不包括以下哪一项？A. 技术能力B. 行为能力C. 环境能力D. 管理能力答案：D8. IPMA认证的有效期是多久？A. 3年B. 4年C. 5年D. 终身有效答案：A9. IPMA认证的续证要求是什么？A. 完成规定的继续教育学时B. 通过新的认证考试C. 重新提交项目管理经验证明D. 所有上述选项答案：A10. IPMA的项目管理知识体系包括以下哪一项？A. 项目整合管理B. 项目范围管理C. 项目时间管理D. 所有上述选项答案：D二、多项选择题（每题3分，共5题）1. IPMA认证的益处包括以下哪些？A. 提升个人职业发展B. 获得更多工作机会C. 提高项目管理能力D. 增加项目管理知识答案：A、B、C、D2. IPMA Level B认证的评估内容可能包括以下哪些？A. 项目管理知识测试B. 项目管理案例分析C. 项目管理面试D. 项目管理实践报告答案：A、B、C、D3. IPMA Level C认证的评估方法不包括以下哪些？A. 笔试B. 面试C. 项目管理案例分析D. 项目管理实践报告答案：A、B4. IPMA项目管理能力框架中的行为能力包括以下哪些？A. 领导力B. 团队合作C. 沟通能力D. 决策能力答案：A、B、C、D5. IPMA项目管理能力框架中的环境能力包括以下哪些？A. 组织环境B. 社会文化环境C. 政治法律环境D. 经济环境答案：A、B、C、D三、简答题（每题5分，共2题）1. 简述IPMA认证的申请流程。
14沃尔玛山姆会员店管理层结构14
C LUB M ANAGEMENT S TRUCTURE会员店管理层结构SAM’S Club山姆会员店C LUB M ANAGEMENT S TRUCTURE会员店管理层结构O VERVIEW概述:It is expected that SAM’S Club International Operations will triple our sales over the next 5 years. In order to prepare ourselves for this growth we must have a consistent Management Structure that is supported by Training and Developmental Programs.希望在以后的5年中山姆会员店国际部的销售额达到目前水平的三倍。
为此，我们必须有一个由培训和发展计划所支持的稳定的管理层结构。
The objectives of establishing a consistent management structure are important, and require the understanding, execution, and support of our Country Managers and Directors of Operations to be successful.建立一个稳定的管理层结构的目标是重要的，而且要求本国总裁和营运总监深刻理解，贯彻执行和支持这个目标，以取得目标实施的成功。
The benefits of the new Management Structure are:新管理层结构的优点是：Implement a consistent management structure in all countries and support it with on-going job-specific training programs.在所有国家中建立稳定的管理层结构并辅以现行的具体岗位培训计划。
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Introduction This report is aiming to analysis the overall attractiveness of China for our business to invest directly or export to. We will use environment analysis tool such as PEST to take a close scrutiny of the economic, political, social and technological environment feasibility of our business in China. The PEST extension might also be adopted to give management a more comprehensive view, such as environmental, legal or geographical factors.
Political China is an emerging country that obviously has great business potential, the political environment would be a very important factor that needs to be considered for international business to invest in or export to China. Due to the particular political nature of China, government plays a critical role in the business section. We will analysis the political environment in many perspectives. Government Attitude China’s amazing growth rate should give a portion of credit to the foreign investors, and China always benefit from the advanced technology and great number of employment brought by international investment. Therefore, China has established a series of comprehensive government legislation and regulation to attract foreign capital to invest, provide them the best political and economic support. Recently, China government tend to optimize the international investment industrial structure, cut down the investment from over capacity industry such as energy industry and auto industry, and concentrate more on emerging industry such as new material, energy saving industry. However, clothing industry is an exception, the industry have potential to provide many employment opportunity, so the industry always got supportive attitude from China government Government Legislation and Regulation The most often used legislation support for China government is tax reduction and tariff cut. The government usually adopts a foreign investment policy preference; a great amount of government budget was spent on tax reduction or tax return, in order to attract investment to boost economic growth. If the foreign capital can invest in specific area such as western China or specific industry such as green industry, the rate can be extremely low. The average tax rate for international investment is about 18% lower than China domestic investment, the number doesn’t count the tax reduction and tax return which are usually implemented after the tax is fully charged in form of cash return. The government political preference may vary in next few years in China, some information has exposed that government tends to balance the foreign investment by reducing policy support of new investments, to give domestic business better competitive advantage than being dominated by powerful foreign businesses. This may bring potential threat and unstable political environment to our business. However, the more balanced policies may also bring opportunity to us, many international investment failed in China because they rely too much on the policy support of government, they are vulnerable once the political support is gone and market start being competitive. China has been accepted as a member of WTO (World Trade Organization) in 2001, which allow foreign investment to get involved, and was protected by the WTO regulations. It encourages a competitive market environment and reduces the tariff and government regulation towards to international investment. And if there are conflict exist, WTO will judge as an arbitrators. Therefore it’s safe to invest or export to China, since it is a member of WTO. Labor and Environment Law As a developing country, China doesn’t have well established labor and environment law. The employment discrimination is quite serious, there are no industry union exists in China, therefore, the employee bargaining power is quite low, most of the negotiation are done by government, and government usually in weak position of the negotiation. In terms of environment law, China is known as the most polluted country that sacrifice its environment to gain economic growth, however, It’s been a history now, China is implementing many research and strategic to protect its environment, the government stop importing highly polluted industry investment such as metal industry. All foreign investment needs to do a comprehensive environmental assessment report in order to be approved. Although the environment law is absolutely improving, the overall environment law is weaker than it in United Kingdom. The incomplete labor law and environment law is positive to the business. Public Security China is recognized as a potential enemy for many developed countries; however, China government is adopting an economic-oriented policy. The government has promised won’t initiative a war and prefer to concentrate on economic development, so the concern about involved in a war is not necessary in next 20 years. Not like India, China doesn’t have frequently occurred boycott to foreign companies, due to the strict government regulation. The terrorist attack only happened few times in XinJiang province located in far Western China, so as long as the company chooses the right location, a stable business environment is guaranteed. Infrastructure Development China government has spent billions of money on the infrastructure development, for some key infrastructure, China has more capabilities than developed countries, such as transportation infrastructure, electricity and communication system. A well-developed infrastructure makes China an excellent alternative to invest and export as a major market. Others There are also some threats for the company to choose China as a market or investment sport. Although China has very open investment environment, but the trade barrier still exist, the government always intervene business especially for international business, to set trade barrier to protect national’s business. Clothing industry as a mature and intensive competitive industry also faces trade barriers. Exchange rate is also an important factor to be considered in international business, China government was complained to control the fluctuation of Yuan exchange rate in order to get advantage in export business. But the exchange rate is keep raising under the pressure of US government. Decreasing bargaining power in negotiation, not like 10 years ago, China is the world 2nd largest economics now, the foreign investment is not so rare like 10 years ago, therefore, it’s been more difficult for international business to gain benefit from government, cause the market position has changed.