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McGraw-Hill/IrwinCopyright?2010byTheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinCopyright?2Chapter1IntroductiontoHumanResourceManagement
andtheEnvironmentChapter1IntroductiontoHumanIntroductionHRMischargedwithprogramsconcernedwithpeopleGettingeverymanagerinvolvedEffectiveuseofpeopleAchievingindividual&organizationalgoalsIntroductionHRMischargedwitHRMActivitiesEEOcomplianceHRplanningTraining,developmentJobanalysisLaborrelationsPerformanceevaluation,compensationSafety,health,wellnessRecruitment,selection,motivation,orientationHRMActivitiesEEOcomplianceHRHRMOrientationActionPeopleFutureGlobalHRMOrientationActionPeopleFutABriefHistoryofHRMMasons,carpenters,leatherworkers,othercraftspeopleEnglish
GuildsChangingworkconditionsand
socialpatternsIndustrial
RevolutionScientificmanagement,welfarework,industrialpsychologyWorldWarsABriefHistoryofHRMMasons,ABriefHistoryofHRMScienceHarmonyMaximumoutputCooperationScientific
Management
(FrederickTaylor)ABriefHistoryofHRMScienceHABriefHistoryofHRMTheworkerIndustrialPsychologyIndividualdifferencesMaximumwellbeingABriefHistoryofHRMTheworkABriefHistoryofHRMPersonneldepartmentswerecreatedtodealwith:DrasticchangesintechnologyOrganizationalgrowthTheriseofunionsGovernmentinterventionEmployee-managementconflictABriefHistoryofHRMPersonneABriefHistoryofHRMTheHawthornestudies(1924to1933):Determinetheeffectof
illuminationonworkersandoutputPointedouttheimportanceofsocial
interactiononoutputandsatisfactionUntilthe1960s,thepersonnelfunctionwasconcernedonlywithblue-collaremployeesFiling,housekeeping,socialworker,firefighter,
diffuserofuniontroubleABriefHistoryofHRMTheHawtStrategicImportanceofHRMToday,HRMplaysamajorrolein:Clarifyingthefirm’shumanresourceproblemsDevelopingsolutionsforthemStrategicHRMdiffersfromtraditionalHRMTraditionalarrangements…responsibilityformanaginghumanresourceslieswithspecialistsStrategicapproach…peoplemanagementrestswithanyonewhoisindirectcontactwithworkersorlinemanagersStrategicImportanceofHRMTodStrategicImportanceofHRMStrategicImportanceofHRMStrategicImportanceofHRMForyears,HRMwasnotlinkedtocorporateprofitOrganizationsfocusedoncurrentperformanceHRmanagersdidnothaveastrategicperspectiveExecutivescategorizedHRMinatraditionalmannerItwashardtodevelopmetricsforHRMactivitiesRecognizingtheimportanceofpeoplemadeHRM
amajorplayerindevelopingstrategicplansHRMstrategiesmustreflecttheorganization’sstrategyregardingpeople,profit,andeffectivenessStrategicImportanceofHRMForStrategicImportanceofHRMAssess/interpretcostsandbenefitsofHRMissuesUserealistic,challenging,specific,andmeaningfulgoals
inplanningmodelsKeyConceptstoApplyAnalyze/solveproblemsfromaprofit-orientedpointofviewPreparereportsonHRMsolutionstoproblemsTrainHRstafftoemphasizeimportanceofprofitsStrategicImportanceofHRMAssStrategicImportanceofHRMMeasuredEvaluatedCommunicatedHRMactions,
language,
performanceStrategicImportanceofHRMMeaStrategicImportanceofHRMHRMaccountabilityresultedfrom:ConcernsaboutproductivityOrganizationaldownsizingandredesignIncreasinglydiverseworkforceCompetitiveneedtouseall
organizationalresourcesStrategicImportanceofHRMHRMStrategicImportanceofHRMDirectionManagersEffectivenessTheworkThefirmEmployeesToneStrategicImportanceofHRMDirHRMandOrganizationalEffectivenessForafirmtosurviveandprosper,reasonablegoalsmustbeachievedin:PerformanceLegalcomplianceEmployeesatisfactionAbsenteeismTurnoverTrainingeffectivenessandROIGrievanceratesAccidentratesHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessMeasureofEffectivenessReaching
goalsUsing
employees
efficientlyInflux/
retention
ofgood
employeesMissionandstrategyCompanystructureHRMHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessThepeoplewhodothework
andcreatetheideas
allowtheorganizationtosurviveHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessCopingWithChangeGrowingglobalcompetitionRapidlyexpandingtechnologiesDemandforindividual,team,organizationalcompetenciesFastercycletimesIncreasinglegalandcompliancescrutinyHighercustomerexpectationsMechanized,routineworknowknowledge-basedHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessEmployees+GoodManagement=$ProfitabilitygainsHigherstockpricesCompanysurvivalHRMandOrganizationalEffectiObjectivesoftheHRMFunctionHelptheorganizationreachgoalsEmployworkforceskills/abilitiesefficientlyIncreasesatisfaction,self-actualization,qualityofworklifeCommunicateHRMpoliciestoallemployeesMaintainethicalpolicies,sociallyresponsiblebehaviorManagechangetothemutualadvantageofindividuals,groups,theenterprise,andthepublicHRMContributionstoEffectivenessProvidetrained,motivatedemployeesObjectivesoftheHRMFunctionProvidingTrained,MotivatedWorkersRewardgoodresultsDon’trewardnon-performanceMakegoalsclearMeasureresultsclearly,fairlyProvidetherightpeople
attherighttimeProvidingTrained,MotivatedWIncreasingJobSatisfactionThisjobismatchesmyskillsperfectlyThecompanytreatsmeequitablyIfindthisjob
veryfulfillingDissatisfiedworkerscanproduceasmuchassatisfiedworkers,buttheyquitandareabsentmoreoften,andproducelower-qualityworkIncreasingJobSatisfactionThiObjectivesoftheHRMFunctionMeaningful
tasksWorkworking
hoursJobsafetyGoodphysical
surroundsFreedomand
autonomyManagement
styleQualityof
WorkLifeObjectivesoftheHRMFunctionObjectivesoftheHRMFunctionCommunicatingHRMpoliciestoallemployees:HRMpolicies,programs,andprocedures
mustbecommunicatedfullyandeffectivelyTheymustberepresentedtooutsidersTop-levelmanagersmustunderstandwhat
HRMcanofferObjectivesoftheHRMFunctionEthical&SociallyResponsibleBehaviorShowbyexamplethatHRMactivitiesarefair,truthful,honorableDonotdiscriminateProtectthebasicrightsofemployeesApplytoallHRMactivitiesEthical&SociallyResponsibleTrendsandChangesTelecommutingOutsourcingHRMFamily
medicalleaveChildcareSpouserelocationassistancePayforskillsBenefitcost-sharingUnion-managementnegotiationNewlifestyles,agingpopulationTrendsandChangesTelecommutinUrgency&FastCycleTimesNewproductsandservicesCustomerServiceTrainingandeducationIncreasedEmphasisUrgency&FastCycleTimesNewObjectivesoftheHRMFunctionShortercycletimesmeanlesstimeto:Train,educate,andassignmanagersSolvesexualharassmentcomplaintsRecruitandselecttalentedpeopleImprovethefirm’simageLearningprovidesaframeworkfordecreasing
cycletimeObjectivesoftheHRMFunctionLearningFrameworkCulturethatrewardslearningEmphasisonworkingefficiently,quicklyKeyLearningAreasLeadershipbehaviorsQuicker,moreflexibledecisionmakingEmpowermentLearningFrameworkCulturethatObjectivesoftheHRMFunctionNewTechnologyCompetitionCausesofurgent,fastermanagementbehaviorsNewopportunitiesObjectivesoftheHRMFunctionWhoPerformsHRMActivitiesTwogroupsnormallyperformHRMactivities:HRmanager-specialistsOperatingmanagersTheeffectivenessofthehumanresourcedeclinesmorequicklythanallotherresourcesAninvestmentinpeopleeffectsorganizationaleffectivenessmorethanmoney,materials,orequipmentWhoPerformsHRMActivitiesTwoHRMActivitiesMeetingsPhonecallsProblemsolvingTrainingOperatingManagersHRMSpecialistRecruitingSelectionCompensationHRdepartmentstypically
foundincompanieswith
200+employeesSchedulingworkHRMActivitiesMeetingsPhonecaOutsourcingDownsizingRapidgrowthordecline
ofbusinessRestructuringGlobalizationIncreasedcompetitionContributorstoHRMoutsourcingOutsourcingDownsizingRapidgroOutsourcingSomeexecutivesassumethatoutsourcingcan:ReducecostsImproveflexibilityPermitthehiringofspecializedexpertiseThereislittleempiricalsupportfortheseassumptionsOutsourcingSomeexecutivesassInteractionofOperating&HRManagersPromotionTransferorterminationWorkingconditionsDisciplineHRM
Specialists
(staff)Joint-decisionConflictOperating
Managers
(line)EmploymentplanningInteractionofOperating&HRInteractionofOperating&HRManagersRewardsOrganizationalplanningLaborrelationsEmployeeauthorityoverjobHRM
Specialists
(staff)DifferentViewpointsOperating
Managers
(line)InteractionofOperating&HRInteractionofOperating&HRManagersDemographyTechnologyGlobalizationSweeping
business
changesForces
impacting
rolesInteractionofOperating&HRHRMasCompanyPoliceInflexibleOver-attentivetodetailHRMasCompanyPoliceInflexiblInteractionofOperating&HRManagersUnderstandallaspectsofthebusinessBecomestrategicpartnerwithlinemanagersAnalyzeeveryactivityandproveitsvalueSeekoutoperatingmanagersHelpmanagersavoidproblemsHRspecialistsareencouragedto…BeflexibleandopentoideasofothersInteractionofOperating&HRInteractionofOperating&HRManagersEvaluateuse&satisfactionamongotherdepartmentsEducateeveryoneaboutHRMservicesAscertaincompanyneedsforitscompetenceHaveHRMstrategicplansbuildonfirm’sstrengthsHRmustbeproactive,integralpartof
managementandstrategicplanningDevelopcompetitiveadvantageoverotherfirmsInteractionofOperating&HRDevelopingaCompetitiveAdvantageThesemustbecomesoimportantandeffectivethateveryunitinthefirmknowstheyareneededforsuccess:
ThecompensationsystemTrainingopportunitiesDiversitymanagementprograms
DevelopingaCompetitiveAdvanHRM’sPlaceinManagementToeducateothersabouttheHRimplicationsofdecisions,HRexecutivesmustunderstandInvestmentsAdvertisingMarketingProductionITR&DHRM’sPlaceinManagementToedHRDepartmentOperationsAverage
HRDeptLessthan150peoplePersonnelRatioAverage=1specialist
per100employeesLessforconstruction,retail
agriculture,wholesale,servicesMoreforpublicutilities,durablegoodsmanufacturing,banking,Insurance,governmentHRDepartmentOperationsAveragHRMStrategyMajorObjectivesProceduresPoliciesResourcesHRMStrategyMajorObjectivesPrHRMStrategyOrganization’sinternalstrengths/weaknessesChangesintheenvironmentAnticipatedactionsofcompetitorsBasisforResourceAllocationHRMStrategyOrganization’sintClarifyingMeaningfulHRMObjectivesMorespecificStrategy:TheplanthatintegratesmajorobjectivesObjectives:GoalsthatarespecificandmeasurablePolicies:DecisionmakingguidesProcedures/rules:SpecificdirectionsfordecisionmakingMorespecificMorespecificClarifyingMeaningfulHRMObjeHRMPolicyApolicyisageneralguidethatexpresseslimitswithinwhichactionshouldoccurArisesfrompastorpotentialproblemsFreesmanagersfrommakingcertaindecisionsEnsuressomeconsistency
inbehaviorAllowsmanagerstoconcentrate
ondecisionswheretheyhavethemost
experienceandknowledgeHRMPolicyApolicyisageneraHRMProceduresProcedures(rules)arespecificdirectionsInstandardoperatingprocedure(SOP)manualsHelpsensureconsistentdecisionmakingShouldbewell-developed,butnotexcessiveDevelopforonlythemostvitalareasHRMProceduresProcedures(ruleOrganizationofanHRDepartmentHRspecialistsareusuallylocatedattheheadquartersofanorganizationChiefHRExecutiveTypicallyreportstothe
topmanagerSmall/MediumFirmsNonprofitsHRMistypicallyaunitinthebusinessofficeHRMandanotherfunctionmaybeinasingledepartmentOrganizationofanHRDepartmePlanoftheBookPart1:IntroductiontoHRMandtheEnvironmentPartII:AcquiringHumanResourcesPartIII:RewardingHumanResourcesPartIV:DevelopingHumanResourcesPartV:LaborManagementRelations&
PromotingSafetyandHealthPlanoftheBookPart1:IntrodMcGraw-Hill/IrwinCopyright?2010byTheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinCopyright?2Chapter1IntroductiontoHumanResourceManagement
andtheEnvironmentChapter1IntroductiontoHumanIntroductionHRMischargedwithprogramsconcernedwithpeopleGettingeverymanagerinvolvedEffectiveuseofpeopleAchievingindividual&organizationalgoalsIntroductionHRMischargedwitHRMActivitiesEEOcomplianceHRplanningTraining,developmentJobanalysisLaborrelationsPerformanceevaluation,compensationSafety,health,wellnessRecruitment,selection,motivation,orientationHRMActivitiesEEOcomplianceHRHRMOrientationActionPeopleFutureGlobalHRMOrientationActionPeopleFutABriefHistoryofHRMMasons,carpenters,leatherworkers,othercraftspeopleEnglish
GuildsChangingworkconditionsand
socialpatternsIndustrial
RevolutionScientificmanagement,welfarework,industrialpsychologyWorldWarsABriefHistoryofHRMMasons,ABriefHistoryofHRMScienceHarmonyMaximumoutputCooperationScientific
Management
(FrederickTaylor)ABriefHistoryofHRMScienceHABriefHistoryofHRMTheworkerIndustrialPsychologyIndividualdifferencesMaximumwellbeingABriefHistoryofHRMTheworkABriefHistoryofHRMPersonneldepartmentswerecreatedtodealwith:DrasticchangesintechnologyOrganizationalgrowthTheriseofunionsGovernmentinterventionEmployee-managementconflictABriefHistoryofHRMPersonneABriefHistoryofHRMTheHawthornestudies(1924to1933):Determinetheeffectof
illuminationonworkersandoutputPointedouttheimportanceofsocial
interactiononoutputandsatisfactionUntilthe1960s,thepersonnelfunctionwasconcernedonlywithblue-collaremployeesFiling,housekeeping,socialworker,firefighter,
diffuserofuniontroubleABriefHistoryofHRMTheHawtStrategicImportanceofHRMToday,HRMplaysamajorrolein:Clarifyingthefirm’shumanresourceproblemsDevelopingsolutionsforthemStrategicHRMdiffersfromtraditionalHRMTraditionalarrangements…responsibilityformanaginghumanresourceslieswithspecialistsStrategicapproach…peoplemanagementrestswithanyonewhoisindirectcontactwithworkersorlinemanagersStrategicImportanceofHRMTodStrategicImportanceofHRMStrategicImportanceofHRMStrategicImportanceofHRMForyears,HRMwasnotlinkedtocorporateprofitOrganizationsfocusedoncurrentperformanceHRmanagersdidnothaveastrategicperspectiveExecutivescategorizedHRMinatraditionalmannerItwashardtodevelopmetricsforHRMactivitiesRecognizingtheimportanceofpeoplemadeHRM
amajorplayerindevelopingstrategicplansHRMstrategiesmustreflecttheorganization’sstrategyregardingpeople,profit,andeffectivenessStrategicImportanceofHRMForStrategicImportanceofHRMAssess/interpretcostsandbenefitsofHRMissuesUserealistic,challenging,specific,andmeaningfulgoals
inplanningmodelsKeyConceptstoApplyAnalyze/solveproblemsfromaprofit-orientedpointofviewPreparereportsonHRMsolutionstoproblemsTrainHRstafftoemphasizeimportanceofprofitsStrategicImportanceofHRMAssStrategicImportanceofHRMMeasuredEvaluatedCommunicatedHRMactions,
language,
performanceStrategicImportanceofHRMMeaStrategicImportanceofHRMHRMaccountabilityresultedfrom:ConcernsaboutproductivityOrganizationaldownsizingandredesignIncreasinglydiverseworkforceCompetitiveneedtouseall
organizationalresourcesStrategicImportanceofHRMHRMStrategicImportanceofHRMDirectionManagersEffectivenessTheworkThefirmEmployeesToneStrategicImportanceofHRMDirHRMandOrganizationalEffectivenessForafirmtosurviveandprosper,reasonablegoalsmustbeachievedin:PerformanceLegalcomplianceEmployeesatisfactionAbsenteeismTurnoverTrainingeffectivenessandROIGrievanceratesAccidentratesHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessMeasureofEffectivenessReaching
goalsUsing
employees
efficientlyInflux/
retention
ofgood
employeesMissionandstrategyCompanystructureHRMHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessThepeoplewhodothework
andcreatetheideas
allowtheorganizationtosurviveHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessCopingWithChangeGrowingglobalcompetitionRapidlyexpandingtechnologiesDemandforindividual,team,organizationalcompetenciesFastercycletimesIncreasinglegalandcompliancescrutinyHighercustomerexpectationsMechanized,routineworknowknowledge-basedHRMandOrganizationalEffectiHRMandOrganizationalEffectivenessEmployees+GoodManagement=$ProfitabilitygainsHigherstockpricesCompanysurvivalHRMandOrganizationalEffectiObjectivesoftheHRMFunctionHelptheorganizationreachgoalsEmployworkforceskills/abilitiesefficientlyIncreasesatisfaction,self-actualization,qualityofworklifeCommunicateHRMpoliciestoallemployeesMaintainethicalpolicies,sociallyresponsiblebehaviorManagechangetothemutualadvantageofindividuals,groups,theenterprise,andthepublicHRMContributionstoEffectivenessProvidetrained,motivatedemployeesObjectivesoftheHRMFunctionProvidingTrained,MotivatedWorkersRewardgoodresultsDon’trewardnon-performanceMakegoalsclearMeasureresultsclearly,fairlyProvidetherightpeople
attherighttimeProvidingTrained,MotivatedWIncreasingJobSatisfactionThisjobismatchesmyskillsperfectlyThecompanytreatsmeequitablyIfindthisjob
veryfulfillingDissatisfiedworkerscanproduceasmuchassatisfiedworkers,buttheyquitandareabsentmoreoften,andproducelower-qualityworkIncreasingJobSatisfactionThiObjectivesoftheHRMFunctionMeaningful
tasksWorkworking
hoursJobsafetyGoodphysical
surroundsFreedomand
autonomyManagement
styleQualityof
WorkLifeObjectivesoftheHRMFunctionObjectivesoftheHRMFunctionCommunicatingHRMpoliciestoallemployees:HRMpolicies,programs,andprocedures
mustbecommunicatedfullyandeffectivelyTheymustberepresentedtooutsidersTop-levelmanagersmustunderstandwhat
HRMcanofferObjectivesoftheHRMFunctionEthical&SociallyResponsibleBehaviorShowbyexamplethatHRMactivitiesarefair,truthful,honorableDonotdiscriminateProtectthebasicrightsofemployeesApplytoallHRMactivitiesEthical&SociallyResponsibleTrendsandChangesTelecommutingOutsourcingHRMFamily
medicalleaveChildcareSpouserelocationassistancePayforskillsBenefitcost-sharingUnion-managementnegotiationNewlifestyles,agingpopulationTrendsandChangesTelecommutinUrgency&FastCycleTimesNewproductsandservicesCustomerServiceTrainingandeducationIncreasedEmphasisUrgency&FastCycleTimesNewObjectivesoftheHRMFunctionShortercycletimesmeanlesstimeto:Train,educate,andassignmanagersSolvesexualharassmentcomplaintsRecruitandselecttalentedpeopleImprovethefirm’simageLearningprovidesaframeworkfordecreasing
cycletimeObjectivesoftheHRMFunctionLearningFrameworkCulturethatrewardslearningEmphasisonworkingefficiently,quicklyKeyLearningAreasLeadershipbehaviorsQuicker,moreflexibledecisionmakingEmpowermentLearningFrameworkCulturethatObjectivesoftheHRMFunctionNewTechnologyCompetitionCausesofurgent,fastermanagementbehaviorsNewopportunitiesObjectivesoftheHRMFunctionWhoPerformsHRMActivitiesTwogroupsnormallyperformHRMactivities:HRmanager-specialistsOperatingmanagersTheeffectivenessofthehumanresourcedeclinesmorequicklythanallotherresourcesAninvestmentinpeopleeffectsorganizationaleffectivenessmorethanmoney,materials,orequipmentWhoPerformsHRMActivitiesTwoHRMActivitiesMeetingsPhonecallsProblemsolvingTrainingOperatingManagersHRMSpecialistRecruitingSelectionCompensationHRdepartmentstypically
foundincompanieswith
200+employeesSchedulingworkHRMActivitiesMeetingsPhonecaOutsourcingDownsizingRapidgrowthordecline
ofbusinessRestructuringGlobalizationIncreasedcompetitionContributorstoHRMoutsourcingOutsourcingDownsizingRapidgroOutsourcingSomeexecutivesassumethatoutsourcingcan:ReducecostsImproveflexibilityPermitthehiringofspecializedexpertiseThereislittleempiricalsupportfortheseassumptionsOutsourcingSomeexecutivesassInteractionofOperating&HRManagersPromotionTransferorterminationWorkingconditionsDisciplineHRM
Specialists
(staff)Joint-decisionConflictOperating
Managers
(line)EmploymentplanningInteractionofOperating&HRInteractionofOperating&HRManagersRewardsOrganizationalplanningLaborrelationsEmployeeauthorityoverjobHRM
Specialists
(staff)DifferentViewpointsOperating
Managers
(line)InteractionofOperating&HRInteractionofOperating&HRManagersDemographyTechnologyGlobalizationSweeping
business
changesForces
impacting
rolesInteractionofOperating&HRHRMasCompanyPoliceInflexibleOver-attentivetodetailHRMasCompanyPoliceInflexiblInteractionofOperating&HRManagersUnderstandallaspectsofthebusinessBecomestrategicpartnerwithlinemanagersAnalyzeeveryactivityandproveitsvalueSeekoutoperatingmanagersHelpmanagersavoidproblemsHRspecialistsareencouragedto…BeflexibleandopentoideasofothersInteractionofOperating&HRInteractionofOperating&HRManagersEvaluateuse&satisfactionamongotherdepartmentsEducateeveryoneaboutHRMservicesAscertaincompanyneedsforitscompetenceHaveHRMstrategicplansbuildonfirm’sstrengthsHRmustbeproactive,integralpartof
managementandstrategicplanningDevelopcompetitiveadvantageoverotherfirmsInteractionofOperating&HRDevelopingaCompetitiveAdvantageThesemustbec
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