3000字外文文獻(xiàn)翻譯

1、human resource management more and more drives value. under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not o

2、nly whole have no, or may have already exhaust. the modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in k

3、eeping with of work. establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. human resource most the importance be a training and development, human resource de

4、velopment have to investment at training aspect, with exertive each stratum of human resource potential.人力資源管理愈來愈被重視。在經(jīng)濟(jì)發(fā)展成熟的體系下，人力資源管理必須配合以爭(zhēng)取最佳的資源效益，若將不適當(dāng)?shù)娜肆ε鋵?duì)不適當(dāng)?shù)穆毼?，資源效益不但全無，或可能有損耗?，F(xiàn)代經(jīng)濟(jì)講求平衡及配合，提升管理效能和質(zhì)素，就要人力資源配合以作平衡，其中的內(nèi)容是設(shè)立人力資源架構(gòu)框架，用最適合的人做最適合的工作。建立人力資源平臺(tái)，作為溝通及搜集信息管道，將各方意見綜合，舍短取長(zhǎng)，以處理薪酬、福利等事宜。人力資源最

5、重要是培訓(xùn)及發(fā)展，人力資源發(fā)展必須投資在培訓(xùn)方面，以發(fā)揮各階層的人力資源潛能。發(fā)展簡(jiǎn)史 generally say, the academic circles development of human resource experience: personal management, human resource management be recently till now rise of manpower capital management. the main dissimilarity namely lay in the principle that company and busin

6、ess enterprise treat an employee of variety and development.一般說來，人力資源在學(xué)術(shù)界的發(fā)展經(jīng)歷了：人事管理，人力資源管理，到現(xiàn)在新近興起的人力資本管理。其主要不同即在于公司和企業(yè)對(duì)待職員的理念的變化和發(fā)展。at the personal management stage, the work of the personnel managers is a management officers and workers' welfare, and with the legal procedure of labor union. t

7、he upper level management of the company section sees various activity and office clerk of personnel section all make a company of the big pen be pure expenditure, but possibly of reduction this part of expenditure. the company maintain inactive support attitude to the activity of personnel departme

8、nt. 在人事管理階段，人事經(jīng)理們的工作是管理職工福利，以及和工會(huì)的法律程序方面。公司的上層管理部門將人事部門的各種活動(dòng)以及公司職員皆看作公司的大筆純支出，而盡可能的削減這部分的開支。公司對(duì)人事部的活動(dòng)持不積極的支持態(tài)度。at the management stage of human resource, business enterprise the employee is seen into a business enterprise of can increase in value of property but disheveled hair exhibition with perio

9、d full make use of potential. human resource section is full exploitation post analysis, work analysis, the post all say, personnel choice and job advertisement, employee training and so on activity come to raise the business enterprise employee's efficiency, thus increment business enterprise o

10、f management and luck camp more valid. when a company practice human resource management strategy of time, human resource section will be bring into a company strategy plan of an importance constitute part. when a company practice human resource management strategy of time, human resource section wi

11、ll be bring into a company strategy plan of an importance constitute part. the future development of company, the market expand, new product development the etc. all want to lead long to pull a human resource section of support, moderate and cooperation. human resource drive is an exaltation company

12、 the strategy of the competition ability means but drive value. in addition, human resource management be help the company encourage employee, through some satisfy of material and some finance reward, thus increment employee of to company ownership feeling, increment employee morale with turn down t

13、o work of disaffection etc.在人力資源管理階段，企業(yè)員工被看成企業(yè)的可以增值的資產(chǎn)而被發(fā)展以期充分利用潛能。人力資源部門充分利用職位分析，工作分析，職位概述，人員選擇和招聘，員工培訓(xùn)等等活動(dòng)來提高企業(yè)員工的效率，從而增加企業(yè)的管理和運(yùn)營(yíng)更加有效。當(dāng)一個(gè)公司實(shí)行人力資源管理戰(zhàn)略的時(shí)候，人力資源部門將被納入公司戰(zhàn)略計(jì)劃的一個(gè)重要組成部分。公司的未來發(fā)展，市場(chǎng)拓展，新產(chǎn)品研發(fā)等等都要牽扯到人力資源部門的支持，協(xié)調(diào)與合作。人力資源被作為提高公司競(jìng)爭(zhēng)力的戰(zhàn)略手段而被重視。除此之外，人力資源管理就是協(xié)助公司去激勵(lì)員工，透過一些物質(zhì)上的滿足和一些財(cái)務(wù)獎(jiǎng)勵(lì)，從而增加員工的對(duì)公司歸屬感

14、、增加員工士氣和減低對(duì)工作的不滿等。有高昂的士氣會(huì)使工作更加有效率和使工作更加順利，最終公司和員工也各有得益。at the management stage of the manpower capital, the basic job of manpower section still with human resource management period likeness, but business enterprise the employee be no longer see make the property which have development potential, bu

15、t company can make use of capital. the each item activity of human resource section is turn by the quantity with the profit margin of the company hook, and this be also the main means which measure whether officers and workers and each section is valid work or not在人力資本管理階段，人力部門的基本職責(zé)仍與人力資源管理時(shí)期相似，但是企業(yè)

16、員工不再被看作有發(fā)展?jié)摿Φ馁Y產(chǎn)，而是公司可以利用的資本。人力資源部門的各項(xiàng)活動(dòng)被量化與公司的利潤(rùn)率掛鉤，并且這也是衡量職工和各部門是否有效工作的主要手段。human resource management (hrm) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. its techniques force the managers of an enterprise to express their goal

17、s with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. as such, hrm techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall

18、. hrm is also seen by many to have a key role in risk reduction within organizations人力資源管理（hrm）被認(rèn)為是在這一領(lǐng)域的從業(yè)人員作為一個(gè)更具創(chuàng)新性的工作場(chǎng)所的管理比傳統(tǒng)辦法的模式。它的技術(shù)力量，企業(yè)的管理者與特異性表達(dá)自己的目標(biāo)，使他們能夠理解和勞動(dòng)力開展，并為他們提供所需的圓滿完成任務(wù)的資源。因此，人力資源管理方法，在正確的實(shí)踐，是表達(dá)的目標(biāo)和企業(yè)經(jīng)營(yíng)措施的整體。人力資源管理也被許多人有一個(gè)組織內(nèi)的風(fēng)險(xiǎn)減少的關(guān)鍵作用。human resource management is for the sake o

19、f completion the management involve person or personnel in the work of the mission carry on of management work. the human resource management work include: work analysis; establishment manpower requirement the plan and personnel enlist; training and development; salary and the welfare management, pe

20、rformance evaluation; labor relation management etc.人力資源管理是指為了完成管理工作中涉及人或人事方面的任務(wù)所進(jìn)行的管理工作。人力資源管理工作包括：工作分析；制定人力需求計(jì)劃以及人員招募；培訓(xùn)及開發(fā)；薪酬及福利管理、績(jī)效評(píng)估；勞動(dòng)關(guān)系管理等。the main working talent of human resource management include: the personnel enlist; training and development; salary and welfare management; the results

21、investigate; the relation of the employee; corporate culture. this six human resource working talent is according to the west of human resource management practice induce of working talent, for big part in small scaled business enterprise but speech already enough, the large group business enterpris

22、e usually also will include human resource information-based, staff management etc.;concrete arrive china of management practice medium, return have tradition of personnel file, title natural intelligence management etc. have china special features of mold piece.人力資源管理的主要職能包括：人員招募；培訓(xùn)及開發(fā)；薪酬及福利管理；績(jī)效考核

23、；員工關(guān)系；企業(yè)文化。 這六項(xiàng)人力資源職能是依據(jù)西方的人力資源管理實(shí)踐所歸納的職能，對(duì)于大部分中小型企業(yè)而言已經(jīng)足夠，大型集團(tuán)企業(yè)往往還會(huì)包括人力資源信息化、干部管理等；具體到中國(guó)的管理實(shí)踐中，還有傳統(tǒng)的人事檔案、職稱資質(zhì)管理等有中國(guó)特色的模塊。the personnel enlists and is called a personnel a job advertisement. main is according to organization(company, government, non- earnings organization etc.) of in the near futur

24、e and long-term of business demand, establishment personnel need of plan, and pass various job advertisement means to completion organization of personnel's need.人員招募又稱為人員招聘。主要是基于組織（公司，政府，非盈利組織等）的近期及遠(yuǎn)期的業(yè)務(wù)需要，來制定人員需求的計(jì)劃，并通過各種招聘手段來完成組織的人員需求。the recruitment of key staff personnel involved in the pla

25、nning, resume collection, selection, recruitment and staff induction training. training and development is mainly done through training and development of technology and means to improve staff skills to meet the company's business environment in which the skills and knowledge changes. . the main

26、 technology and tools include: training, job training, job rotation, staff continuing education programs, counseling, discipline.人員招募主要涉及人員規(guī)劃，簡(jiǎn)歷收集，選聘，錄用及員工入職培訓(xùn)。培訓(xùn)及開發(fā)主要是通過一些培訓(xùn)及開發(fā)的技術(shù)及手段，提高員工的技能，以適應(yīng)公司所處經(jīng)營(yíng)環(huán)境中的技術(shù)及知識(shí)的變化。主要的技術(shù)及手段有：培訓(xùn)、在崗培訓(xùn)、輪崗 、員工繼續(xù)教育計(jì)劃、輔導(dǎo)、訓(xùn)導(dǎo)。an hrm strategy pertains to the means as to how t

27、o implement the specific functions of hrm. an organizations hr function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an hr plan, or learning and development policies; however all of these functional areas of hrm need to be aligned and correlat

28、ed, in order to correspond with the overall business strategy. an hrm strategy thus is an overall plan, concerning the implementation of specific hrm functional areas.一個(gè)人力資源管理戰(zhàn)略，涉及到如何實(shí)施人力資源管理的具體職能的手段。一個(gè)組織的人力資源功能可能具有招聘和選拔政策，紀(jì)律處分程序，獎(jiǎng)勵(lì)/承認(rèn)政策，在人力資源計(jì)劃，或?qū)W習(xí)和發(fā)展的政策，但這些人力資源管理的職能領(lǐng)域都需要加以調(diào)整和相關(guān)，為了以符合整體業(yè)務(wù)戰(zhàn)略。因此，一個(gè)是人

29、力資源管理戰(zhàn)略的總體規(guī)劃，有關(guān)人力資源管理職能領(lǐng)域的具體實(shí)施。"best fit" and "best practice" - meaning that there is correlation between the hrm strategy and the overall corporate strategy. as hrm as a field seeks to manage human resources in order to achieve properly organizational goals, an organizations hrm

30、 strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organization. as an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. accordingly, the hrm strategy would seek to

31、 facilitate how exactly to manage personnel in order to achieve the 10% figure. specific hrm functions, such as recruitment and selection, reward/recognition, an hr plan, or learning and development policies, would be tailored to achieve the corporate objectives. “最佳”和“最佳做法” - 意思是，是有關(guān)系的人力資源管理戰(zhàn)略和總體戰(zhàn)略

32、的關(guān)系。像人力資源管理的目的，是外地的人力資源管理，以實(shí)現(xiàn)組織的目標(biāo)正確，一個(gè)組織的人力資源管理戰(zhàn)略，旨在通過應(yīng)用實(shí)現(xiàn)企業(yè)的人員，如管理需要的目標(biāo)/組織的目標(biāo)。作為一個(gè)例子，一家公司銷售的汽車有較大的增加10，五年內(nèi)汽車銷售公司戰(zhàn)略。因此，人力資源管理戰(zhàn)略，將努力推動(dòng)究竟如何管理人員，以實(shí)現(xiàn)10的數(shù)字。具體的人力資源管理職能，如招聘和選拔，獎(jiǎng)勵(lì)/認(rèn)知，人力資源計(jì)劃，或?qū)W習(xí)和發(fā)展政策，將按照實(shí)現(xiàn)企業(yè)目標(biāo)。close co-operation (at least in theory) between hr and the top/senior management, in the developm

33、ent of the corporate strategy. theoretically, a senior hr representative should be present when an organizations corporate objectives are devised. this is so, since it is a firm's personnel who actually construct a good, or provide a service. the personnel's proper management is vital in the

34、 firm being successful, or even existing as a going concern. thus, hr can be seen as one of the critical departments within the functional area of an organization.緊密合作（至少在理論上）和人力資源之間的高層/高層管理人員，在企業(yè)戰(zhàn)略發(fā)展。理論上，一個(gè)高級(jí)人力資源代表應(yīng)當(dāng)參加一個(gè)組織的整體目標(biāo)是設(shè)計(jì)。這是這樣，因?yàn)樗且粋€(gè)公司的工作人員究竟是誰建造一個(gè)良好的，或提供服務(wù)。在人員的適當(dāng)?shù)墓芾硎侵陵P(guān)重要的公司獲得成功，甚至作為一個(gè)持續(xù)關(guān)注

35、的現(xiàn)有。因此，人力資源可以被看作是重要的部門之一在一個(gè)組織的功能區(qū)。the implementation of an hr strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.一項(xiàng)人力資源戰(zhàn)略的實(shí)施并不總是需要，并可

36、能取決于若干因素，即公司，公司內(nèi)的組織文化或行業(yè)中的企業(yè)，也是人們?cè)诠窘?jīng)營(yíng)規(guī)模。an hrm strategy can be divided, in general, into two facets - the people strategy and the hr functional strategy. the people strategy pertains to the point listed in the first paragraph, namely the careful correlation of hrm policies/actions to attain the goa

37、ls laid down in the corporate strategy. the hr functional strategy relates to the policies employed within the hr functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.一個(gè)人力資源管理策略可分為，一般分為兩個(gè)方面 - 人民的戰(zhàn)略和人力資源職能戰(zhàn)略。人民的戰(zhàn)略涉及第一款所列的問題，即人力資源管理政策

38、，審慎性/行動(dòng)，以達(dá)到規(guī)定的企業(yè)戰(zhàn)略制定的目標(biāo)。人力資源職能戰(zhàn)略涉及內(nèi)部人力資源職能領(lǐng)域本身所采用的政策，有關(guān)人員給它的內(nèi)部管理，以確保自己部門的目標(biāo)得以實(shí)現(xiàn)。the human resources management (hrm) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs

39、, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. activities also include managing your approach to employee benefits and compensation, employee record

40、s and personnel policies. usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. however, they should always ensure that employees haveand are aware ofpersonnel policies which conform to current regu

41、lations. these policies are often in the form of employee manuals, which all employees have.人力資源管理（hrm）包含了各種活動(dòng)，而其中的關(guān)鍵是確定哪些人員需要你有是否使用獨(dú)立的承包商或雇用員工，以填補(bǔ)這些需求，招募和培訓(xùn)的優(yōu)秀員工，確保他們的高演員，有性能問題時(shí)，并確保您的工作人員和管理方法，符合各項(xiàng)規(guī)定?；顒?dòng)還包括你的方法來管理員工福利和補(bǔ)償，員工記錄和人事政策。通常（營(yíng)利性或非營(yíng)利性），小型企業(yè)要進(jìn)行這些活動(dòng)，因?yàn)樗麄冞€不能負(fù)擔(dān)的部分或全職的幫助。但是，他們應(yīng)該確保員工和都知道，人事政策，符合現(xiàn)行

42、規(guī)定。這些政策往往在員工手冊(cè)，使所有員工的形式。note that some people distinguish a difference between hrm (a major management activity) and hrd (human resource development, a profession). those people might include hrm in hrd, explaining that hrd includes the broader range of activities to develop personnel inside of orga

43、nizations, including, e.g., career development, training, organization development, etc.注意：一些人區(qū)別 hrm(一個(gè)主要的管理活動(dòng)) 和 hrd(人力資源發(fā)展,一個(gè)職業(yè)) 之間的一種不同。 那些人可能在 hrd 包括 hrm,解釋 hrd 包括各類型的活動(dòng)發(fā)展組織的里面人員,包括,舉例來說, 事業(yè)發(fā)展、訓(xùn)練, 組織發(fā)展, 等等。there is a long-standing argument about where hr-related functions should be organized int

44、o large organizations, e.g., "should hr be in the organization development department or the other way around?"有一個(gè)持久的爭(zhēng)論有關(guān)哪里 hr-相關(guān)的功能應(yīng)該被編入大的組織, 舉例來說， "hr 應(yīng)該在組織發(fā)展部門中嗎或另一個(gè)方法在附近 ?"the hrm function and hrd profession have undergone tremendous change over the past 2030 years. many year

45、s ago, large organizations looked to the "personnel department," mostly to manage the paperwork around hiring and paying people. more recently, organizations consider the "hr department" as playing a major role in staffing, training and helping to manage people so that people and

46、 the organization are performing at maximum capability in a highly fulfilling manner.在人力資源管理職能和人力資源開發(fā)行業(yè)都發(fā)生在過去20-30年來的巨大變化。許多年前，大型機(jī)構(gòu)展望了“人事部”，主要是為了管理和支付雇用周圍人的文書工作。最近，組織認(rèn)為“人力資源部”的工作人員發(fā)揮著重要作用，訓(xùn)練和協(xié)助管理人士，使人民和組織是在最大的能力表現(xiàn)在高度實(shí)現(xiàn)的方式。however, many hr functions these days struggle to get beyond the roles of admi

47、nistration and employee champion, and are seen rather more reactive than strategically proactive partners for the top management. in addition, hr organizations also have the difficulty in proving how their activities and processes add value to the company. only in the recent years hr scholars and hr

48、 professionals are focusing to develop models that can measure if hr adds value.然而，許多人力資源職能這些天的斗爭(zhēng)要超越行政和員工冠軍的作用，被認(rèn)為比而是作為高層管理人員的戰(zhàn)略合作伙伴的積極反應(yīng)。此外，人力資源組織，也有如何證明他們的活動(dòng)和流程增加價(jià)值的公司困難。只有在人力資源和人力資源專家學(xué)者近年來的重點(diǎn)是開發(fā)模式，可以衡量，如果人力資源增加價(jià)值。human resources management comprises several processes. together they are supposed t

49、o achieve the above mentioned goal. these processes can be performed in an hr department, but some tasks can also be outsourced or performed by line-managers or other departments. when effectively integrated they provide significant economic benefit to the company人力資源管理包含一些程序。 一起他們應(yīng)該達(dá)成那上方提到了目標(biāo)。 這些程序

50、能是運(yùn)行在一個(gè) hr 部門中, 但是一些工作也能是外包的或運(yùn)行被線-經(jīng)理或其他的部門。 當(dāng)有效地整合的他們提供重要的經(jīng)濟(jì)利益給公司human resource management (hrm) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. its techniques force the managers of an enterprise to express their goals with speci

51、ficity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. as such, hrm techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. hrm is als

52、o seen by many to have a key role in risk reduction within organizations人力資源管理（hrm）被認(rèn)為是在這一領(lǐng)域的從業(yè)人員作為一個(gè)更具創(chuàng)新性的工作場(chǎng)所的管理比傳統(tǒng)辦法的模式。它的技術(shù)力量，企業(yè)的管理者與特異性表達(dá)自己的目標(biāo)，使他們能夠理解和勞動(dòng)力開展，并為他們提供所需的圓滿完成任務(wù)的資源。因此，人力資源管理方法，在正確的實(shí)踐，是表達(dá)的目標(biāo)和企業(yè)經(jīng)營(yíng)措施的整體。人力資源管理也被許多人有一個(gè)組織內(nèi)的風(fēng)險(xiǎn)減少的關(guān)鍵作用。synonyms such as personnel management are often used in

53、 a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. so if we move to actual definitions, torrington and hall (1987) define personnel management as being: the go

54、al of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively.同義詞，例如人事管理，常被用在更狹義來描述活動(dòng)中所招聘的員工需要，提供工資和福利委員會(huì)成員，并管理其工作與生活的需要。因此，如果我們進(jìn)入實(shí)際的定義，托林頓和hall（1987）被定義為：人力資源管理的目標(biāo)是幫助一個(gè)組織，以滿足吸引戰(zhàn)略目標(biāo)，保持員工，并有效地管理人員的管理。 芁蒂

55、肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞

56、蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃

57、螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁

58、螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞

59、螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅袀膈莀螄肅羈莆螃螂芆節(jié)螂裊聿薁螁羇芄蕆螀聿肇莃袀蝿芃艿蒆袁肅膅蒅羄芁蒃蒄蚃肄葿蒄袆荿蒞蒃羈膂芁蒂肀羅薀蒁螀膀蒆蒀袂羃莂蕿羄腿羋薈蚄羈膄薈袆膇薂薇罿肀蒈薆肁芅莄薅螁肈芀薄袃芃膆薃羅肆蒅螞蚅節(jié)莁螞螇肅芇蟻羀芀芃蝕肂膃薁蠆螂羆蕆蚈襖膁莃蚇羆羄艿蚆蚆腿膅螆?bào)⒘\蒄螅