Do you prefer e-books or paper books? Which is the Best? Why?

It takes time for new things to be accepted. the SMS function of mobile phones has actually been in place since 1996, but it has been widely used since 2000. 

In the case of txt, for example, the font of an e-book can be scaled, an e-book can be searched for keywords, and an e-book can jump on an electronic bookmark index, all of which can easily beat traditional books. 

With e-books that are free to zoom in on fonts, I haven't read traditional sesame books for a long time. 

Many of the reasons are just some evasive excuses at the stage of the development of new things. 

one. 

For example, the so-called heavy feeling, in fact, a iPad is heavier than many books, if you include an PC screen or notebook, it is easier to beat the weight of traditional books. 

two. 

For example, painting, you will find that the books you need to paint may account for less than 1% of all the books you have read (for me), so in fact you only need to buy that 1% of the paper books for painting. Everything else is available electronically. 

three. 

Another example is giving. it makes little sense to give away a bad book. people will soon forget it. 

four. 

Then there is the fineness of its own fonts, in fact, the human eye can distinguish only more 300ppi, now it is true that the high-definition screen is not popular, but when the display screen generally reaches above 300ppi, the fineness of the display screen will not be lost to printing. 

This will take a little time. 

five. 

Then there is the screen size, although it is true that the phone screen is small, but this problem is not the difference between e-books and paper books, as long as you want, you can use a 30-inch screen to read e-books, larger than your normal books. 

It's always been a paper book, and now it's really hard to accept e-books. 

How to put it, the reason for the habit is bigger, accustomed to the pleasure of sneaking through the book in the bed with a small lamp at night, used to sketching on the book with a pencil, used to looking at all kinds of books on a shelf in a daze. 

Used to that weight, that paper incense. 

E-books, do not like that kind of light, light up the atmosphere, eyes will be very tired, the most important thing is to feel that there is nothing left in the brain after reading. 

Anyway, it still doesn't feel right. 

I think reading is a matter of feeling, depending on where you feel, if in e-books, of course, it is still the first choice of e-books. 

Individuals prefer e-books. 

Reasons: 

First, e-books are rich in form and audible, and it is obviously more convenient for people who do not have much time and reading conditions to read e-books. 

Second, e-books are easy to store and retrieve, and carry no burden. 

Paper books are too bulky and difficult to preserve, and it is clearly unrealistic and extravagant to buy a bookshelf to put them on the shelf in a fast-paced city. 

Third, I have an e-book reader, and the reading experience is not much different from paper reading, nor is it as hurtful as reading on a mobile phone tablet. 

In the past, it was regrettable that comments could not be written casually, but now BOOX readers support handwritten notes and annotations, so this problem has also been solved. 

Of course, paper books also have the advantages of paper books, such as the value of collection, the feeling of turning books, the texture of taking paper books, and so on. 

Personally, if the purpose is to read, do not care too much about the form, how convenient and how to come.

I prefer paper books, of course. 

I can't read because of the e-book. 

Do all paper books have a corresponding electronic version? 

This is impossible and may not be possible in 50 years' time. 

The cost of an e-book is to buy a tool to read an e-book (such as the Kindle),) and then pay for each e-book. 

In fact, what you pay for in an electronic dictionary is copyright, too. 

Your Kindle is dead, there's something wrong with the quality, or you accidentally lost it. what else do you have? 

Are you out of half a book? 

The Casio electronic dictionary you bought at a high price suddenly ran out of power or broke down. what else can you look up? 

There are 3, 000 books on your shelf, paper, printing, binding and typesetting are good, and 3, 000 books downloaded from your Kindle are invisible on the outside. 

Well, I'm going to read now. I know exactly where it is on the shelf. I go over and take it down, sit at my desk and start reading. maybe I'll change it later. 

And many of the people with Kindle are trying to catch up with the trend, just like years ago when they played cool on the subway or bus with ultra-thin Sony Walkman. 

Reading and listening to songs are second, mainly for modeling. 

It is said that the advantage of e-books is that they can download a lot of books, and it is impossible to carry so many paper books with them. 

But the question is, do you really have to read that many books? 

Those thin books in your small and medium-sized drawers are too lazy to finish, where is the confidence to take the Kindle to read hundreds of books? 

I think if you have the money to buy the high-end version of Kindle, you can buy the paper books you want to read directly. 

Calculate how many books you read on Kindle each year? 

Many people object to the "feelings" of paper books, in fact, is not so much feelings, but rather a bottom line. 

Reading is not only to read the specific content, but also to appreciate the design of books, binding, printing, paper, typesetting, fonts and so on. 

Even if the future e-books do not hurt eyesight at all, it still makes people feel that what they read is not rigorous books, but entertainment gossip, online novels and so on. 

In contrast, I think cracking down on paper books and advocating e-books is also a feeling, an excessive reliance on modern technology, such as electronics. 

After we all have iPhone, iPad, Macbook, Kindle, Walkman, we gradually get tired of traditional things. 

This stop, do not want to be affectionate, personal humble opinion, only for reference, please forgive me.

Business management: success in business, failure in management

According to the world bank, the average life expectancy of American companies is about 40 years, while that of Chinese companies is only 4.5 years, and that of private companies is even shorter, at 2.5 years.

According to the world bank, the average life expectancy of American companies is about 40 years, while that of Chinese companies is only 4.5 years, and that of private companies is even shorter, at 2.5 years.

Why Chinese enterprises always do not do big? Why Chinese enterprises always do not do long? Why are Chinese enterprises often caught dead, a mess? Why are Chinese companies so inefficient and costly...

The phenomenon of "three mistakes" is common among entrepreneurs

The first "mistake" : the phenomenon of fooling

The most typical corporate behavior is: what makes money and what does it do

Daily work from the enterprise helmsman to front-line employees want to do how to do, do not get the helmsman blame others, feeling can not find "capable person".

The larger the enterprise helmsman is more "fireman", the first two years can also be lazy to do "shake off the shopkeeper", two years because of the cruel market competition, money is not good to earn, the enterprise helmsman has become appearance scenery, heart panic.

Enterprise staff are fickle, few people care about the relationship between the quality of daily work results and enterprise goals, from top to bottom.

Second "wrong" : hu gan phenomenon

(1) work without standards, and do as you like, regardless of results or objectives;

(2) work more work less the same, all employees are "only", or simply do not matter, do not happy to leave;

(3) no inspection and supervision, no summary and help, no training and training, and no communication and coordination.

Third "wrong" : nonsense phenomenon

(1) the helmsman of an enterprise does not have faith, only has the human voice, and he will do it under the leadership, instead of doing it after thinking it over. He makes arbitrary decisions and promises casually.

(2) most people in the enterprise are overworked, employees have no faith, belief and goal, and their values are confused. The phenomenon of attribute characteristics shown by informal organization is serious, that is, employees in the unit do not talk about goals, responsibilities and rights, but more about emotions, interests and hobbies. There are a lot of "opinion leaders" in enterprises. Some of them talk freely all day long for their own personal interests, which seriously undermines the organization's goals. This is actually selfish performance, really asked how the enterprise management, "ask three don't know, ask again will be crazy".

02 why does this happen in enterprises?

(1) employees do not know what to do based on their experience -- the objectives and tasks are not clear;

(2) employees do not know how to do it by experience or do not know the operation process;

(3) employees with experience or do not know to what extent - do not know the standard of work;

(4) experience or not knowing what to do -- lack of incentives, lack of pay, lack of policy;

(5) too many levels, unclear division of labor and unclear authority -- unclear division of organizational structure, department functions and post responsibilities;

The reason behind this, in fact, is the foundation of the enterprise's basic management is not strong. Because the basic management of enterprises is not solid, these enterprises lack the necessary self-stabilization mechanism and immune mechanism, just like the house built on the beach, the impact of an external force, the enterprise will fall.

Enterprises lack the ability to effectively determine goals

Enterprises without the ability to effectively determine goals can be divided into the following categories:

1. Do not make a plan at all, from the top to the boss down to the employees every day by inertia to find work, often waiting for "things to find him", managers everywhere "fire-fighting" work;

2. Also do target enterprise daily, but aim at all leadership in mind, not form a written plan, the leadership thought of which is which, subordinate completely by the command of the leadership, lack of planning in the management of enterprise, management extensive, employees are generally complain about the boss at work, the respect such as decision-making often appear arbitrary and blindness;

3. In the process of goal setting, managers tend to rely on feelings, taking things for granted, preferences and temperament, and most people seldom make careful, systematic and logical arrangement.

For example, if the upper leadership decides on a sales target, it will be rigidly decomposed to the Marketing Department and then to the individual head of the marketing personnel. Whether the subordinate has the ability to complete the task is not the responsibility of the leader. When employees fail to do so, leaders hold them accountable.

Even if some enterprises have set the goal, they cannot do anything about it. They cannot transform it into departments, teams, posts or even employees.

Many managers are prone to the following mistakes when setting subordinate goals. Failure to make subordinates fully understand the company and department goals leads to the fact that subordinates only care about their own goals and tasks and do not consider the department and overall goals, which is a deviation in the direction of small goals and big goals. Set subordinate goals as a distribution of work, regardless of the opinions of subordinates, whether the subordinates agree or not; I think setting goals for subordinates is too complicated, and management is too complicated, because there is resistance to the work...

4. Make plans every month and every week. Leaders will also organize subordinates to hold meetings to determine the next month, next week or the next stage. But many enterprises due to extensive management, in the process of developing job responsibilities, many provisions are generally general, qualitative, rough work requirements, responsibility is not detailed quantification, no implementation rules, no implementation standards, no inspection and assessment rules.

So, this kind of responsibility system is fuzzy responsibility system, optional responsibility system. Under this kind of casual responsibility system, whether the staff performs well or not and whether the work is done in place depends entirely on their own consciousness. The post clauses are rarely binding. As a result, the target cannot be effectively decomposed into various departments, teams and posts for implementation. In essence, it is the result of the blindness, ignorance or ignorance in the work of everyone from the boss to the company's senior managers, which often makes employees feel at loose ends and causes great harm to the company.

Success in business, failure in management

At present, the main problems of China's small and medium-sized enterprises are: the most basic concept of enterprise management has not been established, the most basic management rules have not been developed, the staff at least the way of doing things, steps have not been trained in place...

This also cannot blame the investor of our company and helmsman, because they also are in the circumstance that does not have any preparation to start an enterprise, opened a factory, became old total, became a boss. They pay more attention to the immediate solution of the problem, but less attention to the long-term, systematic and comprehensive solution of the problem. More attention to the construction of enterprise system, rarely to the construction of enterprise management system.

If such difficulties are not solved, it will be difficult for enterprises to improve their management efficiency. It will also be very difficult for enterprises to achieve sustainable and efficient development, and their business performance will not be continuously improved. This also proves the old saying: enterprises often succeed in business, failure in management.

It is hoped that our enterprise managers can improve and develop themselves by establishing and improving the enterprise management system and continuously improving the level of enterprise management system while attaching importance to the system and norms.

5 steps of business management: planning, process, organization, strategy and culture

Program management is often associated with the planned economy, and the direct result of this bias is the disorganization of management.

1. Plan management

Planned management is often associated with planned economy, and the direct result of this prejudice is to make management in a state of disorder. In their understanding of the plan itself, most people believe that the plan is a set of data and a guiding text of assessment indicators. No one has seriously considered that the plan itself is a part of management. Program management addresses the question of whether the relationship between goals and resources matches. Therefore, program management consists of three key elements: goals, resources, and a matching relationship between the two.

Goals are the basis of program management. Plan management is also known as goal management. The realization of goal management requires three conditions:

Strong support from the top;

The goal should be able to test;

Goals are identified by senior management.

Resources are the object of program management. Many people's understanding of plan management is mostly related to the goal, and they usually think that the goal is the object of plan management, but in fact, the object of plan management is resources, resources are the conditions for the realization of the goal, the only way to achieve the plan is to obtain resources.

Goal and resource matching is the result of program management. It can also be said that the matching relationship between the two is the standard to measure the quality of plan management. Plan management is achieved when the resources are available to support the goals; When resources fail to support the goal or exceed the goal, it is either a "pipe dream" or a waste of resources.

Therefore, we don't need to care about what kind of goals the enterprise determines and how big the goal the enterprise sets. We just need to care about whether there are resources to support the goal. When an enterprise enters the international market with a high profile, does it have international talents, international channels and products that meet international standards? Without these, empty has a cavity ambition is futile.

2.Process management

The key to improve enterprise efficiency is process. Implementing process management requires changing some habits of traditional management:

One is to break the habit of functional management;

Second, cultivate the habit of systematic thinking;

Third, the formation of performance-oriented corporate culture.

Break the habit of function. The functional departments of Chinese enterprises largely follow the "self-interest orientation" rather than the "service orientation" inherited from the ancient official system.

In the case of "self-interest orientation", the privileges of all functional departments swell, and everyone only pays attention to the degree of functional completion and vertical management control of departments. The functional behaviors between departments often lack complete and organic links, which leads to the decline of overall efficiency of enterprises. Accordingly, must break the habit of functional area partition.

Develop systematic thinking habits. Process-oriented focuses on the goal and time, that is: customer, market demand as the guidance, the behavior of the enterprise as a general process of the process set, the collection of management and control, emphasizing the whole process of coordination and target. Each work is a part of the process, is the node of the process, its completion must meet the time requirements of the whole process, time is one of the most important criteria in the whole process. Time as the basic coordinate determines that we need to think systematically, rather than just depending on our department or position.

Form a performance-oriented corporate culture. Forming a performance-oriented corporate culture is the guarantee of process management. The management should attach importance to changing employees' concepts, motivate each employee to participate in the process reengineering by letting employees understand the concepts, and attach importance to employees' Suggestions to complete the change of management mode. Without such cultural atmosphere, process management can only become a mere formality, which is the fundamental reason why many enterprises cannot succeed in introducing process reengineering.

3.Organization and management

Power and responsibility have always been two aspects of management that need to be balanced. To keep these two aspects in a balanced state is a problem that organizational management should solve. From the classical organization theory, we know that organizational structure design needs to follow four basic principles:

First, unified command. One can only have one direct superior. Second, the scope of management. The effective range of management is 5-6 people. Third, division of labor. Horizontal and vertical division of labor according to rights and responsibilities and specialization. Fourth, departmentalization.

The division of labor produced by the same professional staff together in a department, by a manager to lead and coordinate. The classical principles of organizational design simply seek to balance power and responsibility. Therefore, the realization of organizational management requires two conditions: specialization and decentralization.

Specialization. Specialization can solve many problems, including the sense of service, the possibility of sharing, and more importantly, it can eliminate people's worship of power. If everything is based on professionalism, respect for standards and science, people will no longer rely on power and position to deliver information and instructions.

The separation of powers. Many enterprises also have decentralization manuals and decentralization systems. However, the implementation of decentralization is often out of order, because it is impossible to correctly understand what decentralization is. Decentralization means that once power is distributed, it can no longer be recovered, while authorization can be recovered. Many people like to confuse the boundary between decentralization and authorization.

4.Strategic management

The core competitiveness of an enterprise includes three basic characteristics:

I. core competitiveness provides the potential to enter diversified markets;

Ii. Core competitiveness should make key contributions to the values valued by customers;

Iii. Core competitiveness should be the ability that is difficult for competitors to imitate.

Obviously, these three characteristics reflect that the most critical element of core competitiveness is to define the core competitiveness of an enterprise from the perspective of customer demand.

The ability to fail to meet customer needs and make key contributions to the values customers value most is not the core competitiveness. The core competitiveness should first be the ability to deeply understand and accurately grasp the market and customer needs. To this point, haier summed it up as follows: "zero distance with customers is a long distance with competitors".

The establishment and cultivation of core competitiveness is very important to establish the market leading position and competitive strength of enterprises. For this, the enterprise must stand on strategic height from long - term plan. The enterprise itself needs to examine the business, resources and capabilities it has, and observe the development trend of market demand and technological evolution. Through the use of the enterprise's innovative spirit and innovation ability, unique insight to identify the development direction of the enterprise's core competitiveness, and define the core competitiveness of the enterprise technology, these are the strategic management needs to answer the question.

Thus, simply put, strategic management is a unique management effort to achieve core competencies. In the process of the integration of the elements of the core competitiveness of enterprises, relevant mechanisms and environmental conditions should be supported.

Strategic management includes: organizational management mechanism conducive to learning and innovation, decentralized and flat network organization centering on team management, creation of dynamic innovation incentive mechanism, market-oriented and customer-oriented enterprise culture atmosphere. Finally, it depends on a cooperative environment that is both open and trusting.

Based on this, the core competitiveness of an enterprise is also a capability advantage based on enterprise resources, and it is also a heterogeneous strategic resource, such as technology, brand, corporate culture, marketing network, human resource management, information system, management mode, etc. Only by strengthening and highlighting these aspects and establishing the complementary knowledge and skill system, can enterprises obtain sustainable competitive advantages.

5.Cultural management

Forbes lists of America's richest people are often a celebration of heroism, because those who make it to the list are slowly accumulating and publicly measurable wealth. When it comes to China's rich list, except for some legends, most of them can't stand rational speculation and consideration.

As the Forbes list of China's richest people has fallen or encountered accidents, Chinese people have become wary of wealth, and people have noticed the difference between the rich and business leaders: wealth alone cannot become the pillar of society, and business leaders have finally become the focus of people's attention. Business leaders represent the direction of the national spirit, the root of a company's corporate culture, and the embodiment of the way of thinking and management of business leaders.

Corporate culture is not only the core soul of an enterprise, but also its essential characteristics. With the development of enterprises, the development of corporate culture usually goes through entrepreneur culture -- team culture -- corporate culture and finally forms competitive culture. Therefore, corporate culture management should go through the gradual transition of survival goal orientation, rule orientation, performance orientation, innovation orientation and vision orientation to ensure the gradual growth of enterprises.

With the increasingly fierce market competition and international competition, Chinese enterprises are promoting their corporate culture to the vision oriented competitive culture transformation, which has a long way to go.

How can I bring out a team like a wolf?

Bringing a team is a ambition, a dream, a desire, and a state.

In the end, the operating company is the operator, and management is the ultimate advantage. The failed leader solves the problem of the people with his own power, and the successful leader gathers the power of the people to solve the enterprise problem.

The process of running a business is a process of borrowing. Only when more and more people are willing to lend power to you will the company succeed. Do not want to be a logistics leader, not a good leader. As a boss, don't be afraid that employees are better than you. If employees are weaker than you, it means that you choose someone wrong, push the staff to the front desk, give them power and responsibility, and provide services behind you. This is the secret of success.


[fast tactics, slow strategy]

In the market environment, “fast” is a tactical consideration, and “slow” is a strategic thinking. It is slow in the fast, slow in the middle. Deepening the roots is the foundation for a truly great company. "Fast" means: strategies and products must be constantly innovated, and it is best to react before the market. "Slow" means: the service must be done to the extreme, this is not fast.


[Ask the four questions of the staff]

"What is your aspiration?"

"How far are you from your dreams now?"

“In order to realize your dreams, are you prepared to work hard?”

“What do companies need to provide for you?”


[Three states of leadership]

Leaders must learn the three states of "two eyes are big", "two eyes are closed" and "one eye is closed one eye".

"Two eyes are big" to discover talents and advantages;

"The eyes are closed" Do not intervene in the things that have been authorized, do not believe in gossip;

"One eye closes one eye" to see employee errors, soberly alert to the emergence of any loopholes, but also understand that some errors do not need to be pursued.


[passion walks the stairs]

The elevator is very fast, but there is no chance if it falls. Walking down the stairs slowly, but accidentally fell from the 12th floor, but it was just falling over the stairway in the middle of the 12th floor. After a break, you can continue to climb up. To do business is like walking the stairs, but every step of the stairs has to go through the passion.


[Preparation for travel]

In order to go further, enterprises must do the following four things: stabilize the chassis, expand in time, comprehensive internal control, and continuous innovation.


[No one is amazing, only obscurity]

Those companies that have closed down overnight or rise overnight have far been far from excellence. A good company will not be alive and stunned, and some will only be calm, determined and continuous improvement.


[Looking for someone who is worse than looking for someone]

Some bosses mistakenly think that finding the most capable person can make a good company, but after many failures, it is more important than ability to know whether a person can stay with you for a long time. This is the same as marriage. Enterprises rely on attitudes, emotions, and careers to retain employees, do not require them to be loyal to the company, and only require them to be loyal to their own hearts.


[The power of trust]

The phrase "I believe that you can do it" is more trustworthy than "you must do it", so that employees can feel "respected". On this basis, he can have a high sense of responsibility and mission and do his best. a good job.


[borrowing power]

In the end, the operating company is the operator, and management is the ultimate advantage. The failed leader solves the problem of the people with his own power, and the successful leader gathers the power of the people to solve the enterprise problem.

The process of running a business is a process of borrowing. Only when more and more people are willing to lend power to you will the company succeed.