| 1. | Building a library of learning style with peter m . senge ' s learning organization theory
论运用学习型组织理论构建学习型图书馆 |
| 2. | Peter senge is one of the most progressive thinkers about business strategy in the world today
彼得?圣吉是当今世上在企业策略领域最具革新的思想家。 |
| 3. | Learning organization is one of scientific administration methods . it was presented by doctor peter senge in 1980 ’ s
学习型组织是20世纪80年代由圣吉博士等人提出的一种科学的管理模式。 |
| 4. | Five principles proposed by peter senge provide important inspirations for the reform and innovation of chinese universities " bottom - level academic organizations
中国大学基层学术组织极需通过五项修炼成为a的、柔性的、持簧呛新的学习型组织。 |
| 5. | Chapter 1 , the basis , characteristics , the meaning of the age and the formation model of learning organization are introduced . three types of models are compared and analyzed . building model - senge model , which is more fit for china is discovered
第一章，介绍了学习型组织的理论基础、特征、时代意义及构建模型，并对三种模型进行了比较分析，找出了更适合我国的创建模式? ?圣吉模型。 |
| 6. | This paper think that as long as tqm of the dense culture hue combining with peter senge ’ s 5 discipline that creates the learning organization , and noticing management of manpower resource , and choosing the capable managers , we suitable handler
作者认为将激励机制与有浓厚文化色彩的全面质量管理理论同学习型组织，特别是彼得.圣吉创建的五项修炼相结合，挑选相适应的管理者，并注意在人力资源管理上下功夫，就能提高管理知识性员工的有效性。 |
| 7. | After analyzing this dilemma with the theory of system archetype put forward by peter senge , we know any suggestion about modifying this institution directly and simply is merely the solution to s > tnptom . only by taking action from reducing the quantity and enhancing the fluidity of state - owned stocks , can we solve the dilemma in essence
运用彼得?圣吉提出的“系统基模”理论对其进行分析可知，任何直接针对收购制度本身所作的完善都是问题的“症状解” ，只有从缩减证券市场国有股比例、增强国有股流通性着手，才是问题的“根本解” 。 |
| 8. | Just like peter m . senge established a lot of tools for the practice of learning organization , the writer try to introduce some useful tools for the nurture of core competence . the writer want to research the basic theory frame of the core competence and series tools based on the fruits which have been obtained
就像彼得?圣吉为实践学习型组织理论构建了大量的实用工具一样，在本文中作者也尝试性的将一些有效的管理工具引入核心能力的培育中，希望能够为核心能力的培育提供一些具备可操作性的工具。 |
| 9. | Theoretically , based on the systems dynamics , p . t . senge has fused various kinds of excellent theories , methods and tools , and has deduced the blue print of learning organization - senge model . he has also put forward systems thinking to solve the crisis of modern slice thinking . based on systems thinking , he has brought the other four disciplines ( personal mastery , improving mental models , building shared vision and team learning ) into it
彼得?圣吉以系统动力学为理论基础，融合了多项出色的理论、方法与工具，演绎了学习型组织的蓝图? ?圣吉模型，提出了系统思考以破解当代片段思考的危机，并以系统思考为框架，将其它四项修炼(自我超越、改善心智模式、建立共同愿景、团队学习)贯注其中。 |
| 10. | As peter m . senge once said in the fifth discipline - the art & practice of the learning organization : only those who learn faster than the peers can keep the everlasting advantage in severe competition . nothing is better than consulting that can satisfy the demands of continuous learning . china ' s consulting market emerged after the reform and opening
被誉为90年代管理宗师的彼得圣吉，在他的著作《第五项修炼-学习型组织的艺术与实务》中指出：随着世界经济一体化和知识经济时代的到来，企业间的竞争必将日益激烈，未来唯一持久的优势是有能力比你的竞争对手学习得更快。 |
