计算机网络管理员（中级） 在线下载 pdf mobi 2025 epub 电子版

《计算机网络管理员(中级)》由中国就业培训技术指导中心按照标准、教材、题库相衔接的原则组织编写，是国家职业技能鉴定推荐辅导用书。书中内容根据《国家职业标准·计算机网络管理员》(2008年修订)要求编写，是中级计算机网络管理员职业技能鉴定国家题库命题的直接依据。

《计算机网络管理员(中级)》介绍了中级计算机网络管理员应掌握的技能要求和相关知识，涉及操作系统安装调试及调用、机房环境维护、网络线路运行维护、网络设备运行维护、软件系统运行维护、数据备份与恢复等内容。

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书籍介绍

《计算机网络管理员(中级)》由中国就业培训技术指导中心按照标准、教材、题库相衔接的原则组织编写，是国家职业技能鉴定推荐辅导用书。书中内容根据《国家职业标准·计算机网络管理员》(2008年修订)要求编写，是中级计算机网络管理员职业技能鉴定国家题库命题的直接依据。

《计算机网络管理员(中级)》介绍了中级计算机网络管理员应掌握的技能要求和相关知识，涉及操作系统安装调试及调用、机房环境维护、网络线路运行维护、网络设备运行维护、软件系统运行维护、数据备份与恢复等内容。

• 作者：YS 发布时间：2023-06-22 18:30:09

  印刷精美，形式不错，降低了阅读古文的难度，增加了趣味性。

• 作者：Einsame 发布时间：2023-09-25 20:44:53

  知识体系和上一本书区别不大，不过明显有了难度上的提升（有的死活题第一眼没做出来

• 作者：美逝 发布时间：2020-06-16 16:06:16

  读了《燕王起兵》感觉还不错，两军交战有的地方写得很好，就是篇幅太长了，如果精简一点会更好。北军渡江，是这样描写的:“舳舻相衔，旌旗蔽空，金鼓大震，微风轻扬，长江不波”。这已经是刻意的文学笔法了。

• 作者：一只大鱼 发布时间：2017-12-06 21:21:38

  一本简洁明快的布迪厄概要，翻了下后续目录，更期待《建筑师解读本雅明》。

• 作者：hiworld 发布时间：2023-06-06 13:24:08

  此系列的只值得翻一翻

• 作者：胡不喜²⁰²⁴ ™ 发布时间：2009-02-12 10:56:47

  这就是牛逼……

• 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

          

• 忠奸善恶智愚清浊......实际上哪有这么简单

  作者：双城记 发布时间：2006-03-14 21:41:24

  真是好书。看了这个，觉得以前学校里看得那点历史课本，都白念了，那些课本中的所谓的历史，所谓的历史人物，仿佛三流电视剧或三流动画片，人物都是被固定下来并夸张处理，忠、奸、善、恶、智、愚、清、浊......

  　　

  张居正、海瑞、戚继光、万历皇帝......这些在历史课本中出现的角色，在《万历十五年》中一一出现，看这本书，就仿佛在亲历他们的处境、他们的苦恼，他们的梦想，他们的野心，他们的无奈......

  　　

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  “司法制度极为简单，缺乏判决争端的根据。即使是技术上的问题送交御前请求决定，也要翻译成为道德问题，以至善或极恶的名义作出断语。”（《万历十五年》）

  　　

  不管判断什么，都可以以“道德”为武器，看不惯谁，罪名找不到好办，从道德上出文章。

  　　

  还有很多都是琐碎的事，张居正父亲死了，可张居正是身居要职辅佐皇帝的重要任务，他应该不应该去辞官守孝？于是，儒家的一堆大道理就又来了，你应该这么做你应该那么做......

  　　

  形式高于一切、道德高于一切，道貌岸然的儒教建立起了一套完美的表面世界，同时大家在潜规则下继续尔虞我诈贪污受贿结党私营，一套儒教理论，一套潜规则，两者互不干涉的组成了这个封建王朝。

  　　

  鲁迅说，“我翻开历史一查，这历史没有年代，歪歪斜斜的每叶上都写着‘仁义道德’几个字。我横竖睡不着，仔细看了半夜，才从字缝里看出字来，满本都写着两个字是‘吃人’！”说的真好，鲁迅就不信这套。“仁义道德”，哄小孩儿哪，你们不还该干嘛干嘛么。

  　　

  可是，偏有人看不见潜规则，天真的以为，这个世界就是儒教理论所描述的那个样子，比如海瑞。

  　　

  -----------------------------------------------------------------

  　　

  《万历十五年》中，写海瑞那段很有意思。

  　　

  海瑞，清官，民众心目中的英雄，政府的廉洁形象的“形象大使”。 可是海瑞漠视潜规则，也是政府的眼中钉。

  　　

  政府又要表彰他，暗地里又不希望出现这种人，对这种人，辞不得，留不得，真难办，最后政府给海瑞安排了一个没有实权的“高官”，希望让他老老实实的作“形象大使”，偏偏海瑞拧，假装辞职：这个官位的工作很简单，可即使这样，我也觉得很难完成，实在没什么能力，我辞职好了。实则要挟政府：你们敢辞我吗？我是超级大清官，是你们的“形象大使”，你们把我辞了，舆论可对你们不利。不辞，就老老实实给我个有实权的位子。海瑞，你也够精的啊。

  　　

  可是海瑞也只是这种小地方精明，他缺乏一种大范围上的智慧，他看不到这个王朝的症结所在。儒教统治的王朝，表面上奉行一套理论，实际操作执行另一套方法，可是海瑞看不到这点，他单纯地希望将世界改造成像儒家表面的理论所宣传的那个乌托邦世界，他无视潜规则，也要破除别人的潜规则，让所有人尴尬，却又不能说出口。

  　　

  海瑞死了，“使北京负责人事的官员大大地松了一口气，因为他们再也用不着去为这位大众心目中的英雄——到处惹事生非的人物去操心作安排了。”

  　　

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  “讪君卖直”，是看这本书学到的一个词。把正直当商品卖掉——故意作出一幅忠臣的样子，力排众议以死相谏，将自己的“正直”做一次赌博，做一次投资，失败了，大不了被贬，大不了被杀；成功了，一代功臣，弄不好还来个万古流芳。书里写的不是海瑞，以海瑞的品行不会干这种事，但不能保证其他人不这么做。

  　　

  讪君卖直......以前从来没想到过会有这种东西。学校的历史教科书把每个人贴上了标签，这个是忠臣、那个是奸臣......其实，谁也不是省油的灯啊。