老夫子02-大高个子 下载 pdf 电子版 epub 免费 txt 2025

千防万防，家贼难防，老夫子这回可是防不胜防啊！本来是好心向老夫子推销帽子，谁知他老夫子不领情，还来个不戴为妙，到底是怎么回事？“我与老夫子——明星照片评选活动开始了”，快来参加哟！

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儿子王泽先生：王泽先生长子，生于天津，学于香港，后到美国深造，从事建筑教学的工作。在父亲年纪渐长后，为了老夫子漫画，王泽先生毅然接下父亲的重担成立老夫子漫画工作室。主学建筑的王泽先生利用多年品牌经验跨行运作“老夫子”品牌和漫画创作，并在今年4月、8月来大陆地区进行巡回活动，不仅令“老夫子”品牌迅速席卷亚洲乃至全世界华人地区，更为作品增加了时尚元素——老夫子开飞船等清新可爱的情节。

子承父业的王泽先生，画风机敏，线条硬朗，动感十足，故事情节笑料百出，极富时代感。

父亲王泽先生：本名王家禧，1962年，他以长子王泽的名字为笔名，开始创作出版《老夫子》系列漫画，一时间成为20世纪最著名的中国漫画，年销亿元，集多种奖项于一身。其画风纯朴，线条流畅，故事情节诙谐、幽默，极富中国传统幽默特点，含而不露。

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书籍介绍

千防万防，家贼难防，老夫子这回可是防不胜防啊！本来是好心向老夫子推销帽子，谁知他老夫子不领情，还来个不戴为妙，到底是怎么回事？“我与老夫子——明星照片评选活动开始了”，快来参加哟！

• 作者：红珊瑚 发布时间：2007-08-10 16:42:15

  不错的漫画，虽然有些老。

• 作者：momo 发布时间：2021-01-01 14:17:05

  我考过了中级哈哈哈哈哈！

• 作者：梦幻空花 发布时间：2019-03-03 16:46:24

  好看(｡･ω･｡)ﾉ♡

• 作者：MEZZZ. 发布时间：2019-04-01 11:32:31

  好看

• 作者：——蕞+鱫|’ 发布时间：2010-01-27 09:05:22

  因為5好T，又撈！所以我5中意T老夫子.

• 作者：Chasing 发布时间：2016-12-30 02:55:35

  可以的

• 夜神科尔内尔：孤独的潜行者

  作者：墨涅涅 发布时间：2018-03-12 16:10:27

• Note for “The McKinsey Way”(1)

  作者：rink 发布时间：2007-10-01 12:25:33

  Many people has read the book “The Mckinsey Way”, well, it’s really a wonderful book. The first Three parts are of help to people who want to know how to think and solve the business problems.

  The first part: The McKinsey way of thinking about business problems.

  The solution to any business problem should be:

  1)Fact-based:Fact are friendly, which are the bricks with which you will lay a path to your solution and build pillars to support it. Don’t fear the facts.

  2)Rigidly structured: Feel free to be MECE(Mutually Exclusive,Collctively Exhaustive). To Structure your thinking when solving business problems (or anything, for that matter), you must be complete while avoiding confusion and overlap.

  3)Hypothesis-driven: Solve the problem at the first meeting-the initial hypothesis. Solving a complex problem is like embarking on a long journey. The initial hypothesis is your problem-solving map. It can be break into three section:(1)Defining the initial hypothesis,find the key drivers.(2)Generating the initial hypothesis, make an actionable recommendation regarding each driver.(3)Testing the initial hypothesis.

  Developing an approach

  1.The problem is not always the problem. Sometimes a business problem will land on your desk and you will be told to solve it. Fair enough. But before you go rushing off in any particular direction, make sure you’re solving the right problem–it may not be the one you were given.

  2. Don’t reinvent the wheel(part1). Most business problems resemble each other more than they differ. This means that with a small number of problem-solving techniques, you can answer a broad range of questions. These techniques may be somewhere in your organization, either written down or in the heads of your fellow employees. If not, use your experience to develop your own tool kit.

  3….But every client is unique(no cookie-cutter solutions) That there are many similarities between business problems does not mean that similar problems have similar solutions. You have to validate your initial hypothesis( or your gut) with fact-based analysis. This will put you in a much better position to get your ideas accepted.

  4. Don’t make the facts fit your solution. Avoid the tempatation to view your initial hypothesis as the answer and the problem-sloving process as an exercise in proving the IH. Keep an open and flexible mind. Don’t let a strong initial hypothesis become an excuse for mental inflexiblility.

  80/20: The 80/20 rule is one of the great truths of management consulting and, by extention, of business.

  DON’T BOIL THE OCEAN: Don’t try to analyze ecerything. Be selcetive;figure out the priortities of what you are doing.

  The elevator test: If you have a lot of recommmendations, stick to the three most important- the ones with the biggest payoffs.

  Pluck the low-hanging fruit: Don’t wait! Solving only part of a problem can still mean increased profits.

  Hit singles: You can’t do everything, so don’t try. Just do what you’re supposed to do and get it right. It’s much better to get to first base consistently than to try to hit a home run–and strike out 9 times of 10. There are three reasons:

  1)It’s impossible to do everything yourself all the time.

  2) If you manage it once, you raise unrealistic expectations from those around you.

  3)Once you fail to meet expectations, it is very difficult to regain credibility.

  Lkki at the big picture: Every onw and then, take a mental step back from whatever you’re doing. Ask yourself some basic questions: How does what you’re doing solve the problem? How does it advance your thinking? Is it the most important thinkg you can be doing right now? It it’s not helping, why are you doing it? How does what you’re doing fit into the big picture? A particular analysis may be intellectually correct, even interesting, but if it doesn’t take you closer to a solution, it’s a waste of time.