胡塞武装：我们强烈谴责以色列对伊朗的公然侵略，伊朗有权采取威慑性回应。美国知道侵略行为并不 意味着免除其责任，而是证实了其参与其中，必须追究其责任。 ...

Core Viewpoint - Management is a governance framework that focuses on both rule-based and human-based governance, emphasizing structure and mechanisms while addressing human factors [2][3]. Group 1: Management Framework - The governance framework consists of four levels: employees, managers, directors, and executives, with each level having distinct responsibilities [6]. - Managers are seen as the first step in management, often viewed as a desirable position by employees [7][12]. Group 2: Role of Managers - Many employees aspire to become managers, believing it to be a significant career advancement [8]. - However, some newly appointed managers struggle with their roles, leading to various issues such as role ambiguity and ineffective communication [9]. Group 3: Managerial Responsibilities - Managers are expected to be heroes, organizing frontline employees and addressing emerging issues [16]. - The ability model for frontline managers includes responsibility, cohesion, task management, adaptability, and communication skills [19][20]. Group 4: Responsibility and Accountability - A strong sense of responsibility is crucial for managers, as they must handle issues proactively and ensure accountability within their teams [20][31]. - The company should design reward and punishment systems to prevent managerial inaction and promote accountability [32]. Group 5: Cohesion and Influence - Managers need to maintain team cohesion through personal charisma and influence, ensuring that team members remain engaged and aligned with goals [44][46]. - The ability to create a sense of urgency among team members is also essential for driving performance [52][56]. Group 6: Task Management - Effective task management involves breaking down large tasks into manageable components and assigning them appropriately [65][68]. - Utilizing tools like Work Breakdown Structure (WBS) is recommended for organizing tasks and ensuring clarity in execution [70][81]. Group 7: Adaptability - Adaptability is defined as the ability to respond to risks and unexpected events, which is vital for frontline managers [83][84]. - The adaptability model includes crisis judgment, temporary handling, and systematic solutions to ensure effective problem resolution [89][100]. Group 8: Communication Skills - Communication skills encompass information gathering and effective expression, which are critical for managerial success [112]. - Managers should utilize frameworks like PREP to structure their communication clearly and persuasively [126]. Conclusion - The chapter emphasizes the importance of understanding the managerial role within the governance framework, focusing on why one should become a manager, how to achieve that, and how to excel in the position [134].

伊朗：美国应该对以色列攻击造成的后果负责。 ...

伊朗政府：美国应对以色列空袭造成的后果负责。 ...

Group 1 - The article highlights the literary journey of the author Mai Jia, who is currently promoting his new book "The Colonel and the Eunuch" in Edinburgh, emphasizing the connection between literature and personal solace [3][19][24] - Mai Jia reflects on the significance of literature in providing emotional refuge, comparing his experiences to those of Robert Louis Stevenson, a notable Edinburgh author [7][19] - The narrative includes a poignant story about a dog named Bobby, symbolizing loyalty and attachment, which resonates with Mai Jia's reflections on personal relationships and emotional ties [8][10][11] Group 2 - The discussion touches on the theme of existential uncertainty faced by the younger generation, with Mai Jia expressing a desire to understand and address this common feeling of confusion [22][24] - Mai Jia emphasizes the importance of internal strength over external validation, suggesting that true fulfillment comes from within rather than from societal pressures [24][25] - The article concludes with Mai Jia's belief in the social responsibility of writers to guide readers in understanding the world and human nature, drawing parallels with other renowned authors [25][26]

伊朗外交部：作为以色列的主要支持者，美国将对以色列的冒险行为所造成的后果负责。 ...

Group 1 - The core message emphasizes that the true value of a company should be based on responsibility and commitment, beyond just commercial success [2] - BMW has integrated the internet ecosystem deeply into its corporate social responsibility framework, demonstrating that business success and social responsibility can coexist [2] - The company has positively impacted 35 million people through its corporate social responsibility projects in 2023, setting a new record for brand coverage [2] Group 2 - BMW has been actively participating in the construction of a healthy, safe, and harmonious online ecosystem, adhering to core values of respect, integrity, and responsibility [2] - The company has committed to the "Home in China" initiative, aligning its development with China's social progress over the past 30 years [2] - BMW prioritizes safety in technological development, ensuring that new technologies provide reliable and secure travel for users [3]

新华财经雅加达6月12日电（记者李富玉）11日，在2025年度印度尼西亚"TOP CSR AWARDS"颁奖典礼上，中国大唐集团印尼区域公司旗下多家企业获得企 业社会责任奖项。其中，大唐金光公司荣获五星大奖，大唐米拉务、大唐金光苏姆赛、大唐金光肯达里和大唐金光卡尔登4家电厂获评四星奖，成为本届获 奖数量最多、覆盖区域最广的中资能源企业。 在推进属地责任的同时，公司加强中印尼员工文化交流，组织"友谊之桥"等活动，提升团队融合度。公司还推动印尼4家电厂光伏项目并网，加快绿色能源 转型步伐。针对本地人才培养，公司建立了涵盖校企合作、成长激励、情感关怀等内容的机制，已培训本土技术人员420余人，带动就业约1500人次。 业内人士表示，大唐印尼区域公司此次获奖，反映了其在经营发展与社会责任融合方面的探索成果。未来，公司将继续拓展新能源与传统能源融合路径，参 与属地教育、环保、医疗等公共服务建设，助力中印尼能源合作持续发展。 公司重点推动生态修复与公益实践相结合，采用"红树林+珊瑚礁+经济林"三位一体生态保护模式，目前已累计种植红树林3万余株，移植珊瑚1400余块。各 电厂围绕教育、环保、经济扶持等方面开展多项社区项目。 ...

在大会现场，宝马大中华区总裁兼首席执行官高翔阐述了企业对网络文明的理解。他认为，拥有百年历 史的宝马深刻认识到，企业价值的实现不应局限于商业层面，而应将责任与担当作为发展根基。在网络 环境日益复杂的当下，宝马选择坚持尊重、诚信与责任的价值导向。 数据显示，宝马在企业社会责任领域的投入正在产生实质性影响。华晨宝马汽车有限公司首席数据治理 官李尧透露，经普华永道第三方审计评估，2023年宝马企业社会责任项目覆盖人群达到3500万人次，创 下该公司相关记录新高。这一成果的取得，很大程度上得益于互联网技术的赋能作用。 凤凰网科技讯 6月10日，2025年中国网络文明大会在安徽合肥举行，本届大会以"汇聚网络正能量，引 领时代新风尚"为主题。值得关注的是，宝马成为首家参与该会议并发表演讲的外资汽车企业。 作为在华深耕30年的外资企业，宝马正在重新定义自身在中国市场的角色定位。该公司不仅响应相关部 门的"清朗"系列专项行动，还呼吁行业内企业通过健康竞争方式，运用创新手段构建积极向上的用户社 群环境。 技术创新与安全责任的平衡，是宝马在数字化转型过程中面临的核心课题。该公司强调，无论技术如何 迭代升级，安全始终是不可妥协的首 ...

第一条 为了提高公司的规范运作水平，增强信息披露的真实性、准确性、 完整性和及时性，提高年报信息披露的质量和透明度，根据有关法律、法规规定， 结合公司实际情况，制定本制度。 第二条 本制度所指责任追究制度是指年报信息披露工作中有关人员不履行 或者不正确履行职责、义务或其他个人原因，对公司造成重大经济损失或造成不 良社会影响时的追究与处理制度。 中国巨石股份有限公司年报信息披露重大差错责任追究制度 中国巨石股份有限公司 年报信息披露重大差错责任追究制度 （2025年6月修订） 第一章 总则 第三条 本制度适用于公司董事、高级管理人员、子公司负责人以及与年报 信息披露工作有关的其他人员。 第四条 实行责任追究制度，应遵循以下原则：实事求是、客观公正、有错 必究；过错与责任相适应；责任与权利对等原则。 第五条 公司证券部在董事会秘书领导下负责收集、汇总与追究责任有关的 资料，按制度规定提出相关处理方案，逐级上报公司董事会批准。 第二章 责任的认定及追究 第六条 有下列情形之一的应当追究责任人的责任： (一)违反《公司法》、《证券法》、《企业会计准则》和《企业会计制度》 等国家法律法规的规定，使年报信息披露发生重大差 ...