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Knowledge, Innovation and Development |
Карабин, 6x60 мм. 
Фонарь желаний бумажный, оранжевый. 
Ночник-проектор "Звездное небо, планеты", черный. he KID Wri e by: Kuropa ki a Serafima Sai -Pe ersburg 1998 Kuropa ki a S. . 1.Movi g i o he fu ure K owledge is he hi g ha makes a differe ce. I is ma er of bei g be er i formed ha he o hers, ge i g ideas before he o hers, - hese are he hi gs ha allow some compa ies o ake off a d remai leaders for a lo g ime. I he pas k owledge a d i ova io s did ' play a impor a role i compa y ma ageme . he impac of hese fac ors o he compe i io was ' very big a d obvious. From he seco d half of 19 h ce ury i dus ries a d ma ageme s ar ed o develop rapidly a d by he e d of 20 h ce ury i ve io s have pe e ra ed all spheres of produc io , busi ess a d huma life i ge eral. Compe i io has drama ically i creased, crea i g he ecessi y for each compa y o improve a d develop co s a ly. We are movi g i o he fu ure where i is o possible o wi he game usi g radi io al me hods. his proves a eed of a separa e s ruc ure wi hi each compa y ha would deal wi h exis i g k owledge, i ova ive ideas, developme of produc io process a d worki g life. I is esse ial o desig a comple ely ew depar me . Le ’s call i - he depar me of K owledge, I ova io a d Developme (KID). his sys em also will allow he compa y o avoid high oppor u i y cos s of o doi g some improveme s which could reduce cos s a d give rise o profi s. Le 's ake a close look o he KID depar me , i s fu c io s a d s ruc ure. 2. he depar me of K owledge, I ova io a d Developme (KID) 2.1KID's fu c io s he ge eral fu c io s of he KIDare: o solve differe problems ha come up i a compa y usi g k ow me hods or ew ideas of he employees; o co s a ly develop compa y's produc io cycle a d produc s o give aid o all depar me s co cer i g possible improveme a d elimi a io of drawbacks I order o fulfill i s ge eral fu c io s KID will carry ou he followi g subfu c io s: receivi g fresh ideas or problems from s aff of differe depar me s selec i g he mos useful a d releva ideas a d checki g he exis e ce of he problem developi g ideas a d problem solu io s (if eeded) o level required for impleme a io maki g he fi al decisio i coopera io wi h he depar me (s) i volved impleme i g he developed idea co rolli g he impleme a io process, al eri g if ecessary evalua i g he ou come, calcula i g fi a cial resul s rewardi g he idea maker cha gi g he corpora e cul ure a d worki g e viro me owards crea ivi y a d i ova io values. 2.2S ruc ure of he KID depar me I correspo de ce wi h i s mai ac ivi ies he KID should co sis of he followi g depar me s: ga heri g a d fil eri g depar me (orga izes research, selec s ideas, checks he releva ce of problems, respo ds o idea proposers a d cus omers) developi g depar me (works ou solu io s o problems poi ed ou by employees or cus omers, i vi es au hors of good ideas for closer coopera io ) execu ive depar me (pla s, ru s, co rols impleme a io process, ego ia es wi h o her depar me s) social rela io s depar me (deals wi h mo iva io , awards, cus omer rela io s a d differe social ac ivi ies) A firs he depar me 2) should closely coopera e wi h prese R&D. I he fu ure R&D ca become subjec o 2).
3.How o crea e a KID? Crea io of KID mus be suppor ed o he highes level of ma ageme . Wi hou his o hi g ca happe . 3.1Prelimi ary ac ivi ies Firs we mus a alyze how i ova ive is he compa y. How of e cha ges ake place. Who proposes hem. How do workers feel abou shari g he ideas. Do heir ideas ge a e io ? his will show he prese si ua io a d allow us o es ima e he how much ime a d resources KID crea io will ake. ex s ep is o i roduce o everyo e i he compa y he ew depar me , o explai i s purpose a d fu c io s, o show how he compa y a d every si gle employee will be efi from i . he alloca e he people a d resources a d crea e he depar me i self. For he begi i g KID ca be formed wi h exis i g ma agers a d exper s. Bu whe ma y compa ies are goi g o be usi g similar sys ems hey will eed specially rai ed workers. Facul ies should be desig ed i u iversi ies a d colleges eachi g s ude s o deal wi h ew ideas a d o use exis i g heories a d experie ce of precedi g ge era io s i order o solve problems a d develop heir compa y. 3.2Desig i g i forma io flows As a par of orga iza io ’s i forma io sys em we mus work ou a mecha ism of idea a d problem flow from he employees a d cus omers o he KID. Amo g he umerous mo iva io heories here are heory X a d heory Y. X sugges s ha he worker is passive a d eeds o be closely co rolled a d forced i order o ge resul s. Y - he worker is crea ive a d eager o work. He jus eeds proper co di io s o show himself. I we fur her. I believe ha here are wo ypes of workers i he compa y - X a d Y, ac ive a d passive. ha 's why he KID eeds wo approaches. For example: ope e ry - every worker ca come o he ga heri g depar me direc ly or pu his ideas i wri e form i o special bi s ha would be available a his worki g place. his way he employees will be able o express heir hough s a a y desired ime; obliga ory i erviewi g - from ime o ime KID will give ou o workers ques io ers which hey mus fill. hese could co sis of he followi g ques io s: &quo ;Have you o iced a y problems co cer i g he work of your depar me ? Have you a y sugges io s o how o solve hem?&quo ; &quo ;Is here a y hi g you'd like o improve i your depar me a d i he whole compa y? How (your sugges io s)?&quo ; &quo ;How do you feel abou our compa y’s produc s (services)? How ca hey be developed or improved?&quo ; E c. he i erviewi g should be carried ou a all depar me s, bu o a he same ime. his will allow o avoid co ju c io a he ga heri g a d fil eri g depar me . 3.3Mo iva io Mo iva io of he workers. We mus es ima e he level of ac ual eeds of employees a d develop a mecha ism of mo iva io u iversal for every worker. here ca be ma y mo iva i g fac ors. hey depe d o he eco omic co di io s i he cou ry, s a dards of livi g a d fi a cial si ua io i he compa y. Mo ey, job promo io , board of ho or, compe i io of ideas wi h prizes, e c. Mo iva io hrough corpora e cul ure is also required. We ca pu pos ers i of e visi ed places. Pos ers may say: &quo ;By par icipa i g he KID's ac ivi ies you will help your compa y, improve your work a d life!&quo ; &quo ;Be compa y pa rio ic!&quo ; &quo ;Be a perfec io is .
Spo a problem - ell he KID abou i !&quo ; &quo ;Give us ideas because obody k ows your work be er he you!&quo ; e c. 3.4Coopera io wi h exper s We eed o orga ize coopera io wi h specialis s. I is ' useful o have our ow s aff of exper s because: hey will o always be logged wi h work a d his will produce ex ra cos s hey will soo become useless because hey will be draw away from curre work of heir depar me s. We also mus i ves iga e whom we ca rely o . o all exper s i ova ive a d u ders a d he ecessi y of cha ge. Coopera io wi h KID will be par of respo sibili ies of hose exper s who work wi h i . Orga ize coopera io wi h ma ageme of differe depar me s. A order o impleme a y idea mus come direc ly from he ma ageme of he depar me i volved. 3.5KID's posi io wi hi he compa y he scheme of KID's posi io i he compa y ca look like his: Kid provides each depar me wi h i s services. Depar me i re ur provide KID wi h some i forma io , resources e c. he co ec io s are: Marke i g depar me provides i forma io received from differe marke i g research. Specifies he si ua io o he marke . Gives feedback o KID's ac ivi ies (have he sales i creased? how much?) Produc io depar me gives feedback o KID's ac ivi ies (has produc ivi y i creased? how much?) Huma resource admi is ra io coopera es wi h KID closely. Helps i wi h mo iva io . Fi a cial depar me provides KID wi h mo ey for all ac ivi ies (wi hi he budge of course). Gives feedback o KID's ac ivi ies (fi a cial resul s figures, i forma io abou cha ges i cos s a d reve ues). Cus omers give KID valuable feedback abou produc s a d services. Employees give KID ideas, coopera e wi h i a d receive rewards for heir work. Exper s work wi h KID o specific problems. 3.6Co rol fu c io s of he KID If he i ova io is complex we mus mo i or closely he field of impleme a io a d if problems occur - ake care of hem immedia ely. Collec feedback from all people rela ed co cer i g he resul s. aki g ac io if ecessary. Remember ha o cha ge comes wi hou ega ive respo se. Calcula e resul s (based o fi a cial i forma io , i forma io abou produc ivi y a d cos s, e c.). Reward he idea au hor depe di g o hese figures. ell everyo e abou his &quo ;grea ma , who helped o he compa y so much&quo ;. 3.7Cus omer rela io s Cus omer feedback mus also come o he KID, o marke i g depar me . Marke i g depar me does ’ have direc s imulus o a alyze i forma io rela ed o o her depar me s. I migh have difficul ies maki g cha ges i o her depar me s due o lack of power. he KID sys em is o of course ideal. I is jus a draf , a idea of wha could be developed i o a u iversal model. Bu as I see i - every compa y ha wa s o succeed i he comi g high- ech fu ure mus s ar o develop such a sys em as soo as possible.
I had been here in 1998, but there had been so much new building since then that I did not recognize the place. Dalian, which is located about an hour's flight northeast of Beijing, symbolizes how rapidly China's most modern cities-and there are still plenty of miserable, backward ones-are grabbing business as knowledge centers, not just as manufacturing hubs. The signs on the buildings tell the whole story: GE, Microsoft, Dell, SAP, HP, Sony, and Accenture— to name but a few-all are having backroom work done here to support their Asian operations, as well as new software research and development. Because of its proximity to Japan and Korea, each only about an hour away by air, its large number of Japanese speakers, its abundance of Internet bandwidth, and many parks and a world-class golf course (all of which appeal to knowledge workers), Dalian has become an attractive locus for Japanese outsourcing. Japanese firms can hire three Chinese software engineers for the price of one in Japan and still have change to pay a roomful of call center operators ($90 a month starting salary)
1. Formation and development of political parties in the Republic of Belarus
2. The Impact the Civil War 1861-1865 on Economic, Politic and Industry Development in the USA
3. Internet helps in development of education and democracy
4. The development of the drama. The theatres and actors
5. Specificity of sociology and sociological knowledge
9. School Reform: Pros and Cons
11. Economic and sociological analysis of suicide
13. Banking services in Russia: theory and fact
14. Essay on the article "Tobacco and Tolerance: Blowing smoke" (о вреде курения)
15. Monopolistic competition and economic efficiency (Монополистическая конкуренция и экономическая)
16. Regulation in telecommunications industries: Why, What and How to Regulate?
Игра настольная "Дом с привидениями". 
Доска двухсторонняя магнитно-маркерная с поддоном (набор букв, цифр и знаков на магнитах). 
Карандаши "Волшебный дворец", 24 цвета, черное дерево, заточенные. 17. Russia and the international economy
19. The Irish and South America
21. Economic Relations between Kazakhstan and Russia
26. Raskolnikov and Svidrigailov: on the brink of suicide. Ф.М. Достоевский, Преступление и наказание
27. The Cinema World. Moden film festivals and film industry and stars
28. Entertainment outside the home: Pubs and clubs Leisure and sports
29. Russians and Mixed Martial Arts
30. Корпоративный имидж (Advertising and public relations)
31. Continuity and change in Stravinskiy`s ballets. Стравинский и его балеты
32. Infant Industry Argument: Theory and Practice
Кружка-хамелеон "Чеширский кот". 
Насос ножной Phantom. 
Подставка для ванны "Мишка", антискользящая, цвет: белый. 34. Holidays and traditions in english-speaking countries
35. Music and Ballet
36. Continuity and change in Stravinskiy`s ballets. Стравинский и его балеты
41. Russians and Mixed Martial Arts
42. Poland and Hungary are in Transition
43. Russia and the international economy
44. Корпоративный имидж (Advertising and public relations)
45. Infant Industry Argument: Theory and Practice
46. Ромео и Джульетта (Romeo and Juliet)
Защита для обуви, (синяя). 
Подарочный набор: визитница, ручка, брелок, арт. 140202. 
Цветные карандаши Color Peps Maxi, трехгранные, 12 цветов. 50. Captain Beefheart and his magic band
51. Communication Systems and Information Theory
52. The City of London and its role as a financial centre
53. Advantages and disadvantages of TV
57. Trade in Estonia in the Past and Present
58. Earth and Moon
59. Russian political system, history and culture
60. Sports in Great Britain, the USA and Russia
61. Sports and healthy lifestyle
62. Problems of city and country life
63. Museums and picture galleries
64. Legal and linguistic aspects of translating english legal terminology
Набор детской посуды "Белоснежка", 3 предмета. 
Говорящий планшетик "Сказочка". 
Настольная игра "Каркуша. Маленький Сад". 65. Use of the Topical Project Work “My Body” for Developing All Language Skills in Form 4
67. Art, museums and galleries
69. Television and advertisement
73. Robin Hood and the Butcher
74. Flora and Fauna of the USA
77. Relations between Ukraine and English-speaking countries
78. Fauvism between 1901 and 1906
79. Cézanne, Paul: From Impressionism to Classicism and Cubism
Доска магнитно-маркерная, 90x120 см. 
Соковарка алюминиевая (6 литров). 
Настольная игра "Эрудит. Сила магнита". 81. KOREA People and History in Harmony
82. Allocation of powers between directors and shareholders
83. Internal Structure of a Proton and New Method of Receiving of Energy
90. English Painting and Art Galleries
91. Great Britain and Kazakhstan
92. Mary Stuart. Her life and struggle for crown
93. Smokers and Death cigarettes
94. The USA: its history, geography and political system
95. The history of smart-cards and their place in modern Russia
96. A Brief History of the Internet and Related Networks
Карточная игра "Додо". 
Полотенце махровое "Нордтекс. Aquarelle", серия "Волна" (цвет: светло-зеленый), 70х140. 
Набор детской складной мебели "Азбука" КУ2П/9. 98. Survey of the British Geography and Life
99. Melville’s “The March into Virginia” and “The College Colonel”: The Broken Youth.
