【正文】 ”也許，這正如他在寫作感悟中所說：“寄身翰墨終不悔，清凈無求天地寬”。雖然有些作品送了親朋好友，有些作品只是寫好收藏在家里，但他說不管歸宿如何，自己享受的是抄寫的過程，這個過程讓他心情愉悅。 “寫上癮了，現(xiàn)在不是坐不下來的問題，而是每天不寫都覺得少點啥。 采訪中記者看到，《杜甫全集》只是徐殿庭抄寫的眾多作品中的一部，在他家中書房里還擺放了很多其它作品，如《金剛經(jīng)》、《道德經(jīng)》、《孫子兵法》、《論語》、《離騷》、《三國演義》等，其中有書籍、條幅、長卷等不同的表現(xiàn)形式，至少在150萬字以上。他說，手抄這些詩集，除了弘揚杜詩，在抄寫的過程中，也能更深入地理解一些杜甫詩的精髓。 “一般都是半夜起來寫，一是心靜，再一個是周圍環(huán)境也沒有什么干擾，這時候可以說是屏息凝思，全神貫注。2011年，他閉門不出，開始一筆一畫、一絲不茍的伏案抄寫《杜甫全集》，歷時10個月終于完成，最近交付出版。從這里可以看出部分產(chǎn)權(quán)和全部產(chǎn)權(quán)的一些區(qū)別。（小產(chǎn)權(quán)） 根據(jù)國務(wù)院《關(guān)于繼續(xù)積極穩(wěn)妥地進行城鎮(zhèn)住宅制度改革的通知》，職工購買公有住宅，在國家規(guī)定的住房面積內(nèi)，可以按標(biāo)準(zhǔn)價出售。相對于“部分產(chǎn)權(quán)”而言，“全部產(chǎn)權(quán)”才有存在的意義。按照市場價購得住宅的房主，也就擁有了住宅的各項支配權(quán)利，也就是擁有了房屋、住宅的占有權(quán)、使用權(quán)、收益權(quán)和處分權(quán)。市場價也就是住宅市場的行市價格或牌價價格。但這并不是說鄉(xiāng)產(chǎn)權(quán)房就不能轉(zhuǎn)讓，而是說其轉(zhuǎn)讓或銷售的對象是有限制的，只能在集體成員內(nèi)部是可以轉(zhuǎn)讓、置換。而農(nóng)村宅基地屬集體所有，村民對宅基地也只有享有使用權(quán)，農(nóng)民將房屋賣給城市居民的買賣行為不能受到的法律認(rèn)可與保護，也就不能辦理土地使用證、房產(chǎn)證、契稅證等合法手續(xù)。因此，并非只要是鄉(xiāng)產(chǎn)權(quán)房就是非法建筑，其只是因銷售環(huán)節(jié)存在的一些問題和現(xiàn)行法律法規(guī)發(fā)生沖突，才讓人誤認(rèn)為是非法建筑。這是大量城鎮(zhèn)居民頂著產(chǎn)權(quán)風(fēng)險購買“小產(chǎn)權(quán)房”的根本原因。 前的“小產(chǎn)權(quán)房”、“鄉(xiāng)產(chǎn)權(quán)房”有兩種：一種是在集體建設(shè)用地上建成的，即“宅基地”上建成的房子，只屬于該農(nóng)村的集體所有者，連外村農(nóng)民都不能夠買；另一種是在集體企業(yè)用地或者占用耕地違法建設(shè)的。所以，“小產(chǎn)權(quán)”其實就是“鄉(xiāng)產(chǎn)權(quán)”，它并不構(gòu)成真正法律意義上的產(chǎn)權(quán)。 therefore, the key for efficient data gathering and “getting smart fast” will be to access only a limited and targeted selection of documents when you need them. This section provides you with some hints on key, core documents of the organization practice and related disciplines,Appendix,This appendix contains: HPO bulletins Glossary of 7S framework Organization transformation triangle Energizing elements,GLOSSARY OF 7S FRAMEWORK,Winning formula,Pivotal jobs,Design levers,Organizational structure,Management systems,Leadership style,Staff,STRATEGY,INSTITUTIONAL SKILLS,SHARED VALUES,VISION,PIVOTAL JOBS,STRUCTURE,STAFF,SYSTEMS,STYLE,小產(chǎn)權(quán)房”并不是一個法律上的概念，它只是人們在社會實踐中形成的一種約定俗成的稱謂。 Energized by an extraordinarily intense, performancedriven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work.,ATTRIBUTES OF AN HPO,ATTRIBUTES OF AN HPO (CONTINUED),The HPO research found something else common to the HPOs: all 10 were experimenting with selfgovernance. Selfgovernance in these HPOs means empowerment with accountability. The HPOs share the common characteristic of involving “a wide range of “or “broad crosssection of” employees in driving for improved performance. Their goal is to imbue every employee with an owner’s mindset. Self –governance in these HPOs is different from that practiced in other “engaged and empowered” companies. In HPOs the singleminded objective of empowerment is performance. In the matrix below, the HPOs we studied were all in the top half of the matrix (high performance)。 Driven by leaders. The leaders of these companies had very high performance aspirations. For these leaders there was no such notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. 182。 What change is needed? 182。Organization: Overview of Core Frameworks,Local Training Module For Firstyear Associates Associate Handbook,FOREWORD AND OBJECTIVE,This Organization Practice(OP) document provides an overview for use in local training sessions for firstyear associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet。 and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s firstyear module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm,This document seeks to answer 4 questions,SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?,McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop worldclass operations, align the organization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We ne