Group 1 - The core idea of the articles highlights the positive impact of agricultural managers in rural development in Guizhou Province, China, showcasing their role in enhancing agricultural productivity and employment opportunities [1][2] - Since 2019, Guizhou has implemented a pilot program for agricultural managers, training 700 individuals to act as "rural CEOs," which has significantly contributed to local economic growth [1] - Agricultural managers have successfully addressed challenges in the agricultural sector, such as improving sales channels and product quality, leading to increased income for local farmers [2] Group 2 - The agricultural manager Han Youlong implemented strategies like building cloud warehouses and promoting graded packaging, resulting in the annual sales of kiwifruit exceeding 50 million yuan [1] - Agricultural manager Dong Ping has cultivated over 10,000 acres of fruit trees, generating an annual output value of nearly 20 million yuan and providing employment for over 430 villagers [2] - Agricultural managers are fostering collaboration among local farmers and external experts, enhancing the sales of agricultural products and creating sustainable income sources for rural communities [2]

（一）宗家的瓜 抱歉又用了一个有些糙，而且对逝者不太友好的题目。这个题目也是我从其他自媒体那里看到的，我觉 得虽然糙，但是比较形象。 关于宗家、娃哈哈的瓜，想必很多人都已经知道了。 这几天，zong庆后的弟弟也频繁发声，而且观点对zong馥莉并不算友好，反而有些站队其他zong庆 后的几位后人。 有传言，这也是传统思想作祟，公主嫁出去，就是外人了，儿子才是自家人。 然后杜建英这一边，香港法院已立案遗产纠纷中的原告证据包显示： 1996 年，杜建英以 " 看护人 " 身 份陪 14 岁的zong馥莉赴美留学期间，在洛杉矶产下一子。 时间线上，杜建英的百度百科词条显示其 1991 年入职娃哈哈。公开信息显示，娃哈哈与达能组建合资 公司的时间也是 1996 年。 有小道消息表示，在促成娃哈哈和达能的合作上，杜建英亦然有贡献。所以，能否认为，宗、杜是革命 战斗友谊，结出了纯洁爱情之花？ 甚至有没有可能，是和达能合作后，物质财务大幅增加，才有了后面的几位后人？时间线上来看，和达 能合作之前，老爷子还是比较老实的。 最后，长公主zong馥莉这一侧，仍然是部分非主流媒体说，zong馥莉也曾有过一段婚姻，属于 zheng 商 ...

Management Models and Their Limitations - The article discusses four common management models: personal management, delegation management, oversight management, and excessive institutional management, highlighting their limitations [2][3][6][7]. Personal Management - Personal management lacks standardization and replicability, as it relies on the charisma of an individual, making it difficult to sustain once that individual leaves the company [2]. Delegation Management - Delegation management has vulnerabilities due to the difficulty in accurately assessing the capabilities and character of those entrusted with responsibilities, which can lead to negative impacts on company development [3]. Oversight Management - Oversight management is limited in scope and can be arbitrary, as it relies heavily on the authority of individuals, potentially leading to a situation where the owner becomes overly involved in day-to-day operations, undermining the roles of functional departments [6]. Excessive Institutional Management - Excessive institutional management can lead to an overwhelming number of processes and regulations, resulting in inefficiencies and a bloated talent pool, which can hinder operational effectiveness [7][9].