HND 国际商务组织
The Investigative Report of Global Business Organization
Candidate Name: Litao Liu
Candidate Award: GTB
Candidate SCN: 157052020
Word Count: 3000 Words
Table of Contents
1. Introduction (2)
2. Development and Findings (2)
2.1 The Global Expansion process of the Organization (2)
2.2 The Changes of Business Structure (5)
2.3 Evaluate the strategies of R&D of the Organization (6)
2.4 Explanation of Decision making process of Production Unit (7)
2.5 Identify the criteria affects the decisions to alter goods (8)
2.6 Pricing strategy, distribution strategy and effects of logistics (9)
2.7 Communication strategy adopted and evaluation (10)
2.8 Analyze the recruitment policy of the organization (10)
2.9 Analyze the salaries in the countries it operates (11)
2.10 Compare the variations in labor relations (12)
2.11 Explain the financial decision making : centralization/decentralization (12)
2.12 How exchange rate fluctuation affect the organization (14)
2.13 Methods adopted in Annual Accounts (15)
2.14 Financial influences in decision making of global production (16)
3. Conclusions (16)
4. Reference (17)
5. Appendix (18)
1. Introduction
The report is about the Global Business Organization. From here reflect a global company perspective. The company is Li Hejun’s Hanergy Holding Group Limited. Hanergy Holding Group Co. Ltd. was established in 1994. Head was quartered in Beijing, in more than 10 provinces in China and the United States, Britain, the Netherlands, Hong Kong and other countries and regions with subsidiaries and affiliates. Group hydropower and other clean energy-based tradition, has been built, under construction in the interests of the total installed capacity of hydropower projects over six million kilowatts; solar photovoltaic industry is dominated by investment in Guangdong, Sichuan, construction production capacity of about more than 3GW solar photovoltaic R & D base, is the largest and highest degree of specialization private clean energy companies.
This report described the Hanergy Holding Group Co. Ltd’s profile and development since the establishment. It is from the point of view of the global economic development to the company in the process of expansion, mergers and acquisitions. The report described the changes in the company's internal process, and then found out the mutual influence between the global economy and the company.
2. Development and Findings
2.1 The Global Expansion process of the Organization
Hanergy Holding Group (Beijing He Tai He Trade & Development Co.Ltd at the time) was incorporated in 1994. August 28, 2000, Hanergy began construction on its first hydropower station, Mujing Hydropower Station, on the Dongjiang River, Guangdong province. November 2006, Hanergy's projects were registered with the Executive Board of the UN's Clean Development Mechanism. November 9, 2007 All three phases of the Helanshan Wind Farm in Ningxia Autonomous Region were connected to the grid for power generation. December 29, 2007 Wulanghe River Secondary Hydropower Station in Yunnan Province was connected to the grid for power generation. May 21, 2008 The First Phase of Rudong Wind Farm in Jiangsu Province, also the largest wind farm in Asia at the time, was connected to the grid for power generation. December 20,2012, The 20MW ground-mounted solar power station owned by Hanergy, located at Taiyangshan Development Zone of Wuzhong City, Ningxia, celebrated its grid connection, making it Hanergy’s first large-scale centralized ground-mounted PV power station with successful grid connection in China. November 29, 2012, Hanergy announced that it achieved a 3GW annual production
capacity of thin-film PV modules, which makes it the largest thin-film solar company in the world. September 25, 2012, Hanergy completed the acquisition of Solibro GmbH, a subsidiary of Q.Cells. June 30, 2012, L' Aquila PV Power Station in Italy was connected to the grid for power generation. The power station was developed and constructed by Hanergy in partnership with AzzeroCO2 and Exalto. June 13, 2012, Hanergy established a strategic partnership with IKEA, based on which Hanergy will install photovoltaic panels on the rooftops of all IKEA stores in China and select IKEA vendors. The IKEA project, including production and installation of PV panels, will be executed in three years. September 9, 2013, Hanergy Holding Group and the Climate Group co-organized the forum “The Third Industrial Revolution & China” at Hanergy’s Beijing headquarters. Jeremy Rifkin, a well-known American economist and expert on social trends and the author of The Third Industrial Revolution, attended the forum. It was the first time Rifkin had visited China, and Hanergy was his first stop. September 3, 2013, Hanergy signed a cooperation framework agreement with the China-Africa Development Fund to work together on expanding markets in Africa and Portuguese-speaking countries. August 14, 2013, Michel Sidibé, Under Secretary-general of the UN and Executive Director of UNAIDS, visited Hanergy and discussed the global HIV/AIDS partnership and the role of Chinese private companies in HIV response. Chinese entrepreneurs as well as representatives of UN agencies and the National Health and Family Planning Commission were in attendance. July 3, 2013, Hanergy and IKEA hosted the Launching & Grid-Connection Ceremony for Hanergy-IKEA Roof-top Power Stations. So far, Hanergy has installed thin-film PV solar power panels on the roof-tops of five IKEA stores. January 9, 2013, Hanergy finalized the acquisition of MiaSolé, a US manufacturer of CIGS thin-film PV modules. The deal brought to the group not only globe-leading CIGS technology with the highest conversion efficiency in the world, but also a company size that ranks among the top thin-film PV players globally. August 13, 2014, Hanergy announced that it had completed its acquisiti on of Alta Devices, giving it an advantage in the world’s most efficient thin-film photovoltaic technology – the GaAs flexible thin-film technology. June 15, 2014, In the 24 Hours of Le Mans race of the FIA World Endurance Championship, Hanergy designed a partnership agreement with Aston Martin Racing and thus became the team’s exclusive solar power partner. The two parties will work together utilizing Hanergy’s flexible thin-film power generation technology in the FIA World Endurance Championship to improve the performance of racecars. May 19, 2014, Hanergy Global Solar Power & Applications Asia Pacific Limited Company, a wholly-owned subsidiary of Hanergy Solar Group, signed a strategic cooperation framework memorandum at Hanergy Holding Group’s headquarte rs with Sojitz Machinery Corporation, a wholly-owned subsidiary of Sojitz Corporation. According to the memorandum, the two companies will establish a long-term strategic partnership for thin-film solar power generation in Japan and other countries. February 28, 2014, The Traditional Chinese version of China’s New Energy Revolution, the first book by Hanergy Holding Group’s Chairman and CEO Li Hejun, was released. The Traditional Chinese version will be distributed in Hong Kong, Macau, Taiwan, and countries outside China. February 27, 2014, The first Zero Discrimination Day in China,
co-organized by UNAIDS, the China Red Ribbon Foundation, and Hanergy Holding Group, was observed at the Secretariat of the China Red Ribbon Foundation, which is located at Haner gy’s Beijing Headquarters. Mid-February, MIT Technology Review released its Most Innovative Companies list for 2014, on which Hanergy ranked 23rd. Hanergy was the only Chinese energy company that made it to the list. Other companies on the list included Tesla, Google, Samsung, BMW, and https://www.wendangku.net/doc/d510053732.html,te-JanuaryLate-January, The International Business Times released its list of the top seven solar power projects in the world for 2013. Hanergy’s program to sell its solar cells in IKEA and the California Valley Solar Ranch project were both on the list. Late-January, Hanergy Holding Group’s Chairman and CEO Li Hejun visited Togo, C?te d’Ivoire, and Mali. He discussed ways in which thin-film solar power technology could change the local energy mix in Africa, the growth of the African economy, corporate social responsibility, and other issues with Togolese President Faure Gnassingbé, Ivorian President Alassane Ouattara, and Malian President Ibrahim Boubacar Ke?ta. January 13,2014, The China Photovoltaic Industry Alliance was established in Beijing, and the China New Energy Chamber of Commerce’s Chairman Li Hejun was appointed as the Alliance’s Chairman. The Alliance was launched by more than 100 well-known photovoltaics companies, including Hanergy, Dongyue Federation, Hi-Tech Wealth, Apollo Solar Energy Technology, TEL Solar, and Almaden, as well as research institutions. January 8, 2014, Hanergy signed a cooperation agreement with China Minsheng Bank and the Asia Financial Cooperation Association to establish a comprehensive strategic partnership. In the following three years, China Minsheng Bank and the Asia Financial Cooperation Association will provide Hanergy with no less than 20 billion yuan in comprehensive financing support to boost Hanergy’s strategic development in photovoltaics, hydropower, and other fields.1
Throughout the company from inception to the present expansion process, it has not been difficult to find the company held hydroelectric and photovoltaic industry such new energy industry's core technology. The company has always led the development of new energy industries. The company's energy facilities even became a mainstay in some areas. The company’s cooperation with governments and international organizations are also closely. Through mergers and acquisitions, the company had to seize market share in many countries. In China, Hanergy Holding Group Limitedbased mainly on the support of regional development in China. Is that some of the government's cooperation projects or activities like poverty alleviation. The company is by small businesses and ways of cooperation with large enterprises and government or international organization mergers and acquisitions to enter the international market.
1Data Source: https://www.wendangku.net/doc/d510053732.html,/en
2.2 The Changes of Business Structure
As a global company, Hanergy’s business structure is really complex and comprehensive. But in the early age, company’s structure was more simple.
Graph 1: Hanergy’s organization structure(early stage)
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Graph 2: Hanergy’s organization structure(present status)
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The graph 2 is also not integral, because the company’s structure has many details. It is not difficult to see that Hanergy’s organization structure in the early stage is simple. Leaders make decisions, each department go execute. That is the work process. Centralization phenomenon is obviously. With the company’s global expansion, the management team cannot deal with the whole work by themselves. So they must work points to the underlying. Centralization and decentralization are more important in business management rights. Centralization is the business management authority more concentrated in the top of the corporate form of organization. It is characterized by the majority of business decision-making power concentrated in the hands of senior leadership, to subordinate control more unified management, unified
accounting. The advantage is in favor of centralized leadership, coordinating the activities of the sector, it is conducive to professional management, improve the efficiency of management activities. Decentralization is the management rights of enterprises are dispersed in an appropriate form of organization in the underlying business. Characterized by the lower middle class have more decision-making power and less control of their superiors, under the unified planning can make their own decisions, independent accounting. Hanergy’s centralization and decentralization’s process is for these reasons.
2.3 Evaluate the strategies of R&D of the Organization
The key to survival in the industry rely on technical innovation, which also represents as the driving force for keeping longevity of business. Hanergy has attached great importance to investing in thin-film solar cell research. Six R&D centers have been established by Hanergy in Beijing, Sichuan, Silicone Valley of the US, and Uppsala, Sweden. So far, Hanergy has applied for almost 1000 patents in new energy, out of which 60% are invention patents (including core patents from the acquired overseas companies). It has also been the chief developer or involved in the development of more than 10 national and industry standards on photovoltaics. The technological muscle of the corporation is also shown by its title of “National Hi-tech Company” and owning a Post-doctoral Research Center in the group.2
Thin-film and flexible solar cells represent the future of the PV industry. Based on this strategic thinking, Hanergy commissioned experts to select some companies with great potential out of the PV companies in Europe, the US and Japan for a global technical integration. This was also a significant move for Hanergy to go global and become a multinational clean energy player. In September 2012, Hanergy finalized the acquisition of Silbro under the German PV giant Q-Cells. With CIGS functional layers deposited on the glass substrate through co-evaporation, the CIGS technology possessed by Solibro has the greatest potentials to be improved. In 2012, the CIGS models produced by the company had over 12% conversion efficiency on average, which were among the highest conversion efficiencies of its kind globally. O n June 5, 2012, Hanergy acquired Solibro, a subsidiary of Q-CELLS and a CIGS thin-film battery manufacturer. The enterprise’s CIGS thin-film solar battery has the world’s highest module-component conversion efficiency. At present, the research conversion efficiency has reached 20.5%, which is certified by National Renewable Energy Laboratory (NREL). On January 9, 2013, Hanergy announced at its headquarters in Beijing that the company had completed the acquisition with MiaSolé, taking its second step of overseas technical integration. Through this acquisition, Hanergy obtained the CIGS technology with the world’s highest conversion rate. At the same time, the production conversion rate reached 15.7%, making Hanerg y the world’s largest thin-film solar enterprise boasting the most advanced technologies. On July 25, 2Data Source:https://www.wendangku.net/doc/d510053732.html,
2013, Hanergy successfully acquired Global Solar Energy, a globally leading thin-film solar manufacturer headquartered in Tucson, Arizona, US. Its soft solar battery modules can be widely used in Building Integrated PV (BIPV), solar roof systems, and electric cars. Through acquisition of GSE, Hanergy has become the world’s first company that has realized mass-production of soft thin-film solar modules and occupied the forefront of thin-film photovoltaic technologies. With CIGS, a PV technology with the highest conversion efficiency in the world, brought by the technical acquisition, Hanergy has become the largest thin-film solar power company with the strongest technical expertise in the area in the world. So far, Hanergy has positioned itself at the frontier of global thin-film solar power technology, with seven technical roadmaps including a-Si/Ge, a-Si/μc-Si, CIGS,etc.
A company should be an all-time technical leader in order to survive and thrive. As a global leading thin-film solar power company, Hanergy not only engages in R&D of thin-film photovoltaic technology, but also keep close track of the development trends and the global research progress of future clean energy such as the cutting edge photovoltaic technology. In this way, the company can maintain our strategic judgment of the development of clean energy in particular photovoltaic solar power, and stay in close contact with and lead the cutting-edge technical innovation. At present, Hanergy is focused on R&D topics such as energy storage technology, smart micro-grid, concentrate photovoltaics, organic solar cells and hetero-junction solar cells.
2.4 Explanation of Decision making process of Production Unit
Corporate decision making happens at various levels in organizations and can be top down or bottom up. The difference between these two styles of decision making is that the top down decision making is done at the higher levels of the hierarchy and the decisions are passed down the corporate ladder to be implemented. On the other hand, bottom up decision making is done by giving autonomy to the middle managers and the line managers to take decisions based on the conditions and circumstances existing in their teams. In many organizations, what we see is a top down decision making in the realms of policy, strategic focus, direction in which the organization has to proceed and bottom up decision making about the day to day running of the teams. It needs to be remembered that the middle management is often called the “sandwich” layer because they have to implement the decisions made above and at the same time have to decide about how to run the teams and have to communicate them to the lower levels as well. The point here is that in any process of corporate decision making, the actual implementers play a critical role since the best laid plans of the top management can go awry in case there is no commitment from the middle management. Hence, many organizations organize off site meetings at resorts and other places where the senior management briefs the middle management about the decisions that they have taken and how it would impact the organization. Corporate decision making is also characterized by consensus or the lack of it. Like in the real
world, corporations often have power centers and groups that have their own agendas and hence arriving at a consensus can be cumbersome for the CEO or the Chairman of the Board of Directors. It is because of this reason that many corporations witness periodic restructurings with regards to organizational structure and with regards to turnover among the top management. In recent years, Hanergy has seen rapid and often turbulent situations in the company because of the power struggles at the top as well as lack of consensus among the top management about the direction that the company ought to take. The other aspect related to corporate decision making is that many organizations thrive on leaders who have a “halo” around them and hence decision making is smooth because the rival power centers often concede to the leader’s charisma or his or her ability and vision. Again, Hanergy has seen this happen when with the retirement of its legendary founder, Li Hejun; the company will going through a bad phase with competing factions jostling for control. Abroad, Apple is an example of a company that relied on the halo effect of its founder, Steve Jobs and once he passed away, there is some uncertainty about the way the company should take in the market. In conclusion, corporate decision making is successful as long as there is a “glue” to bind the organization together in the form of charismatic leaders or an organizational culture that values coherence and imposes stability. Once any of these conditions are removed, then the organizations fall into a self-defeating trap wherein the process of corporate decision making is impaired leading to the loss of competitiveness of the company.
2.5 Identify the criteria affects the decisions to alter goods
Following the strategy of 28 April 2013 on the establishment of electricity Group published after the announcement to enter the downstream solar business, the Board of Directors is pleased to announce the establishment of Hanergy Product Development Group, to accelerate the establishment of Hanergy products, brands, channels Trinity ability, by the Chairman of the company Li Hejun served as Chairman and CEO, headquartered in Silicon Valley, which has seven under products Division and product Development Center in Beijing, the Group will promote the development of its brands and the film generation product, entered a new milestone.3 The main duties of the Group's product development, including research market needs of consumers and end users to analyze the potential market share to be developed and the company's total market demand, the establishment of product development projects, determine the product features, standards, pricing, cost and gross profit indicators, and is responsible for managing and implementing product development projects, the establishment and development of world-class R & D team. The Board believes that, with the establishment of the Group's product development, the Group will be more depth to develop the market demand, so that more consumers can enjoy the Group's products, for the Group more promising market. Product Development 3Data Source:https://www.wendangku.net/doc/d510053732.html,
Group is in the establishment phase, depending on the actual situation and the board of directors may determine from time to time the Group's strategy, product development and the establishment of the Group's plan may be subject to change.
2.6 Pricing strategy, distribution strategy and effects of logistics
The relationship between pricing strategy and channel distribution can be drawn from the fact that proper pricing strategy is one of the business strategies utilized by an organization, and the effective control or monitoring of the distribution channels helps ensure that the prices of products remain within the price limits set by an organization. Pricing strategy and channel distribution are also connected in the sense that the close monitoring of the distribution channels also helps ensure that the prices do not conflict with each other since different distributers might be tempted to tag on their own extra prices, leading to differing prices and a perception of price inconsistency. Another connection is the fact that a well-balanced external distribution channel can help a company that lacks the resources to internally distribute its products, further reducing the price of its products since the company would not be obliged to spend money in order to set up and maintain a sales team who would engage in direct sales and other considerations. One of the links between pricing strategy and channel distribution is derived from the effect that a lack of control over prices has on the manufacturer or importer of the product. Companies usually utilize pricing as one of their methods of effective strategizing. As such, any deviation from the determined price range will undermine the efforts of the business toward the implementation of the predetermined price. For example, a manufacturer of candles could set a maximum price for a box of 50 individual candles at a determined price that takes into consideration an allowance for a margin of profit by distributors and retailers. When the distributors and retailers tag on extra amounts in excess of the maximum price set by the candle manufacturer, it defeats the aim of the company, making it necessary for such a company to put measures in place that will curtail these actions. Pricing strategy and channel distribution are also connected by the fact that the availability of good distribution channels means that a company will not have to spend any money on setting up its own internal distribution channel. Setting up a private distribution channel will involve hiring, training and paying the remuneration of a sales team, providing logistics to the sales team to enable them to effectively carry out their duties, and setting up outlets for the further distribution of the product. Where the company does not need to do this, the money that would have been saved will allow it to further reduce the price of the product.
2.7 Communication strategy adopted and evaluation
Communication is the sharing or exchange of thought by oral, written, or nonverbal means. To function effectively, managers need to know and be able to apply strategically a variety of communication skills that match varying managerial tasks. These tasks might call for nonverbal, presentational, or written skills as the manager meets others, speaks at meetings, or prepares reports to be read by clients or those higher on the organizational ladder. To work effectively, managers also need to know sources of information. Finally, managers need to understand the different communication channels https://www.wendangku.net/doc/d510053732.html,rmation, the lifeblood of any organization, needs to flow freely to be effective. Successful management requires downward communication to subordinates, upward communication to superiors, and horizontal communication to peers in other divisions. Getting a task done, perhaps through delegation, is just one aspect of the manager's job. Obtaining the resources to do that job, letting others know what is going on, and coordinating with others are also crucial skills. These skills keep the organization working, and enhance the visibility of the manager and her division, thus ensuring continued support and promotion. Downward communication is more than passing on information to subordinates. It may involve effectively managing the tone of the message, as well as showing skill in delegation to ensure the job is done effectively by the right person. In upward communication, tone is even more crucial, as are timing, strategy, and audience adaptation. In neither case can the manager operate on automatic as the messages are sent out.4Hanergy’s communication strategy is particularly important at this time.
2.8 Analyze the recruitment policy of the organization
On the basis of its annual recruitment and headcount plan, Hanergy engages with those who recognize our corporate culture and are ready to grow together with us on a long-term basis. In the meantime, Hanergy also recruits new graduates from partner universities with relevant majors, integrity and the ambition to learn and grow. Hanergy has put in a place a well-developed human resources management and career development system. Supported by the system, staff can quickly identify with Hanergy’s corporate cul ture, enhance their capacity, and achieve their own growth while helping the corporation to grow. One highlight of Hanergy’s human resources system is its focus on the learning, training, and career planning of staff and the excellent planning of organizational development. Based on specified functions of departments and positions, and well defined management authority and procedures, 4Athos, A.G., and R.C. Coffey. "Time, Space and Things." In Behavior in Organizations: A Multidimensional View. Englewood Cliffs, NJ: Prentice Hall, 1975.
Human Resource Center motivates the individual employees to fulfill their potentials, helps them to develop their competences and expertise, and drives both the individuals and organization to become more professional. The well designed staff structure has helped to secure strategic selection, recruitment, training and retention of key staff. For example, staff evaluated with huge potentials will be promoted through a visionary selection mechanism to be middle and senior management. Besides, Hanergy also provides a well-structured incentive program, with stock options provided to the long-serving staff, and other staff motivated by promotion opportunities, honors, trainings and acknowledgment depending on his/her individual case and the stage of his/her service in the group. In this way, staff members are motivated to share the same destiny with the corporation and contribution to the sustainable growth of the company through their own growth. In return, the growth of the corporation will greatly reward the staff both tangibly and intangibly. Under the human resources development system, both well developed and individualized career development options are provided to staff based on their professional nature and personal strengths. We encourage the staff to pursue the most suitable career path options and maximize their contribution to Hanergy’s development.
Six career development paths including management, technical development, marketing, engineering, and manufacturing are available at Hanergy. The “One Thousand Elites” Plan identifies senior management, Hanergy College, assistants to presidents, high-performing managers, new managers, core employees, trainees and new employees based on professional evaluations. Besides, competence models and capacity building plans are customized for each staff. In the meanwhile, a stratified and diversified internal learning and development (L&D) program has been established to meet existing needs of the positions and develop potentials of the staff. Under this L&D program, internal and external trainings are offered to the staff to develop their human resources capital. Staff is encouraged to seek growth based on their own efforts through the multiple career paths and equal opportunities put in place by the corporation.5
2.9 Analyze the salaries in the countries it operates
Staff development is of strategic importance for the evolution of Hanergy, because they are the vital assets and primary resources of the company. These are related to salaries. Of course, all these are premised on wages. In 2012, Hanergy launched its “One Thousand Elites” Plan to review the capacity and promote human resource s development among the staff above certain professional echelon, in order to build up high-caliber staff and bring forth a large number of professional managers with integrity and outstanding competence. Based on the review of leadership, potentials and performances of existing staff and management according to their affiliated departments or subsidiaries and professional levels, an individualized development 5Data Source:https://www.wendangku.net/doc/d510053732.html,
plan is formulated considering the strategic plan and capacity building needs of the group. Candidates of the plan can also access various development and coaching resources from the group and its subsidiaries to support their development and achieve the strategic objectives of the group. Of course, all these are premised on wages.
2.10 Compare the variations in labor relations
The content and the scope of collective bargaining vary from country to country. The issues in collective bargaining, broadly speaking, related to wages, hours of work, various benefit provisions, and other terms and conditions of employment. Also involved are questions concerning the recognition and status of unions and collective bargaining procedures. Seniority, the according of preference on the basis of length of service with the employer, has two distinct uses in labor agreements. One use may be called benefit seniority. For example, the amount of vacation and the amount of pension to which an employee is entitled are commonly based on seniority. Seniority is used in this manner primarily because entitlement to benefits on such a basis is regarded as equitable, but this use is also a union bargaining device, initially to obtain liberal benefits for long-service employees and subsequently to extend these benefits to employees with lesser service. The second use of seniority, which may be called competitive-status seniority, is to select one employee rather than another for layoff or promotion or for various other purposes. Seniority is widely accepted at present as the major criterion for layoff; it is more controversial and qualified in its other competitive-status applications.
2.11 Explain the financial decision making : centralization/decentralization Centralized financial management mode is that it can the advantages of unified command and arrange finance policy to reduce administrative costs to the parent company financial regulation play function, the complete reunification of the group financial goals can play the role of the parent company financial experts, reduce financial risk and operational risk subsidiary to unified adjust group fund, reduce the cost of capital. But it also has the obvious defects of financial management authority heavily focused on the parent company easy to damp down subsidiary operator's enthusiasm, restrain the subsidiary flexibility and creativity to stress on the highly centralized decision-making in the parent company, once decision-making error, enterprise group will have a great loss. Decentralised financial management mode is refers to the subsidiary has full financial management decision-making power, and their subsidiaries in an indirect way of financial system management mainly. Subsidiaries in the capital into and threw and use and financial revenues and expenditures, financial personnel hiring and firing, worker wage and welfare and
bonuses were fully decision-making power, and according to the market environment and the company itself to make a significant financial decisions. Decentralised financial management mode is the advantages of quick decision subsidiary, easy to capture business opportunities, increase the chance to create profit, reduced the parent company's decision pressure, reduce the negative effect of direct intervention parent company. Its defect performance for a unified command and coordination to group as a whole, did subsidiary, due to pursue their own interests and neglect or even damage the overall interests of the company is not convenient to play to the parent company financial regulation function, and that the risk of major issues and subsidiary. Extreme centralized affiliates without active flexibility, group financial and business mechanism inevitable rigid instead, excessive decentralization, also can cause blindly seek individual economic interest subsidiary, and ignore the interests of the whole group. Centralization and decentralization combination model of financial management mode stressed proper centralization and decentralization, such already can bring its parent company financial control functions, inspire the enthusiasm and creativity of the subsidiary company, and can effectively control operator and the affiliates risk. This model in a certain extent, overcome the defect of too decentralized or centralized, shirt-sleeve centralization and decentralization of the advantage. Secondly, establish enterprise group of financial management mode absence made for cable. Enterprise group financial management, the key is that financial decision-making authority over centralized and scattered. However, centralization and decentralization is relative, should be based on the actual situation of the group comprehensive analysis and decide. Enterprise group established financial management mode should be considered when the following factors. Development strategy. For the implementation of the strategic target of the group, the parent company group company usually requires to those core ability, the core business group closely related to the business activities of a subsidiary of the implementation of the height of the unified management and control for those with the core ability, the core business relations have no effect on general even members of the enterprise, often a decentralized management. All enterprise's main business is closely connected with the assets of the enterprise and business group has a pivotal position, they often become group company centralized control of object. General view, group headquarters of the core enterprise and holding layer of control was strict enterprise in equity participation layer of cooperation enterprise. The ownership structure. Usually, a holding company financial decision-making authority the concentration degree of the degree of control and its subsidiary company into a positive relationship. If subsidiary is a business, so holding company in the financial centralization management and the choice of decentralized management have a lot of leeway, and because centralized more conducive to holding company overall financial scheduling, reason often choose the relative concentration of the financial management if, on the other hand, holding company, a subsidiary of the joint venture is, according to the interests of the people and requirements of the joint venture, its financial management authority will be relatively scattered. The enterprise culture. Holding company financial management of centralization and decentralization in a certain degree of the
influence of traditional by company. For example, some enterprise for its traditional administrative color made special enterprise culture, practice also has accumulated, income and expenses two line" abound financial management methods and characteristics of experience, these will affect future enterprise group the establishment of financial management mode. Competition environment. Market competition intensifies, subsidiary of the local market and the change of the business environment reacted swiftly to enterprise group has become one of the key reasons for success. This requires subsidiary has more business autonomy, including more financial management decision-making authority. But along with the internationalization of the economy development, focus on the interests of the financial management decision is obvious. Therefore, the enterprise group also according to the market competition, combined with the development of the enterprise strategy, management concept and equity structure, rationally divided the mother of the company's financial management authority.
2.12 How exchange rate fluctuation affect the organization
The exchange rate fluctuation is an important thing for most of the companies especially global corporations. There are many ways for dealing with such fluctuation which all of them have the same aim to reduce foreign exchange losses and reduce the instability of cash flow. Exchange rate can be broken down into two types expected changes and unexpected changes. Usually companies have the ability to respond to an expected exchange rate but it comes more complex when it comes to unexpected change. Unexpected fluctuation in exchange rate is for measuring the positive effect of this change on global companies, whereas expected fluctuation measures the negative impact on the corporation. The fluctuation of exchange rate will affect the corporation’s cash flow thr ough the transaction risk, translation risks, and economic exposure risk. These three different types of currency fluctuation risks are being discussed in the study. Translation risk is the risk that results from the changes done to the financial statements of the multinational corporations. This translation risk with the fluctuation of currency exchange rate my lead to the loss or gain in translation of global companies annual accounts. For this reason many companies seek to have a balanced balance sheet. The main source of risk for most of the corporations is the translation risk; translation profit or loss has a huge impact on the profitability of the company which has more harmful effects than those caused by operational activities like sales and profit margins. Foreign currency translation from an accounting respective: assets and liabilities are translated at exchange rate at the balance sheet date, whereas the profit or loss is translated at an average rate for the whole financial year or at the closing year rate of exchange; nevertheless the share capital is translated at the historical rate of exchange which is the rate when it was first issued. These results are mentioned in the income statement to show the changes in assets and liabilities. The second risk is the transaction risk, which is the cash flow risk that is generated from region currencies. Transaction risk is easier than translation risk to
measure and reduce it since multinational companies always hedge policies against transaction risk but they rarely do for balance sheet account and translation risk. There are two reasons for the multinational corporations not to hedge against translation; the first is that the deflation and reduction in one country will affect its branches in other countries. Second reason is that in long term the net worth of the company will not be affected by exchange rate fluctuation because exchange rate is affected by the productivity of the corporations. In other words, transaction risk is the most clear and simply specialized form of exchange rate risk. It is a cash flow risk that corporations try for converting their foreign currencies into home currencies to avoid and decrease this risk. The third type of exchange risks is the Economic exposure risk which is the definite change in the financial performance of the company as a result of fluctuation in the rate of exchange. Global corporations usually face the problem of managing economic risks which is the impact of exchange rate on net cash flow. Managing economic risk poses a serious challenge for MNCs, particularly as the impact of exchange rate fluctuations on net cash flows enlarged well beyond the accounting period in which these fluctuations occur. These risks, that companies are facing, result from the fluctuation of exchange rate. To reduce the effect of these risks that may affect the company’s cash flow, assets, profit, and financial structure the company should use hedging activities to reduce exchange rate fluctuation risk.
2.13 Methods adopted in Annual Accounts
It refers to the daily financial statements on the basis of accounting information on strict accordance with the format, content and methods prescribed financial statements to statements prepared regularly, mainly to reflect the results of operations or financial position of a given period, these operating results, cash flow and related documents are written document reflects a specific period. So, how to analyze financial statements it? Within the period prescribed for report analysis, which are summarized in three main points, first to rate as the center, take ways to analyze, compare professional is the key, that is, income statement, balance sheet, Statement of Cash Flows three tables to conduct a comprehensive analysis to gather complete information to be used, the use of financial comparison method for each enterprise of economic indicators compared and analyzed, after analysis of the report must have some relevance Such targeted incomplete loss of integrity, which is the focus of business matters for special analysis. For business performance analysis, it can provide for the use of people's production and operation of the financial statements of the situation of enterprises, production and operation of the status of the larger concerns, which can be seen from the financial statements of operating results, as well as the completion of profits situation, how the efficiency of enterprises, whether or not there is a certain historical period of growth compared to the preparation of financial statements, it must use the financial statements to meet the needs of people, this is a very important purpose.
2.14 Financial influences in decision making of global production
A financial strategy underlines any process of intelligent decision making. Most families seeking to reform their financial habits focus on tactics rather than strategy. These are two different terms that are often confused. Strategy refers to a long-term plan with set criteria for success. Tactics are shorter term plans that are used to push forward to the goals laid out by the strategy. A tactic might be something like deciding to cut down on energy usage to reduce electricity bills. Improving financial decision making can be the accumulation of small choices made over a longer period of time combined with some major decisions. In some cases, a decision to save money may result in higher risk incurred to the company. Learning how to make better financial decisions can be made easier by getting assistance from others. Professional financial advisers can assist households in constructing sensible budgets, coming up with debt repayment plans and allocating resources for global product. Self-education in matters of investment, better spending practices and reforming deleterious habits are also quite useful. Adopting more frugal habits. Developing sound financial strategy is important for individuals and firms in every economic bracket. It's about attempting to use the resources that you have--both financial and otherwise--to create a better, more satisfying life. Falling into the trap of thinking that financial decision making is just about counting dollars and cents is a mistake. Value can't always be measured in currency.
3. Conclusions
Economic globalization has become a major trend in today's world, its growth rate as well as the impact of social and economic life of the breadth and depth, is causing widespread concern. The reason why we put forward the "economic globalization and transnational corporations," the proposition, because the two are very closely linked, especially since the 1980s, multinational corporations play an increasingly significant and important role in the economic globalization. Transnational corporations in global production, trade, investment and technology development, and fully demonstrates its role in economic globalization. Therefore, the development and changes of transnational corporations, especially multinational strategic restructuring and business reorganization, is bound to have a significant impact on the international markets and the world economy. The interaction between the world economy and transnational corporations increasingly fierce.
4. Reference
4.1 Athos, A.G., and R.C. Coffey. "Time, Space and Things." In Behavior in Organizations: A Multidimensional View. Englewood Cliffs, NJ: Prentice Hall, 197
5.[Books]
4.2 Borisoff, Deborah, and David A. Victor. Conflict Management: A Communication Skills Approach. Englewood Cliffs, NJ: Prentice Hall, 1989. [Books]
4.3 Knapp, Mark L., and Judith A. Hall. Nonverbal Communication In Human Interaction. Belmont, CA: Wadsworth Publishing, 2001. [Books]
4.4 Smeltzer, Larry R., and John L. Waltman, et al. Managerial Communication: A Strategic Approach. Needham, MA: Ginn Press, 1991. [Books]
4.5 Timm, Paul R., and Kristen Bell DeTienne. Managerial Communication. Englewood Cliffs, NJ: Prentice Hall, Inc., 1991. [Books]
4.6 Galenson, Walter (editor) 1959 Labor and Economic Development. New York: Wiley. [Books]
4.7 Galenson, Walter (editor) 1962 Labor in Developing Economies. Berkeley: Univ. of California Press. [Books]
4.8 Industrial and Labor Relations Review. Published 1947. [Books]
4.9 International Labour Review. Published 1921. [Books]
4.10 Kerr, Clark et al. 1960 Industrialism and Industrial Man: The Problems of Labor and Management in Economic Growth. Cambridge, Mass.: Harvard Univ. Press. A second edition was published in paperback in 1964 by Oxford University Press. [Books]
4.11 Morris, Morris David 1965 The Emergence of an Industrial Labor Force in India:
A Study of the Bombay Cotton Mills, 1854–1947. Berkeley and Los Angeles: Univ. of California Press. [Books]
4.12 Roberts, B. C. 1964 Labour in the Tropical Territories of the Commonwealth. Durham, N.C.: Duke Univ. Press. [Books]
4.13 the website of Hanergy: https://www.wendangku.net/doc/d510053732.html,[Online]
5. Appendix
5.1 Hanergy’s annul account
Subjects \ Annual
Basic earnings per share (HK $)
Diluted earnings per share (HK $)
Dividend per share (HK $)
Net assets per share (HK $)
Cash flow per share (HK $)
Total operating income per share (HK $)
Fund share (HK $)
Net profit (HK $ million)
Roe(%)
Main margin (%)
Assets and liabilities(%)
2014 2013 2012 2,011,201,020,092,008 2,007,200,620,052,004 2,003,200,220,012,000
0.10 0.09 0.10 0.06 0.25 -0.04 -0.08 0.06 0.09 0.11 0.14 0.24 0.26 0.25 0.27
0.07 0.05 0.08 0.05 0.09 - - - - 0.11 0.14 0.24 0.26 - -
- 0.01 - - - - - - 0.03 0.06 0.07 0.05 0.10 0.10 0.01
0.49 0.55 0.87 0.77 1.00 1.24 0.48 1.19 1.52 1.47 1.58 1.54 1.49 1.38 1.26
0.01 -0.02 0.06 -0.04 0.12 0.01 0.03 0.12 0.09 0.16 0.22 0.18 0.39 0.40 0.35
0.23 0.11 0.21 0.19 0.42 0.16 0.64 1.59 1.66 1.62 1.57 1.56 1.64 1.55 1.67
0.49 0.55 0.87 0.77 1.00 1.24 0.43 1.09 1.42 1.37 1.48 1.44 1.39 1.28 1.16
330,774.80 206,901.00 131,618.20 71,932.00 118,469.70 -12210.20 1995.40 3030.70 4087.50 5390.90 -5567.70 8804.40 9619.20 9192.00 8829.90
16.14 13.12 14.28 11.24 6.92 -2.13 -14.55 5.05 6.01 8.31 9.19 15.59 17.50 18.39 21.24
44.63 71.11 60.45 37.73 44.50 -15.25 -9.63 3.35 5.86 8.53 10.30 17.37 17.22 18.28 17.77
17.95 15.30 14.89 14.26 28.17 35.16
Data Source:https://www.wendangku.net/doc/d510053732.html,
5.2
Financial Ratios - Annual Results 2014/12 2013/12 2012/12 2011/12 2010/12 Liquidity Analysis
Current Ratio (times) 4.73 3.62 2.80 4.52 2.82
Quick ratio (times) 4.52 2.98 2.58 4.07 2.66
Solvency analysis
Long term debt / Equity (%) 3.38 0.55 0.00 7.02 24.97
Total debt / Equity (%) 5.68 7.07 6.74 7.02 24.97
Total debt / Capital Employed (%) 5.35 6.89 6.60 6.44 19.50
Return on Investment Analysis
Return on Equity (%) 16.14 12.74 11.24 6.92 14.28
Return on Capital Employed (%) 15.21 12.41 11.00 6.36 11.15 Total assets (%) 13.24 10.73 9.56 5.93 10.12
Profitability Analysis
Operating margin (%) 45.00 69.35 60.45 38.21 44.01
Pre-tax profit margin (%) 44.63 69.35 60.45 37.73 44.50 Profit margin (%) 34.40 61.45 47.75 28.05 34.39
Analysis of operating capacity
Inventory turnover (times) 1.99 7.05 7.12 14.59 19.13 Investment income analysis
Payout ratio (%) 0.00 16.48 0.00 0.00 0.00
Related Statistics
Week fiscal year 2.880 1.490 0.355 0.690 Highest price 1.370 Financial year 0.910 0.330 0.188 0.150 Lowest weeks 0.485 Fiscal highest earnings (times) 28.80 16.37 3.62 11.69 5.52 Fiscal year earnings lowest (times) 9.10 3.63 1.92 2.54 1.96 Fiscal highest dividend yield (%) 0.00 4.55 0.00 0.00 0.00 Financial lowest dividend yield (%) 0.00 1.01 0.00 0.00 0.00 Data Source:https://www.wendangku.net/doc/d510053732.html,
【国际组织全说(一)】上合组织的简介
上海合作组织简介 上海合作组织简称上合组织，前身是“上海五国”会晤机制。1996年4月26日，中国、俄罗斯联邦、哈萨克斯坦、吉尔吉斯斯坦、塔吉克斯坦五国元首在上海举行首次会晤。从此，“上海五国”会晤机制正式建立。 上海合作组织{[俄语]ШанхайскаяОрганизацияСотрудничества[英语]ShanghaiCooperation Organization（SCO）}。2001年6月14日~6月15日，上海合作组织国家元 首在上海举行第六次会谈，乌兹别克斯坦正式加入上海合作组织。并在次日，上海合作组织国家元首举行首次会谈并签署《上海合作组织成立宣言》，上海合作组织正式成立。上海合作组织国家元首正式签署《关于打击恐怖主义、分裂主义和宗教激进主义公约》。同年9月，上海合作组织政府首脑在哈萨克斯坦阿拉木图举行首次会谈。上海合作组织政府首脑在会谈中联合决定启动上海和组织多边经济合作进程，宣布正式建立上海合作组织政府首脑定期会谈机制。 中亚国家除土库曼斯坦外，均加入了上海合作组织。上海合作组织成员国总面积近3018.9万平方千米，占亚欧大陆面积的五分之三；人口15亿，占世界总人口的四分之一。 上海合作组织是致力于经济合作的国家间地区性国际组织。 起源和建立 上海合作组织起源于1989年开始的，是中国、俄罗斯、哈萨克斯坦、吉尔吉斯斯坦、塔吉克斯坦的关于加强边境地区信任和裁军的谈判进程的组织。上海合作组织是第一座以中国城市命名的国际组织，它进一步加强了我国与周边国家的关系。 上海合作组织成员国：中国、哈萨克斯坦、吉尔吉斯斯坦、俄罗斯、塔吉克斯坦和乌兹别克斯坦；观察员国：蒙古、伊朗、巴基斯坦和印度。和平伙伴国：白俄罗斯和斯里兰卡。 成立宣言（全文） 哈萨克斯坦共和国、中华人民共和国、吉尔吉斯共和国、俄罗斯联邦、塔吉克斯坦共和国和乌兹别克斯坦共 和国国家元首，高度评价上海合作组织成立五年来在促进并深化成员国之间睦邻互信与友好关系、巩固地区安全 和稳定、促进联合发展方面发挥的积极作用；我们一致认为上海合作组织的建立和发展顺应了冷战结束后人类要求和平与发展的历史潮流，展示了不同文明背景、传统文化差异的国家通过互尊互信实现和平共处、团结合作的巨大潜力；特别指出哈萨克斯坦共和国、中华人民共和国、吉尔吉斯斯坦共和国、俄罗斯联邦和塔吉克斯坦共和国国家元首1996年和1997年分别在中国上海和俄罗斯莫斯科签署的关于在边境地区加强国防安全信任和关于在边境地区互相裁减国防武装力量的两项条约以及在哈萨克斯坦阿拉木图（1998年）、吉尔吉斯斯坦比什凯克（1999年）、乌兹别克斯坦杜尚别（2000年）会谈期间签署的总结性文件，为维护地区和世界的和平、安全与稳定作出了重要贡献，大大丰富了当代外交和地区合作的实践，在国际社会产生了广泛积极的影响；确信在二十一世纪政治多极化、经济和信息全球化进程迅速发展的背景下，将上海合作组织提升到更高的合作层次，有利于成员国更有效地联合利用机遇和应对新的挑战与威胁；兹郑重宣布： 一、哈萨克斯坦共和国、中华人民共和国、吉尔吉斯共和国、俄罗斯联邦、塔吉克斯坦共和国和乌兹别克斯坦共和国建立上海合作组织。 二、上海合作组织的宗旨是：加强成员国之间的互相信任与睦邻友好；鼓励成员国在政
国际组织图标 (1)
联合国(United Nations )：从北极看去的世界地图，图上标有陆地和海域，象征联合国是一个世界性的国际组织组织；周围环绕着橄榄枝环，象征着联合国的根本宗旨是维护世界和平。 世界卫生组织（World Health Organization ）简称世卫组织或世卫（WHO）：由一条蛇盘绕的权杖所覆盖的联合国标志组成，表明它是一个医药卫生机构，蛇杖很久以来就是医药与医药职业的象征。 国际红十字会（International Committee of the Red Cross-ICRC）：由于十字是基督教的宗教符号，伊斯兰国家不愿意接受而采用“红新月”标志，得到了国际红十字会承认。
世界贸易组织（World Trade Organization?），简称“世贸组织”（WTO）：标识久看有动感，象征世贸组织充满活力。 北大西洋公约组织（North Atlantic Treaty Organization ），简称北约组织或北约（NATO）：四角北极星图案，则是象征着北约-这个军事集团的根本宗旨。 石油输出国组织（Organization of Petroleum Exporting Countries ），简称“欧佩克”(OPEC)：英文缩写字母“OPEC”构成的几何图案。 欧洲联盟（European Union），简称欧盟（EU）：12个金色的星星代表着欧洲人民的团结与和谐，数字12在传统上是完美、完整和统一的象征。实际上这个十二星旗代表的是圣母玛利亚的十二星冠，寓意圣母玛利亚将永远保佑欧洲联盟。
国际刑警组织（International Criminal Police Organization” ），简称“ICPO”：会徽为中间缀有剑、天平和橄榄枝包围的地球，表示该组织的宗旨是维护社会的安定。 世界自然基金会（World Wide Fund For Nature） 国际志愿者组织 国际非盈利性组织
常见国际组织机构名称(DOC)
常见国际组织机构名称 United Nations Food and Agriculture Organization 联合国粮食农业组织Security Council 联合国安理会 Economic and Social Council 经济与社会理事会 United Nation Children’s Fund 联合国儿童基金组织 United Nations Development Program 联合国开发计划处 International Atomic Energy Agency 国际原子能组织 ITU=International Telecommunications Union 国际电信同盟 UNIDO=United Nations Industrial Development Organization 联合国工业开发组织 IBRD=International Bank for Reconstruction and Development 国际复兴与开发银行 IOC=International Olympic Committee 国际奥林匹克委员会（=CIO） IMF=International Monetary Fund 国际货币基金组织 GATT=General Agreement on Tariffs and Trade 关贸总协定 常见巴以冲突问题新闻词汇 Jewish settler 犹太定居者 assassination 暗杀cease-fire 停火 Gaza Strip 加沙地带conflict 冲突 withdrawal 撤退 P.L.O (缩) Palestine Liberation Organization 巴勒斯坦解放组织 Fatah 法塔赫（巴解组织最大的一支游击队） West Bank 约旦河西岸Oslo agreement 奥斯陆协定 evacuate 疏散Likud party 利库德集团 Middle East 中东targeted elimination 定点清除 unilateral action 单边行动 2. 灾难新闻 与灾害、灾难有关用词 rescue official 援救人员capsize (特指船)倾覆 volcano eruption 火山爆发flood 洪水 mudslide 泥石流drought 干旱 depredate 掠夺，毁坏death toll 死亡人数 refugee 难民tsunami 海啸 earthquake 地震snowstorm 暴风雪 fatality 不幸，灾祸，天命humanitarian 人道主义者 afflicted district 受灾地区sandstorm 沙尘暴 tornado 龙卷风plague 瘟疫，麻烦，苦恼，灾祸doom 厄运，毁灭，死亡natural calamity 自然灾害
世界国际组织英文缩写大全
ACP Group of African, Caribbean and Pacific Region Countries 非洲、加勒比和太平洋国家集团 ADB Asian Development Bank 亚洲开发银行 ADB African Development Bank 非洲开发银行 APEC Asia-Pacific Economic Cooperation 亚太经济合作组织 ASEAN Association of Southeast Asian Nations 东南亚国家联盟公约 AU African Union 非洲联盟 BFA Boao Forum for Asia 博鳌亚洲论坛 BIE Bureau of International Expositions 国际展览局 BIS Bank for International Settlements 国际清算银行 CAC Codex Alimentarius Commission 食品法典委员会 CDB Caribbean Development Bank 加勒比开发银行 CFC Common Fund for Commodities 商品共同基金 CSD Commission on Sustainable Development 联合国可持续发展委员会 EBRD European Bank for Reconstruction and Development 欧洲复兴发展银行 ECLAC UN Economic Commission for Latin America and Caribbean 联合国拉丁美洲和加勒比经济委员会 ECOSOC UN Economic and Social Council 联合国经济和社会理事会 ESCAP UN Economic and Social Commission for Asia and the Pacific 联合国亚洲及太平洋经济社会委员会 ESCWA UN Economic and Social Commission for Western Asia 联合国西亚经济社会委员会 EU European Union 欧洲联盟G G 8 Summit Group of Eight Summit 八国集团首脑会议 G20 Group of Twenty 20国集团 G24 Group of Twenty Four 24国集团 IADB Inter-American Development Bank 美洲开发银行/泛美开发银行 IATA International Air Transport Association 国际航空运输协会 IBRD International Bank for Reconstruction and Development 国际复兴开发银行/世界银行 ICAO International Civil Aviation Organization 国际民航组织 ICC The International Chamber of Commerce 国际商会 ICO International Coffee Organization 国际咖啡组织 ICSID International Centre for Settlement of Investment Disputes 国际投资争端解决中心 IDA International Development Association 国际开发协会 IDB Inter-American Development Bank 美洲开发银行 IDB Islamic Development Bank 伊斯兰开发银行 IEA International Energy Agency 国际能源机构
国际商务
第一章 1.什么是国际商务？ 国际商务是在两个或两个以上的国家（经济体）之间发生的交易行为，通常是指私人、商业组织、政府、国际组织相互之间在生产、销售、投资、后勤服务、运输等方面发生的交易活动。 2.国际商务的主体是什么？他们的区别？ 国际商务的主体：个人、商业组织、政府组织、国际组织。 3.国际商务与国内商务的区别？ （1）商务环境不同（2）商务过程不同（3）商务管理不同 4.国际商务发展趋势及原因？ （1）国际商务活动网络化。 原因：①科学技术的发展②专业分工的深化③国际竞争合作的需要④当地资源的专属性（2）国际商务主体微观化 原因：①企业家精神的推动②经济自由化的发展 （3）国际商务活动电子化 原因：①网络通信技术的发展②网络用户的快速增长③移动办公成为时尚 第二章 1.商品贸易与服务贸易在交易中定价有何不同？ 1)由于服务的无形性和异质性，消费者通常对服务持有不准确或有限的参考价格 2)消费者将服务价格作为反映服务质量的关键信号 3)对服务的消费者来说，货币价格不是唯一的相关价格，他们还要考虑参与服务或等待服 务的时间成本，选择和确定所需服务的搜寻成本，以及接受服务的便利成本和精神成本4)由于服务的价格名称多样，如酬金、手续费、租金、运费、保险费等，消费者对这些名 称认识不同 2.技术贸易的交易对象是什么？技术贸易有何特征？ 国际技术贸易的主要内容是知识产权，包括：工业产权、著作权、专有技术或商业秘密 特征： 1)交易标的。交易标的是无形的知识，其计量、论质和定价的标准都很复杂 2)交易目的。国际技术贸易的卖方一般不是为了出售才去开发技术的，只是在某些特定情 况下才转让技术。 3)交货过程。技术贸易一般是传授技术知识、经验和技艺，是复杂而又漫长的过程。 4)交易涉及的问题和法律。国际技术贸易涉及很多复杂和特殊的问题，同时也涉及国内法 律和国际法律或公约。 5)政府干预程度。为了国家的安全和经济利益上的考虑，国家对技术出口审查较严，政府 对国际技术贸易干预比较多。 第三章 1.什么是企业家精神？ 企业家精神是企业家的一种特殊技能，是企业家组织创建企业和经营管理企业的综合才能，它是一种重要而特殊的无形资产。 2.企业家精神与国际商务的关系？ (1)企业家精神是国际商务活动决策形成的前提条件。 1)企业家精神能帮助企业提前预测市场波动。 2)企业家精神能确保企业具有一个开放的决策环境。 3)企业家精神能使企业充分地利用各种商业机会和关系。
国际组织的标志
世界和平组织的标志 世界和平组织的标志(Greenpeace)是绿色和平组织的简称，属于一个国际性的非政府组织，以环保工作为主，总部设在荷兰的阿姆斯特丹。绿色和平于1971年9月15日成立于加拿大，创始人为工程师戴维·麦格塔格，捐款的人数已经累积到280万。在全球41个国家设有办事处。它开始时以使用非暴力方式阻止大气和地下核试以及公海捕鲸著称，后来转为关注其它的环境问题，包括水底拖网捕鱼、全球变暖和基因工程。绿色和平组织宣称自己的使命是：“保护地球、环境及其各种生物的安全及持续性发展，并以行动作出积极的改变。”不论在科研或科技发明方面，绿色和平都提倡有利于环境保护的解决办法。对于有违以上原则的行为，绿色和平都会尽力阻止。其宗旨是促进实现一个更为绿色，和平和可持续发展的未来。 世界遗产公约的标志 世界遗产公约的标志,它象征着“文化遗产与自然遗产”之间相互依存的关系。中央的正方形是人类创造的形状，圆圈代表大自然，两者密切相连。这个标志呈圆形，既象征全世界，也象征着要进行保护。
世界卫生组织会徽 世界卫生组织会徽是由1948年第一届世界卫生大会选定的。该会徽由一条蛇盘绕的权杖所覆盖的联合国标志组成。长期以来，由蛇盘绕的权杖系医学及医学界的标志。它起源于埃斯科拉庇俄斯的故事，古希腊人将其尊崇为医神，并且其崇拜涉及蛇的使用。（随便提及，埃斯科拉庇俄斯如此成功地拯救生命，以致传说地狱阎王哈德斯向至高无上的神宙斯抱怨他， 由于害怕医者可能使人永生，宙斯用雷电杀死了埃斯科拉庇俄斯。） 世界贸易组织 WTO/TBT的全称为“世界贸易组织贸易技术壁垒协定”，它是世界贸易组织（WTO）达成的一系列协议之一，世贸组织签署的各项协议均构成各成员必须遵守的法定合同。 所谓贸易技术壁垒是指由于各国或地区对技术法规、标准、合格评定程序以及标签标志制度 等技术要求的制订或实施不当，而可能给国际贸易造成不必要的障碍。
世界各国贸易机构驻代表处或联络处地址
世界各国贸易机构驻代表处或联络处地址、电话等联系方式 名称地址电 话传 真 联系人 美中贸易协会上海代 表处茂名南路59号锦江饭店西 楼2331房间 641 525 79 美国商会上海代表处627 9711 9 香港贸发局上海代表 处延安东路588号东海商业中 心23楼A、B室 635 284 88 352 345 4 日本日中经济协会上 海代表处延安西路2200号国际贸易 中心2001室 627 500 88 627 5221 1 日本社团法人长崎县贸易协会上海代表处延安西路2201号上海国际 贸易中心2201室 627 506 96 627 584 38 日本横浜产业振兴公社上海代表处银城东路101号27楼 （200120） 684 157 77 684 157 00 法国食品协会上海代 表处愚园路168-172号环球世界 商业大厦2705室 624 962 06 624 962 07 意大利对外经济贸易协会上海代表处延安西路65号国际贵都大 饭店办公楼404室 624 886 00 624 821 69 意大利布雷西亚商会上海代表处 浦东新区金桥出口加工区 良基路475号伦巴第商务大 楼35室 583 412 08 503 172 12 爱尔兰企业协会上海 代表处南京西路1376号上海商城 435（3）室 627 970 88 627 970 66 秘鲁秘中工商国际商会上海代表处延安西路1303号万众商务 大厦8楼F室 621 017 80 621 017 80 加拿大加中贸易理事会上海代表处淮海中路283号香港广场南 座1901B室（200021） 639 067 91 639 073 10 美国大豆协会上海代 表处延安西路2200号国际贸易 中心1802室 621 916 61 621 955 90 美国家禽蛋品出口协延安西路129号上海华侨大624624
《国际商务管理》的简答
简答 国际商务管理的特殊性？ （1）从事国际商务活动要比从事国内商务活动困难得多。（语言、法律、风俗、贸易政策、市场调查、交易接洽、纠纷处理等） （2）国际商务活动要比从事国内商务活动复杂得多。（货币、度量衡、商业习惯、海关、汇兑、运输、保险、支付等） （3）国际商务活动风险大。（信用问题、商业风险、汇兑、运输、价格、政治） 当代国际商务的特征？ ·生产活动国际化。 ·国际贸易对企业经营的重要性空前增长。 ·国际商务活动所需要的需求环境逐渐形成。 ·无形商品和无形贸易在国际商务活动中越显重要。 ·生产经营跨国公司化。 ·世界经济区域经济集团。 ·贸易和投资壁垒逐步拆除。 经济发展水平的差异？ （1）国家或地区市场容量的差异。（2）国家或地区经济的特征。 （3）国家经济联盟组织的发展。 WTO的基本原则？ （1）非歧视原则，是关贸总协议最重要的原则，包括最惠国待遇原则和国民待遇原则。 （2）减让与关税保护原则。（3）禁止数量限制原则。 （4）透明度原则。（5）公平贸易原则。（6）磋商调节原则。 （7）实施例外和保障措施原则。（8）发展中国家优惠待遇原则。 标准化认证的作用？ ·强化品质管理，提高企业效益；增强客户信心，扩大市场份额 ·获得国际贸易“通行证”，消除国际贸易壁垒 ·节省第三审核的精力和费用 ·在产品品质竞争中永远立于不败之地 ·有效地避免产品责任 ·有利于国际间的经济合作和技术交流 分析不同文化中行为差异的尺度？ 权力距离；回避不确定性；个人主义；男性化程度 商业文化的构成因素（商业文化也就是职业文化）。 （1）工作态度，这是商业文化的核心因素。（2）激励动机。 （3）时间观念。（4）同僚文化。（5）空间文化。（6）着装文化。 10、国际贸易政策的目标？ ·保护国内就业和产业的发展·改善国际收支·保护公平竞争 ·保障国家安全·保护消费者健康·推动对外政策目标 11、科技发展对商务活动的影响主要表现在以下六个方面： （1）科学技术的发展直接影响企业的商务活动。 （2）科学技术的发展和应用影响企业的经营决策。 （3）科学技术的发明和应用造就新的行业、新的市场。 （4）科学技术的发展，加快了产品更新换代，产品市场寿命缩短。 （5）科学技术的发展，改变人们生活方式和消费需求模式。 （6）科学技术的发展提供了更新更好的物质条件。 12、技术进步对国际商务活动的影响主要体现在如下几个方面。 （1）技术进步加快了产品更新换代，增加了贸易商品种类，产品市场寿命缩短。 （2）技术进步改变了人们的生活方式和消费模式。 （3）技术进步引起了国际商务活动的产生。
常见的国际组织
常见的国际组织 Internet Atomic Energy Agency (IAEA)国际原子能机构 International Bank for Reconstruction and Development (IBRD)国际复兴开发银行International Cargo Handing Coordination Association(ICHCA)国际装卸调协会International Chamber of Commerce (ICC)国际商会 International Chamber of Shipping (ICS)国际航运商会 International Civil Aviation Organization (ICAO) 国际民航组织 International Cotton Advisory Committee (ICAC)国际棉花咨询委员会International Development Association (IDE)国际开发协会 International Energy Agency Program (IEAP)国际能源组织 International Energy Program (IEP)国际能源计划署 International Finance Corporation (IFC) 国际协会金融公司 International Labour Organization(ILO) 国际劳工组织 International Law Association (ILA) 国际法协会 International Law Commission(ILC) 国际法律委员会 International Monetary Fund(IMF) 国际货币基金组织 International Tea Committee (ITC)国际茶叶委员会 International Trade Centre (ITC)国际贸易中央 International Trade Development Association (INTRADE)国际贸易发铺协会International Union of Marine Insurance (IUMI) 国际航运保险联合会Organization of Raw Materials and Exporting Countries (ORMEC)原料生产同出口国组织 The Group of 77 77国集团 United Nations Capital Development Fund (UNCDF)联合国资本开发基金会United Nations Children Fund (UNCF)联合国儿童基金会 United Nations Commission on International Trade Law(UNCITL) 联合国国际贸易法委员会 United Nations commission on Trade and Development (UNCTD) 联合国贸易同发铺会议 United Nations Development Programme (UNDP) 联合国开发计划署 United Nations Economic and Social Council (UNESC) 联合国经济及社会理事会United Nations Economic Development Administration (UNEDA) 联合国经济开发署 United Nations Educational,研究对象发生了较大变化, Scientific and Cultural Organization (UNESCO)联合国教科文组织 United Nations Emergency Force (UNEF)联合国紧急部队 United Nations Environment Programme (UNEP) 联合国环境规划署 United Nations Food & Agriculture Organization (UNFAO) 联合国粮农组织United Nations Fund for Population Activities (UNFPA) 联合国人口活动基金会United Nation High Commission for Refugees (UNHCR) 联合国难民署 United Nations Industrial development Organization (UNIDO) 联合国工业发铺组织 United Nations International V oluntary Service Fund (UNIVSF) 联合国国际志愿服务基金会
外国企业驻华机构应当如何雇用中国员工
外国企业驻华机构应当如何雇用中国员工 北京市一法律师事务所潘彤随着我国与世界各国交 往的加深，各国企业在我国北京、上海等大都市纷纷建立驻华机构，为了有效运营，在当地雇用中国员工是不可避免的。那么这些机构应当如何招募中国员工呢，是不是和国内企业一样签订劳动合同并遵照履行就可以了呢？根据我国劳动 合同法和国家相关规定，外国企业驻华机构是不能直接招募中国员工的。外国企业驻华机构不具备用人单位主体资格，其与劳动者之间的关系不属于劳动合同法规制的劳动关系，而属于民事平等主体之间的劳务关系，受民法总则和合同法等民事法律规制，也就不能实现劳动法、劳动合同法等劳动法律对于中国员工的劳动保护。那么这些驻华机构应该怎样合法地雇用中国员工呢？依据法律规定，这些机构应当委托驻地外事服务单位或者中国政府指定的其它单位办理，即驻华机构与外事服务单位签订劳务派遣协议，外事服务单位和中国公民签订劳动合同，由外事服务单位派遣员工到该驻华机构工作。这样劳动者的工作权、休息权、劳动报酬权、社会保险以及公积金等权利也就能够得到保障。一旦出现违法解除劳动合同、降低或不付劳动报酬、不予缴纳社会保险等劳动纠纷，就可以按照我国劳动法和劳动合同法的规定进行处理。附1 相关的法律规定如下：一、中华人民共和国劳
动合同法第二条中华人民共和国境内的企业、个体经济组织、民办非企业单位等组织(以下称用人单位)与劳动者建立劳动关系，订立、履行、变更、解除或者终止劳动合同，适用本法。二、中华人民共和国国务院关于管理外国企业常驻代表机构的暂行规定第十一条常驻代表机构租用房屋、聘请工作人员，应当委托当地外事服务单位或者中国政府指定的其它单位办理。三、劳动和社会保障部办公厅关于外国使领馆雇用中国公民有关问题的复函（劳社厅函【2005】51号）按照我国《劳动法》规定，建立劳动关系主体双方中用人单位一方应当是：中华人民共和国境内的企业、个体经济组织、国家机关、事业单位和社会团体，不包括外国驻华外交代表机构。因此，外国驻华外交代表机构不能直接与中国劳动者建立劳动关系，签订劳动合同。外国驻华外交代表机构聘用中国雇员，应按照现行法律规定，由外交人员服务机构派遣雇员，代理社会保险事务。四、北京市政府关于外国企业常驻代表机构聘用中国雇员的管理规定第五条规定：外国企业常驻代表机构招聘中国雇员，必须委托外事服务单位办理，不得私自或者委托其他单位、个人招聘中国雇员。第六条规定：中国公民必须通过外事服务单位向外国企业常驻代表机构求职应聘，不得私自或者通过其他单位、个人到外国企业常驻代表机构求职应聘。第八条规定：外事服务单位应当按照《中华人民共和国劳动法》的规定与中国雇员签订劳动合
联合国第二次世界大战后建立的国际组织
联合国第二次世界大战后建立的国际组织。根据年月在旧金山签署的《联合国宪章》于同年月日正式成立。参加宪章签字的五十一个国家为联合国创始会员国。中国是联合国创始会员国之一，但由于美国的阻挠，新中国在联合国的合法权利直到年月才得到恢复。根据宪章规定，联合国的宗旨是：“维护国际和平及安全”“制止侵略行为”“促成国际合作”等。宪章规定联合国及其会员国应遵循下列原则：各国主权平等；以和平方式解决国际争端；不得使用威胁或武力或与联合国宗旨不符的其他方法侵犯他国的领土完整或政治独立；联合国不得干涉本质上属于任何国家国内管辖的事件。主要机构有大会、安全理事会、经济及社会理事会、托管理事会、国际法院和秘书处。总部设在纽约。在日内瓦设有欧洲办事处。 宪章 宪章是联合国的根本章程，规定了会员国的权利和义务，并确定了联合国的机关和程序。 宗旨 《宪章》规定，联合国宗旨为：维持国际和平及安全；发展国际间之友好关系；合作解决国际间属于经济、社会、文化及人类福利性质之国际问题，增进对于全体人类之人权及基本自由之尊重；并构成一协调各国行动之中心，以达成上述共同目的。 结构 联合国六大机关为：大会、安全理事会、经济及社会理事会、托管理事会、国际法院和秘书处。然而，联合国大家庭却大得多， 预算 两年的预算为亿美元。资金主要来源是会员国按照大会核准的比额表分摊的会费。 会费分摊比额表所依据的根本标准是各国的支付能力。确定支付能力时，考虑到各国占国民生产总值共计数的相对份额，并连系各国人均收入等因素加以调整。此外，各国还分摊维持和平行动的费用；年，维和费用约为亿美元。基本比额表经过修改，成为分摊该项费用的依据。 联合国大家庭 联合国机构大家庭由联合国秘书处、联合国各方案和基金如联合国儿童基金会(儿童基金会)和联合国开发计划署（开发计划署）——以及各专门机构组成。各方案、基金和专门机构有其各自的理事会和预算，自行制定标准和指导方针。它们在经济及社会活动的几乎所有方面，共同提供技术援助和其它形式的实际帮助。 联合国于年月日成立，由个国家承诺通过国际合作和集体安全维护和平。今天，世界上几乎每一个国家都加入了联合国。联合国共有个会员国。 一国成为联合国会员国时，同意接受《联合国宪章》的义务。《联合国宪章》是一个国际条约，其中规定了国际关系的基本原则。根据《宪章》，联合国的四项宗旨为：维持国际和平与安全；发展国家间友好关系；合作解决国际问题，增进对人权的尊重；成为协调各国行动的中心。
澳门特区参加国际组织和机制清单-驻澳门公署
澳门特区参加国际组织和机制清单 （2017年1月） 一、澳门参加的以国家为单位参加1的政府间国际组织和机制（18个） 组织名称参加时间负责部门 1.联合国亚太经社会2 1991年经济局 UN Economic and Social Commission for Asia and the Pacific(UNESCAP) 2.世界知识产权组织版权及相关权常设委员会 World Intellectual Property Organization2001年经济局(WIPO)Standing Committee on Copyright and Related Rights(SCCR) 3.国际劳工组织 1986年劳工事务局International Labor Organization(ILO) 4.国际货币基金组织 1999年金融管理局International Monetary Fund(IMF) 5.世界银行1999年金融管理局WorldBank(WB) 6.国际刑警组织3 1989年司法警察局International Criminal Police Organization （INTERPOL） 7.联合国麻醉药品委员会 2012年司法警察局 United Nations Commission on Narcotic Drugs社会工作局(UNCND） 8.亚太地区禁毒执法机构负责人会议 2011年司法警察局Heads of National Drug Law Enforcement Agencies(HONLEA)for Asia and the Pacific 9.世界卫生组织西太平洋区域委员会1993年卫生局WHO Regional Committee for the WesternPacific 1主权国家才可作为正式成员参加。根据《基本法》，澳门特区可以中国代表团成员或以中央政府和有关国际组织允许的身份参加此类组织。 2澳门特区以准成员（Associate Member）身份参加。 3澳门特区以国际刑警中国国家中心局澳门支局身份参加。 1
国际商务沟通整理
题型：判断题(10*2) 选择题（多选）(10*2) 填空题(5*2) 简答题(3*10) 案例分析题(20) 要点： 第一章沟通概述 1.商务沟通：指在商务组织为了顺利地经营并取得经营的成功，将有关商务经营的各种信息发送给商务组织内外的既定对象，并寻求反馈以求得商务组织内外的相互理解、支持与合作的过程。 2.沟通的分类： ①浅层沟通和深层沟通：根据沟通时信息涉及人的情感、态度、价值观领域的程度深浅．可以把沟通分为两种：浅层沟通和深层沟通。 ②双向沟通和单向沟通：根据沟通时是否出现信息反馈．可以把沟通分为双向沟通和单向沟通。 ③正式沟通和非正式沟通：在正式组织中，成员间所进行的沟通，可因其途径的差异．分为正式沟通和非正式沟通两类。 ④语言沟通和非语言沟通：根据信息载体的异同，管理沟通分为语言沟通和非语言沟通。 ⑤人际沟通、群体沟通、团队沟通、组织沟通和跨文化沟通：管理沟通按照主体的不同，可以分为人际沟通、群体沟通、团队沟通、组织沟通和跨文化沟通等不同类
型。 3.正式沟通的类型：正式沟通是指组织中依据规章制度明文规定的原则进行的沟通。 ①照信息流向的不同，正式沟通又可细分为： a.下向沟通：组织成员通过一定的渠道与管理决策层进行的信息交流。它有两种表现形式：一是层层传递，二是越级传递。 b.上向沟通：指组织中信息从较高层次流向较低层次的一种沟通。其有如下目的：传递工作指示；促使员工对工作及其他任务的厂解；向下级提供关于程序与实务的资料；向下级反馈其工作绩效；向职工阐明企业的目标，使职工增强其责任感。 c.横向沟通：指组织中同一层次不同部门之间的信息交流。 d.斜向沟通：指在正式组织中不同级别又无隶属关系的组织、部门与个人之间的信息交流。 运用这两种沟通时应遵循以下原则： 1)在沟通前．尽可能先得到直接上级的允许．有时是自己的上级。有时是对方的上 级； 2)在沟通后，尽快把沟通结果直接向上级汇报： e.外向沟通。 ②按照沟通形态的不同，正式沟通一般可以分为5种：
常用国际组织会议名称
常用国际组织会议名称 Company Document number：WTUT-WT88Y-W8BBGB-BWYTT-19998
常见国际组织会议名称 政治类: 不结盟运动 Non-Aligned Movement - NAM 各国议会联盟 Inter-Parliamentary Union -- IPU 阿拉伯国家联盟 League of Arab States - LAS 东南亚国家联盟 Association of Southeast Asian Nations - ASEAN 南亚区域合作联盟 South Asian Association for Regional Cooperation - SAARC 欧洲联盟 European Union - EU 西欧联盟 Western European Union - WEU 非洲联盟 African Union - AU 非洲统一组织 Organization of African Unity - OAU 美洲国家组织 Organization of American States - OAS；Organizacion de los Estados Americanos - OEA 上海合作组织 Shanghai Cooperation Organization - SCO 国际刑事法院 International Criminal Court - ICC 国际移民组织 International Organization for Migration - IOM 欧洲安全与合作组织 Organization for Security and Co-operation in Europe - OSCE 北大西洋公约组织（北约） North Atlantic Treaty Organization - NATO 阿拉伯各国议会联盟 Arab Inter-Parliamentary Union - AIPU 联合国协会世界联合会 World Federation of United Nations Association - WFUNA 亚洲议会论坛 The Asia-Pacific Parliamentary Forum - APPF 核供应国集团 Nuclear Suppliers Group - NSG
口译 国际组织简介
1、世界贸易组织（World Trade Organization WTO） 1994年4月15日在摩洛哥的马拉喀什市举行的关贸总协定乌拉圭回合部长会议决定成立更具全球性的世界贸易组织（简称“世贸组织”，World Trade Organization -- WTO），以取代成立于1947年的关贸总协定（GATT）。世贸组织是一个独立于联合国的永久性国际组织。1995年1月1日正式开始运作，负责管理世界经济和贸易秩序，总部设在瑞士日内瓦莱蒙湖畔。1996年1月1日，它正式取代关贸总协定临时机构。 2、亚太经济合作组织 （Asia-Pacific Economic Cooperation，简称APEC）是亚太地区最具影响的经济合作官方论坛，成立于1989年。1989年1月，澳大利亚总理霍克访问韩国时建议召开部长级会议，讨论加强亚太经济合作问题。1989年11月5日至7日，澳大利亚、美国、加拿大、日本、韩国、新西兰和东南亚国家联盟6国在澳大利亚首都堪培拉举行亚太经济合作会议首届部长级会议，这标志着亚太经济合作会议的成立。1993年6月改名为亚太经济合作组织。 3、石油输出国组织 1960年9月，由伊朗、伊拉克、科威特、沙特阿拉伯和委内瑞拉的代表在巴格达开会，决定联合起来共同对付西方石油公司，维护石油收入，14日，五国宣告成立石油输出国组织(Organization of Petroleum Exporting Countries——OPEC) ，简称“欧佩克”。随着成员的增加，欧佩克发展成为亚洲、非洲和拉丁美洲一些主要石油生产国的国际性石油组织。欧佩克总部设在维也纳。现在，欧佩克旨在通过消除有害的、不必要的价格波动，确保国际石油市场上石油价格的稳定，保证各成员国在任何情况下都能获得稳定的石油收入，并为石油消费国提供足够、经济、长期的石油供应。 4、伊加特 政府间发展组织（Intergovernmental Authority on Development），简称伊加特（英文简称IGAD），1986年1月成立，原名“政府间抗旱与发展组织”，1984年10月4日，东非六国外长在纽约开会，讨论成立抗旱与发
外国律所驻华20年
外国律所驻华20年 打开文本图片集 【√】司法部最新数据显示，截至20xx年7月底，来自20个国家的律所设立了250家驻华代表处，与国内律所的数量比约为1:75，营业收入比约为1:10 1992年5月26日，司法部、国家工商行政管理总局联合发布了《关于外国律师事务所在中国境内设立办事处的暂行规定》（下称《暂行规定》），第一次允许外国律师在中国设立外国律师事务所的办事机构。 随后，英国路伟律师事务所成为第一家获准在中国设立代表处的外国律师事务所。 外国律所准入沿革 按照1992年的《暂行规定》，外国律师只能在北京、上海、广州等19个城市依托于外国律所代表处从事法律工作。一家外国律所只能设立一个驻华代表处，而且，外国律所驻华代表处及其律师不得代理中国法律事务，也不得向当事人解释中国法律。《暂行规定》还强调，外国律所驻华代表处不得聘用中国律师。 《暂行规定》并非国家法律或行政法规，只是由司法部和国家工商行政管理总局联合发布的一个部门规章。虽名为“暂行”，但这个部门规章在2001年12月30日中国入世之前，在规范外国律所在华法律业务发展领域，一直具有一言九鼎的权威。
2001年12月11日，中国正式成为世界贸易组织成员。在加入世界贸易组织时，中国政府承诺，将为外国律所在中国境内设立法律服务机构提供较宽松的市场准入条件和环境。 2001年12月19日，国务院通过了《外国律师事务所驻华代表机构管理条例》（下称《管理条例》），次年1月1日起施行。这是我国第一个规定外国律所在华事务的国家行政法规，该《管理条例》效力高于之前沿用的《暂行规定》。 《管理条例》规定，外国律所在华设立代表机构、派驻律师，应当经过国务院司法行政主管部门许可。这条规定改变了以往根据《暂行规定》实行的“司法部批准——工商局登记”的准入程序，而实行“司法部许可——省级司法行政部门注册”的新行政管理模式，从而使外国律所驻华代表处从原来的“半法半商”面目转变为纯粹的法律服务提供机构。 20xx年，中国又开始逐步取消外国律所只能设立一个驻华代表处的限制，并取消了开办城市的限制。 随着贸易、金融和投资的全球化，外国律师逐渐成为中国内地法律服务市场的参与主体。经过许可的外国律所驻华代表处及其代表律师可以向相关法律服务需求者提供服务，包括提供该外国律所律师已获准执业的国家或者地区的法律咨询，以及有关国际条约、国际惯例的咨询；办理获准执业的法律事务；向相关法律服务需求者提供有关中国法律环境影响的信息等等业务。 加入世贸后的三年蜜月期
国际商务名词解释
国际商务名词解释 1、国际商务（international business）是一研究为满足个人及组织需求而进行的跨 国界交易的学科。 2、跨国公司（multi-national enterprises,MNEs）公司的总部位于某一个国家，但 在其他国家从事经营活动。 3、要素条件（factor conditions）土地，劳动力，资本。 4、基本任务（basic mission）公司的业务是什么？公司存在的原因是什么？ 5、前景分析（scenario analysis）指设想、描绘和分析可能发生的事件。 6、孪生工厂（twin factories）建立在两国国界两侧，并引发产品在两国间的流动。 7、对外直接投资群组（FDI cluster）指通常与美日欧成员国处于同一地理区域，并与 之有某种形式经济联系的一组发展中国家。 8、思想体系（ideology）指引导社会行为的一整套信仰、理论和主义。 9、市场经济（market-driven economy）商品和服务是以需求为基础进行配置的。 10、计划经济（centrally determined economy）商品和服务按照一个委员会制定的计 划进行配置，是这个委员会决定生产和提供什么，消费者只能买到政府决定出售的东西。 11、贸易创造（trade creation）使经济一体化成员国中那些高效、低成本的生产者从 高成本的生产者手中得到市场份额，并且增加出口。 12、贸易转移（trade diversion）更高效的非成员国将其生产及出口市场丢失给更低效、 但却受到关税及其他壁垒保护的成员国。 13、内部规模经济（internal economies of scale） 14、外部规模经济（external economies of scale） 15、文化（culture）是人们用于解释经验和产生的社会行为的且于后天获得的知识。 16、种族优越感（ethnocentrism）相信自己的行为优于他人。 17、价值观（values）是人们判定正确与错误、好与坏和重要与不重要的基本观念。 18、态度（attitude）是人们对于一些客体的特定感觉和行为方式的持久倾向。 19、习惯（customs）指普遍或常规的做法。 20、行为方式（manners）指在特定社会中被认为是恰当的行为。 21、物质文化（material culture）由人们制造的物品构成。 22、权力差距（power distance）指较少权力的组织和机构成员接受“权力并没有被平 等分配”这一事实的程度。 23、回避不确定性（uncertainty avoidance）指人们感觉到不确定性的威胁，并建立 制度与信念以减少或回避这一不确定性的程度。 24、要素禀赋论（factor endowment theory）国家将生产和出口可在量使用其充裕的 生产要素的产品，并进口那些大量需要本国稀缺的生产要素的产品。这一理论又称为赫克歇尔—俄林理论（Heckscher-Ohlin theory） 25、里昂惕夫之谜（Leontief paradox）像美国这样的国家实际上在出口相对更加劳动 密集型产品，并进口资本密集型产品。 26、国际产品生命周期理论（international product life cycle（IPLC）theory）新 专有技术产品的生产分成不同的阶段，首先被母公司所生产，之后由其海外下属公司生产，最终则在世界是任何成本最低的地方所生产。 27、国际金融（international finance）是一门有关国际收支平衡和国际货币制度的 学科。