版权说明：本文档由用户提供并上传，收益归属内容提供方，若内容存在侵权，请进行举报或认领
文档简介
ClassicsofManagementWangHanE-MAIL：whsh06@163.comClassicsofManagementWangHan●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清华大学出版社，2011.●PeterF.Drucker.ThePracticeofManagement,机械工业出版社，2009.●PeterF.Drucker.ManagementChallengesforthe21stCentury.机械工业出版社，2011.●JayM.Shafritz.ClassicsofPublicAdministration,中国人民大学出版社，2010.ReferencesReferences●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.ReferencesReferences●Attendance10%●Assignments20%●FinalTest70%ExaminationsExaminationsIntroductiontoManagementandOrganizationsChapter1IntroductiontoChapter1●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?●YouneedtouseyourstrengtAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectivenessAModelofManagerialCompetenFollowthislearningOutlineasyoureadandstudythischapter.
◆
WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆
Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.
LEARNINGOUTLINE
FollowthislearningOutlinea◆
WhatDoManagersDo?●Describe
thefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.管理学经典◆
WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.管理学经典◆
ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.◆ClassifyingManagersTopManagers
MiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevelsTopMiddleManagersFirst-Line◆
WhatIsManagement?
●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals◆WhatIsManagement?Exhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)Exhibit2EffectivenessandEf◆
WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.◆WhatDoManagersDo?BasicManagerialFunctionsOrganizingLeadingPlanningControllingBasicManagerialFunctionsOrgaExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizingExhibit3ManagementProcessa◆
Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning◆Planninginvolvestasksthat◆
Determiningorganizationalgoalsandmeanstoreachthem◆
Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning◆Determiningorganizationalg◆
Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆
Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆
Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart◆Organizingmeansassigningt◆
Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading◆Leading(Influencing)means◆
Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆
Crucialelementinallfunctionsleading◆Gettingotherstoperformth◆
Gatherinformationthatmeasuresrecentperformance◆
Comparepresentperformancetopre-establishedstandards◆
Determinemodificationstomeetpre-establishedstandardsControlling◆Gatherinformationthatmeas◆
Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling◆Processbywhichaperson,g◆
WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator管理学经典◆
WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing管理学经典◆
WhatDoManagersDo?●Skills
Approach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization管理学经典Exhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagement
SupervisoryorOperationalManagementTechnicalSkillsHumanSkills
ConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.Exhibit4SkillsNeededatDifExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodelExhibit5ConceptualSkillsExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformatsExhibit6CommunicationSkillsExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●TimemanagementExhibit7EffectivenessSkillsExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitmentExhibit8InterpersonalSkills◆
TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆
Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChangingHowTheManager’sJobIsChangChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJobChangingTechnology(Digitizat◆
AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆
CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?WhatIsAnOrganization?TraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●Workanywhere,anytimeExhibit9TheChangingOrganizationTraditionalOrganizationContem◆
TheValueofStudyingManagement
●Theuniversalityofmanagement﹡Goodmanagementisneededinallorganizations.●Therealityofwork﹡Employeeseithermanageoraremanaged.●Rewardsandchallengesofbeingamanager﹡Managementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.﹡Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.WhyStudyManagementWhyStudyManagementAllOrganizationLevelsBottomTopAllTypesofOrganizationsProfitNot-for–ProfitAllOrganizationalAreasManufacturing–MarketingHumanResources–AccountingInformationSystems–etc.AllSizeofOrganizationsSmalllargeManagementIsNeededIn…Exhibit9UniversalNeedforManagementManagementIsNeededIn…ExhibiRewardsChallenges●Createaworkenvironmentinwhichorganizationalmemberscanworktothebestoftheirability●Dohardwork●Haveopportunitiestothinkcreativelyanduseimagination●Mayhavedutiesthataremoreclericalthanmanagerial●Helpothersfindmeaningandfulfillmentinwork●Havetodealwithavarietyofpersonalities●Support,coach,andnurtureothers●Oftenhavetomakedowithlimitedresources●Workwithavarietyofpeople●Motivateworkersinchaoticanduncertainsituations●Receiverecognitionandstatusinorganizationandcommunity●Successfullyblendknowledge,skills,ambitions,andexperiencesofadiverseworkgroup●Playaroleininfluencingorganizationaloutcomes●Successdependsonother’sworkperformance●Receiveappropriatecompensationinformofsalaries,bonuses,andstockoptions●GoodmanagersareneededbyorganizationsExhibit10RewardsandChallengesofBeingAManagerRewardsChallenges●Createaw◆
Step1●Divideyourselvesintogroups.5studentsinonegroupwithateamleader.Alistwithyournamesandcontactinformationshouldbehandedintoyoursubjectrepresentativebeforenextlesson.◆
Step2●Describingtheorganizationalframeworkandhumanstructureofoneorganizationwithin1000wordsbasedyourinterview.﹡Inyourhand-in,besuretomakeclearwhateverymembercontributed.AssignmentAssignment◆
Thestudyofadministration(13)◆
Thehumansideofenterprise(6)◆Bureaucracy(6)◆
BreakingthroughBureaucracy(13)◆
DiscussiononTheValueOrientationofPublicAdministration.(FairnessorEfficiency?)◆
DiscussionontheThoughtofAnti-bureaucracy.AssignmentAssignmentClassicsofManagementWangHanE-MAIL：whsh06@163.comClassicsofManagementWangHan●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清华大学出版社，2011.●PeterF.Drucker.ThePracticeofManagement,机械工业出版社，2009.●PeterF.Drucker.ManagementChallengesforthe21stCentury.机械工业出版社，2011.●JayM.Shafritz.ClassicsofPublicAdministration,中国人民大学出版社，2010.ReferencesReferences●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.ReferencesReferences●Attendance10%●Assignments20%●FinalTest70%ExaminationsExaminationsIntroductiontoManagementandOrganizationsChapter1IntroductiontoChapter1●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?●YouneedtouseyourstrengtAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectivenessAModelofManagerialCompetenFollowthislearningOutlineasyoureadandstudythischapter.
◆
WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆
Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.
LEARNINGOUTLINE
FollowthislearningOutlinea◆
WhatDoManagersDo?●Describe
thefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.管理学经典◆
WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.管理学经典◆
ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.◆ClassifyingManagersTopManagers
MiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevelsTopMiddleManagersFirst-Line◆
WhatIsManagement?
●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals◆WhatIsManagement?Exhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)Exhibit2EffectivenessandEf◆
WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.◆WhatDoManagersDo?BasicManagerialFunctionsOrganizingLeadingPlanningControllingBasicManagerialFunctionsOrgaExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizingExhibit3ManagementProcessa◆
Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning◆Planninginvolvestasksthat◆
Determiningorganizationalgoalsandmeanstoreachthem◆
Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning◆Determiningorganizationalg◆
Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆
Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆
Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart◆Organizingmeansassigningt◆
Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading◆Leading(Influencing)means◆
Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆
Crucialelementinallfunctionsleading◆Gettingotherstoperformth◆
Gatherinformationthatmeasuresrecentperformance◆
Comparepresentperformancetopre-establishedstandards◆
Determinemodificationstomeetpre-establishedstandardsControlling◆Gatherinformationthatmeas◆
Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling◆Processbywhichaperson,g◆
WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator管理学经典◆
WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing管理学经典◆
WhatDoManagersDo?●Skills
Approach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization管理学经典Exhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagement
SupervisoryorOperationalManagementTechnicalSkillsHumanSkills
ConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.Exhibit4SkillsNeededatDifExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodelExhibit5ConceptualSkillsExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformatsExhibit6CommunicationSkillsExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●TimemanagementExhibit7EffectivenessSkillsExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitmentExhibit8InterpersonalSkills◆
TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆
Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChangingHowTheManager’sJobIsChangChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJobChangingTechnology(Digitizat◆
AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆
CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?WhatIsAnOrganization?TraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●
温馨提示
- 1. 本站所有资源如无特殊说明，都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等，如果需要附件，请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸，网页内容里面会有图纸预览，若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间，仅对用户上传内容的表现方式做保护处理，对用户上传分享的文档内容本身不做任何修改或编辑，并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容，请与我们联系，我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 2025年教案分享：三角形分类的实践教学法
- 欢迎高一新生演讲稿
- 公司人事行政助理年终工作总结范文
- 2024年工厂工作实习报告（29篇）
- 护理进修学习总结
- 2025年教师节特别报道：课件与混合式教学
- 2025年小学书法公开课课件制作：技术与艺术的结合
- 《高中团课教案》课件
- 模板-数据展示设计
- 2025年怀化道路货物运输驾驶员考试
- 高标准农田建设项目验收技术方案
- 2024年甘肃天水麦积山石窟艺术研究所招聘工作人员考试真题
- 人效的指标体系及其“落地双引擎”
- 2025年山东省荣成市属事业单位招聘岗位及历年高频重点模拟试卷提升（共500题附带答案详解）
- 医学三基知识考试题库及答案（护理+临床）
- 《教育强国建设规划纲要（2024-2035年）》解读讲座
- 天耀中华合唱简谱大剧院版
- Unit 1 How tall are you B Read and write（课堂PPT）
- 最新部编版九年级语文下册 12《词四首》课后习题参考答案
- 部编版四年级语文下册27《巨人的花园》PPT课件（共2课时）
- 新人教版六年级下册科学全册教学设计教案
评论
0/150
提交评论