Search results

Az 1960 és 1976 közötti időszak a kínai–magyar kétoldalú kapcsolatokban különleges időszak volt, amely a diplomáciai kapcsolatok felvételét követő tízéves politikai barátságot követte, illetve megelőzte a 1980-as évek főleg gazdasági célokat szolgáló barátságát. A kutatást megalapozó források hiánya miatt azonban ezzel a korszakkal kevesen foglalkoznak. A jelen tanulmányban a kínai–magyar elhidegülésre koncentrálva, a levéltári iratok és az érintettekkel készített mélyinterjúk alapján próbálom meg kínai oldalról feltárni, hogy miként alakultak az 1960–1976 közötti kínai–magyar kapcsolatok, milyen nemzetközi és belső tényezők voltak hatással azok fejlődésére, milyen szerepet játszott Kína a viszony romlásában, és milyen erőfeszítéseket tett a javításukra.

The objective of this communication is first to express rapid criticism of management tools by objective and by project. Such criticism, made by authors who made them the singers, does not relate to the methodologies which it took thirty years ago to develop, as they were, particularly in Quebec. More specifically, it relates to the stage preceding the definition of the project. It must be chosen from a portfolio of projects with, at least we imagine, an opportunity, interest, probable maturity and likelihood of success. How should the choice be made? What are the tools for thinking suited to its rationality? Is there an optimal method of choice? Any questions raised by the business owner faced with options that may prove to be strategic and vital to the company. More importantly, the purpose of this communication is to raise the problem of preparing for seizing opportunities, i.e. preparing the case where it is the circumstances that cause the project to emerge, the manager's responsibility being to seize the opportunity or let it go through. In the Kairos Management Face we are talking about this kind of questions that are often left to the "art" man, i.e. the artist who builds artefacts to give artifices to see, the second objective of the communication is to get to know and understand the construction of a new class of thought tools that are significantly different from the thinking tools usually given in the manager's "think box" (definition of objectives, methods of optimisation, statistical methods, planning by assessment tasks, etc.). Each economic officer knows at home that a perfect command of the tools, the availability of significant resources, etc. are not sufficient to guarantee the success of an action. For example, there are often remarkable brightsmen to fail where actors with more modest qualities and legitimacy turn out to be remarkable strata. What is the origin of this situation, which economic or artistic military exploits can illustrate? We will show that such successes are most often due ...