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1、MH-01ManagementHistoryModuleInthischapter,weregoingtotakeatripbackintimetoseehowthefieldofstudycalledmanagementhasevolved.Whatyouregoingtofindoutisthattodaysmanagersstillusemanyelementsofthehistoricalapproachestomanagement.Focusonthefollowinglearningoutcomesasyoureadandstudythischapter.LEARNINGOUTCO
2、MESMH.1Describesomeearlymanagementexamples.MH.2Explainthevarioustheoriesintheclassicalapproach.MH.3Describethequantitativeapproach.MH.4Discussthedevelopmentandusesofthebehavioralapproach.MH.5Explainthevarioustheoriesinthecontemporaryapproach.Sincethebirthofmodernmanagementtheoryintheearly1900s,manag
3、ementexpertshavedevelopedtheoriestohelporganizationsandtheirmanagerscoordinateandoverseeworkactivitiesaseffectivelyandefficientlyaspossible.Inpresentingthehistoryofmodernmanagement,thissupplementexplorestheevolutionofmanagementthoughtandpracticeduringthetwentiethcentury.Studentsdiscoverhowknowledgeo
4、fmanagementhistorycanhelpusbetterunderstandcurrentmanagementpracticeswhileavoidingsomemistakesofthepast.CHAPTEROUTLINEMH.1HISTORICALBACKGROUNDOFMANAGEMENTManyfascinatingexamplesfromhistoryillustratehowmanagementhasbeenpracticedforthousandsofyears.Organizationsandmanagershaveexistedforthousandsofyear
5、s.TheEgyptianpyramidsandtheGreatWallofChinawereprojectsoftremendousscopeandmagnitude,requiringtheeffortsoftensofthousandsofpeople.Howwasitpossiblefortheseprojectstobecompletedsuccessfully?Theanswerismanagement.Regardlessofthetitlesgiventomanagersthroughouthistory,someonehasalwayshadtoplanwhatneedsto
6、beaccomplished,organizepeopleandmaterials,leadanddirectworkers,andimposecontrolstoensurethatgoalswereattainedasplanned.ExamplesofearlymanagementpracticescanalsobeseenbystudyingtheArsenalofVenice.Assemblylines,accountingsystems,andpersonnelfunctionsareonlyafewoftheprocessesandactivitiesusedin1Copyrig
7、ht?2013PearsonEducation,Inc.publishingasPrenticeHallbusinessinthefifteenthcenturythatarecommontotodaysorganizationsaswell.AdamSmith,authoroftheclassicaleconomicsdoctrineTheWealthofNations,arguedbrilliantlyfortheeconomicadvantagesthathebelieveddivisionoflabor(thebreakdownofjobsintonarrow,repetitiveta
8、sks)wouldbringtoorganizationsandsociety.TheIndustrialRevolutionispossiblythemostimportantpre-twentiethcenturyinfluenceonmanagement.Theintroductionofmachinepowerscombinedwiththedivisionoflabormadelarge,efficientfactoriespossible.Planning,organizing,leading,andcontrollingbecamenecessaryactivities.Exhi
9、bitMH-1illustratesthedevelopmentofmanagementtheories.MH.2CLASSICALAPPROACHScientificmanagementisdefinedastheuseofthescientificmethodtodeterminethe“onebestway”forajobtobedone.FrederickW.Taylorisknownasthe“father”ofscientificmanagement.TaylorsworkattheMidvaleandBethlehemSteelcompaniesstimulatedhisinte
10、restinimprovingefficiency.Taylorsoughttocreateamentalrevolutionamongbothworkersandmanagersbydefiningclearguidelinesforimprovingproductionefficiency.Hedefinedfourprinciplesofmanagement(ExhibitMH-2).Hispigironexperimentisprobablythemostwidelycitedexampleofhisscientificmanagementefforts.Usinghisprincip
11、lesofscientificmanagement,Taylorwasabletodefinethe“onebestway”fordoingeachjob.FrederickW.Taylorachievedconsistentimprovementsinproductivityintherangeof200percent.Heaffirmedtheroleofmanagerstoplanandcontrolandtheroleofworkerstoperformastheywereinstructed.FrankandLillianGilbrethwereinspiredbyTaylorswo
12、rkandproceededtostudyanddeveloptheirownmethodsofscientificmanagement.FrankGilbrethisprobablybestknownforhisexperimentsinreducingthenumberofmotionsinbricklaying.TheGilbrethswereamongthefirsttousemotionpicturefilmstostudyhand-and-bodymotionsinordertoeliminatewastefulmotions.Theyalsodevisedaclassificat
13、ionschemetolabel17basichandmotionscalledtherbligs(Gilbrethspelledbackward,withthethtransposed).HowDoTodaysManagersUseScientificManagement?GuidelinesdevisedbyTaylorandotherstoimproveproductionefficiencyarestillusedintodaysorganizations.However,currentmanagementpracticeisnotrestrictedtoscientificmanag
14、ement2Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallpracticesalone.Elementsofscientificmanagementstillusedinclude:UsingtimeandmotionstudiesHiringbestqualifiedworkersDesigningincentivesystemsbasedonoutputGeneralAdministrativeTheorists.Thisgroupofwriters,whofocusedontheentireorganization,
15、developedmoregeneraltheoriesofwhatmanagersdoandwhatconstitutesgoodmanagementpractice.HenriFayol,whowasacontemporaryofFrederickW.Taylor,wasthemanagingdirectorofalargeFrenchcoal-miningfirm.Fayolfocusedonactivitiescommontoallmanagers.Hedescribedthepracticeofmanagementasdistinctfromothertypicalbusinessf
16、unctions.Hestated14principlesofmanagement(fundamentaloruniversaltruthsofmanagementthatcanbetaughtinschools;seeExhibitMH-3).MaxWeber(pronouncedVAY-ber)wasaGermansociologistwhowroteintheearlytwentiethcentury.a.Weberdevelopedatheoryofauthoritystructuresanddescribedorganizationalactivitybasedonauthority
17、relations.b.Hedescribedtheidealformoforganizationasabureaucracymarkedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships(seeExhibitMH-4).HowDoTodaysManagersUseGeneralAdministrativeTheories?Somecurrentmanagementconceptsandtheoriescanbetracedtotheworkofthe
18、generaladministrativetheorists.a.ThefunctionalviewofamanagersjobrelatestoHenriFayolsconceptofmanagement.b.Webersbureaucraticcharacteristicsareevidentinmanyoftodayslargeorganizationseveninhighlyflexibleorganizationsthatemploytalentedprofessionals.Somebureaucraticmechanismsarenecessaryinhighlyinnovati
19、veorganizationstoensurethatresourcesareusedefficientlyandeffectively.MH.3BEHAVIORALAPPROACHThefieldofstudyconcernedwiththeactions(behaviors)ofpeopleatworkisorganizationalbehavior.Organizationalbehavior(OB)researchhascontributedmuchofwhatweknowabouthumanresourcesmanagementandcontemporaryviewsofmotiva
20、tion,leadership,trust,teamwork,andconflictmanagement.EarlyAdvocatesofOrganizationalBehaviorFourindividualsRobertOwen,HugoMunsterberg,MaryParkerFollett,andChesterBarnardwereearlyadvocatesoftheOBapproach.Their3Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallideasservedasthefoundationforempl
21、oyeeselectionprocedures,motivationprograms,workteams,andorganizationenvironmentmanagementtechniques.(SeeExhibitMH-5forasummaryofthemostimportantideasoftheseearlyadvocates.)TheHawthorneStudieswerethemostimportantcontributiontothedevelopmentoforganizationalbehavior.Thisseriesofexperimentsconductedfrom
22、1924totheearly1930sattheWesternElectricCompanyWorksinCicero,Illinois,wereinitiallydevisedasascientificmanagementexperimenttoassesstheimpactofchangesinvariousphysicalenvironmentvariablesonemployeeproductivity.AfterHarvardprofessorEltonMayoandhisassociatesjoinedthestudyasconsultants,otherexperimentswe
23、reincludedtolookatredesigningjobs,makechangesinworkdayandworkweeklength,introducerestperiods,andintroduceindividualversusgroupwageplans.Theresearchersconcludedthatsocialnormsorgroupstandardswerekeydeterminantsofindividualworkbehavior.Althoughnotwithoutcriticism(concerningprocedures,analysesoffinding
24、s,andtheconclusions),theHawthorneStudiesstimulatedinterestinhumanbehaviorinorganizationalsettings.HowDoTodaysManagersUsetheBehavioralApproach?Thebehavioralapproachassistsmanagersindesigningjobsthatmotivateworkers,inworkingwithemployeeteams,andinfacilitatingtheflowofcommunicationwithinorganizations.T
25、hebehavioralapproachprovidesthefoundationforcurrenttheoriesofmotivation,leadership,andgroupbehavioranddevelopment.MH.4QUANTITATIVEAPPROACHTOMANAGEMENTThequantitativeapproachtomanagementsometimesknownasoperationsresearchormanagementscience,usesquantitativetechniquestoimprovedecisionmaking.Thisapproac
26、hincludesapplicationsofstatistics,optimizationmodels,informationmodels,andcomputersimulations.A.ImportantContributions.ThequantitativeapproachoriginatedduringWorldWarIIasmathematicalandstatisticalsolutionstomilitaryproblemsweredevelopedforwartimeuse.Asoftenhappensafterwartime,methodsthatweredevelope
27、dduringWorldWarIItoconductmilitaryaffairswereappliedtoprivateindustryfollowingthewar.Forinstance,agroupofmilitaryofficerstheWhizKidsusedquantitativemethodstoimprovedecisionmakingatFordMotorCompanyinthemid-1940s.B.HowDoTodaysManagersUsetheQuantitativeApproach?Thequantitativeapproachhascontributedmost
28、directlytomanagerialdecisionmaking,particularlyinplanningandcontrolling.4Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallTheavailabilityofsophisticatedcomputersoftwareprogramshasmadetheuseofquantitativetechniquesmorefeasibleformanagers.TotalQualityManagement.1.Qualitymanagementisaphilosop
29、hyofmanagementthatisdrivenbycontinualimprovementandresponsetocustomerneedsandexpectations(seeExhibitMH-6).2.TQMwasinspiredbyasmallgroupofqualityexperts,includingW.EdwardsDeming,whowasoneofitschiefproponents.TQMrepresentsacounterpointtoearliermanagementtheoristswhobelievedthatlowcostsweretheonlyroadt
30、oincreasedproductivity.Theobjectiveofqualitymanagementistocreateanorganizationcommittedtocontinuousimprovementinworkprocesses.MH.5CONTEMPOARYAPPROACHA.SystemsTheory.Duringthe1960sresearchersbegantoanalyzeorganizationsfromasystemsperspectivebasedonthephysicalsciences.Asystemisasetofinterrelatedandint
31、erdependentpartsarrangedinamannerthatproducesaunifiedwhole.Thetwobasictypesofsystemsareclosedandopen.Aclosedsystemisnotinfluencedbyanddoesnotinteractwithitsenvironment.Anopensysteminteractswithitsenvironment(seeExhibitMH-7).1.Usingthesystemsapproach,managersenvisionanorganizationasabodywithmanyinter
32、dependentparts,eachofwhichisimportanttothewell-beingoftheorganizationasawhole.2.Managerscoordinatetheworkactivitiesofthevariouspartsoftheorganization,realizingthatdecisionsandactionstakeninoneorganizationalareawillaffectotherareas.Thesystemsapproachrecognizesthatorganizationsarenotselfcontained;they
33、relyonandareaffectedbyfactorsintheirexternalenvironment.B.TheContingencyApproach.Thecontingencyapproachrecognizesthatdifferentorganizationsrequiredifferentwaysofmanaging.Thecontingencyapproachtomanagementisaviewthattheorganizationrecognizesandrespondstosituationalvariablesastheyarise.Somepopularcont
34、ingencyvariablesareshowninExhibitMH-7.AHSWERSTOREVIEWAhDDISCUSSIONQUESTIONSExplainwhystudyingmanagementhistoryisimportant.Whilethestudyofmanagementhistoryreviewstheworkofexpertsinthepast,fromapracticalsideitshowsthetechniquesandimplementationsthatcompaniesareusingtoday.Forexample,theprincipleslearne
35、dfromScientificManagementarestillused5Copyright?2013PearsonEducation,Inc.publishingasPrenticeHalltodayinmanufacturing.Assemblylinelayouts,workprocesses,andcompensationplansinmodernorganizationsaremodificationsofthefoundationlaidbymenandwomenlikeTaylor.ThesameistruefortheworkofWeber,Fayol,andmorerece
36、ntlyDeming.Theorganizationsweworkintodayaretheresultofanevolutionofmanagementconcepts,notsomethingcompletelynew.Whatearlyevidenceofmanagementpracticecanyoudescribe?Theanswertothisquestioncanbefoundinthefirstsectionofthischapterandstudentscanbeencouragedtothinkofothers.Basically,anymajorundertakingth
37、atinvolvedthecoordinatedeffortofpeopleandresourcescouldbeusedasearlyevidenceofthepracticeofmanagement.Describetheimportantcontributionsmadebytheclassicaltheorists.ManyoftheideasthatwerepioneeredbyTaylor,Fayol,andWeberarestillinusetoday.Taylorscontributiontotimeandmotionstudiesareseeninmanufacturing,
38、Fayolsconceptsofmanagementlaythefoundationforeveryonestudyingprinciplesofmanagement(thefourfunctionsofmanagement:planning,organizing,leadingandcontrolling),andWebersideaspavedthewayforhowlargeorganizationsoperatemoreefficiently.WhatdidtheearlyadvocatesofOBcontributetoourunderstandingofmanagement?The
39、earlyadvocatesofOBgavemanagersagreaterunderstandingofthehumanelementpresentinallorganizations.WhatwaslearnedfromScientificManagementandtheQuantitativeStudiesallowedforbetteruseofpeopleseffort,buttheunderlyingcausesofwhypeopleputfortheffortstillneededtobeexplored.Theearlyadvocatesalsobroughtinavariet
40、yofnewvariablesthataffectorganizationalperformance,i.e.groupdynamics,employeeattitudes,conflict,etc.WhyweretheHawthorneStudiessocriticaltomanagementhistory?WhileTaylorandWebersoughttomakeworkmoreefficient,theydidnotfocusonthehumanelementofwork.Whetherthroughchanceorintentionaldesign,theHawthornestud
41、iesbroughtupthepointthatpeoplearemorecomplexthantoolsandmachines.Becauseanemployeeisputinajobthathasbeendesignedtomaximizeefficiencydoesnotmeanthattheemployeewillmakethechoicetodoso.WhatkindofworkplacewouldHenriFayolcreate?HowaboutMaryParkerFollett?HowaboutFrederickW.Taylor?Fayolwouldlikelycreateawo
42、rkplaceinwhichmanagerscouldperformthemanagerialfunctionsofplanning,organizing,coordinating,commanding,andcontrolling.IntheworkplacecreatedbyFayol,his14principlesofmanagementwouldbeespoused.Follettwouldcreateaworkplacewheremanagersandworkersviewedthemselvesaspartners,aspartofacommongroup.Insuchaworkp
43、lace,managerswouldrelymoreontheirexpertiseandknowledgetoleadsubordinates,ratherthanontheformal6Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallauthorityoftheirposition.EmpowermentandteamworkwouldbehallmarksofaworkenvironmentcreatedbyFollett.Taylorwouldenvisionaworkplaceinwhichmanagersandw
44、orkersscientificallyanalyzedanddeterminedthe“onebestway”toaccomplisheachjob.Hewouldgiveaqualifiedworkertheappropriatetoolsandequipment,wouldhavetheworkerfollowhisinstructionsexactly,andwouldmotivatetheworkerwithasignificantincreaseindailywage.ConsistentproductivityimprovementswouldbeTaylorsgoalinthe
45、workplace.Explainwhatthequantitativeapproachhascontributedtothefieldofmanagement.Although“people”problemscanrarelyberesolvedusingquantitativetechniquesexclusively,mathematicaltechniquescanhelpamanagersolvethesetypesofproblems.Statisticalmethods,informationmodels,computersimulations,andotherquantitat
46、ivetechniquesaredesignedtohelpmanagersmakebetterdecisions.Accordingly,theycouldhelpamanageraddresspeopleproblemsencounteredintheworkplace.Describetotalqualitymanagement.AsproposedbyEdwardDeming,TQMisamanagementphilosophydevotedtocontinualimprovementandrespondingtocustomerneedsandexpectations.(SeeExh
47、ibitMH-6.)Customersincludesanyonewhointeractswiththeorganizationsproductorservicesinternallyorexternally.Itencompassesemployeesandsuppliersaswellasthepeoplewhopurchasetheorganizationsgoodsorservices.TQMalsoadvocatesContinualimprovementwhichrequiresstatisticaltechniquesthatmeasureeverycriticalvariabl
48、eintheorganizationsworkprocesses.Thesemeasurementsarecomparedagainststandardstoidentifyandcorrectproblems.Howdosystemstheoryandthecontingencyapproachmakemanagersbetteratwhattheydo?GoingbacktoviewofScientificManagement,Taylorsoughtfortheonebestwaytoorganizework.Whatweknowtodayfromthesystemsandconting
49、encyviewisthatthereisnoonebestwaytodoanythinginanorganization.Therearetoomanyinternalandexternalfactorsthataffectemployeeandorganizationalperformancetodesignajobortaskandthensitbackandbecomfortable.Managersmustunderstandthattheworkplaceisbothcomplexanddynamic.Butthisshouldnotbeanexcuseformanagerswho
50、attempttouseacceptedtheoryandpractices.Managersshouldembracethedifferencesinpeopleandorganizationsanddotheirbesttoapplytheorytothecontextoftheirorganization.Howdosocietaltrendsinfluencethepracticeofmanagement?Whataretheimplicationsforsomeonestudyingmanagement?Societaltrendshaveamajorimpactonthepract
51、iceofmanagement.Forexample,thechangeinsocietysemphasisonthevalueofdiversityhasprofoundimplicationsfortherecruiting,hiring,training,development,andmotivationprogramsinthehumanresourcesfunctionsofanorganization.Work-relatedprocessesmustbealignedwith7Copyright?2013PearsonEducation,Inc.publishingasPrent
52、iceHalltheneedsofadiverseandpluralisticworkforce.Theimpactofthesechangesisaglobalissue;businessorganizationsthroughouttheworldincludingCanada,Australia,SouthAfrica,Japan,andEuropeareexperiencingsimilartrends.?Choosetwonon-managementclassesthatyouarecurrentlyenrolledinorhavetakenpreviously.Describeth
53、reeideasandconceptsfromthosesubjectareasthatmighthelpyoubeabettermanager.?Readatleastonecurrentbusinessarticlefromanyofthepopularbusinessperiodicalseachweekforfourweeks.Takeoneofthosearticlesanddescribewhatitisaboutandhowitrelatestoany(orall)ofthefourapproachestomanagement.?Chooseanorganizationwithw
54、hichyouarefamiliaranddescribethejobspecializationusedthere.Isitefficientandeffective?Whyorwhynot?Howcoulditbeimproved?Canscientificmanagementprincipleshelpyoubemoreefficient?Chooseataskthatyoudoregularly(suchaslaundry,fixingdinner,groceryshopping,studyingforexams,etc.).Analyzeitbywritingdownthesteps
55、involvedincompletingthattask.Seeifthereareactivitiesthatcouldbecombinedoreliminated.Findthe“onebestway”todothistask.Andthenexttimeyouhavetodothetask,trythescientificallymanagedwayandseeifyoubecomemoreefficient(keepinginmindthatchanginghabitsisnteasytodo).?Howdobusinessorganizationssurvivefor100+year
56、s?Obviously,theyveseenalotofhistoricaleventscomeandgo!Chooseonesuchcompany(forexample,Coca-Cola,Procter&Gamble,Avon,GeneralElectric)andresearchitshistory.Howhasthecompanychangedovertheyears?Fromyourresearchonthiscompany,whatdidyoulearnthatcouldhelpyoubeabettermanager?Findthecurrenttopfivebest-sellin
57、gmanagementbooks.Readareviewofeachbook,readthebookcovers(orevenreadthebooks).Writeashortparagraphdescribingwhateachbookisabout.Alsowriteaboutwhichofthehistoricalmanagementapproachesyouthinkthebookfitswithandhowyouthinkitfitsintothatapproach.?Chooseonehistoricaleventfromthiscenturyanddosomeresearchon
58、it.Writeapaperdescribingtheimpactthatthiseventmightbehavingorhashadonhowworkplacesaremanaged.?StevesandMaryssuggestedreadings:GaryHamel,TheFutureofManagement(HarvardBusinessSchoolPress,2007);MalcolmGladwell,Blink(Little,BrownandCompany,2005);JamesC.Collins,GoodtoGreat:WhySomeCompaniesMaketheLeap.and
59、OthersDont(HarperBusiness,2001);MatthewJ.Kiernan,TheElevenCommandmentsof21stCenturyManagement(PrenticeHall,1996);andJamesC.CollinsandJerryI.Porras,BuilttoLast:SuccessfulHabitsofVisionaryCompanies(HarperBusiness,1994).?Comeon,admitit.Youmultitask,dontyou?Andifnot,youprobablyknowpeoplewhodo.Multitaski
60、ngiscommonintheworkplace.Butdoesitmakeemployeesmoreefficientandeffective?Pretendyourethemanagerinchargeofaloanprocessingdepartment.Describehowyouwouldresearchthisissue,usingeachofthefollowing8Copyright?2013PearsonEducation,Inc.publishingasPrenticeHallmanagementapproachesortheories:scientificmanageme
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