The goal of this paper is to describe the relationship between a non-governmental organisation and the government. The paper is a case study of the non-governmental organization Meta o.p.s. which works in the field of integrating foreigners and focuses on the issue of educating pupils who speak various mother tongues. The paper deals with the development of relationships, the roles within these relationships the organization fulfils with regards to the government, and the influence these relationships with the government have on the organization's goals and development. Furthermore, the paper focuses on the persisting barriers which prevent these relationships from being created and developed. The relationships between Meta o.p.s. and the government are observed on individual levels of the public administration (national, regional, municipal). The paper consists of 4 parts. The theoretical part introduces basic theoretical starting points, namely models of relationships between the government and non-governmental organizations, and the roles fulfilled by non-governmental organizations in the society. The next part presents the methodology and chosen strategy of the research, i.e. case study. The empirical part monitors the development and nature of the relationships on individual levels of the public...

No description available.

自從我方政府於1987年開放臺灣地區民眾赴大陸探親，並陸續放寬兩岸經貿交流的限制之後，海峽兩岸之間的經貿關係獲得了空前的突破與進展，不論是間接貿易或間接投資，均呈現大幅的成長。彼此之間的經貿往來已經形成緊密的經濟聯繫。 　　而在兩岸經貿往來日益密切之際，世界經濟也因「歐洲經濟區」與「北美自由貿易區」的實現而有朝向區域經濟整合的發展趨勢。面對這股世界經濟朝向區域化、集團化的發展趨勢，以及海峽兩岸經貿往來日益密切的事實，許多學者紛紛主張兩岸應該在現有的經貿交流基礎上，進一步實施經濟整合，希望能將同屬華人社會的台灣、大陸與香港等兩岸三地的經濟力量結合在一起，共同籌組一個屬於兩岸中國人的「大中華經濟圈」，藉以加強彼此間的經濟合作、促進此一地區的進步繁榮。基於以上所述，本論文之研究目的在於探討海峽兩岸是否有可能在現有的經貿交流基礎上，進一步實施經濟整合，建立一個以兩岸中國人為中心的區域性經濟組織。 　　本論文主要採用文獻分析法、比較研究法以及統計分析法等研究方法。在第二章探討海峽兩岸經貿關係之發展現況。第三章探討區域經濟整合之基本理論，包括經濟整合的定義、類型與效果，並以歐洲共同體為例，汲取其發展經驗。第四章則探討有關兩岸經濟整合之構想，分析大中華經濟圈的發展條件及限制並評析其可能產生之經濟效果。第五章探討兩岸經濟整合之展望，並對未來兩岸經濟合作的努力方向提出建言。 　　根據本論文的研究結果顯示：不論從地緣、血緣、親緣以及兩岸經濟資源秉賦互補等條件來看，海峽兩岸之間確實具有某些有利於兩岸三地進一步實施經濟整合的條件；但另一方面，兩岸之間也同時存在著(1)政治意識對立；(2)經濟制度迥異與(3)經濟發展程度懸殊等不利於兩岸進一步實施經濟整合的因素，尤其政治上的對立，更是兩岸實施經濟整合的最大障礙。現階段中共當局仍然堅持「一國兩制」的對臺政策，不承認中華民國為其對等之政治實體，致使任何形式之經濟整合均難以在兩岸之間實現。因此，現階段海峽兩岸之間仍未具備實施經濟整合之條件。

在2000年後，由於大陸外貿的崛起，大陸禮品業者也在國際展場中嶄露頭角；許多國外買家為其低廉的價格吸引下單，但是之後衍生出來的品質、交期的問題則層出不窮。 國外買家的無奈在於期間的溝通，也深刻體驗到大陸人的商場文化 – 「什麼都沒問題！」(Everything is NO PROBLEM = OK & YES)。等貨到國外倉庫，開箱一看，所有問題就完整呈現了。 其中的語言溝通、消費市場的需求、文化差異 … 等是主要因素。 問題發生後， 解決方案的合理性也是從事國際貿易者所要具備的能力之ㄧ。 這時有些較積極、採購項目繁多、產品屬中低價位的國外買家就會派人來中國大陸探路，設立採購辦事處 (Buying Office)。初期會在香港成立運作子公司，主要以搜尋產品、採購、驗貨為主要業務；慢慢進入大陸本土，如深圳、廣州、廈門、 上海等沿岸城市； 近期內地的興起，因應產業不同的需求，也紛紛設點遍及北京、天津、太原、重慶、成都等重點城市。 但這些採購辦事處 (Buying Office) 的組織運作中， 高階管理人可能是外國總公司直接派遣，但往下的工作很多需要用到大陸的人力，而衍生出採購拿回扣、驗貨拿紅包的弊端。 同時也有一些產品屬中低價位的國外買家，他們並未躁進；但因應貿易環境的改變，為了避免設立採購辦事處的風險，他們也會透過一些第三方驗貨的服務公司 (The 3rd Party Inspection)，替他們把關品質。 當然這類的公司多為大陸人組織運作，衍生出來的弊病也較單純，就是驗貨拿紅包；但犧牲的就是品質了。 最後，就是有一些保守派的國際精品買家，我們稱他們為禮品業「金字塔頂端」的少數買家。 他們在價格彈性有空間的條件下，會把搜尋產品、驗廠、採購、驗貨等業務委外給值得信任的公司，並簽下採購代理的合約，做為外國公司在亞洲的備用團隊 (Backup Team)，為其公司的功能性部門加長了戰線。 本研究從行銷策略、商業模式、服務創新、供應鏈整合等理論出發，結合國際精品採購代理公司Tableware & Home Décor產業，提出了一個新的國際精品採購代理公司的未來的成長機會。 這個成長的機會中建議公司進行客戶、供應商整合及內部人才的培育，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強採購代理的競爭力及績效，並在公司既有的核心能力下創造更多的成長機會。 / After 2000, due to the rise of China's foreign trade, the gift industry also emerged at the international exhibition; many foreign buyers are attracted by its low prices and placed orders, but then derived from the quality, delivery problems are endless. The frustration is that foreign buyers not only during the communication, but also a profound experience to the mainland's mall culture - "Everything is no problem." (NO PROBLEM = OK & YES). But when goods is delivered to foreign warehouses, out of the box and saw all the problems presented to the full. The main factor is the language, communication, consumer markets, cultural differences ... and so on. After the problem occurs, the international trader has the ability to be a problem solver, who should provide the reasonable solution subsequently. At the same time there are also some middle-low-priced driven foreign buyers, they did not rush things; but faced the trade environment changes, in order to avoid the risk of buying offices, they will through some the 3rd Party service company for them to check the quality. Of course, many of these the 3rd Party companies operate by Mainland people, the weaknesses they found are simpler, that is, an inspector get a red envelope when they conduct inspections; but is the quality of the sacrifice. Finally, there are some conservative international boutique buyers; we call them the buyers of the gift industry "pyramid". They have room on price elasticity conditions, they will outsourced a trusted company for products sourcing, audits, procurement, inspection and other services, and signed a contract procurement agency, as its foreign companies in Asia, alternate team (Backup Team), for which the company's functional departments lengthened the front. In this study, starts from marketing strategy, business model, service innovation, supply chain integration theory, combined with international boutique procurement agent Tableware & Home Décor industry, proposed a new international boutique procurement agent's future growth opportunities. The opportunities for growth companies recommended customers, suppliers and internal integration of the nurturing of talents, helps companies reduce transaction costs, has better customer service, improve the quality of existing services and provide new additional services, enhance the competitive procurement agency power and performance, and in the company under the existing core competencies to create more growth opportunities.