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1、<p>  本科畢業(yè)設(shè)計(jì)(論文)</p><p>  外 文 翻 譯</p><p><b>  原文:</b></p><p>  Choice of property management system for residential strata developments in Singapore</p>&

2、lt;p>  Case study of two residential strata developments</p><p>  This section presents a case study of two residential strata developments in Singapore– referred to here as “Strata Development A” and “St

3、rata Development B”. The case study provides insights into the two developments’ choice of property management system and its implications.</p><p>  Based on interviews with the property manager and Managing

4、 Agent of the two developments, the different property management systems are examined to establish how appropriate and suitable they are for each strata development. These provide valuable lessons for other residential

5、strata developments on the implications of each property management system.</p><p>  Choice of residential strata developments for case study</p><p>  The two developments were selected for the

6、case study based on the following criteria:</p><p>  ? Location: The two strat developments are located in close proximity to each other in a prime residential area in Singapore. As such, they share similar

7、locational attributes like distance to amenities and access to public transport.</p><p>  ? Age: The construction of the two strata developments were completed around the same time, Strata Development A in 1

8、977 and Strata Development B in 1979. The implication of the age of the strata developments is that it provides a good comparison with regard to the physical deterioration and the extent of upkeep and maintenance require

9、d for both of the strata developments.</p><p>  ? Tenure: The two strata developments share similar tenures – both hold 999-year</p><p>  leasehold titles.</p><p>  ? Different mana

10、gement systems: Strata Development A has always employed an in-house management team for their strata development while Strata Development B has always employed a Managing Agent to manage their strata development.</p&

11、gt;<p>  ? Data availability: The Chairs of the Management Councils, as well as both the property manager and Managing Agent of both strata developments were responsive and forthcoming with regards to the informat

12、ion required for this study.</p><p>  Strata development A</p><p>  Strata Development A is a residential strata development within a prime residential area. The development consists of 470 unit

13、s, which include 38 townhouses and six shop houses, with the rest of the units built into five high-rise tower blocks. The tenure of the property is 999 years leasehold. Since the development was completed in 1977, it ha

14、s employed an in-house management team to oversee its property and facility management needs.</p><p>  There was just one time – a relatively brief period of about six months – when a Managing Agent was enga

15、ged as a consultant: this was when the strata development was seeking a new property manager. Even then, the Managing Agent was never involved in the line of authority of the Management Council or of the in-house managem

16、ent team. Rather, the role of the appointed Managing Agent was merely to act as a consultant on any issues the Management Council or property manager may have encountered in th</p><p>  The in-house manageme

17、nt team for Strata Development A comprises of 28 staff members. The property manager acknowledges that it is rare for a residential strata development in Singapore to employ an in-house management team of this size. The

18、property manager heads the team, all of whom are under the direct payroll of the development’s Management Corporation (Figure 3).</p><p>  The property manager, who holds a Polytechnic Diploma in Property Ma

19、nagement, is assisted by a property officer, a chief security officer, an administrative officer and two accounts officers. In addition, the property officer leads a team of six maintenance staff that take care of the da

20、ily physical maintenance of the strata development, including</p><p>  the periodic servicing of the strata development’s water tanks and pumps, and replacement and repair of any faulty electrical devices. T

21、he chief security officer leads a team of sixteen security guards, whose job includes the manning of the development’s three entry-exit points, and the patrolling of the strata development to ensure the safety of the res

22、idents in the strata development. The only aspect of the running of the strata development which is not handled by the in-house management team </p><p>  By having the entire team under the direct employment

23、 of the Management Corporation, the issue of command and control is more efficacious as when compared to the situation if the strata development was run by a Managing Agent. By having all the staff report to him, the pro

24、perty manager has a better grasp of the day-to-day happenings in the strata development. With this overview, he is able to respond more quickly to situations or emergencies that arise.</p><p>  The property

25、manager also pointed out that in his experience at the development,beyond the physical aspects of running an in-house management team; he has found that the staff in the team demonstrate a high degree of commitment and l

26、oyalty to their employer. This may be contrasted with a strata development managed by a Managing Agent, where the staff are employed by the Managing Agent’s firm and typically</p><p>  rotated between develo

27、pments. In such a case, it is more likely that their commitment is directed towards their employer (the Managing Agent’s firm), rather than to the Management Councils that they are assigned to work with, which may in tur

28、n change from time to time.</p><p>  The study of Strata Development A also reveals that the employment of an in-house management team not only allows, but requires the Management Council to assume greater p

29、ower and control over how the strata development is run, than if it were handled by a Managing Agent. Such control can translate into better management of both the daily activities of the running of the strata developmen

30、t, as well as the formulation and continued implementation of long-term goals and strategies of the Management</p><p>  Strata development B</p><p>  Strata Development B is a residential strata

31、 development also situated within the same prime residentialarea.Like Strata Development A, the property has a 999-year leasehold title. It comprises 623 units, in two eight-storey-high blocks of terraces, three</p>

32、;<p>  14-storey slab blocks and two 16-storey point block. Since its completion and occupation in 1979, the development has continued to engage the same Managing Agent firm for its property and facility managemen

33、t needs. This seems to contradict the earlier discussion above on the possible lack of continuity (as one of the disadvantages) when employing a Managing Agent.</p><p>  It will be recalled that the initial

34、duration of a Managing Agent’s appointment under section 66 of the BMSMA is only a maximum of three years. A change of Managing Agent can lead to disruption in the running of the development. However, the case of Strata

35、Development B proves that continuity is not a benefit reserved just for in-house management teams – the development has retained the services of the same Managing Agent firm since its inception in 1979.</p><p&

36、gt;  Despite the turnover of members of each new Management Council, the Managing Agent in Strata Development B has acted as the constant and plays a regulatory role in the equation. This has proven beneficial to the str

37、ata development as the Managing Agent can advise the incoming Management Council on any pending issues, as well as continue with its long-term plan and strategies for the development.</p><p>  The value of a

38、 Managing Agent’s firm’s resources (discussed earlier) was particularly evident in the case of Strata Development B in 2004, when the property officer of the development tendered his resignation to the Managing Agent’s f

39、irm.Within the short period of a month, a replacement property officer had to be appointed,and a smooth handing over of duties for the new property officer from his predecessor had to be ensured. While this might have be

40、en a more difficult task if the development wa</p><p>  The main reasons cited by Strata Development B’s Management Council as to why it has always engaged a Managing Agent are the experience and professiona

41、lism of their appointed Managing Agent. This, in turn, can be attributed to the wealth of experience acquired by the Managing Agent firm through the management and solving of problems in different strata developments und

42、er their charge.</p><p>  The case of Strata Development B reveals first, that the Managing Agent’s dedication and competence are essential ingredients for the development to be run efficiently. Second, it i

43、s imperative that the Management Council and the Managing Agent share a harmonious and open relationship based on trust and confidence. In addition, this relationship must be viewed as more than merely a professional app

44、ointment, whereby the Managing Agent simply carries out its duties with due diligence in order to j</p><p>  Summary and conclusion</p><p>  This paper has examined two property management syste

45、ms available to residential strata developments in Singapore: through a Managing Agent, and through employment of an in-house management team. The case study of two residential strata developments in Singapore was also p

46、resented. The purpose of the case study was to showcase two residential strata developments that share similar age, tenure and locational attributes, and yet successfully employ different systems of property management.&

47、lt;/p><p>  After examining the pros and cons of the two systems, it appears that there is no definitively superior system for the management of common property in residential strata developments. Various influ

48、ence and determine the choice of property management system. The findings of the case study are that engaging a Managing Agent to manage a residential strata development can yield several advantages:</p><p>

49、  ? in general, in view of the various industry standards that have been set bygovernment and professional bodies, a higher level of professionalism can beexpected from a Managing Agent (but see under drawbacks below);&l

50、t;/p><p>  ? investment in technology by the Managing Agent allows the ManagementCorporation to enjoy a higher standard of service;</p><p>  ? the Management Corporation can fully enjoy the pool of

51、 resources a ManagingAgent has to offer; and</p><p>  ? the Management Corporation may enjoy cost savings brought about througheconomies of scale.</p><p>  However, it is noted that engaging a M

52、anaging Agent also has several drawbacks:</p><p>  ? as there is currently no licensing (or even accreditation) requirement forManaging Agents in Singapore, there is no legislative assurance of a minimumleve

53、l of professional standard: so for example currently, out of 130 Managing Agent firms, only 30 have been accredited under the scheme launched by the professional bodies (SPRING, 2007);</p><p>  ? the Managem

54、ent Corporation has to pay a monthly recurring Managing Agent’s fee, charged over and above all other costs and fees necessary for the proper maintenance of the strata development;</p><p>  . ? when critica

55、l and swift decisions need to be made, control and communicationare not likely to as efficacious when compared to those of an in-housemanagement team; and</p><p>  ? the diversified interests of the Managing

56、 Agent can be detrimental to the Management Corporation and the strata development.</p><p>  On the other hand, Management Corporations which employ in-house managementteams enjoy several benefits:</p>

57、<p>  ? the issue of continuity favors Management Corporations that employ in-housemanagement teams; and</p><p>  . ? the Management Council has better control and communication with the team asthey

58、 are directly in charge of running the in-house management team.</p><p>  The drawbacks of employing an in-house management team include the following:</p><p>  ? the Management Corporation may

59、have to expect a comparatively lower level ofstandard and/or performance than if they had engaged a professional Managing Agent;</p><p>  . ? while it is theoretically possible for a Management Corporation

60、to sue the employees they have engaged (in contract), according to the rule of vicarious liability, the Management Corporation may have to bear the responsibility for the in-house management team’s actions and/or omissio

61、ns for negligent acts in the course of employment.</p><p>  The study reveals that when making a choice between the two different systems ofproperty management, if the Management Corporation’s priority is pr

62、acticality and efficiency, it would be better off engaging a professional (and preferably accredited) Managing Agent. On the other hand, if the Management Council comprises members who are driven and committed, knowledge

63、able enough and prepared to dedicate their time to their development on a voluntary basis, it would be better off employing an in-hou</p><p>  Source:Alice Christudason:Choice of property management system f

64、or residential strata developments in Singapore[J].Property Management,Vol 26 No.2,2008.P97-111.</p><p><b>  譯文一:</b></p><p>  新加坡住宅區(qū)物業(yè)管理體系的選擇</p><p>  兩個(gè)住宅區(qū)的案例研究</p&

65、gt;<p>  這一部分提供了一個(gè)關(guān)于新加坡兩個(gè)住宅小區(qū)的案例研究--在這里稱為“住宅小區(qū)A”和“住宅小區(qū)B”。該案例展示了兩個(gè)小區(qū)的物業(yè)管理體系選擇以及它們各自的影響。</p><p>  從對(duì)兩個(gè)小區(qū)物業(yè)經(jīng)理和代管人的采訪中可以確定,每個(gè)住宅小區(qū)不同的物業(yè)管理體系是匹配于它們本身的。這為其他小區(qū)在物業(yè)管理體系的選擇上提供了寶貴的經(jīng)驗(yàn)。</p><p><b>

66、  住宅區(qū)的選擇案例</b></p><p>  對(duì)這兩個(gè)小區(qū)的案例研究基于以下條件:</p><p>  ? 地理位置:這兩個(gè)住宅區(qū)在新加坡主要居住區(qū)中,且兩者極為臨近,這樣,它們就具有相似的區(qū)位屬性,如建筑間距和公交道路。</p><p>  ? 年齡:兩個(gè)小區(qū)的建成時(shí)間是相近的,住宅小區(qū)A是1977年,住宅小區(qū)B是1979年。住宅區(qū)年齡相仿的意義在

67、于它提供了一個(gè)關(guān)于兩個(gè)小區(qū)物理磨損和所需維修程度的較好比較。</p><p>  ? 土地使用年限:兩個(gè)小區(qū)有相同的土地使用年限,都是999年。</p><p>  ? 不同的管理體系:住宅小區(qū)A選擇的是內(nèi)部管理組織來(lái)負(fù)責(zé)小區(qū)管理,而住宅小區(qū)B則委托代理人進(jìn)行管理。</p><p>  ? 數(shù)據(jù)可靠性:這兩個(gè)小區(qū)的管理委員會(huì)主席、物業(yè)經(jīng)理、代理人都能積極提供研究所需

68、的信息。</p><p><b>  住宅小區(qū)A</b></p><p>  住宅小區(qū)A是主要居住區(qū)中的一個(gè)小區(qū),它由470戶住房組成,其中38幢別墅、6個(gè)商鋪,剩下的則是5棟高樓。它的土地使用年限是999年,自該小區(qū)1977年建立以來(lái),它一直采用內(nèi)部管理組織來(lái)監(jiān)管物業(yè)及設(shè)施。</p><p>  僅有一次,是短短的六個(gè)月時(shí)間,當(dāng)時(shí)小區(qū)正在尋找

69、新的物業(yè)經(jīng)理,一個(gè)代理人才被任命為顧問(wèn)。但即便如此,這位代理人也從未參與管理委員會(huì)或內(nèi)部管理組織的事務(wù)中。這位指定代理人的作用只限于當(dāng)管理委員會(huì)或內(nèi)部管理組織在小區(qū)管理過(guò)程中遇到任何突發(fā)問(wèn)題時(shí)擔(dān)任顧問(wèn)。</p><p>  住宅小區(qū)A的內(nèi)部管理組織由28個(gè)成員組成,該物業(yè)經(jīng)理承認(rèn)在新加坡采用這種規(guī)模的內(nèi)部管理組織的住宅小區(qū)是很少的。在物業(yè)經(jīng)理領(lǐng)導(dǎo)下的團(tuán)隊(duì),所有成員都直接聽(tīng)命于小區(qū)管理公司。</p>

70、<p>  持有物業(yè)管理文憑的物業(yè)經(jīng)理,手下有一名物業(yè)主管,一名保安主管、一名行政主管和兩名會(huì)計(jì)。另外,這位物業(yè)主管帶領(lǐng)著一個(gè)由6名維修工組成的小組負(fù)責(zé)小區(qū)的日常維修。包括小區(qū)水艙和泵的日常維修,以及所以出故障的電氣裝置的修理和替換。這位保安主管領(lǐng)導(dǎo)一個(gè)由16名保安組成的小組,負(fù)責(zé)在小區(qū)的三個(gè)出入口分派保安站崗和各處巡邏以保障小區(qū)的安全。只有清潔和廢棄物處理不是由該小區(qū)的內(nèi)部管理組織負(fù)責(zé),而是外包給外部清潔公司。</p&

71、gt;<p>  這種整個(gè)團(tuán)隊(duì)直接受命于管理公司的方式,在指揮和控制上比采用代理人方式更有效。因?yàn)樗袉T工都向他反映問(wèn)題,物業(yè)經(jīng)理就能更好地了解日常事件及情況,并能很快應(yīng)對(duì)那些情況或者它們引發(fā)的緊急事件。</p><p>  這位物業(yè)經(jīng)理還指出除了內(nèi)部管理組織的本職工作方面,他還看到了員工對(duì)雇主表現(xiàn)出的高度誠(chéng)信和忠誠(chéng),這與由代理公司承擔(dān)管理的小區(qū)形成鮮明的對(duì)比。代理公司的義務(wù)往往直接導(dǎo)向雇主,而不是

72、分派工作的管理委員會(huì)。</p><p>  關(guān)于住宅小區(qū)A的案例告訴我們,采用內(nèi)部管理組織不僅給予而且要求管理委員會(huì)擁有比代理公司更大的權(quán)力去控制小區(qū)發(fā)展方向。這種控制,在小區(qū)日常運(yùn)作以及管理委員會(huì)的規(guī)劃和長(zhǎng)期目標(biāo)和策略的實(shí)施中都可以轉(zhuǎn)化為更好的管理。然而,必須強(qiáng)調(diào)的是,這種成功的體系很大程度上依賴于一個(gè)忠誠(chéng)度高且有能力的的管理委員會(huì)辦公體系。這個(gè)委員會(huì)由專門的成員組成,用于監(jiān)管內(nèi)部管理組織,同時(shí)由物業(yè)經(jīng)理進(jìn)行指

73、揮。關(guān)于住宅小區(qū)A管理委員會(huì)的研究指出,這樣的管理委員會(huì)主要由在房地產(chǎn)事務(wù)上有知識(shí)和經(jīng)驗(yàn),并希望通過(guò)承擔(dān)對(duì)內(nèi)部管理組織的監(jiān)管來(lái)實(shí)現(xiàn)自己價(jià)值的退休人員組成。這樣看來(lái),年齡、教育情況、業(yè)主子公司的雇傭狀況都成為相關(guān)的問(wèn)題。管理委員會(huì)的主要目的在于主管幾乎所有方面的運(yùn)行和各種業(yè)務(wù),員工們也認(rèn)為在代理公司中這些職能將減少。而管理委員會(huì)在大會(huì)上被業(yè)主子公司推選,這意味著大多數(shù)業(yè)主是贊成這種管理模式的。</p><p>&l

74、t;b>  住宅小區(qū)B</b></p><p>  住宅小區(qū)B也是主要居住區(qū)中的一個(gè)小區(qū),和住宅小區(qū)A一樣,它的土地使用期限是999年。它由623戶住房組成,包含兩棟八層高的露天樓、三棟十四樓高的平頂樓和兩棟十六層高的塔式高層住宅。從1979年建成并落戶以來(lái),它一直由同一家代理公司負(fù)責(zé)物業(yè)和設(shè)施管理。這似乎與早期的認(rèn)為雇用代理人很可能會(huì)缺乏持續(xù)性的論述相反。</p><p&g

75、t;  在BMSMA第六十六章中提到,一個(gè)代理人任期最多只有三年。代理人的改變會(huì)引起小區(qū)運(yùn)行的中斷。然而,住宅小區(qū)B的案例證明不只是內(nèi)部管理組織的持續(xù)管理才有益,該小區(qū)從1979年完工以來(lái)一直由同一家代理公司提供服務(wù),這也是有益的。</p><p>  盡管每個(gè)新的管理委員會(huì)都會(huì)有人員流動(dòng),住宅小區(qū)B的代理公司卻恒定不變并發(fā)揮著相應(yīng)的協(xié)調(diào)管理作用。這已經(jīng)證明采用代理人管理物業(yè)對(duì)小區(qū)是有利的,代理人能在管理委員會(huì)遇

76、到任何舉棋不定的問(wèn)題時(shí)提供建議以及繼續(xù)完成小區(qū)的長(zhǎng)期目標(biāo)和發(fā)展戰(zhàn)略。</p><p>  住宅小區(qū)B案例中,代理公司的優(yōu)勢(shì)很明顯地體現(xiàn)出來(lái),那是2004年,當(dāng)時(shí)一個(gè)物業(yè)主管向代理公司遞交辭呈。在短短的一個(gè)月內(nèi),要找到一名新的物業(yè)主管并任命他,還要確保這名新的物業(yè)主管與舊主管順利交接工作。代理公司能夠從現(xiàn)有的已經(jīng)培訓(xùn)過(guò)的員工中迅速更換,而假如小區(qū)采用內(nèi)部管理組織來(lái)管理,這則是一個(gè)較艱難的任務(wù)。公司定期招聘并培訓(xùn)新員

77、工的政策能防止在過(guò)渡階段小區(qū)物業(yè)主管的更換上升為更嚴(yán)重的問(wèn)題和衍生出管理或運(yùn)營(yíng)上的問(wèn)題。</p><p>  至于為什么住宅小區(qū)B管理委員會(huì)一直使用代理人主要原因,是因?yàn)檫@是他們?nèi)蚊砣说囊环N經(jīng)驗(yàn)和方法。也可以說(shuō)是歸功于不同小區(qū)通過(guò)代理公司來(lái)管理和解決問(wèn)題而獲得的寶貴經(jīng)驗(yàn)。</p><p>  住宅小區(qū)B的案例表明,首先,代理公司的奉獻(xiàn)精神和辦事能力是小區(qū)能夠有效運(yùn)行的主要因素。其次,管

78、理委員會(huì)和代理公司在信任和信心的基礎(chǔ)上共建開(kāi)放、和諧的關(guān)系是很有必要的。另外,這種關(guān)系不僅應(yīng)該存在于任命一個(gè)專業(yè)人員的時(shí)候,還應(yīng)存在于代理公司在嚴(yán)格評(píng)估下履行職責(zé)以證明其在每一次年度大會(huì)后的連任是正當(dāng)?shù)?。沒(méi)有以上的因素,住宅小區(qū)B的管理委員會(huì)還能連續(xù)委托同一家代理公司來(lái)提供服務(wù),這是不太可能的。</p><p><b>  歸納與總結(jié)</b></p><p>  本文

79、考察了新加坡主要居住區(qū)中兩個(gè)可行的物業(yè)管理體系:通過(guò)委托代理人和通過(guò)使用內(nèi)部管理組織。該案例對(duì)新加坡的兩個(gè)主要住宅小區(qū)進(jìn)行了簡(jiǎn)單介紹,目的是展示新加坡兩個(gè)具有相同的年齡、土地使用期限和區(qū)位屬性的小區(qū),都曾成功運(yùn)用不同的物業(yè)管理體系。</p><p>  在考察了這兩種體系的正反面之后,我們可以知道,似乎沒(méi)有更優(yōu)越的體系能服務(wù)于該主要居住區(qū)的物業(yè)管理了。影響和決定物業(yè)管理體系的選擇是多種多樣的,案例的調(diào)查結(jié)果顯示,

80、委托代理人來(lái)管理住宅小區(qū)具有以下優(yōu)勢(shì):</p><p>  ? 一般而言,按照政府和專業(yè)機(jī)構(gòu)設(shè)置的多種行業(yè)標(biāo)準(zhǔn),一種更高的專業(yè)水平可以在代理人身上實(shí)現(xiàn)。</p><p>  ? 代理公司的技術(shù)投入使得管理公司能享有更高標(biāo)準(zhǔn)的服務(wù)。</p><p>  ? 管理公司能充分享有代理公司提供的資源。</p><p>  ? 管理公司能節(jié)省成本。&l

81、t;/p><p>  然而,委托代理人也有一些不足:</p><p>  ? 目前,還沒(méi)有認(rèn)證引入代理公司的要求,也沒(méi)有立法來(lái)保證最低水平的專業(yè)標(biāo)準(zhǔn)。</p><p>  ? 管理公司按月支付給代理公司的費(fèi)用超出了該小區(qū)進(jìn)行適當(dāng)維修的必要成本和費(fèi)用。</p><p>  ? 在要做重要且快速的決定時(shí),他們?cè)诳刂坪蜏贤ㄉ贤蝗鐑?nèi)部管理組織。<

82、;/p><p>  ? 代理公司的多元化利益要求也不利于管理公司和住宅小區(qū)。</p><p>  另外,雇用使用內(nèi)部管理組織具有以下好處:</p><p>  ? 管理公司雇用內(nèi)部管理組織能夠解決連續(xù)性問(wèn)題。</p><p>  ? 因?yàn)槭侵苯舆\(yùn)用內(nèi)部管理組織,管理委員會(huì)能對(duì)內(nèi)部管理組織進(jìn)行更好的控制和溝通。</p><p&g

83、t;  而雇用內(nèi)部管理組織的缺點(diǎn)包括以下幾個(gè)方面:</p><p>  ? 比起雇用專業(yè)的代理人,管理公司所期待的標(biāo)準(zhǔn)相對(duì)較低。</p><p>  ? 根據(jù)可替代性責(zé)任原則,管理公司要為內(nèi)部管理組織的行為和過(guò)失承擔(dān)責(zé)任。</p><p>  研究結(jié)果表明,在兩種物業(yè)管理體系中作選擇時(shí),如果管理公司首先考慮的是實(shí)用和高效,那么最好選擇專業(yè)的代理人。另一方面,如果管理

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