Cultivation And Formation Of Personal Etiquette

We already know that good personal etiquette and standardized behavior are not inherent and not a day's work.

It is a gradual process to become a conscious and natural behavior of the individual by the standard of civilized behavior. There are three different forces to accomplish this change, namely, the driving force of the individual, the driving force of education and the appeal of the environment.

Individual

Also known as the subjective initiative of the individual, it is human.

And the fundamental conditions of change of mind are also the basic prerequisites for people to improve their quality and form good manners.

As a social individual, each of us must first have the courage to overcome himself and constantly improve his own ideology, in order to give full play to his subjective initiative. In action, he can show strong self-discipline, consciously overcome his bad habits, and consciously resist foreign misconduct.

At the same time, study hard and keep forging ahead, make personal etiquette deeply rooted in people's heart and become an important part of good personality. Therefore, the formation of personal etiquette requires personal motivation and personal self-discipline.

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The non quantifiable factors of enterprises include information on the external environment of enterprises and internal resources information, such as industry information, enterprise product information, customer information, corporate social image information and intangible assets, human resources information, etc.

It is very important to standardize the scope of information disclosure and collect relevant contents regularly.

The information provided in the financial report should not only include information about the business performance and financial status of an enterprise, but also include information about the enterprise background and future projections.

In view of the changes in enterprises, the following non-financial evaluation indicators should be considered as the supplement to financial evaluation indicators: customer satisfaction; product and service quality; strategic objectives, such as corporate restructuring and management pfer; company potential development capability, such as employee satisfaction and retention, staff learning and training opportunities, team spirit, management effectiveness; innovation capability, such as R & D investment and its achievements, new product development capability, core technology, market share, environmental protection and social responsibility.

When analyzing and evaluating the financial status, business performance and development potential of an enterprise, combining the relevant financial indicators with non-financial indicators, dynamic indicators and static indicators, as well as tangible assets and knowledge assets data of relevant enterprises, can not only avoid biased evaluation of enterprises, but also have a clear understanding and understanding of the overall situation of enterprises, which is conducive to making correct decisions for external investors and business managers.

At the monthly mineral company economic activity analysis conference, financial analysis closely focused on production and operation, and concentrated on collecting data from the Steel Association and metallurgical mine association, and found that the competitive advantage of advanced mining enterprises, through the benchmarking with key technical and economic indicators of advanced mining enterprises, helped the business departments to find gaps and gaps, analyzed the causes of deficit units regularly, and conducted a business analysis of the main loss products, looking for measures and ways to reduce losses and turn losses.

In 2012, in order to reduce the unit consumption, the target rate of three rate and three consumption was formulated and included in the monthly assessment of the economic responsibility system.

The period of bad market environment is precisely the time for enterprises to achieve financial innovation. Financial management is promoted from simple accounting, integrated into production and operation, standing at the perspective of managers, looking for problems, making suggestions, changing to the direction of financial management with decision support and value creation, and finally achieving the goal of enterprise planning, identifying risks, guarding profits and creating value.