1、 selective fulltext of market research reports focusing on the computer industry and technology trends (monthly) WIntelliseekAbstracts/fulltext articles from major business, finance, and industry journals; also includes abstracts from the Wall Street Journal and New York Times (monthly) WNewspaper A
2、bstractsAbstracts from the Wall Street Journal, Atlanta Journal/Constitution, Los Angeles Times, Chicago Tribune, Boston Globe, New York Times, Washington Post, and Christian Science Monitor (monthly) DWall Street JournalFulltext articles from the Wall Street Journal (monthly) DWilson Business Abstr
3、actsAbstracts from major business and industry trade journals (monthly) W (select the WinSPIRS icon)MISCELLANEOUS (white labels)Banking LibraryLaws, regulations, and other essential documents that govern, control, and influence financial institutions (monthly) DDatapro Software FinderComprehensive s
4、oftware directory; product profiles include vendor, category, function, hardware type, operating system, source language, system class, and a brief description (quarterly) DEncyclopedia of AssociationsInformation on local, regional, national, and international associations and trade groups; each rec
5、ord includes a phone number, address, and description of scope and publications (quarterly) W (select the WinSPIRS icon)Michies Georgia Law On DiscContains the fulltext of the Georgia Code (quarterly) WSearch Master Tax LibraryContains the fulltext of numerous Matthew Bender tax services (quarterly)
6、 DWinART PlusAA software providing access to the Audit Reference and Resource Disc (AARD) and The Global Best Practices Knowledge Base (quarterly) WW = WindowsbasedD = DOSbased$ There is a charge to print documents from this database. Documents can be viewed at no charge.n.State: In summary, the ser
7、vice profit chain illustrates how keeping internal customers happy will ultimately lead to happy external customers.CS-14IV. Customer Chains (cont.)Present overhead CS-14.State: This chain reaction was created by the Quality guru, Deming. It illustrates the dramatic ramifications quality has on the
8、success of an organization and demonstrates that quality improvement leads to decreased costs and increased profits and market. Increased market means not only increased market share (slice of the pie) but also increased market (pie) We need to break the mindset that increased quality is more expens
9、ive. This is not the case! Discuss the Deming Chain Reaction.V. Summary (5 minutes)State: In this module we have discussed the importance of understanding your customers needs and expectations. 1992 ARTHUR ANDERSEN & CO, SC All Rights Reserved.Module 5: Customer Satisfaction12/94Page 18脐瀐瀠脠脐鑀酰鄐鄐鈰脐脠怰
10、舐塰蟿讦膋跭跭醍跭跽跽!醍醍趎鰐趎!軍醍麈醍黊醍麋醍黍醍趞黎醍趞醍醍!醍謐趮趮醍醍醍騀趾醍鬐趾醍醍醍!醍醍蘁稂阄爅灰怐瀐瀐脐瀐酠脀脰怐鄐偠倐鄐腠酠鄐瀐倐偀恀瀐酠瀐鄐灠灰灠瀐灰脐鄰茐瀐恐酰鄐酠脐鄐脐瀐瀐鄐瀐瀐脐脐鄐脐鄀鄐鄐鄐瀀瀐脐腰脐鄐鄐瀐鄐鄐鄐脐脐脐鄐鄐鄐鄐鄐脐鄐鄐脐鄐脐2pose (generally speaking how do these people envision and project themselves as a group; how do they express their sense of space and purpose?) 2.Communication and
11、 Language (generally, what are the styles and systems for interacting, transmitting and exchanging messages, both verbally and non-verbally? For example, what is the language of business and do any special media dominate the society? 3.Dress and Appearance (generally, what is the look, style and app
12、earance of this group of people, both in terms of adornments as well as the image or reputation created? For example, is there anything distinctive about their clothing and its colour, especially at business or work? 4.Food and Feeding Customs (generally, what distinguishes this people in terms of w
13、hat and how they eat, including their preparation, serving and eating habits? What is distinctive about their diet or their use of meals to express themselves? 5.Time and Time Consciousness (generally, how do these people measure duration intervals, differing in their time sense? For example, is the
14、re anything different about meeting times and arrivals?) 6.Relationships and Sexuality (generally, how do these people differentiate their associations with one another and strangers, whether in terms of kinship and gender, age and rank, position or status, rewards or recognition. Is there anything
15、different about their family and marriage arrangements? Particularly note matters of bisexuality, and the status of either male or female in society.) 7.Values and Norms (generally, what distinguishes the need and priority systems of this people in terms of importance. And as a result, what behaviou
16、r standards or expectations do they establish, explicitly or implicitly? For example, what about business ethics?) 8.Beliefs and Attitudes (generally, what is the philosophy of life of this particular group? What is the dominant force, such as religion or myths, that dominate their outlook and possi
17、bly is expressed in various attitudes, rites and rituals?) 9.Mental Habits and Learning (generally, what distinguishes the thought processes of this people - such as the method of learning, emphasis upon logic and intuition, whatever? Is there anything special about their systems of educating and tr
18、aining?) 10.Work Habits and Practices (generally, what is the primary vocational focus of this people - hunting, agriculture, industrial, post-industrial or high technology? Is there anything distinctive about their view of the nature of work and the ways of organising themselves at work, such as pa
19、tterns, policies and procedures? For example, are there peculiar attitudes or arrangements about caste, colour pigmentation or race, minority or foreign workers?) Activity: Organisational Culture Survey Instrument (OCS)The 99 items in this survey can be used by a leader to assess the culture of ones
20、 own organisation, including ones own managerial perceptions. (With adaptation, the instrument can be used to study another organisations culture. Further, with slight changes, the survey can also be extended to a managerial group or the whole workforce so as to obtain more comprehensive data for an
21、alysis.)Unless instructed otherwise, the respondent generally provides an effectiveness rating for the items by selecting a number on a 7 point scale from 1 (lowest) to 7 (highest). The inventory is divided into 7 major sections - overall analysis, organisational communication, management team, work
22、 group, managerial self-perception, organisational relations, and organisational change.The results can then be used to diagnose the health of an organisation and its need for change. If used with others, such as among various sub-units (e.g. a department or division), the findings can be tallied by
23、 section and group comparisons made. Within an organisation, local norms may be developed. Among a management group which has filled out this form, individual results and differences in perception can be a basis of discussion, further learning, and action planning.InstructionsThis questionnaire shou
24、ld be as complete and authentic as possible. It provides you with an opportunity for:giving feedback anonymously to foster your organisations development;evaluating its key management, including yourself; andunderstanding better your organisational environment, whether at home or abroad.There are si
25、x major sections to this inquiry, and a total of 99 items seeking your opinion. A maximum of 50 minutes should be allowed for thoughtful completion of this inventory. Please consider your answers carefully for each point. Your first effort at responding should reflect your spontaneous reactions and
26、thoughts on how you view your organisations culture from your position if time permits, review your replies, and make changes if necessary.Please check the appropriate categories that best depict your response to the inquiry. Where necessary, fill in the information requested:This analysis will be f
27、or the total organisation( )or for the subsystem of which you are a part( )(e.g. division, department, subsidiary)The majority of questions are to be answered by checking one column in a 7-point scale, with the lowest evaluations on the left or low side of the continuum, average in the middle area,
28、and higher assessments on the right side. The exceptions are questions 23, 68, 69-81, which require a checking of the appropriate category provided.Organisational DiagnosisOn the scale of lowest (1) to highest (7), circle your rating of your organisations effectiveness or ineffectiveness on the foll
29、owing items. On question 23, simply mark the appropriate category for your response.Overall Analysis1.The goals/objectives of this organisation are clearly defined and regularly reviewed.Effectiveness12345672.Managers and supervisors at all levels have the opportunity to participate in this process
30、of selling goals/objectives.Effectiveness12345673.The organisation has mechanisms for periodic evaluation of its achievement of goals/objectives.Effectiveness12345674.Key management devotes adequate time to advanced, dynamic planning, and involves subordinates in the process as appropriate.Effective
31、ness12345675.Key management in this organisation supports high achievers among employees.Effectiveness12345676.Management regularly reviews the assignment of roles and responsibilities, as well as the delegation of authority for performance.Effectiveness12345677.Key managers ensure that adequate per
32、sonnel development and training are available for employees to carry out assigned tasks.Effectiveness12345678.Management has an adequate system for regular and meaningful performance evaluation of employees.Effectiveness12345679.The organisation emphasises co-operation as an operational norm.Effecti
33、veness123456710.The organisation demonstrates commitment to providing satisfactory service to its clients/customers.Effectiveness123456711.The organisation utilises well the human energies of its workforce.Effectiveness123456712.The organisation rewards personnel on the basis of merit and performanc
34、e, encouraging competence.Effectiveness123456713.The work climate encourages employees to do their best and to perform as well as they can.Effectiveness123456714.The atmosphere in the organisation encourages people to be open and candid with management.Effectiveness123456715.The organisation treats
35、employees equally, regardless of their sex or race.Effectiveness1234567Organisational Communication16.The present state of organisational communications is satisfactory.Effectiveness123456717.The communication between manage动的这是高尔基对劳动的 诠释，也是对劳动真诠释，也是对劳动真 谛。今天，我们的班谛。今天，我们的班 会就以会就以“ “劳动劳动” ”为内容为内容 ，和大
36、家谈谈劳动的，和大家谈谈劳动的 重要性及怎样做好值重要性及怎样做好值 日工作。日工作。 2 2 听听名人们对劳动的看法听听名人们对劳动的看法 n n 懒惰，像生锈一样，比操懒惰，像生锈一样，比操 劳更能消耗身体；经常用劳更能消耗身体；经常用 的钥匙总能亮闪闪的。的钥匙总能亮闪闪的。 （ 赛贝尔）赛贝尔） n n 知识是从刻苦劳动中得来知识是从刻苦劳动中得来 的，任何成就都是刻苦劳的，任何成就都是刻苦劳 动的结晶。（宋庆龄）动的结晶。（宋庆龄） 3 3 身边的劳动者身边的劳动者 n n 辛勤种地的农民辛勤种地的农民 n n 努力工作的工人努力工作的工人 n n 救死扶伤的医生救死扶伤的医生 n
37、n 诲人不倦的老师诲人不倦的老师 4 4 身边的劳动者身边的劳动者 n n 他们都是我们他们都是我们 身边默默无闻，身边默默无闻， 而又无私奉献的而又无私奉献的 劳动者！劳动者！ 5 5 n n 刚才，我们已经了解刚才，我们已经了解 到劳动的重要性，那到劳动的重要性，那 么我们又该怎样做好么我们又该怎样做好 我们身边的劳动我们身边的劳动 值日工作呢？值日工作呢？ 6 6 n n 在我们的校园里，每天都有在我们的校园里，每天都有 默默地打扫卫生，每天都有默默地打扫卫生，每天都有 随手捡起地上的垃圾随手捡起地上的垃圾是是 他们共同创造了这整洁的校他们共同创造了这整洁的校 园环境，让我们得以在清新园
38、环境，让我们得以在清新 的校园里快乐的学习。他们的校园里快乐的学习。他们 就是值日的同学。就是值日的同学。 7 7 小组讨论小组讨论 n n 怎样做好值日工作怎样做好值日工作 n n 我们的值日工作里我们的值日工作里 还有哪些不足之处还有哪些不足之处 n n 应该怎样改正他们应该怎样改正他们 8 8 值日的定义值日的定义 n n 教室每天都要进行一次教室每天都要进行一次 扫除，每个学生都要参扫除，每个学生都要参 加值日劳动。这既是为加值日劳动。这既是为 团体服务，为大家创造团体服务，为大家创造 一个整洁的学习环境，一个整洁的学习环境， 同时也利于自己在良好同时也利于自己在良好 的环境里学习。的
39、环境里学习。 9 9 n n 做好值日，是我们小学生做好值日，是我们小学生 应尽的义务，值日劳动是应尽的义务，值日劳动是 苦的，但我们不应该把它苦的，但我们不应该把它 看作苦差事，应该抱着不看作苦差事，应该抱着不 怕脏怕脏. .不怕累不怕累. .不怕吃苦的精不怕吃苦的精 神，从中享受到劳动的快神，从中享受到劳动的快 乐与奉献的快乐，认真做乐与奉献的快乐，认真做 好自己的值日工作。好自己的值日工作。 1010 班会总结：班会总结： n n 同学们，热爱劳动是中华民同学们，热爱劳动是中华民 族的传统美德，让我们从身族的传统美德，让我们从身 边做起，从小事做起，从现边做起，从小事做起，从现 在做起，
40、做好自己的值日工在做起，做好自己的值日工 作。随手捡起身边的垃圾，作。随手捡起身边的垃圾， 轻轻地放进垃圾桶里。我们轻轻地放进垃圾桶里。我们 是劳动者，更是未来的主人是劳动者，更是未来的主人 ，那就让我们用心感受世界，那就让我们用心感受世界 ，用行动美化世界吧！，用行动美化世界吧！ 1111 1212 小陳0000400004PPT文档20201130095101228346CdW71Tt68CbTUiiUu0kdYuHgL5RaPwZzXe0sLTi9inQPIr0Qw+pUlgQmQxjVIKZS热热爱爱劳劳动动从从 小小事事做做起起 1 1 “ “劳动是世界上一切美好事情的源泉劳动是世界上一切美
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