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3、年新闻学820新闻实务真题 2009新闻实务试题 一、论述 1.新闻政策和新闻价值的辩证关系。 2.事件通讯的写作要求。 3.解释性新闻的写作要求。 4.新闻选择的重大意义。 5.记者述评的写作要求。 二、实践题 1.封口费的评论。 2.分析我国媒体关于汶川地震的报道特色 2008年新闻实务试题 一、简答题（204） 1.开座谈会形式有哪些好处？ 2.新闻背景材料运用?0$匀砀讀缁H缀窢冈刀椀夂椃椃椃鄄分攀猀攀愀爀挀栀爀攀瀀漀爀琀漀渀琀漀甀爀椀猀洀搀漀挀挀搀愀昀挀昀挀戀攀攀愀挀昀最椀昀刀攀猀攀愀爀挀栀爀攀瀀漀爀琀漀渀琀漀甀爀椀猀洀搀漀挀尀尀挀挀戀戀搀搀攀搀攀愀昀昀倀焀搀爀一刀渀礀嘀嘀夀栀堀最夀
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6、1999 by Karl E. Wiegers Writing Quality Requirements1 Karl E. Wiegers Process Impact It looks like your project is off to a good start. The team got some customers involved in the requiremenQ萀匀翻砀萀讀缁H缀窢刀椀蜂會洃洆洆猆蜆輆輆輆匈擿漀挀搀漀挀攀搀搀攀戀戀昀搀挀昀最椀昀匀摺漀挀搀漀挀尀尀挀挀搀攀戀搀愀戀攀昀搀戀戀焀堀刀挀儀爀圀樀爀圀倀猀欀渀渀渀圀樀一甀栀嘀瀀瘀砀倀伀娀氀瘀猀眀倀瀀眀焀伀洀挀欀圀瘀匀搀漀
7、挀搀搀搀挀攀昀愀挀偧沖厑湺倀饧余攀眀眀眀挀渀V葙馍鍥絎鎏睝桏睖邍倰饧斌婧馍馍啶魨鑏啮驔蝎礰縰喋錰塞潏倰極喍喋馍腥葬匀倀饧余錀斏錀倀饧估蝥倀饧蝨余蝨缀閕螋轺啵慨啵轺礀蝖瘀蝎唀堀稀挀堀栀伀眀刀欀吀一椀一戀焀吀攀吀琀挀焀漀渀戀栀爀娀眀伀吀砀爀昀刀嘀匀挀偧沖厑湺倀饧余攀V葙馍鍥絎鎏睝桏睖邍倰饧斌婧馍馍啶魨鑏啮驔蝎礰縰喋錰塞潏倰極厍怀琀椎圆舀甀蠀踃概!簀琀椀漀渀渀渀瘀漀氀瘀攀洀攀渀琀漀昀洀愀渀礀攀洀瀀氀漀礀攀攀猀渀勰攀搀攀猀椀最渀漀昀瀀爀漀挀攀猀猀攀猀愀爀漀甀渀搀戀甀猀椀渀攀猀猀渀愀渀礀猀洀愀氀氀甀渀挀漀漀爀搀椀渀愀琀攀搀戀甀猀椀渀攀猀猀猀攀攀搀猀渀漀挀漀洀洀漀渀猀琀爀愀琀攀最礀瘀椀猀椀漀渀渀攀猀琀漀昀
8、戀爀攀攀搀漀洀瀀愀渀椀攀猀爀攀瘀椀猀椀琀琀栀椀猀猀琀愀最攀漀渀愀爀攀最甀氀愀爀戀愀猀椀猀渀台攀瀀愀爀愀琀攀攀渀琀椀琀礀渀漀挀甀猀戀甀椀氀搀椀渀最愀渀搀搀爀椀瘀椀渀最琀栀攀渀攀眀戀甀猀椀渀攀猀猀渀爀攀攀搀漀洀琀漀爀甀渀椀渀椀琀椀愀琀椀瘀攀猀眀椀琀栀漀甀琀爀攀猀琀爀椀挀琀椀漀渀猀昀爀漀洀瀠愀爀攀渀琀渀俰爀最愀渀椀猀愀琀椀漀渀愀氀琀礀瀀攀甀礀伀甀琀嘀倀愀爀琀渀攀爀猀栀椀瀀猀甀戀猀椀搀椀愀爀礀伀瀀攀爀愀琀椀漀渀愀氀砀挀攀氀氀攀渀挀攀一攀眀甀渀搀愀洀攀渀琀愀氀猀爀攀愀欀琀栀爀漀甀最栀匀琀爀愀琀攀最椀攀猀刀愀琀椀漀渀愀氀砀瀀攀爀椀洀攀渀琀愀琀椀漀渀爀愀猀猀刀漀漀琀猀渀琀攀最爀愀琀攀匀琀愀渀搀愀氀漀渀攀渀挀
9、甀戀愀琀攀渀攀搀椀挀愀琀攀搀最爀漀甀瀀漀昀琀漀瀀琀愀氀攀渀琀攀搀椀渀搀椀瘀椀搀甀愀氀猀渀漀挀甀猀椀猀琀漀戀甀椀氀搀挀爀攀愀琀攀瘀愀氀甀攀猀瀀攀攀搀渀俰昀琀攀渀戀爀攀愀欀眀椀琀栀攀猀琀愀戀氀椀猀栀攀搀爀甀氀攀猀挀漀渀昀氀椀挀琀椀渀最椀渀椀琀椀愀琀椀瘀攀猀渀漀搀攀氀漀昀琀攀渀愀搀漀瀀琀攀搀戀礀琠爀愀搀椀琀椀漀渀愀氀挀漀洀瀀愀渀椀攀猀愀椀洀椀渀最愀琀焀甀椀挀欀攀渀琀爀礀椀渀琀漀戀甀猀椀渀攀猀猀漀瘀攀爀渀愀渀挀攀愀猀攀搀漀渀嘀猀洀漀挀漀挀愀琀椀漀渀漀挀匀嘀伀漀瘀攀爀渀愀渀挀攀愀猀攀搀漀渀氀椀攀渀琀甀渀搀攀搀倀爀漀樀攀挀琀倀漀搀攀氀吀栀攀匀伀倀漀搀攀氀栀愀猀昀漀甀爀挀愀琀攀最漀爀椀攀猀漀昀吀渀瘀攀猀琀洀
10、攀渀琀攀愀挀栀眀椀琀栀椀琀猀漀眀渀椀渀搀攀瀀攀渀搀攀渀琀昀甀渀搀椀渀最洀漀搀攀氀渀椀爀攀挀琀戀椀氀氀愀戀氀攀挀漀猀琀猀氀椀攀渀琀昀甀渀搀攀搀渀瀀瀀氀椀挀愀琀椀漀渀攀瘀攀氀漀瀀洀攀渀琀愀洀瀀愀椀渀琀攀渀愀渀挀攀氀椀攀渀琀昀甀渀搀攀搀伀匀渀椀猀挀爀攀琀椀漀渀愀爀礀渀昀爀愀猀琀爀甀挀琀甀爀攀氀椀攀渀琀昀甀渀搀攀搀伀匀渀渀昀爀愀猀琀爀甀挀琀甀爀攀爀攀氀愀琀攀搀椀渀瘀攀猀琀洀攀渀琀猀愀洀瀀挀琀椀瘀椀琀礀一漀琀攀氀椀攀渀琀椀猀愀戀甀猀椀渀攀猀猀甀渀椀琀眀椀琀栀椀渀琀栀攀漀爀最愀渀椀稀愀琀椀漀渀漀挀漀挀愀琀椀漀渀漀挀匀嘀伀倠爀漀瘀椀搀攀猀愀昀爀愀洀攀眀漀爀欀昀漀爀挀氀椀攀渀琀漀爀最愀渀椀稀愀琀椀漀渀琀漀挀栀
11、漀漀猀攀愀瀀瀀爀漀瀀爀椀愀琀攀最漀瘀攀爀渀愀渀挀攀洀漀搀攀氀戀愀猀攀搀漀渀瀀爀漀昀椀氀攀漀昀攀甀猀椀渀攀猀猀瀀漀爀琀昀漀氀椀漀氀氀漀眀猀挀氀椀攀渀琀漀爀最愀渀椀稀愀琀椀漀渀琀漀挀爀攀愀琀攀愀猀甀椀琀愀戀氀攀猀甀瀀瀀漀爀琀椀渀最漀爀最愀渀椀稀愀琀椀漀渀猀琀爀甀挀琀甀爀攀愀爀漀甀渀搀椀琀猀攀甀猀椀渀攀猀猀渀椀琀椀愀琀椀瘀攀猀漀瘀攀爀渀愀渀挀攀洀漀搀攀氀栀愀猀戀攀攀渀攀猀琀愀戀氀椀猀栀攀搀愀猀攀昀昀攀挀琀椀瘀攀昀漀爀洀愀渀愀最椀渀最愀渀攀甀猀椀渀攀猀猀瀀漀爀琀昀椀漀氀椀漀氀猀漀瀀爀漀瘀椀搀攀猀愀戀愀猀椀猀昀漀爀愀挀挀漀甀渀琀椀渀最昀漀爀瀀爀漀樀攀挀琀昀甀渀搀椀渀最愀渀搀愀挀挀漀甀渀琀椀渀最攀匀琀爀愀
12、琀攀最礀吀漀漀氀猀攀甀猀椀渀攀猀猀漀瘀攀爀渀愀渀挀攀一漀琀攀猀漀挀漀挀愀琀椀漀渀漀挀匀嘀伀攀礀漀渀挀攀瀀琀甀愀氀吀漀漀氀猀倠爀椀漀爀椀琀椀稀愀琀椀漀渀愀琀爀椀砀倠爀漀樀攀挀琀攀昀椀渀椀琀椀漀渀愀洀瀀攀瀀攀渀搀攀渀挀椀攀猀倠爀漀樀攀挀琀刀漀愀搀洀愀瀀匠琀愀欀攀栀漀氀搀攀爀渀愀氀礀猀椀猀甀渀搀椀渀最愀渀搀漀瘀攀爀渀愀渀挀攀漀搀攀氀洀瀀氀攀洀攀渀琀愀琀椀漀渀倀氀愀渀匀甀洀洀愀爀礀洀瀀氀攀洀攀渀琀愀琀椀漀渀倀氀愀渀攀匀琀爀愀琀攀最礀吀漀漀氀欀椀琀洀瀀氀攀洀攀渀琀愀琀椀漀渀倀氀愀渀渀椀渀最攀礀攀氀椀瘀攀爀愀戀氀攀猀匠攀琀漀昀挀漀洀瀀氀攀琀攀搀渀椀琀椀愀琀椀瘀攀琀攀洀瀀氀愀琀攀猀栀攀攀琀猀瀀愀最攀猀昀漀爀
13、攀愀挀栀椀渀椀琀椀愀琀椀瘀攀匠攀琀漀昀挀漀洀瀀氀攀琀攀搀倠爀漀樀攀挀琀琀攀洀瀀氀愀琀攀猀栀攀攀琀猀瀀愀最攀昀漀爀攀愀挀栀瀀爀漀樀攀挀琀挀漀洀瀀爀椀猀椀渀最琀栀攀渀椀琀椀愀琀椀瘀攀挀甀猀琀漀洀椀稀攀搀瘀攀爀猀椀漀渀漀昀猀挀漀爀椀渀最猀栀攀攀琀昀漀爀倀爀椀漀爀椀琀椀稀愀琀椀漀渀愀琀爀椀砀渀椀琀椀愀琀椀瘀攀猀洀愀瀀瀀攀搀漀渀琀漀倀爀椀漀爀椀琀椀稀愀琀椀漀渀愀琀爀椀砀攀猀挀爀椀瀀琀椀漀渀漀昀欀攀礀猀琀愀欀攀栀漀氀搀攀爀猀琀栀攀椀爀爀攀氀愀琀椀漀渀猀栀椀瀀猀愀渀搀瀀漀猀猀椀戀氀攀猀琀愀欀攀猀椀渀琀栀攀攀甀猀椀渀攀猀猀渀椀琀椀愀琀瘀攀攠甀猀椀渀攀猀猀刀漀愀搀愀瀀昀漀爀渀疤(芏匀砀讀缁H缀刀椀嬂嬃嬃嬃鬃蜄灒
14、聬鞏頀呧漀欀搀漀挀搀戀挀攀搀搀搀挀愀戀搀搀搀戀搀最椀昀灒聬鞏頀呧漀欀搀漀挀尀尀戀昀昀挀攀攀搀攀最眀挀娀渀刀洀儀漀焀瘀搀漀夀猀儀搀昀堀娀椀瘀欀倀儀氀眀灒耀鞏吀漀欀戀昀搀搀昀挀攀攀愀愀搀攀戀搀挀栀萀概3蔀概娀屝瀀挀吀氀昀最欀吀愀甀猀唀匀攀伀最一椀匀猀唀夀氀嘀瘀嘀最昀夀瀀戀娀欀吀欀灒聬鞏祎恾頀呧甀焀甀挀挀揿挀揿挀挀挀揾挀挀挀挀挀揿挀揾挀搁阀u刀祦%輀 耀繈胔-Ua贀軬I瀀a6i縀$莋002-招标管理办法-附件.docad181e85dad545d2b00f75fc85d6b47d.gif002-招标管理办法-附件.doc2020-71123874bd2-2452-4eeb-ab7e-95a1f715
15、968cQT+nfxjolhwlgUI8GWA7sqI6NT1hai5LZBPh5rnQGWitDtG2OHHcwA=002,招标,管理办法,附件babb841d37f9b96de37d73d34fa35603愀e芉i芨i使i晚风0000400001工作报告20200711122153702414vajGUrBYqKE+/ZSb17B1rjTxOXIf/4Qk+TAt79phxR4c/pzBYuiSyLIuks5xcgu7附件：1.招标申请表 2. 招标审批工作流程 3. 10万元以上招标工作流程 4. 5-10万元招标工作流程 5. 议标工作流程 6. 特殊情况工作流程 7. 工程投标单位资
16、格预审表 8. 物资投标单位资格预审表 9. 招标方签到表 10. 投标人报到登记表 11. 投标文件接收检验记录表 12. 开标记录表 13. 价格记录表 14. 澄清问题发放记录表 15. 议澄清回复接收记录表 16. 保?0$疤(芏匀喰砀讀缁鲸H缀窢冏刀椀缂弃徃弃挃眃缃缃缃晦搀漀挀昀搀愀昀昀搀搀愀昀挀挀攀昀戀愀最椀昀晦搀漀挀尀尀戀挀挀愀愀愀昀昀攀戀洀氀嘀堀刀琀渀砀猀倀氀戀嘀倀稀欀愀刀挀儀昀唀欀圀搀刀愀欀琀伀晦摎愀搀戀攀戀攀栀蘀概=蜀概娀屝洀倀栀瘀倀唀一爀挀昀愀爀挀搀圀爀眀唀攀栀戀刀伀甀吀瀀砀最氀甀匀匀漀眀儀堀瘀樀伀戀爀稀厐唀聙耀鼀禀腎肉灓扙扙厐厐屝齏襙襙齙厐鱥層舫%茐e4蕐茐胔-Y帀轌Q
17、i縀$Search_by.gifpic.jpgSearch_by.gif2020-7111d246918-5cbc-4a36-9a57-5a40aec8aebbSV0HgFG9R7VvBgzZ3KqngBxM/ke4kU331JoWz+RQ69bXR0g8y0rATRRABkIAyVLjSearch_by070489f5d68884c0b548f7da8b5187f8黄嘉文0002000006其他文案RGBpic_20200711144636483.jpg20200711144636483S疂耀舀苨ition Involvement of many employees Redesign of
18、processes around E-business Many small, uncoordinated E-business seeds, no common strategy / vision Best-of-breed-Companies revisit this stage on a regular basis Separate entity Focus: building and driving the new business Freedom to run initiatives without restrictions from parent“ Organisational t
19、ype: Buy-Out, JV / Partnership, subsidiary Operational Excellence New Fundamentals Breakthrough Strategies Rational Experimentation Grass Roots IntegrateStandalone Incubate Dedicated group of top talented individuals Focus is to build, create value, speed Often break with established rules, conflict
20、ing initiatives Model often adopted by traditional“ companies aiming at quick entry into E-business Governance: Based on IVMsm Doc #/Location 89 Doc#20343/SVO Governance: Based on Client Funded Project (CFP) Model The CISCO CFP Model has four categories of IT Investment each with its own independent
21、 funding model. Direct-billable costs Client-funded Application Development & Maintenance Client-funded (COGS) Discretionary Infrastructure CIrwin 2004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 15 Criteria for Successful College Recruiters lShowing a genuine interest in the applicant
22、lBeing enthusiastic lEmploying a style that is neither too personal nor too stressful lAllotting enough time for applicants comments and questions McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 16 Realistic Job Preview lProvides prospective employee with pertinent in
23、formation about the job without distortion or exaggeration lPresents the full job picture (“warts” and all) McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 17 Typical Consequences of Job Preview Procedures: Traditional Preview lSets initial job expectations too high l
24、Job is typically viewed as attractive, stimulating, and challenging lHigh rate of acceptance of job offers lWork experience disconfirms expectations lDissatisfaction and realization that job is not matched to needs lLow job survival, dissatisfaction, frequent thoughts of quitting McGraw-Hill/Irwin 2
25、004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 18 Typical Consequences of Job Preview Procedures: Realistic Preview lSets job expectations realistically lJob may or may not be attractive, depending on individuals needs lSome accept, some reject job offer lWork experience confirms expec
26、tations lSatisfaction; needs matched to job lHigh job survival, satisfaction, infrequent thoughts of quitting McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 19 Alternatives to Recruitment Overtime Employee Leasing Temporary Employment McGraw-Hill/Irwin 2004 The McGra
27、w-Hill Companies, Inc. All rights reserved. 7 - 20 Evaluating Recruiting Effectiveness of recruiters Sources of recruits McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 21 Assessment of the Quality of New Employees Being Recruited and Hired QH = (PR + HP + HR)/N where
28、 QH = quality of recruits hired PR = average job performance ratings of new hires HP = percent of new hires promoted within one year HR = percent of new hires retained after one year N = number of indicators used McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc. All rights reserved. 7 - 22 Summary lA better job of recruiting and matching employees to jobs will mean: lLower employee turnover lGreater employee satisfaction and organizational effectiveness lThe Internet is revolutionizing organizational recruitment
