网络制造管理信息系统的现状与发展趋势

本文从企业生产管理信息系统的现状出发，详细分析了现有信息系统在生产计划管理、生产过程跟踪和系统软件结构方面存在的问题。在此基础上，进一步分析了未来企业对制造信息系统的需求及表现形式，并从信息技术角度研究了构件技术在未来企业制造管理信息系统中的作用，建立了构件技术特征与制造信息系统技术特征之间的映射关系，提出了为实现构件化信息系统所要解决的一些技术问题。

国有企业管理者裁员决策特征及其对留岗者心理影响的研究

In China, orgnizational change and downsizing are the primary topics studied in I/O psychology and Human Resource Management. Due to the great need in reality, both theorists and practitioners raised the same questions: Does downsizing increase the organizational performance? What is the relationship between organizational downsizing strategies and survivors' psychological reations? Which factors influence managers' downsizing decision-making most? How can managers manage the process successfully? The purpose of this study is trying to answer these questions, and then to establish the downsizing decision-making model of China's SOE (State owned enterprise) managers. The hypothetical model of SOE managers' downsizing decision-making was put forward, based on a tremendous amount of literature on downsizing decision-making, especially on the downsizing decision-making model built by B. Shaw, and also based on the results of the interviews conducted to the SOE managers who have the downsizing decision-making experiences. In order to test and verify the model, 322 SOE managers were investigated by a questionnaire study. And the statistic results supported the hypothetical downsizing decision-making model. Further, 259 survivors (those who are still working in the SOEs) from 7 downsized SOEs and 1 non-downsizing SOE, were also investigated by a questionnaire study. The statistic results also supported the hypothetical downsizing decision-making model. A subsequent case study was performed upon one downsized SOE; and a deliberate focus group interview study within 6 SOE mangers from another downsized SOE was also conducted. Both fundings from the two studies surported the hypothetical model again. Thus, China's SOE managers' downsizing decision-making model was established. This China's SOE managers' downsizing decision-making model suggests the following: Firstly, the characteristics of managers'downsizing decision-making were the center of the model. Those characteristics displayed during the process of the downsizing decision planning, the participation of downsizing decision-making and the communication concerning downsizing events, were influenced by managers' sense of crisis, controlling factors out of the organization and the managing experience within it. Especially, the latter two factors were more important. Secondly, in downsizing decision-making problems, the perceived crisis of China's SOE managers was mainly influenced by the outer factors, esp. the controlling factors from the government or the high authorities, but not by the inner factors including manufacturing management, HRM skills and organizational competition strategies. Thirdly, survivors'psychological reactions (including job satisfaction, job motivation, team working cooperation, etc) were mainly influenced by the characteristics of the managers' downsizing decision-making, at the same time, also by the outer factors (including controlling and social security factors) and the inner factors (including competition strategy and HRM skills). Finally, according to the model and the results from this study, the conclusions were reached in the followings: The stronger the controlling effort upon the SOE managers, the worse the effect displayed during the downsizing process. And in order to improve the effect and quality of downsizing decision-making, SOE managers need a lot of training to ameliorate their competencies such as competition strategies and HRM skills.