µ±Ç°Î»ÖãºÓ¢ÓïÏÂÔØ >> ÖÐѧӢÓï >>2010Äê¸ß¿¼Ó¢ÓïÍêÐÎÌî¿Õ¶ÌÎĸĴíרÏîѵÁ·
2010Äê¸ß¿¼Ó¢ÓïÍêÐÎÌî¿Õ¶ÌÎĸĴíרÏîѵÁ·

×ÊÁÏ´óС£º23K
×ÊÁÏÀàÐÍ£ºÖÐѧӢÓï
ÍÆ¼öÐǼ¶£º
¸üÐÂʱ¼ä£º2009-12-14
±¨¸æ´íÎ󣺵ã´Ë±¨¸æ´íÎó
±êÇ©Çé¿ö£º ¸ß¿¼    ÍêÐÎÌî¿Õ    ¶ÌÎÄ¸Ä´í   
±êÇ©½âÊÍ£º ¸ß¿¼    ÍêÐÎÌî¿Õ    ¶ÌÎÄ¸Ä´í   

ÏÂÔØÍ³¼Æ£º371
Ìí¼ÓÖÁä¯ÀÀÆ÷ÊղؼР½øÈëÂÛ̳
¸ü¶àÌýÁ¦Çëµã»÷£º¸ß¿¼ ÍêÐÎÌî¿Õ ¶ÌÎĸĴí

¼ò½é   

2010Äê¸ß¿¼Ó¢Óï¶þÂÖÍêÐͶ̸ÄרÏîѵÁ·
£¨1£©
µÚÒ»½Ú£ºÍêÐÎÌî¿Õ(¹²20СÌ⣻ÿСÌâ1.5·Ö£¬Âú·Ö30·Ö)
True leader
A few years ago. Pioneer Hi-Bred International, where I was employed, purchased Norand Corporation which produced hand-held terminals(ÊÖÌáÖÕ¶Ë»ú). The purchase looked  1  in terms of economics.
After a few years,  2  , the laptop PC technology made the hand-held units out of date. Pioneer   3 Norland at a loss. Pioneer always took a given percent of the annual (ÿÄêµÄ) profits to  4  equally among all employees. So our profits-sharing checks were_5   than if Pioneer had not purchased Norand. I was not  6  .

ÏÂÔØµØÖ·














 

ÏÂÔØËµÃ÷

2010Äê¸ß¿¼Ó¢ÓïÍêÐÎÌî¿Õ¶ÌÎĸĴíרÏîѵÁ·ÒÑͨ¹ý±¾Õ¾²âÊÔ£¬²âÊÔ½á¹ûÇë²Î¿´ËµÃ÷¼°½ØÍ¼¡£
ΪÁË´ïµ½×î¿ìµÄÏÂÔØËÙ¶È£¬ÍƼöʹÓÃÍø¼Ê¿ì³µÏÂÔØ±¾Õ¾Èí¼þ¡£
ÇëÒ»¶¨Éý¼¶µ½×îаæWinRAR²ÅÄÜÕý³£½âѹ±¾Õ¾ÌṩµÄÈí¼þ!
2010Äê¸ß¿¼Ó¢ÓïÍêÐÎÌî¿Õ¶ÌÎĸĴíרÏîѵÁ·ÊÇÓÉÍøÉÏËѼ¯£¬ÈôÇÖ·¸ÁËÄãµÄ°æÈ¨ÀûÒæ£¬¾´ÇëÀ´ÐÅ֪ͨÎÒÃÇ!

ÏÂÔØÆÀÂÛ

×Öĸ¼ìË÷ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z »Øµ½¶¥²¿