播音主持艺术入门训练手册（第2版） 在线下载 pdf mobi 2025 epub 电子版

本书讲解了语音发声、表达基础、有稿播读、口头评述、模拟主持等内容。根据广大初学者的实际情况，有针对性地把播音主持艺术基础理论和基本技能有机结合起来，按照“要点把握”“示例分析”“实践练习”的体例编排训练内容，训练材料兼顾思想性、艺术性和实用性。同时还配有部分例文和练习的示范录音，更加有助于初学者的学习。

本书既可作为初学者短期培训的教材，也可作为播音主持艺术从业者基本功训练的常备手册。

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仲梓源，一级播音员。2006年毕业于中国传媒大学，获文学硕士学位并留校任教。现为该校播音主持艺术学院电视教研室讲师。1995年从浙江传媒学院播音主持艺术专业毕业后，在江苏卫视新闻中心担任新闻主播8年，期间还参与过大量社教、文艺节目的播音主持工作。其新闻播音、现场报道、专题片解说、学术论文等作品多次获得政府奖和学会奖。主要出版物和学术论文有：《电视新闻播音主持教程》、《听君细陈，如饮甘醇——陈醇播音艺术研究》、《电视新闻播音创作中体态语言的美学内涵》、《对不同时段新闻节目播音状态的建议》、《怎样当好综合服务性板块节目主持人》等。联系电邮：contactzzy@gmail.com

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书籍介绍

本书讲解了语音发声、表达基础、有稿播读、口头评述、模拟主持等内容。根据广大初学者的实际情况，有针对性地把播音主持艺术基础理论和基本技能有机结合起来，按照“要点把握”“示例分析”“实践练习”的体例编排训练内容，训练材料兼顾思想性、艺术性和实用性。同时还配有部分例文和练习的示范录音，更加有助于初学者的学习。

本书既可作为初学者短期培训的教材，也可作为播音主持艺术从业者基本功训练的常备手册。

• 作者：吴逸 发布时间：2024-02-05 21:18:23

  看了我足足一个月。书中错别字不算不了，我还能看得出来是打的五笔。翻译没有简单地直译，有做了补充。当然译者理解得对不对我也不懂。非专业人士

• 作者：叶子册 发布时间：2020-07-27 20:43:04

  颜值党果断被封面吸引，因为有《我要吃掉你的胰脏》的滤镜加持，《夜晚的怪物》在我脑海中自然而然也演变成了一部色彩明亮的动画电影，故事内容是校园霸凌，让我不自觉将它和《声之形》进行比较（或许以后真出电影了呢），校园霸凌是一个永远绕不开的话题，世上千千万的人，性格迥异也是再正常不过的事了，但是我们总是会寻找和他人的相同点以求获得安全感而不至于被排挤在外视为异类

• 作者：瑞秋 发布时间：2020-10-25 17:36:09

  13年出版的01年法国版本，所以信息有些落后，想看的万宝龙大文豪更是一支都没有。画册开本很大，翻阅不便，页面留白太多，买不如借系列图书代表。

• 作者：不。想要讲废话 发布时间：2023-10-24 15:52:23

  希望青少年看了能从那些纠结不愉快的关系中逃脱。边看边想起了小学时期，当时的不愉快和乱七八糟都变得模糊了，是啊，从历史的长河中来看，我们多么渺小，从人生的长河来看，那些岁月也非常短暂，过着过着发现一切都没那么重要。但青少年时期，能这么早早领悟，会那么容易吗？有人引导非常重要吧

• 作者：NoaNoa 发布时间：2017-03-21 00:49:11

  平实简明的民俗记述，不像学术论文，非常有意思和可读性，大略了解早先东北民俗生活各方面的入门全书，建立在访谈老人的基础上，很多奇闻，挺接地气，现在的生活方式已完全不同，很珍贵的记录

• 作者：御手洗御影 发布时间：2017-11-23 21:56:55

  不明白第二个密室诡计是啥玩意儿，但飞机上的那个，本来是青山原著的漫画的，是真心不错

• 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

          

• 摘录

  作者：达尔文x 发布时间：2017-01-15 18:12:45

  上学期间唯一漏看的管理学重要流派。总体来说并没有脱离管理过程学派“计划-组织-领导-控制”的思路，但内容更加详尽，可操作性更强。可以说亨利法约尔提出了伟大的思想，这本书则是优秀的执行工具书。

  但需要注意的是，本书完全是自上而下变革的思想。关于更多变革的思路可以参考约翰科特的著作。

  1.平衡记分卡系列的五本书：《平衡记分卡：将战略转化为行动》《战略中心型组织》《战略地图》《组织协同》《平衡记分卡战略实施》。

  2.平衡记分卡并不是关于绩效衡量的项目，而是关于企业变革的项目。

  3.战略实践的六步骤

  

  

  

  

  

  

  4.企业管理者经常谈到的最头疼的话题中，执行力往往是其中之一。如果仅仅把执行当做一种态度，这个话题再讨论也难有突破。在这本书中，把执行落实成了具体的工具，让执行真实得可以触摸的到，这对企业管理大有裨益。