彩绘中华传统孝亲故事 下载 pdf 电子版 epub 免费 txt 2025

自古以来，我国就是一个礼仪之邦。在中国的历史长河中,有着不计其数的家传美谈，敬老孝亲是中华民族的传统美德，“亲尝汤药”“丁兰刻木”“鹿乳奉亲”“江革背母”“百里负米”“ 葬父”“卧冰求鲤”等中华传统孝亲故事流传甚广，对现实社会产生了深远影响。本书由栗白瑞先生工笔彩绘、书法家张存堂先生小楷书写，图文并茂，意蕴丰厚，雅俗共赏，具有很强的可读性和观赏性，读来令人欣喜、感动，深受教育和启迪。本书倡导孝亲美德，传承中华民族传统美德，传递中华民族正能量。

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书籍介绍

自古以来，我国就是一个礼仪之邦。在中国的历史长河中，有着不计其数的家传美谈，敬老孝亲是中华民族的传统美德，“亲尝汤药”“丁兰刻木”“鹿乳奉亲”“江革背母”“百里负米”“卖身葬父”“卧冰求鲤”等中华传统孝亲故事流传甚广，对现实社会产生了深远影响。本书由栗白瑞先生工笔彩绘、书法家张存堂先生小楷书写，图文并茂，意蕴丰厚，雅俗共赏，具有很强的可读性和观赏性，读来令人欣喜、感动，深受教育和启迪。本书倡导孝亲美德，传承中华民族传统美德，传递中华民族正能量。

• 作者：没有心的江湖骗子 发布时间：2020-07-19 20:52:03

  这种风格中比较喜欢得了

• 作者：淼淼淼啊 发布时间：2020-07-09 10:51:54

  都说是他细微的观察报告 小的感想 虽小但是 一看上去还是觉得惊艳 能把文字完成这样的人 还能说什么好呢 有些小故事在里面 毛姆总会用旁观者的姿态 拨开其他人的内心

• 作者：正能量的猪猪 发布时间：2021-04-13 18:43:38

  这本书不仅给出了孩子想知道的很多问题的答案，还可以丰富父母的知识。可以说是一本不错的百科全书。

• 作者：momo 发布时间：2022-11-25 11:13:50

  讲解非常详细，易于实操

• 作者：方小孬 发布时间：2020-05-09 17:36:52

  内容可爱，能感受到作者的心意，以及对东京生活的满满爱意。

• 作者：小嘀嗒 发布时间：2022-10-17 16:36:19

  冬天是美味的样子。

• 书的整体结构和主要内容

  作者：Yueyue 发布时间：2012-07-15 20:42:35

  以下为本书的主要内容。2.2跳过没有读所以没有笔记，待有空读完再补上。

  What the CEO wants you to know

  1, Part 1: Business Acumen : The Universal Language of Business

  1.1 What Jack Welch and Street Vendors Share

          

  1.2 Every Business is the Same Inside

          

  1.2.1 Cash Generation: the ability to stay in business

  -> Definition: the difference between all the cash that flows into the business and all the cash that flows out of the business in a given time period.

  -> In real business: the timing of payments affects cash generation.

  -> Everybody counts: be aware that one's actions use cash or generate cash (example of mailroom clerks)

  1.2.2 Return on Assets: how you use someone else's money efficiently

  -> Return = Earnings / Total Asset = (Earnings / Sales)*(Sales/ Total Asset) = Margin * Velocity

  -> Margin

    * Gross margin: $50 total sales - $ 30 COGs sold= $20 gross margin, Gross margin provides clues about important changes that are affecting the nature of business (without considering tax, etc.)

     * Velocity: depends on R-O-What?

       ROA: velocity = sales / assets

       ROI : velocity = sales / investment

          

  1.2.3 Growth : vital to prosperity. no grow means lagging behind.

  -> Grow in the right way: accompanied by improved margins and velocity, and the cash generation must be able to keep pace.

  -> Be careful with unprofitable growth (wrong incentives), don't' use size as a measure of success. When seeing growth, always ask how and why (look at your cash).

  -> Finding opportunities for profitable growth when others can't is part of business acumen.

  1.2.4 Customers:

  -> The best CEOs don't rely on clinical data along.

  -> Remember to make special efforts to observe and talk directly with people who use our products and serves.

  -> When you can't get the prices and margins you used to get, talk to consumers to understand why. Observe them directly, unfiltered, not through the eyes of distributors and other middlemen.

  1.3, Understanding Your Company's Total Business

  Let there be no doubt: none of the following info is confidential. Your asking for it will demonstrate to management your keen desire to think beyond the silos and help the total business.

     -> What were your company's sales during the last year?

     -> Is the company growing? Or is the growth flat or declining? Is this growth picture good enough?

     -> What's your company's profit margin? Is it growing, declining, or flat?

     -> How does your margin compare with your competitors? How does it compare with those of other industries?

     -> Do you know your company's inventory velocity? its asset velocity?

     -> What is your company's return on assets?

     -> Is your company's cash generation increasing or decreasing? Why is it going one way or the other?

     -> Is your company gaining or losing against the competition?

  2, Part 2 : Business Acumen in the Real World

          

  2.1 The World Has Complexity, Leaders Provide Clarity

  2.1.1 Business acumen helps a CEO choose the three (no more than five) business priorities that will retain customers and achieve all the important money-making goals at the same time. (Examples of Dell, Kmart, GE, etc.)

  2.1.2 Deal making and business daily operation is different. To win, you ned to focus on the basis, for long term.

  2.1.3 You don't need to be CEO to practice business acumen:

     -> Marketing manager: Which product lines make money? Which one makes the most / least money? Which ones consume / generate cash? Is one product line more volatile than the others?

     -> Engineer: how does it fit into the total money-making picture? Will the design please customers and earn a want? Is it preferred by customers over that of a competitor? Is it going to require new equipment and thus extension of some existing products and therefore uses equipment or tooling the company already has?

  2.2 Wealth is More Than Making Money

  3. Part 3: Getting Things Done

  3.1 Growing People Takes Courage

  3.1.1 Match the right people in the right jobs

  3.1.2 Dealing with mismatches (it won't automatically fix itself)

  3.1.3 Coaching : provide instant feedback on things doing well and specific suggestions for building skills.

     -> Coaching on the business side

     -> Coaching on behavior

          

  3.2 Making Groups Decisive : Social Operating Mechanism

  -> Design a "social operation mechanism" for your organization/ team allow updating business performance/ customer insights/ key project progress, ensure that people are abel to synchronize efficiently.

          

  3.3 What to Do and How to Do it, Story of Dick Brown, CEO of EDS

  3.3.1 Understand external business environment (changing of technology)

     -> Is there excess capacity in the industry?

     -> Is the industry consolidating?

     -> Do you face stiff pricing competition?

     -> Might your business be affected by currency fluctuations or changes in interest rates one way or the other?

     -> Are you facing new competitors?

     -> What is happening in e-commerce? How might that affect the company?

  3.3.2 Exam key business performance indicators (think like a street vendor)

  3.3.3 Set up clear priority and target

  3.3.4 Check: right people in the right jobs, no delaying of taking actions

  3.3.5 Create the "social operation mechanisms" : coach / monthly meeting/ bi-monthly email recognition

          

• 向弗洛伊德致敬

  作者：夜小妖 发布时间：2007-08-31 23:38:19

  这部作品可以理解为弗洛伊德的三位信徒对大师的致敬之作。

  书中除了对弗洛伊德的观点有简单的叙述，还专门辟出一节介绍弗氏的生平，消除读者对弗氏的误解（不少人都对弗洛伊德持泛性主义者及唯心主义者的偏见）。

  另外书中还介绍了精神分析法的发展史，并列出了一些对精神分析法卓有贡献的名字，包括：安娜·弗洛伊德，梅朗丽·克莱因，唐纳德·温尼科特等等，以及他们的主要观点。

  如果大家想通过这本书对精神分析法有一个实用性的了解，那你将十分失望；不过，在阅读了弗洛伊德的部分著作后，再看这本书，可能会有跳出Freud自己的说法，客观地审视这位大师的理论。并且可能了解一下弗洛伊德之外的大师是如何研究人的内心的。