Wealth Life - Interview with Dr. Xin Rong Record

Dr. Xin Rong, an internationally renowned management expert was once worked as tenured professor University of Southern California and Hong Kong University of Science and Technology. Currently employed by the China Europe International Business School, as the Michelin and human resource management leadership donation Chair Professor of topics including leadership, strategic human resource management. Her argument was often published in top international academic journals. In addition to research and teaching, Dr. Rong analysis for many multinational companies and large enterprises as information and discussion adviser, whose clients include IBM, Sony, General Electric and other international famous brands.

Moderator: Xin Rong Hello, you are our first program to now, the first such in its own academic background and professional excellence in the academic status of our guests, "Fortune Life", you are welcome.

Xin Rong: Thank you.

Moderator: I found a very interesting title called Michelin leadership and human resource management, Chair Professor of donation, this is what kind of a title?

Xin Rong: It is the kind of honorary title, is a company that you are inside this area the contribution, it is very appreciated and very identity, identity is very important. For example, Michelin is donated to the Central Institute of Business and a sum of money, then it is willing to use its name to the establishment of this chair, and it set the posts.

Moderator: is located in the leadership and human resources management.

Xin Rong: Yes, that proves that enterprises have the leadership and human resource management are also seen very heavy, but in the choice of who is the chair of the professor, they have very strict criteria, in foreign countries, and only a brand-name universities are there will be companies willing to do a donation, but basically in every area in general are not more than 12 locations, so this is an honor for me, I feel I am lucky.

Moderator: You just mentioned the concept of an elite, in fact, a scholar, a position in academia, with the reputation of this school are directly linked. But if we pay attention to one of your career, you will find a very interesting phenomenon, you are starting with the University of Southern California is a tenured professor, I am particularly curious, because the University of Southern California, it is a hundred schools in school history, It's of Business Administration in Europe and the United States is among the top 10, after which you went to the Hong Kong University of Science and the time when you leave it is best to reach the Asian top ten universities.

Xin Rong: Yes.

Moderator: But you choose to leave these two prestigious institutions, came to Central Europe, which is what kind of choice? Why make such decisions?

Xin Rong: This choice is indeed hard, when I left the University of Southern California, many people do not understand, including my relatives and friends feel quite incomprehensible, as a Chinese in the United States such a competition is particularly severe, and the business College really really should be said that a man s world, leaving a difficult to obtain the location of posts, really quite obscure. And the school is very good to me, but I think I came from China, after all, from the region, where the cultural customs of the scholars may be more understanding than others, so I think there are better development space.

Moderator: Your students among them, have a different color, different nationality, but you are teaching in Central Europe, your students may be more domestic enterprises from a number of managers, then you make a comparison, some of our domestic business elite with you in business in foreign countries is also compared with those students, what are common to them?

Xin Rong: For me, the most prominent of them is a kind of common activity, there is a momentum, there is one you may not see outside of a pursuit and desire, a desire for success, and willing to sacrifice a kind of spirit, this makes me very moved by their professional manager abroad is often behave, they are often very dedicated very professional, but not the kind of passion.

Moderator: Please describe the group they are easy to commit some common mistake is it?

Xin Rong: After all our country's reform and opening up was only 23 years time, very blunt, if their advantage is they have a great passion, there is a positive attitude and a desire to pursue and desire, a desire for success, but in the back, they are very, very flexible, but very flexible and extremely fast speed, which are advantages. But these advantages, if mishandled its equilibrium point, on the contrary, as its shortcomings, too flexible and sometimes there is no statute, too fast could the quality would be affected, so I think that Chinese entrepreneurs are very flexible, fresh ideas, but sometimes the establishment of a system may be the lack of patience, if today tomorrow day after tomorrow this month in the next quarter will not see a result, he may be a bit impatient, and sometimes feel that they are a bit impetuous. One of the longstanding business it requires not only a good strategic position, I have to do the right thing, have a good staff, and should have a very very good system, at this point I think that the professional manager or the Western Western entrepreneurs are more concerned about this, and may do better, this is the entrepreneur's advantage may be his failure. We saw a lot of different business ups and downs, you see charts, discharged to five this year, perhaps next year, not 10, and refresh rates soon, one of the reasons is that I think he did not put a lot of attention to internal System of the above, is a totally rely on his personal charisma, by his personal influence, is perhaps not the right word is the "rule of man" of such an enterprise. But a company really wants to endure, it must be to have rules, there is an enterprise system. So sometimes I say a good leader in business about three points, first point is you have to mind particularly clear, you know what to do, we say that strategic positioning is very clear, clear objectives and goals are very clear. Second, if you must have a very good system, because it can enhance the rate of implementation of your business. The third point I want to say in addition to this objective clear and perfect system, enhancing it's 鎵ц cogency, an enterprise should have a spiritual, but also Jiushi we often say, culture, corporate culture, entrepreneurial spirit, is the existence of the enterprise What is the reason we why are dry, so entrepreneurship is often not reflected in their daily work so explicitly, but when you times of crisis, you will see the company when we are most concerned about, what is the most employees important or most important customers or shareholders of the most important, of course, from a whole they are very important, where the starting point.

Moderator: it may happen this time, the role of culture is a risk-a reflection of the most direct.

Xin Rong: Yes, the role of culture, it has two points, so that employees feel his internal life of the significance of what he agree with that, it has the cohesion, another point if it allows businesses to adapt to the outside business changing development, it can be in unison to comply with its development, so their culture really is a very important part.

Moderator: Xin Rong mention your name, I think, in industry or academia have a high profile, but social awareness than you may be far less than some of your students.

Xin Rong: true, So I candidly admit defeat.

Moderator: Actually, you have several students have been successively into our "Fortune Life" program, I give an example, Feng Lun, like Wantong Group and Alibaba's Jack Ma, who are leaving us deep audience impression of the two, so I've been on some of their views, the views expressed by our program which has been thought, these things come from the accumulation of their own, or they receive some guidance from their teachers, we have to listen to a listen to how they were in the program said.

Xin Rong: interesting, take a look at.

Feng Lun: The chairman of a business inside China less as the West, he was 10 years ago when a company like rivers and lakes, is about the Chinese tradition of human relationships that have to do a very stable organization, there must be three a particularly important role, have called this the first Big Brother, which we generally call honest elderly, benevolent, can be patient, the courage to sacrifice, it is first in command. Then followed the need for a work, carefully special care of people, army, division, Wu Yong, ah, like Zhuge Liang, spared no efforts to work,. Five Tigers will be the third role, one hundred eight to one, but in our business which, when you create a non-contract-based organizations when, in the Chinese culture at first you do this, chairman of the so-called top-level officials actually needed is generosity, vision, and the other patient, in fact, a bit of a responsible spirit, a lot of danger when you have to dare responsible.

Moderator: The Feng Lun is very interesting, his period in our program is the first half of 2003, a program, I think he was talking about the inside of our program, I would like to ask his opinion is not from Your human resources management theory?

Xin Rong: No, not completely from my concept of human resource management, but I Daoting agree with him, Feng Lun is a very thoughtful people, I think even in his business which I think was a thinker, this is very Feng Lun thinking, so that he became a chairman of the board is very competent, as he grasped the direction of the greatest courage to bear the biggest responsibility. So I believe that a chairman's post itself speaking, this was a producer, he has not a director, which I think is very important, but a producer who is to ultimately do to you out of the product responsibly, but yet you can not indiscreet remarks at the scene, this is what you should be generous, so-called honest elderly, yes, exactly. Another point he said the middle, go-getters, is the same as your general manager, who he has a strong executive ability, business capacity, and finally he has a group of people, very strong front-line staff of the implementation, I think he This classification is very right. Here I would like an entrepreneur, he said a word I think it is vivid in my mind, Liu, general manager of Lenovo's predecessor, CEO, now chairman of the board, he said such a sentence, I told him an interview said the word, I feel like Feng Lun said the relationship between some echo. I asked him, I said you are a CEO from a general manager to become a chairman of the board, what is the biggest challenge, he said the biggest challenge is actually because I had a CEO, so I am very familiar with the overall operation, I can plug in the end of a pole, because I particularly special about this company, I do the bottom of this business things are very understanding when I was a conductor, this allusion is to learn from him, and he said I is a director, then I became a chairman, I was a producer, I want tolerance, I want to do now I am following the implementation of the general manager, CEO and senior executives have their own space, even if Maybe they do different things with my point of view, perhaps they make a mistake, maybe I have seen what this crisis may occur, but I must have a very tolerant attitude to see him, and not to go into the indiscreet remarks . Chairman of the board from a CEO to become a biggest challenge is how you can put your hand rests on the back is not out pointing, gesticulating and in fact this point I feel just a little with the Feng Lun said similar place, is a chairman of the board's responsibility is what you grasp the overall direction of running, but you are not a specific implementation of those.

Moderator: Jack Ma, another guest, I would like is a memorable figure.

Xin Rong: Yes, very interesting.

Ma: This year I saw a lot of this case study, what school classroom, the community simply do not work, send to the talk about who are the academic reasons, to talk about are right, doing it all wrong , and always you are wrong, he can not be wrong. I think the education system to reform, especially in business management, you went and told them what is right and what is true. I think after the first access to our company, we must share our culture and our ideal, because most do not agree with us, the Internet company to which people agree to what you can do business 80 years, 8 years to do the best 8 months after listing, we parted left forget, these people should not let him come.

Moderator: But you do not know, he could not write in the face.

Ma: the slogan of many companies owned by the slogan, said go, we said to do, to do 80 years, we simply do not want to see what months you will be listed for two months, will tell you that usually means that we To prepare the ground, solid, and he prefers, boring, really boring, he himself would go.

Moderator: very interesting fact about this part of his two questions, because we edited the first part he talks, he said that such training may not have to point it out similar to the MBA such training, he said that did not use , you really do not have the combat operational, if you are wrong when you are not running well, he said, how do you treat this point of view, I estimate that a speech he was before receiving your education.

Xin Rong: I think he said this part is right, why, maybe my colleagues may have my opinions, I feel that many professors do not actual combat experience, he is in we can say that in the ivory tower writing case, and then to be spent on education, because we write in the ivory tower cases are encountered when a lot of very good assumptions, so these things should happen, according to our logic to happen in real life from it, So when you go to use it of course does not take, of course, there is no interoperability of the. From a professor I think this is quite lacking in terms of place, or do a management professor, said the industry to do in business administration professor, you are teaching corporate bosses, you should not be a little practical experience, the practical experience you can From your own background, some people did before he became professor of professional managers, or do a lot of advice, you go to learn about the status of business, then I think this situation is relatively easier to avoid them. But then I have to defend a professor, that enterprise in the implementation process, as is the case, it must be personalized, case impossible to cover, you should learn 10 cases and, finally, a rule which Perhaps the law of your article is useful, but not that good in this case, I will act upon it to be like, but each case the background of its existence, its occupation, it is not the same business environment, so We want to mimic a specific case of absolute failure, and should not be to imitate. So why a good MBA program, you should never use only one case illustrates the point, it should all be associated with, so I felt that perhaps I had this answer Geda 50 鏉?it, but he said the challenge for I am among those who agree with Ma's view, this view means that you have to find your values agree with those people who are willing to contribute to the future, willing to sacrifice, willing to stay in this business, together with the growth of the enterprise, This is important, and I also admire what he said, I want to do a 80-year enterprise, "eight" in Chinese culture is a very auspicious number, I think this is a very good vision , and for a. com network companies, such a vision I think is very admirable by others.浠栬皥鍒扮殑杩欑鏂囧寲瑙傛垜瑙夊緱闈炲父闈炲父鐨勯噸瑕侊紝椹簯浣滀负涓?釜闃块噷宸村反鐨勫垱濮嬩汉锛屼粠涓?紑濮嬪氨鏈夎繖鏍风殑鐞嗗康锛屾垜瑙夊緱杩欎釜鍏徃寰堟湁甯屾湜鐨勩?

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銆??蹇绘锛氭?涔堣鍛紝鍥犱负鎴戠粰鍏夋槑涔充笟涓婁簡涓?釜浠栦滑鍐呰鐨勮绋嬶紝鍦ㄨ繖璇剧▼涓婏紝浠栨墍鏈夌殑楂樺眰閮藉湪锛屾墍浠ュ湪杩欒绋嬩笂鎴戜滑璁ㄨ浜嗗緢澶氬厜鏄庝钩涓氬唴閮ㄧ殑浜嬫儏锛屽湪杩欎釜杩囩▼褰撲腑锛屾垜缁欎簡浠栦滑涓?簺寤鸿銆傚彟澶栫帇浣宠姮鏄腑娆MBA鐨勫鐢燂紝涔熸槸鎴戦潪甯告帹宕囩殑濂充紒涓氬锛屾垜瑙夊緱濂瑰緢浼熷ぇ锛屽緢浜嗕笉璧风殑涓?釜浜恒?

銆??涓绘寔浜猴細鎮ㄧ敤浜?amp;quot;浼熷ぇ"銆?br />
銆??蹇绘锛氱湡鐨勬槸寰堜簡涓嶈捣鐨勪竴涓コ鎬э紝寰堟灉鏂紝寰堣唉铏氾紝寰堟効鎰忓涔狅紝鍚屾椂鍙堟妸瀛﹀埌鐨勮兘澶熺珛鍒昏浆鍖栦负涓?琛屽姩锛屼笉鏂湴鍘诲皾璇曚笉鎬曠姱閿欒锛屾垜瑙夊緱杩欑鍕囨皵浣滀负涓?釜濂充紒涓氬鏉ヨ鐪熺殑鏄緢闅惧緱锛岀湡鐨勬槸闈炲父闅惧緱銆傝?涓斿ス鍏锋湁寰堝己鐨勫鐚簿绁烇紝寰堟棤绉佺殑涓?釜浜猴紝寰堟湁鎰熸煋鍔涳紝鎵?互鍦ㄥ厜鏄庝钩涓氱殑闂涓婏紝鎴戣寰楁垜涔熸病鏈変负浠栦滑鍋氶偅涔堝锛屾垜鍙槸鍋氫簡涓?偣鍚э紝鍙槸璇村仛浜嗕竴鐐癸紝鑰屼笖瀹冩槸涓?釜涓浗鐨勫搧鐗屼紒涓氾紝鑰屼笖鍙戝睍寰楅潪甯稿ソ锛屾垜瑙夊緱鎴戜篃瀛﹀埌浜嗗緢澶氾紝杩欐槸鍙屽悜鐨勩?

銆??涓绘寔浜猴細鎴戣寰楀湪2003骞?鏈堢殑鍝堜經銆婂晢涓氳瘎璁恒?锛堜腑鏂囨潅蹇楋級褰撲腑锛屼綘涓鸿崳鑾峰勾搴︽渶浣抽泧涓荤殑鍗佷匠浼佷笟鍐欎簡涓?瘒缂栬?瀵勮锛屽彨"涓烘渶浣抽泧涓诲枬褰?amp;quot; 锛岄偅涔堟偍璁や负杩欎簺鑾峰緱鏈?匠闆囦富绉板彿鐨勮繖浜涗紒涓氾紝浠栦滑鍦ㄤ汉鍛樼鐞嗕笂鏈夊摢浜涚壒鍒箣澶勫?寰椾负浠栦滑鍠濆僵锛?br />
銆??蹇绘锛氭垜瑙夊緱鍊煎緱涓轰粬浠枬褰╃殑鍘熷洜锛岄鍏堜粬浠殑鏈?珮灞傦紝浠栦滑鐨勬?缁忕悊锛孋EO閮界湡姝ｅ湴鎶婂憳宸ヤ綔涓轰粬浠渶瀹濊吹鐨勮祫浜ф潵淇濇姢锛屼粬浠緢鐖变粬浠殑鍛樺伐锛岃繖鏄彂鑷唴蹇冪殑涓滆タ銆傜浜岀偣浠栦滑鏈夊緢瀹屾暣鐨勪竴濂椾綋绯绘潵璁╁憳宸ユ湁寰堝ぇ鐨勭┖闂村彂鎸ヤ粬浠殑娼滃姏锛屼娇鍛樺伐鑷韩鍙堟劅瑙夊埌涓?鎴愬氨鎰燂紝杩樻湁浠栦滑瀵瑰憳宸ュ緢鍏钩锛岃繖涓叕骞充笉浠呰〃鐜板湪浠栦滑钖叕寰呴亣涓婇潰锛岃?涓旇〃鐜板湪涓?釜瀹屾暣鐨勮繖鏍风殑涓?锛屽挶浠彨鍋歵otal package锛屼篃灏辨槸鐗╄川鐨勫拰闈炵墿璐ㄧ殑锛屽浜庝粬浠汉鐢熻拷姹傜殑杩囩▼褰撲腑鐨勪竴绉嶈嚜鎴戝疄鐜扮殑琛ㄧ幇鏂瑰紡锛屾墍浠ヤ粬浠湡姝ｇ殑鍙戞尌浜嗚繖浜涘憳宸ョ粰浼佷笟鍒涢?鍑烘潵鐨勪竴绉嶆寔缁殑鍙堜笉鑳借鍒殑浼佷笟妯′豢鐨勮繖鏍蜂竴绉嶇珵浜夊姏銆?br />

銆??涓绘寔浜猴細閭ｄ箞濡備綍鍋氬埌杩欎竴鐐瑰憿锛屾偍鐭ラ亾鐜板湪骞磋交浜哄綋涓祦浼犵殑涓?彞璇濆氨鏄?amp;quot;璺充簡娌℃湁"锛屼綘鍙堣烦妲戒簡娌℃湁锛岃繖鏄竴绉嶆椂灏氫簡 锛屾?涔堟牱鎵嶈兘鍋氬埌涓?釜鏈?匠闆囦富锛?br />
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銆??蹇绘锛氬彂琛岄噺鍏竾鍐屻?

銆??涓绘寔浜猴細閭ｇ浉褰撻珮浜嗐?

銆??蹇绘锛氱浉褰撻珮銆?br />
銆??涓绘寔浜猴細涓轰粈涔堝姝ら珮鐨勪竴涓敭浠疯繕鏈夎繖涔堥珮鐨勪竴涓闃呴噺鍛紵

銆??蹇绘锛氳繖瀹為檯涓婃湰韬氨鏄腑鍥界鐞嗙簿鑻辩鐞嗗眰锛岃杩欐湰鏉傚織鐨勫鍗婇兘鏄紒涓氱殑鍐崇瓥鑰咃紝鑰佹?浠拰浠栭儴闂ㄧ殑鎬荤洃浠紝浠栦滑瑙夊緱闇?涓?簺鏂扮殑鐞嗗康锛屼粎浠呮湁涓?簺绠＄悊绫绘垨鑰呮槸鍟嗕笟绫绘柊闂绘?鐨勬姤閬撳浠栦滑鏉ヨ宸茬粡涓嶈兘瑙ｆ复浜嗭紝鎵?互浠栦滑甯屾湜鐪嬪埌鐨勬槸涓?簺瀵逛粬鐞嗗康鏈夋挒鍑诲姏鐨勪笢瑗匡紝鎵?互杩欐槸浠栦滑鐨勪竴浜涢渶姹傦紝杩欎篃鏄?鎯充笂鐨勪竴涓┖鐧姐?鎵?皳浠锋牸瀹氫綅闂鎴戣寰楃墿鏈夋墍鍊硷紝閭ｈ鐪嬩綘鎬庝箞鐪嬪緟瀹冿紝鑰屼笖鍝堜經銆婂晢涓氳瘎璁恒?瀹冨湪涔︽灦涓婄殑鏃堕棿鏈?暱锛屼竴鑸殑浜轰粬涔颁簡灏变笉浼氫涪浜嗭紝涓?埇鏉ヨ鎴戜滑鐨勮繖绉嶆椂灏氱被鏉傚織鐪嬭繃灏遍殢鎵嬫墧鎺変簡锛岃繖涓槸涓嶄細涓㈢殑锛屼竴鑸兘鏄繚鐣欑殑锛岃繖鐐规垜瑙夊緱涔熸槸寰堥噸瑕佺殑涓?釜鍦版柟銆?br />
銆??涓绘寔浜猴細閭ｅ畠鐨勪竴浜涚殑鐞嗚鎬х殑涓滆タ浣犺鍙互淇濈暀锛屽畠鐨勪繚椴滃害鏈夊闀挎椂闂达紵

銆??蹇绘锛氫繚椴滃害鐢氳嚦浜庡叓鍗佸勾浜嗭紝鏈?柊鐨勭鐞嗙悊蹇甸兘鏄嚑鍗佸勾鍓嶆彁鍑烘潵锛屽埌鐜板湪浠嶇劧鏄ぇ瀹跺疄鐢ㄧ殑瑙傜偣銆?br />
銆??涓绘寔浜猴細鎵?互绉板畠涓虹鐞嗗湥缁忋?

銆??蹇绘锛氬鐨勶紝鐪熺殑鏄繖鏍凤紝鎴戜滑鏄笇鏈涘畠姣旇緝鑰愮湅锛屾墍浠ユ湁鐨勬椂鍊欎綘浼氳寰椾綘鏀句簡涓?鏃堕棿浠ュ悗锛屽洖鍘荤湅鐪嬩綘瑙夊緱杩樻槸铔湁鎰忔?鐨勶紝鑷充簬姣旇緝瀹规槗鐪嬭繖鐐圭殑璇濇潵璁诧紝璇村疄鍦ㄧ殑杩欑偣鎴戝簲璇ュ緢鍏钩鐨勮锛屽湪缂栬緫涓婃垜浠槸鑺变簡寰堝ぇ寰堝ぇ鐨勭簿鍔涳紝铏界劧70锛呯殑鍐呭鏄炕璇戠殑锛屼絾鏄垜浠姹備粬锛屾垜浠殑缂栬緫鏄竴缇ら潪甯镐紭绉?殑骞磋交浜猴紝闈炲父闈炲父濂界殑鑳屾櫙锛屼粬浠兘鏄疢BA鎴栬?寰堣憲鍚嶅鏍＄殑纭曞＋姣曚笟鐢燂紝浜斿勾浠ヤ笂鐨勫伐浣滅粡楠岋紝鐑》浜庢枃瀛楋紝鑰屼笖閮藉緢鏈夋枃閲囷紝鎵?互鎴戜滑姣忎竴绡囨枃绔犵炕璇戞槸绗竴杞?鐒跺悗鎴戜滑鍐嶇紪杈戯紝鎴戜滑涓?叡缁忚繃涓夌紪涓夋牎锛屼綘鎯虫兂涓?瘒鏂囩珷鏈?捣鐮佺偧杩囦竷娆★紝棣栧厛鏄炕璇戯紝鎴戜滑鍙仛"淇?杈?闆?amp;quot;锛岀涓?紪鏄俊锛屽氨鏄噯纭紝绗簩缂栬揪锛屽氨鏄?椤猴紝绗笁缂栨槸闆咃紝灏辨槸鏂囬噰銆傛墍浠ユ垜浠殑瑕佹眰鏄紝鏈?悗缈昏瘧鍑烘潵鐨勬枃绔犲氨鍍忔槸鏈湡浜哄啓鐨勬枃绔犱竴鏍凤紝杩欎釜瑕佹眰鏄緢楂樼殑锛屽洜涓鸿繖涓槸鐞嗗康鎬х殑鏉傚織锛岄潪甯搁潪甯搁毦缈伙紝鎵?互鎴戠湡鐨勬槸鎸轰负鎴戜滑杩欎釜缂栬緫鍥㈤槦楠勫偛鐨勶紝浠栦滑閮芥槸涓?兢鐗瑰埆浼樼鐨勪汉銆?br />
銆??涓绘寔浜猴細鎴戣兘鐪嬪嚭浠庝綘璇█褰撲腑閫忓嚭瀵逛粬浠殑閭ｇ鍠滅埍宸茬粡婧簬瑷?〃銆?br />
銆??蹇绘鐨勫悓浜嬶細鏈変竴涓懆鏈笂鍗堟垜涔熷幓鍔犵彮锛屽洜涓烘垜浠繖涓儴闂ㄥ緢绻佸繖锛屽湪璺笂鎴戠鍒板ス锛岀粰鎴戜竴涓儕璁舵槸鍥犱负濂瑰钩鏃堕兘鏄伐浣滃埌鍗佺偣鍒板崄涓?偣鐨勶紝濂瑰懆鏈繕鏉ワ紝鎵?互鎴戜滑褰撴椂閮ㄩ棬鍦ㄨ璁哄炕姒曠殑鏃跺?灏辫锛宑razy guy鎴朿razy people锛屽氨鏄竴涓柉鐙傜殑浜恒? 鎴戜滑涔熸湁涓?釜鑷崇悊鍚嶈█锛屾堡濮喡峰郊寰楁柉璇磋繃锛屾垚鍔熺殑缁勭粐搴旇瑕佹湁鐤媯鐨勪汉缁勬垚锛岄偅涔堜腑娆у湪鐭湡鍐呮湁杩欎箞涓?釜鍝佺墝锛屽氨鏄洜涓烘湁浜嗚繖涔堜竴鎷ㄦ暀鎺堬紝蹇绘灏辨槸涓?釜寰堝吀鍨嬬殑浠ｈ〃銆?br />
銆??涓绘寔浜猴細鎴戞兂璇锋暀涓?釜闂锛屾垜浠煡閬撳緢澶氬鑰呰兘澶熷湪涓栫晫涓?被鐨勬垨鑰呴《灏栫殑瀛︽湳鏉傚織涓婂彂琛ㄤ竴绡囪鏂囷紝鍙兘鏄緢澶氫汉涓?敓鐨勪竴涓拷姹傦紝閭ｄ箞鎴戞兂璇锋暀鐨勬槸鎮ㄥ湪鎮ㄧ殑涓撲笟棰嗗煙褰撲腑锛屾偍鍦ㄤ笘鐣岄《灏栨潅蹇楀綋涓彂琛ㄨ鏂囩殑鏁伴噺澶ф鏈夊灏戯紵

銆??蹇绘锛氶《灏栨潅蹇楃湅浣犳?涔堝幓瀹氫箟銆?br />
銆??涓绘寔浜猴細浜斿ぇ鏉傚織鍚с?

銆??蹇绘锛氬樊涓嶅锛屼簲澶ф潅蹇椾笂鎴戜竴鍏卞彂琛ㄤ簡澶ф鍗佺瘒浠ヤ笂鐨勬枃绔犲惂銆?br />
銆??涓绘寔浜猴細杩欎釜鍙兘纭疄涓嶅皯浜嗭紝鎴戠煡閬撲粬浠湁涓暟鎹鏄竴鐧句汉褰撲腑鍙兘鏈変竴涓汉锛屽氨瀛﹁?鎴栬?鏁欐巿涓?櫨涓汉褰撲腑鍙兘鏈変竴涓汉鑳藉鎴愬姛鐨勭櫥涓婁竴娆¤繖涓潅蹇楋紝鏈夎繖鏍风殑涓?釜缁熻銆?br />
銆??蹇绘锛氬彲鑳介兘涓嶆涓?櫨浜轰簡锛屼笉姝?

銆??涓绘寔浜猴細閭ｆ偍鍗犱簡澶氬ぇ鐨勪竴涓唤棰濄?

銆??蹇绘锛氭垜鍙兘璇村嚑鐐瑰惂锛屾垜杩欎汉鎸哄垢杩愮殑锛屽氨鏄綘閫夐閫夌殑濂斤紝鍙﹀涓?釜鎴戝悎浣滆?閮藉緢濂斤紝鎴戣寰楁垜杩欎汉鐨勪汉缂樿繕涓嶉敊锛屾墍浠ヨ窡鎴戝悎浣滅殑浜轰粬浠兘闈炲父浼樼銆傜涓夌偣鎴戣寰楁垜寰堝姫鍔涳紝鎴戞槸涓緢鐢ㄥ姛鐨勪汉锛屾垜鎯冲仛鐨勪簨鎯呮垜浼氬敖120锛呯殑鍔姏鍘诲仛锛岃繖涓?偣鐪熺殑鏄尯閲嶈鐨勩?

銆??涓绘寔浜猴細閭ｄ綘鏄笉鏄ぉ鎬у氨鏄繖鏍凤紝鎴戠煡閬撲綘浠庡皬鎴愮哗灏变竴鐩撮潪甯稿ソ锛屼竴鐩撮兘鏄勾绾х涓?紝涓鍚ц繕璺充簡涓ゆ绾э紝鏄悧锛?br />
銆??蹇绘锛氬锛屾垜璺充簡涓ょ骇銆?br />
銆??涓绘寔浜猴細濂藉儚16宀佸氨宸茬粡鑰冧笂澶у浜嗐?

銆??蹇绘锛氬銆?br />
銆??涓绘寔浜猴細褰撴椂閭ｄ細鍎垮ぇ瀛﹀緢闅捐?銆?br />
銆??蹇绘锛氭槸鐨勩?

銆??涓绘寔浜猴細閭ｄ釜鏃跺?鏄摢涓?勾锛屾偍璇诲ぇ瀛︼紵

銆??蹇绘锛?980骞淬?

銆??涓绘寔浜猴細1980骞撮偅浼氬効鍙粈涔堬紝鍗冨啗涓囬┈鎸ょ嫭鏈ㄦˉ銆?br />
銆??蹇绘锛氭垜褰撴椂鍦ㄥ畨寰借?鐨勫ぇ瀛︼紝褰撴椂鐨勫綍鍙栫巼3锛呫?

銆??涓绘寔浜猴細鎴戞槰澶╃湅鍒颁笂娴风幇鍦ㄥ凡缁忚揪鍒扮櫨鍒嗕箣浜斿崄澶氱殑涓?釜鍏ュ鐜囦簡锛屽綋鏃跺彧鏈?锛咃紝鎵?互纭疄鏄尯闅剧殑锛屾垜鎯抽棶鐨勬槸3锛呯殑鍏ュ鐜囷紝浣犺?瀹夊窘澶у褰撴椂鏄笉鏄壒鍒叴濂嬶紵

銆??蹇绘锛氭垜澶у摥涓?満銆?br />
銆??涓绘寔浜猴細婵?姩浜嗐?

銆??蹇绘锛氫笉鏄縺鍔ㄥ晩锛岃繖鏄垜浜虹敓涓涓?釜鎸姌銆?br />
銆??涓绘寔浜猴細鎬庝箞璁插憿锛?br />
銆??蹇绘锛氭垜搴旇鏄鏄竴涓彂灞曞緢鍏ㄩ潰鐨勪汉锛屾垜鍦ㄥ悓骞寸骇閲岄潰骞宠鐝崄涓彮鎴戞?鏄嬁绗竴锛屽叚闂ㄨ鍙兘閮借兘鑰?95鍒嗭紝灏辨槸杩欐牱鐨勪竴涓汉锛屾渶鍚庤鎴戝幓瀛︽枃绉戯紝鎶ヨ?鏄枃绉戯紝閭ｄ箞瑕佸鏂囩鎴戝氨瑕佸幓鏈?ソ鐨勫鏍″鑻辨枃锛屾垜璇劅纭疄寰堝ソ锛岃嫳鏂囧寰楀緢涓嶉敊锛?鎴戠殑绗竴蹇楁効鏄?涓婃捣澶栬瀛﹂櫌锛?980骞翠笂澶栭櫌鍦ㄥ畨寰藉彧鎷涗竴鍚嶏紝鏄鍦板鐢熻?锛岄潪甯搁毦鑰冿紝浣嗘槸鎴戣寰楅偅灏卞簲璇ユ槸鎴戠殑锛屾墍浠ユ垜灏辨姳鐫?繖鏍风殑蹇冩?銆傞偅琛屼簡锛屾病鍔炴硶灏卞浜嗘枃绉戜簡锛岃锛岄偅灏卞幓鑰冧笂澶栵紝娌″埆鐨勪簡锛屾垜灏卞～浜嗕竴涓笂澶栵紝灏辨槸鎴戠殑蹇楁効锛岀粨鏋滆?瀹屼互鍚庢垜鎴愮哗纭疄涔熼潪甯稿ソ锛屼絾鏄垜娌℃湁鍘讳笂澶栵紝涓婂鍙彇涓?悕锛屾垜璁板緱鐗瑰埆娓呮锛岃繖宸茬粡澶氬皯骞翠互鍚庣殑浜嬫儏浜嗐?蹇?5骞翠互鍚庣殑浜嬫儏鎴戣繕璁板緱锛屽綋鏃跺彇浜嗛偙灏戞尝锛屾槸鍦ㄥ畨寰斤紝浠栫殑鐖舵瘝浜叉槸瀹夊窘甯堣寖澶у鐨勫璇?甯堬紝浠栦滑涓や釜閮芥槸涓婂闄㈢殑姣曚笟鐢熴?

銆??涓绘寔浜猴細鎴戣嚜宸变篃浼氭湁绫讳技鐨勪綋楠岋紝鍙兘灏辨槸璇翠竴鐩村湪椤哄褰撲腑纰板埌绗竴娆℃墦鍑伙紝寰?線浼氳蹇嗛潪甯告繁鍒伙紝浣嗘槸纰板埌鎸姌涔嬪悗 锛岀鍒版墦鍑讳箣鍚庯紝涓嶅悓鐨勪汉浼氶噰鐢ㄤ笉鍚岀殑鏂规硶鏉ラ潰瀵癸紝鑰岃繖涓?搴﹀氨浼氬喅瀹氫互鍚庣殑璺?

銆??蹇绘锛氬锛屽洜涓烘垜瑙夊緱闅忕紭骞朵笉鏄秷鏋侊紝鎴戞渶鍚庤繕鏄幓鎺ュ彈瀹冿紝鎴戝幓浜嗗畨澶э紝浣嗘垜涓?棪鎺ュ彈瀹冧互鍚庢垜浼氬幓鎯筹紝鎴戝簲璇ユ?涔堝幓鍋氾紝鎴戣繕鏄Н鏋佸悜涓婂笇鏈涜兘鍋氬嚭鏈?ソ锛屽笇鏈涘幓杩芥眰锛屾垜鑳界敤鎴戠殑鍔姏鍘诲仛鍒版渶濂界殑绋嬪害锛岃繖灏辨槸闅忕紭銆傛垜鍒颁簡瀹夊ぇ浠ュ悗锛屽疄闄呬笂瀹夊ぇ涔熺粰浜嗘垜寰堝寰堝鐨勬満浼氾紝杩欎篃鏄垜鐨勫垢杩愶紝鍥犱负浣犲伐绉戝緢濂斤紝鎵?互澶у姣旇緝鍏虫敞浣狅紝鎵?互鏈夌殑鏃跺?濂戒簨鍜屽潖浜嬪緢闅捐锛屽皢鏉ュ喅瀹氱殑鍛借繍鏄粈涔堟牱鐨勶紝浣嗗悗鏉ユ垜灏卞緢椤虹悊鎴愮珷鐨勮?鍙栦簡涓浗绉戝闄㈢殑鐮旂┒鐢燂紝鐒跺悗灏辩寮?畨寰藉幓浜嗗寳浜幓璇讳功銆?br />
銆??涓绘寔浜猴細浣犵湅浣犱笉绠℃槸鑷繁鐨勬暀瀛﹁繕鏄爺绌讹紝鍖呮嫭浣犱綔涓轰竴涓富缂栵紝鏃堕棿宸茬粡闈炲父鐨勭揣浜嗭紝閭ｇ暀缁欏瀛愮暀缁欏浜虹殑鏃堕棿浼氭湁澶氬皯锛?br />
銆??蹇绘锛氭垜鎯冲彲鑳藉緢灏戝惂锛岃繖鐐规垜瑙夊緱鎸烘儹鎰х殑锛岀湡鐨勶紝纭疄鎸烘儹鎰х殑锛屾垜缁欏瀛愮暀鐨勬椂闂村緢灏戯紝鎴戝コ鍎垮父甯稿嚑澶╅兘瑙佷笉鐫?垜 锛屼絾鏄垜璺熷ス鍦ㄤ竴璧风殑鏃堕棿灏嗕細鏄渶蹇箰鐨勬椂鍊欙紝鎴戣窡濂瑰湪涓?捣鎴戜細鎶婃墍鏈夌殑娉ㄦ剰鍔涢兘缁欏ス锛岀湡鐨勬槸杩欐牱鐨勶紝濂逛細寰堥珮鍏寸殑銆傚ス姣忓ぉ鏃╀笂鍙鎴戝湪瀹跺ス浼氬彨鎴戣捣搴婄殑锛屽ス姣旀垜璧风殑鏃╋紝濂瑰幓涓婂辜鍎垮洯锛屾墍浠ュス寰堥珮鍏寸殑涓?欢浜嬫槸灏辨槸鏃╀笂鍙濡堣捣搴婏紝鏅氫笂璺熸垜閬撴櫄瀹夛紝鍙鎴戝湪瀹舵垜涓?畾闄ス鐜╃殑锛屾垜瑙夊緱姣忎竴涓汉鐢熸椿涓湁寰堝閫夋嫨锛屼笉灏藉鎰忥紝鎴戣寰楁垜鏈夌殑鏃跺?缁欑埗姣嶇粰瀛╁瓙鐨勬椂闂撮兘澶皯浜嗕竴鐐癸紝浣嗘槸鏈変竴鐐规垜涔熶笉鍚庢倲锛屼负浠?箞鍛紝鍥犱负鎴戣寰楁垜灏藉績灏藉姏锛屾垜鑳藉仛鐨勬垜閮戒細鍘诲仛锛屼絾涓嶄竴瀹氫細鍋氱殑寰堝畬缇庝簡銆傚綋鐒舵垜缁欏コ鍎跨暀涓嬬殑涔熻涓嶆槸寰堝寰堝鐨勬椂闂达紝浣嗘垜甯屾湜鑳界粰濂圭暀涓嬩竴绉嶅緢濂界殑浜虹敓浠峰?瑙傦紝鎴戜粠鏉ヤ笉浼氳矗澶囧ス锛屽姛璇惧仛涓嶅ソ鍟婏紝 浣嗘槸濂瑰鏋滄病鏈夌ぜ璨屾垜浼氳窡濂瑰ソ濂借皥璋堢殑锛岃繖涔熸槸鐖舵瘝鎬庝箞鏁欐垜鐨勶紝鐪熺殑锛屾垜鐖舵瘝浜蹭粠鏉ユ病鏈夐?鎴戝幓鎷跨瑪锛岀埗姣嶄翰鐢氳嚦浠庢潵娌℃湁 锛岀湡鐨勬槸浠庢潵娌℃湁瀵规垜瑕佹眰浣犱竴瀹氳鍋氬埌浠?箞绋嬪害锛屼粠鏉ラ兘鏄潪甯稿瀹癸紝浣犺鍋氫粈涔堟牱灏变粈涔堟牱锛岃?涓旀病鏈夊帇鍔涳紝鎵?互鎴戝鐖舵瘝浠庢潵娌¤杩囧亣璇濓紝浠庡皬濡傛锛屽共杩囧潖浜嬪洖瀹堕鍏堟壙璁ら敊璇紝鐪熺殑锛屾墍浠ュ湪瀹堕噷涓嶇敤璇磋皫锛屽洜涓哄閲岀殑鐜寰堝鏉撅紝鎴戝仛浜嗛敊浜嬪洖瀹舵垜鐖舵瘝浜蹭笉浼氳矗澶囨垜鐨勶紝鍥犱负鎴戣兘鍛婅瘔浠栨垜灏卞憡璇変粬鎴戝凡缁忔湁鐘簡锛屾垜鑷繁宸茬粡寰堥毦杩囦簡锛屾垜灏变細璺熶粬璁插仛浜嗕粈涔堝潖浜嬶紝杩欏彲鑳芥垜瑙夊緱鏄竴绉嶆渶鎴愬姛鐨勬暀鑲叉柟寮忥紝鍙兘鏄殑銆傛垜瑙夊緱鎴戠殑浜烘牸涓婃病鏈夊お澶х殑锛屽彲鑳介兘鏈夌己鐐癸紝鍙兘娌℃湁鐗瑰埆澶х殑缂洪櫡锛岃繖鐪熺殑鏄埗姣嶇殑鏁欒偛锛屼粬浠壒鍒瀹癸紝鐗瑰埆鐨勬棤绉侊紝鎵?互杩欑偣涔熸槸鎴戣寰楁垜寰堝垢杩愮殑涓?釜鍦版柟锛屼粠鏉ヤ笉浼氬洜涓鸿鎴戝仛閿欎簡浠?箞浜嬶紝鐙犵嫚鍦伴獋鎴戜竴椤匡紝璐ｅ涓?笅锛岀湡鐨勪粠鏉ユ病鏈夎繃銆?br />
銆??涓绘寔浜猴細鎮ㄨ涓烘偍鏄竴涓垚鍔熺殑濂虫?鍚楋紵

銆??蹇绘锛氬搸鍛?紝涓嶆暍杩欎箞璇淬?

銆??涓绘寔浜猴細鍒汉閮借繖涔堣涓猴紝浣犺嚜宸辫繖涔堣涓哄悧锛?br />
銆??蹇绘锛氫篃璁稿湪寰堝灞傞潰涓婁綘鍙互璇存垜寰堟垚鍔燂紝鎴戞槸涓緢濂界殑鏁欐巿锛岃鐮旀柟闈㈠仛寰椾篃涓嶉敊锛屽挩璇㈠仛寰椾篃涓嶉敊锛屼絾鏄垜涔熺煡閬撴垜浠樺嚭鐨勪唬浠锋槸浠?箞锛屾槸鎴戣嚜宸辩殑鏃堕棿寰堝皯锛屾垜鑷繁鐢熸椿鐨勮川閲忎笉涓?畾寰堥珮銆傜湡鐨勶紝鎴戝緢灏戜紤鍋囩殑锛屾垜甯稿父涔濅釜鏄熸湡鍦ㄤ笉鏂湴宸ヤ綔锛屾病鏈変汉鑳藉鐭ラ亾鍦ㄨ繖鑳屽悗锛岃皥涓嶄笂杈涢吀娉紝鏈夌殑鏃跺?涔熶細瑙夊緱寰堢疮鐨勩?鎵?互鎴愬姛鐪嬩綘鎬庝箞璁诧紝寮哄害鍙互澶у埌浠?箞鏍风殑绋嬪害锛屾垜鏈変竴娆′節涓槦鏈熸病鏈変紤鎭繃涓?ぉ锛岃?涓旇繖涔濅釜鏄熸湡閮芥槸闈炲父寮虹儓鐨勫姵鍔紝鐪熺殑鏄緢寮虹殑宸ヤ綔寮哄害锛屾病鏈変紤鎭繃涓?ぉ锛屾墍浠ヨ繖鏃跺?浣犲氨浼氭兂鍒帮紝鎴戝濡堟浘缁忔湁涓?璇磋繃锛屽ス璇村炕姒曞晩锛屼綘鐨勭敓娲昏川閲忎笉楂樺晩锛岀敋鑷抽兘寰堜綆锛屾垜鍚簡杩欏彞璇濆績閲屾尯鏈夋劅瑙︾殑锛屾尯鎯冲摥鐨勯偅绉嶆劅瑙夛紝鍒汉鐪嬭捣鏉ヤ篃璁告槸寰堣緣鐓岋紝浣嗘槸鑳屽悗鏄湁寰堝寰堣壈杈涙湁寰堝杈涜嫤鐨勫湴鏂癸紝鐪熺殑锛屼篃鍙湁鎴戣嚜宸辩煡閬撱?鎵?互浣犺鎴愬姛 锛岀湅浣犳?涔堣浜嗭紝褰掓牴鍒板簳杩樻槸涓嶆効鎰忚嚜宸卞鑷繁澶辨湜銆?br />
銆??涓绘寔浜猴細浣犺寮恒?

銆??蹇绘锛氭垜鏄釜寰堣寮虹殑浜猴紝浣嗘槸鎴戞渶鎬曠殑鏄埆浜哄け鏈涜?涓嶆槸鎴戝け鏈涳紝鎴戝彲浠ユ壙鍙楀け鏈涳紝浣嗘槸濡傛灉鎴戜笉鍘诲仛涓?欢鍒汉璁╂垜鍋氳?涓旀垜瑙夊緱鎴戝彲浠ュ仛寰楀埌鐨勪簨鎯咃紝鎴戣鍒汉澶辨湜锛屾垜瑙夊緱蹇冮噷涔熸尯闅捐繃鐨勶紝鐪熺殑銆傛墍浠ユ垜瑙夊緱鏈夌殑鏃跺?涔熻鍙互璇翠綘娲诲緱鎸虹疮鐨勶紝 鎴戣寰楁垜纭疄鏈夌殑鏃跺?浼氭湁杩欑鎰熻锛岃繖涓簨鎯呬篃涓嶆槸涓?欢鏂颁簨浜嗐?鎴戝湪璇诲崥澹殑鏃跺?锛屽姞娲插ぇ瀛︾殑鍗氬＋锛屾垜浠繖涓笓涓氬彧鏈変竴涓崕浜猴紝鎴戞槸杩欎釜涓撲笟鍥涘崄骞存潵鎷涚殑绗竴鍚嶅崕瑁斿鐢燂紝鍙堟槸涓コ鐨勶紝鎴戞湁寰堝缇庡浗鏈嬪弸锛屼粬浠兘鐭ラ亾鎴戞案杩滄槸鍋氭渶澶氱殑浜嬫儏锛屽洜涓哄摢涓暀鎺堟壘浠?箞浜哄仛浜嬫儏鎬绘潵鎵炬垜锛屼负浠?箞鍛紝鍥犱负鎴戜粠鏉ラ兘浼氫笉鎶樹笉鎵ｅ湴鍋氬畬锛岀湡鐨勬槸锛岃?涓斾笉浼氭嫆缁濓紝涓嶆噦寰楁嫆缁濄?鎵?互杩欎簺鍚屽閮藉緢鍏冲績鎴戯紝浠栦滑閮芥槸缇庡浗浜洪兘涓嶄細璁蹭腑鏂囷紝灏遍?浜嗘垜涓?唤绀肩墿锛岃鍙﹀涓?釜涓浗MBA鐨勫鐢燂紝鍐欎簡涓?釜"涓?amp;quot;锛岀劧鍚庢嬁涓?釜闀滄鎶婂畠妗嗚捣鏉ワ紝鎸傚湪鎴戠殑澧欎笂鏄粰鎴戠殑绀肩墿 锛岄啋鎴戜竴瀹氳瀛︿細璇?amp;quot;涓?amp;quot;锛岃繖鏍蜂綘鍙互鏇村鐨勪韩鍙楃敓娲伙紝杩欐槸涓?欢浜嬫儏銆傝繕鏈変竴涓紝鎴戝湪鍗氬＋姣曚笟鎵惧伐浣滅殑鏃跺?锛屼綘瑕佹湁鎺ㄨ崘淇★紝澶氬皯骞翠互鍚庢垜鎵嶇煡閬擄紝鍥犱负鎺ㄨ崘淇￠兘鏄繚瀵嗙殑锛屽灏戝勾浠ュ悗鎴戞墠鐭ラ亾锛屾垜褰撴椂鐨勫崥澹甯堢粰鎴戠殑鎺ㄨ崘淇′竴鍏卞啓浜嗕笁椤电焊锛屽ス璇翠簡鎴戝ソ澶氬ソ澶氱殑浼樼偣锛屾渶鍚庢湁涓?璇濓紝濂硅濡傛灉鎴戣璇碖atherine Xin锛岃繖鏄垜鑻辨枃鐨勫悕瀛楋紝蹇绘鏈変粈涔堢己鐐圭殑璇濓紝濂规案杩滀篃涓嶄細璇翠笉锛屾垜甯屾湜鏃犺鍝竴涓綍鐢ㄥス鐨勫鏍¤兘鐭ラ亾濂硅繖涓釜鎬э紝涓嶈缁欏ス澶鐨勫帇鍔涳紝灏辨槸杩欎箞璇寸殑銆傚埌鐜板湪涓烘鎴戣瘯鍥惧幓璇存洿澶氱殑涓嶏紝浣嗘槸杩樻槸瑙夊緱鎸洪毦鐨勶紝鎵?互鎴戣寰楃‘瀹炶繖鏄垜鎬ф牸涓婄殑寮辩偣锛岀湡鐨勶紝 鎴戜篃鏈夌殑鏃跺?甯稿父甯屾湜鏈変汉鑳藉府鍔╂垜鍘昏涓嶏紝鎵?互寰?線鏈夌殑鏃跺?浠栦滑浼氳璁╀綘鍋氳繖涔堝鐨勪簨鎯咃紝浣犱负浠?箞鍋氬憖锛屾垜涔熼棶鑷繁涓轰粈涔堝仛鍛?紝鎴戞?鏄笉鎰挎剰璁╀汉瀹跺け鏈涳紝鏈?悗鏈?緵鑻︾殑鏄嚜宸憋紝鎸鸿緵鑻︾殑銆?br />
銆??涓绘寔浜猴細鍏跺疄鐪嬩簡浣犵殑寰堝鏉愭枡锛岀湅浜嗕綘鐨勫緢澶氱収鐗囷紝缁欐垜鐣欎笅鏈?繁鍗拌薄灏辨槸鍦ㄥ搱浣涖?鍟嗕笟璇勮銆嬮噷闈綘鐨勪竴寮犲皬鐓э紝澶存槸寰井鍚戜笂浠扮潃鐨勶紝婊¤劯鐨勭伩鐑傜殑绗戝锛屾墍浠ユ垜灏辫寰椾粬浠缇庡コ鏁欐巿涔熷ソ锛屾垨鑰呮?涔堟牱涔熷ソ锛屽ぇ瀹跺彲鑳借〃杈剧殑閮芥槸瀵逛綘鐨勪竴绉嶇編濂界殑鎰熻鍜屾劅鍙椼?鎴戞兂鑳藉鍙戝嚭杩欐牱鐏跨儌绗戝鐨勫コ鎬э紝濂逛竴瀹氭槸涓?釜鐢熸椿鐨勫疇鍎匡紝浣嗗ス涓?畾鏄?杩囪嚜韬殑鍔姏鎹㈡潵杩欐牱鐨勪竴灞曠瑧棰滐紝鎴戣寰楄繖涓瑧鑴搁潪甯告墦鍔ㄤ汉锛屾垜甯屾湜杩欎釜绗戣劯鑳藉涓?洿鐣欏湪浣犵殑鑴镐笂銆傝阿璋綘鎺ュ彈鎴戜滑鑺傜洰閲囪銆?br />
銆??蹇绘锛氬ソ锛岃阿璋?

銆??鍢夊鎰熻█锛氭垜鏈?ぇ鐨勮储瀵屾?涔堣鍛紝鎴戣寰楁垜绠＄悊鐨勬渶濂界殑锛屼竴涓槸鎴戠殑浜虹敓鑱屼笟鐢熸动鐨勫彂灞曪紝鎴戦?鎷╀簡寰堝涓嶅悓鐨勮矾锛屽仛浜嗗緢澶氫笉鍚岀殑浜嬫儏锛屽湪姣忎竴浠朵簨鎯呭綋涓紝鎴戦兘寰楀埌浜嗗緢澶氾紝鑰屼笖杩欑涓嶅悓鐨勭粡鍘嗘暀浼氫簡鎴戞?涔堝幓鐪嬩汉鐢燂紝浜虹敓灏辨槸涓?釜杩囩▼锛屾瘡涓?ぉ浣犻兘搴旇鍘讳韩鍙楀畠锛屽垰鍒氳鍒板伐浣滆捣鏉ユ湁鐨勬椂鍊欐槸瑙夊緱鎸虹疮鐨勶紝浣嗘槸鎴戣寰楁垜鍋氱殑姣忎竴浠朵簨鎯咃紝閮芥槸鍠滄鍋氱殑浜嬫儏锛屾効鎰忓仛鐨勪簨鎯咃紝杩欎篃鍙兘鏄垜涓轰粈涔堣涓嶄簡涓嶇殑鍘熷洜涔嬩竴锛屾垜瑙夊緱搴旇璇存垜鏄竴涓緢鍠滄鍥涘崄澶氬勾鐢熸椿鐨勪汉銆?br />






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