㈠ 股票資金賬戶登不上去怎麼回事
您好，股票資金賬戶登錄不進去有可能是交易密碼不正確，或者是您選擇的登錄方式不正確，或者您先看清楚是用資金賬戶登錄還是股東卡號登錄。如果號碼是正確，交易密碼都沒有問題，就留意一下網路是否穩定，也可以重新下載，更新一下軟體，祝您投資順利！
㈡ 進入股票行情時進不去,出現系統在維護,咋回事
一般證券公司會在交易閉市後的某個時段會對交易系統進行維護升級，就是為了在交易時段不出現故障的，一般證券公司維護系統都會提前在網站公告的。
㈢ 富士康員工內部配發股票查詢網https://ecorp.chinatrust.com.tw/cts/en/index.jsp 怎麼進不了
這個有時候能進 有時候進不了
㈣ 富士康分紅的股票 賣股之後 什麼時候能到賬
我的也是，4月7號就顯示可匯出，現在還沒到賬
㈤ 為什麼我的股票賬戶看不出來分紅呢
看公司公告，公告說什麼時候分紅到賬，然後看現金是不是增加了？還可以看交割單，還可以打電話給證券公司客服咨詢。
謝謝你的提問。
㈥ 股票交易進不去
能上網,估計屬於設置問題。在股票軟體中系統---通訊設置中查看設置是否正確.
㈦ 股票帳戶進不去是怎麼回事啊
過節了，證券公司把伺服器關了，2月8、9號就正常了
㈧ 紅利軟體進不去怎麼辦,點擊數據處理沒反應
Gear 3:A High-Performance IT Culture
以齒輪連起 3: 高表現資訊科技文化
There』s no reason why most companies can』t develop a long-term IT road map tied to corporate goals.There』s also no reason that given sufficient discipline and resources,most can』t develop a unifying IT platform.
沒有理由大多數的公司為什麼不能發展一個也被繫到企業的 goals.there 的長期資訊科技路線圖有沒有理由給予的充份訓練和資源,最不能發展一個統一資訊科技月台。
But without a high-performance IT organization in place—one that looks very different from those found in most companies—a messy IT business will persist.
但是沒有一個高表現資訊科技組織適當地-非常不同於那些的一個在大多數的公司中發現-散亂的資訊科技生意將會堅持。
For years,corporations have treated IT people differently—a holdover from「glass house」data processing culture of 30 years ago.
好幾年，公司已經不同地對待資訊科技人- 一個延期從 " 玻璃收容 " 數據處理文化在 30 年以前。
Treating IT as if it were a separate corporate entity sets up a vicious cycle.
注入資訊科技好像它在一個邪惡的周期上面是一個分開的企業實體組。
Allowed to work in their own tribes,IT folks feel less affiliation with the company than they do with their own projects.
允許在他們自己的種族中工作,資訊科技人們用公司感覺較少的加入勝於他們以他們自己的計畫做。
Like the soldiers building the bridge on the River Kwai,they grow so isolated that they forget what the war is about.
喜歡建築在河 Kwai 上的橋軍人,他們變如此的隔離以致於他們忘記戰爭是什麼。
By contrast,the people in a high-performance IT organization don』t feel different from other corporate citizens;in fact,they are
相反地，一個高表現資訊科技組織的人沒不同於其他的企業市民；事實上，他們是
business-savvy leaders in their own right.
他們自己的權利生意- 理解能力的領袖。
They operate according to the same corporate values as everyone else and are measured by the same tough performance standards.
他們依照一樣的操作企業的價值當其他人而且被相同強硬的表現標准測量。
The story of the 1995 merger of Burlington Northern and Santa Fe Railroads offers a case in point.
Burlington 的 1995 合並的故事北方人和聖 Fe 鐵路對於點提供一個情形。
The two railroads had two very distinct cultures,performance characteristics,and leadership styles.
二鐵路有了二種非常清楚的文化，表現特性和領導風格。
Burlington Northern』s culture was kind,collaborative,and soft on accountability.
Burlington 北方人的文化是親切的，協同合作的, 和軟的在責任上。
Santa Fe』s culture was tough and strictly hierarchical.
聖 Fe's 的文化是強硬的和嚴格階層。
Thrown together into a single,1,500-person organization,these two talented but antagonistic teams were told by CEO Rob Krebs that they had 24 months to complete a seamless merger of their separate IT systems.
進入一個獨身者， 1,500個人的組織之內一起丟, 這些二才能但是反對的隊被運行長告訴了搶奪他們有了 24個月完成他們的分開資訊科技系統的一個天衣無縫合並的 Krebs。
The goal was to develop the largest integrated,real-time rail information system in the world—one that would allow the new company to control traffic and cargo across 33,500 miles of track that covered 28 states and two Canadian provinces.
目標是發展在世界上被整合的最大，即時的欄桿數據系統-會允許新的公司控制橫過 33,500 里的軌道交通和貨物以復蓋了 28 州和二個加拿大省的一個。
From a technology standpoint,it was a challenge of immense proportions.
從一個技術立場，它是極廣大比例的挑戰。
But once again,the issue wasn』t technology;
但是再一次，議題不是技術;
it was about establishing a new and cohesive culture,with a clear-cut set of rules and a solid performance-management and feedback system.How,the leaders asked,would people react to the deadline pressure,and how would the teams work together to accomplish a Herculean mission?
它是有關建立新的和前後一貫的文化,藉由一輪廓清晰組的規則和堅硬的表現- 管理和回應 system.How,領袖問, 會人對截止期限壓力產生反應, 和如何會團隊工作一起完成一個力大無比的任務?
How would the overhaul of systems get done?
系統的徹底檢查會完成了如何?
How would talent be developed?
才能如何會被發展?
First on the agenda was the establishment of an accountable IT leadership team.
第一的在議程上是有責任的資訊科技領導隊的建立。
An IT organization that has clear guidance,a shared mission,and high expectations can focus the developers and engineers around the work and correct performance problems.
一個有清楚的指導，一個被分享的任務和高的期待資訊科技組織能在工作和正確的表現問題的周圍集中開發者和工程師。
To do so,the IT managers must be hands-on people who are deeply involved in overseeing projects and teams.
為了要這么做,資訊科技經理一定是深深地參與監督計畫和隊的親自參與的人。
In setting up a leader-led organization,BNSF established three simple levels of hierarchy:the CIO,vice presidents,and directors.
在建立一個領袖引導的組織方面， BNSF 建立了三個簡單程度的階級組織:信息長，副總裁和指導者。
Once the new leadership structure was in place,BNSF set the performance and bonus targets for expected leadership behavior—the same ones that applied across the company as a whole.
曾經新的領導結構適當地,BNSF 為預期的領導行為設定表現和紅利目標- 整體上而言橫過公司應用的相同一些。
These targets had three components:
這些目標有了三個成份:
delivering results,leadership competencies, and the「new BNSF」cultural behaviors.
遞送產生,領導能力 , 和 " 新的 BNSF" 文化的行為。
A topperforming leader had to deliver on all three of these targets.
一位 topperforming 領袖必須在這些目標中的所有三個上遞送。
None of the IT staff members had ever been evaluated in such a clear way before,and they responded extremely well to expectations and feedback.
沒有一個資訊科技職員以前曾經已經在一個如此清楚的方法中被評估，而且他們極端地很好地回應到期待和回應。
Part of the secret of getting people out of the old way and into the new is to establish a rhythm—that is,to control the flow,timing, and pace of the work.
把人趕出舊的方法秘密的部份而且進入新者之內要建立旋律-那是, 控制工作的流程，時間安排和速度。
Setting a calendar and adhering to it is,in most cases,the most visible means of signaling the transformation of the IT culture and new set of processes.
設定一個日歷而且黏附在它在大部份的情形下,是向資訊科技文化的變形作信號而且作信號程序的新組最看得見方法。
At BNSF,quarterly updates,staff meetings,directors』 councils,project reviews,technical reviews,and IT board meetings all helped give the new team a sense of normality and routine—especially important for people who are undergoing a reorganization.
在 BNSF ，每季的更新,設置職員會議，指導者的會議，計畫檢討，技術上的檢討，而且資訊科技全部搭乘會議幫助給新的隊一個常態感和常式-對於正在遭受一個改組的人是尤其重要。
The meetings helped transform the formerly frustrating and messy IT cultures.
被幫助轉換的會議那個從前挫敗和散亂的資訊科技文化。
Instead of accepting disorganization and lack of participation as a given,people showed up on time and generally became more efficient in their jobs.
代替接受如給予的組織破壞和缺乏分享，人准時出現並且通常在他們的工作中變得更有效率的。
The new organization and performance system was time-consuming to put in place,of course.
新的組織和表現系統是耗時適當地放, 當然。
Most of the leaders grumbled about these demands and the intense time pressure of the work.
大部份的領袖有關這些要求和工作的強烈時間壓力呻吟。
This was especially true for those who never had to manage under a clear set of expectations.
這尤其對那些從不必須在一清楚組的期待之下處理的人是真實的。
But over time,and especially with the early success of the project,healthy work patterns began to emerge,and a new culture was born.
但是隨著時間的過去，而且尤其以計畫的早成功，健康的工作式樣開始浮現，而且新的文化出生。
Within a few months,BNSF』s newly merged IT group became a high-performance organization—so much so that it beat the 24-month target by three months.
在幾個月之內， BNSF's 合並嶄新的資訊科技團體變成一個高表現組織- 這么多以便它在三個月之前打 24 月目標。
The reorganization,combined with the savings realized from streamlining processes and facilities,allowed BNSF to achieve roughly$500 million worth of cost savings that it had committed to the Interstate Commerce Commission to obtain merger approval.
改組,和從使程序和設備成流線型被了解的儲蓄結合,允許了 BNSF 概略地達成$它已經委託到州際的商業傭金獲得合並贊成的節省費用的五億價值。
Without the performance gear at high torque,BNSF could nothave attained its corporate goals.
沒有表現在高的轉力矩的齒輪, BNSF nothave 可以達到了它的企業目標嗎。
㈨ 我的股票進不去交易系統怎麼辦
這個是網路問題，在系統檢測里測一次網速，連接你網路相對應的運營商，找最快的主戰，如果測不了速，就表明你自己的網路有問題
㈩ 股票網上交易進不去了
我也是這種情況，大概是證券中心的問題，估計今天交易量很多，而且還要迎個大長假，還沒清算好吧！估計半夜或者明天就可以了