网络管理讲义chapter4
网络管理PPT课件
想查阅映射到一台计算机上的所有当前驱动器的列表，
可以简单输入NET VIEW Computername。
常用NET命令举例：
NET ACCOUNTS
查阅当前账号设置
NET CONFIG SERVER 查阅本网络配置信息统计
NET SHARE
查阅本地计算机上共Βιβλιοθήκη 享文件NET USER
查阅本地用户账号
（2） Ping命令
如果计算机和所在的局域网使用了动态主机配置协议 DHCP，使用IPConfig命令可以了解到你的计算机是否成 功地租用到了一个IP地址，及目前分配的子网掩码和缺省 网关等网络配置信息。
常用的选项： (1)ipconfig：当使用IPConfig不带任何参数选项时，显示 每个已经配置了的接口的IP地址、子网掩码和缺省网关值。 (2)ipconfig /all：当使用all选项时，IPConfig能为DNS和 WINS服务器显示它已配置且所有使用的附加信息，并且能 够显示内置于本地网卡中的物理地址（MAC）。如果IP地 址是从DHCP服务器租用的，IPConfig将显示DHCP服务器 分配的IP地址和租用地址预计失效的日期。图14-20为运行 ipconfig /all命令的结果窗口。
Netstat命令实例
② Netstat -e：-e选项用于显示关于以太网的统计数据。它列出的项 目包括传送的数据报的总字节数、错误数、删除数、数据报的数量和广 播的数量。这些统计数据既有发送的数据报数量，也有接收的数据报数 量。使用这个选项可以统计一些基本的网络流量。
③ Netstat -r：-r选项可以显示关于路由表的信息，类似于后面所讲 使用route print命令时看到的信息。除了显示有效路由外，还显示当前 有效的连接。
Chapter 4 Part II handout
Chapter 4 Part II Handout备注：这是一份上课用讲义，请同学们打印后于本周上课时带上。
II. ExamplesPart I Animals Feel the Heat, Flee Their HabitatsExercise 1: Listen to the news report and get the main idea.What is the main theme of this news?A. People have been sweating out high temperature this summer.B. Animals flee their habitat because of the heat.C. The snake wrangler is not rattled by the drought.D. People take protective measures to keep snakes out.Exercise 2: listen to the news report again and fill the blanks with the exact words or phrases.Katie Couric:they have been sweating out in record heat this summer. But they’re not the only ones. From rattlesnakes to bears, 1_______,great and small, are fleeing theirnatural habitats while the mercury 2____. And, as Sandra Hughes reports, they’returning up in some pretty unlikely places.Bo Slyapich:this is what I find in people’s yards.Sandra Hughes: rattlesnakes----everywhere. More than Bo Slyapich has seen inhis 20-year career as a snake wrangler. The 3 ________ and extreme heat havecombined to drive the thirsty and venomous creatures to close for comfort---backdecks, play equipment –anywhere they can find shade. What are they lookingfor？Bo Slyapich: food. Just like you go to the supermarket to go shopping, they come to our homes to go shopping.Tom Mahan(homeowner): Not too far from those steps 4______, there was a four-foot rattlesnake.Sandra Hughes:homeowner Tom Mahan has found rattlesnake sipping from his pool. Now he’s taken 5__________.Tom Mahan: half-inch grid galvanized fencing around the three-acre perimeter here, which keeps99 percent of any types of snakes out.Sandra Hughes: deer and coyotes are coming down from the hills, too. This disoriented bear climbed up a utility pole in triple-digit heat.Paul Edelman: (the Santa Monica Mountains Conservancy) it is uncharted 6____________. It’s the equivalent of the stories you see with the big droughts in the AfricanSerengetti plains where the animals drop three feet, you know, three feet beforethey get the water hole.Sandra Hughes: in Utah, officials say the drought may have played a role in turning this black bear into a killer. It had to be euthanized after breaking into a family’s tent and7__________ a little boy. Wildlife sightings used to be reserved for trips to theZoo. But experts 8_____________ global warming will bring more extremedroughts, putting more animals in danger. High in the mountains the smallestmember of the rabbit family is disappearing. The pika dies when overheated. Dr. Terry Root (Standford University): 9 _________ that are on the tops of mountains, they don’thave any places else to go. So, where are they gonna go? They’re gonna goextinct.Sandra Hughes: 10______ the only one not rattled by the snake wrangler.Bo Slyapich: Ok. Give me a call back in so we can take care of ya.Sandra Hughes: Sandra Hughes. CBS News, west village, California.Part II Part B Grizzly Population Increasing at YellowstoneExercise: Listen to the news report and choose the best answer to the following questions.1. How many grizzlies were there on the land 200 years ago?A. 500B. 5,000C. 15,000D. 50,0002. Grizzlies have been protected as endangered species since _____.A.1957B.1975C.1970D.19653. How many grizzlies are there currently in and around Yellowstone?A. about 200B. about 1,500C. more than 500D. more than 1,0004. According to Pat Flowers, all the following states will offer hunting permits for grizzlies except____.A. WyomingB. MontanaC. OhioD. Idaho5. Which of the following statements is NOT true according to the report?A. There're 3 states surrounding Yellowstone that will take over management of the bearsinside the park.B. An increasing number of people risk settling in the remote mountainous area, so encounterswith the bears occur more often.C. Though the law has prohibit ed people from hunting grizzlies for 30 years, some statesallow bear hunting nowadays to control their population.D. Whatever happens outside the national park, grizzles inside Yellowstone will not beaffected by any changes in policies.Part III Age Bank in ChinaExercise 1: Listen to the news report and get the main idea.What is the main theme of this news?A. The problems concerning old people in ChinaB. The hours the old people can make a deposit in Bank of ChinaC. The new way of caring for the elderly citizens in ChinaD. The public attitude toward the traditional family in ChinaExercise 2 Listen to the news report again and fill in the blanks with the exact words or phrases.Bob Schieffer: Reporting this week, on how American families are dealing with the needs of 1.__________ as our population ages. Well, tonight, we wanna show you whatthey're doing in China. A community there is come up with 2. __________ forhelping the elderly. Barry Petersen concludes 3. __________ "Caring for Mom &Dad".Barry Petersen: 88-year-old Song Rongxiu is very well taken care of. She lives with her daughter, her grandson and his family in Beijing. That's the way the elderly have 4.__________ been cared for in China. But modem times have created a lot of 5.__________for China's young people —often far from home, and that meansleaving the elderly behind. So here in the city of Chongqing, they had an idea:making a rather unique promise to get people to help their elderly neighbors. Theidea is 6. __________itself. Call it the "Age Bank." People rack up hours, notingthem in a log book. They give their time caring for senior citizens — hours theycan 7. __________in their golden years as the next generation takes care of them.This community leader came up with the idea. "There were a lot of retirees inthis neighborhood," he told us. "They weren't very busy and the very elderlyneeded help." It can be anything from running a quick errand to just stopping infor a daily chat. Wang Dingru is 92 years old.Barry Petersen: What do the helpers do to help you through the day? "They treat me like I'm their mother." She says, "cooking meals, buying groceries." 8. __________Mrs.Zhai, does this work with an eye on her future. "I've been 9.__________ time inthe bank," she says, "so one day people will help me." Like other countries,China has an aging population that is growing fast. To these elderly, the agebank has made volunteers feel like family, and kept Mrs. Wang so spry she canteach me the China two-step — and so happy because even10) ___________,thanks to the "age bank" she has the next best thing: people 10. __________.Barry Petersen, CBS News, Chongqing, China.。
剖析网管第四章
■ 复用 不同数据段共享传输媒体的方式方法。
一个站到站通信示例
4.4 简单网络管理协议(SNMP)
■ SNMP的形成 始于大学实验室，4个工程师 开发的一个对通信线路进行管理的简 单 网管协议(SMGP)，做了下列修改而成：
■ 增添了使用SMGP过程中的经验； ■ 加入了符合Internet定义的管理信息结构
格式比较
ATM交换原理
ATM信元结构
4.3 通信协议的功能
■ 通信协议在通信环境中对所传消息执行 语法分析、打包或格式化、连接控制或 通信建立、顺序传递或消息管理、流量 控制或端到端电路控制、差错控制或处 理、复用或装配等功能。
■ 语法分析 即协议获取消息并按传输需要 分段的过程，包括段编号和块计数等。
■ 编号与确认 对整个报文分段并编号，确保 正确恢复，回送编号以确认可靠接收；
■ 流量控制 利用窗口机制控制分组流入量， 以减少分组拥塞；
■ 重发机制 利用定时器控制报文段重发，既 保障可靠传送又节约回送证实处理。
流量控制
主机 A
主机 B
SEQ＝1 SEQ＝101
A还能发送300字节 A还能发送200字节
第四章 网络管理协议
■ 标准化协议是提高通信管理效率的关键 因素，也是系统赖以生存的规则。
■ 协议 即一个先约过程，通过协议，两个 或更多的可分离实体相互之间便可以流 通控制信号和信息。
■ 实体 是对通信系统内能够完成通信功能 的设施的抽象定义，包括硬件、软件、 信号和协议等。
4.1 OSI模型定义
■ ATM 是一种结合了电路和分组交换模式优点的 高速分组传送技术；
■ ATM技术将用户信息划分成48字节定长的数据 块，加上5个字节的ATM信元头部构成信元，以 信元为单位在网络中进行快速交换和传送。
网络管理员教程范文
网络管理员教程范文网络管理员是负责管理和维护网络系统的专业人员，他们负责确保网络的正常运行，保护网络的安全，以及解决网络问题。
成为一名网络管理员需要掌握一系列的技能和知识，并且不断学习和更新自己的技能。
本教程将介绍一些成为一名优秀的网络管理员所需要的技能和知识。
一、网络基础知识1.理解网络架构和拓扑：网络管理员需要了解不同类型的网络架构和拓扑，如星型、环型、总线型等。
了解这些不同的架构和拓扑有助于网络管理员规划和管理网络。
2.掌握网络协议和协议分析：网络管理员需要掌握常见的网络协议，如TCP/IP协议、HTTP协议等，并且能够使用协议分析工具来分析网络数据包，以便排查网络问题。
3.学习网络设备的配置和管理：网络管理员应该了解常见的网络设备，如交换机、路由器、防火墙等的配置和管理。
掌握这些设备的配置和管理技巧有助于解决网络问题和提高网络性能。
4.掌握IP地址和子网划分：网络管理员需要了解IP地址的概念、分类和分配规则，并且能够进行合理的子网划分和IP地址规划，以便管理大规模的网络。
二、网络安全知识1.熟悉常见的网络威胁和攻击方式：网络管理员需要了解常见的网络威胁和攻击方式，如DDoS攻击、SQL注入、僵尸网络等。
了解这些攻击方式有助于网络管理员制定相应的防御策略。
2.学习网络安全的策略和措施：网络管理员应该学习并实施有效的网络安全策略和措施，如访问控制、防火墙配置、入侵检测和防御等。
这些策略和措施能够有效保护网络不受攻击和入侵。
3.掌握漏洞扫描和安全评估技术：网络管理员应该掌握漏洞扫描工具和技术，能够定期对网络进行漏洞扫描和安全评估，并及时修复和提升网络的安全性。
4.学习网络日志分析和事件响应：网络管理员需要学习网络日志分析和事件响应技术，能够分析和监测网络日志，及时发现并应对异常活动和安全事件。
三、问题排查和故障修复1.学习问题排查和故障修复方法：网络管理员应该学习并掌握问题排查和故障修复的方法和技巧。
网络管理基础
2.1.2 网络管理旳内容和目旳
1．网络管理旳内容
早期旳网络管理内容比较单一，往往只是指对网络旳实时 监控。现如今网络管理旳范围已扩大到网络中旳通信活动以及 与网络旳规划、组织、实现、营运和维护等有关旳几乎全部过 程。
在基于远程监控旳管理框架下，OSI提出以一对相互通信旳系统管理实 体（进程）为关键，管理进程与一种远程系统相互作用，去实现对远程资 源旳控制旳网络管理系统旳体系构造。
在这种体系构造中，一种系统中旳管理实体担当管理者（Manager） 角色，而另一种系统旳对等实体担当代理者（Agent）角色，Agent负责访 问被管资源（被管对象）旳数据。
第2章 网络管理基础
任何一种组织、机构或系统要进行良性运作都离不开管理，网络系统一 样也不例外。在上一章中，我们简要回忆了计算机网络旳基本知识，明确了 计算机网络旳运营过程，提出了确保计算机网络能够连续、稳定、安全可靠 并高效地运营，就必须要对运营旳网络进行有效旳管理旳观点。
本章首先讨论网络管理旳主要性，了解网络管剪发展历史与定义、网络 管理旳研究机构、网络管理体系构造、网络管理模型、网络管理旳原则以及 由ISO提出旳基于OSI旳网络管理5大功能。
SNMP体系构造最初是一种集中式模型。 在一种系统中只有一种顶层管理站，管理站下设多种代理，管理站 中运营管理进程，代理中运营代理（Agent）进程。两者角色不能互换。 从SNMMv2开始，分布式模型开始采用。在这种模型中，顶层管理 站能够有多种，被称为管理服务器。在管理服务器和代理之间，加入中 间服务器。管理服务器运营管理进程，代理运营Agent进程，中间服务 器在与管理服务器通信时运营Agent进程，在与代理通信时运营 Manager进程。
英文讲义，《管理学》，1-4章，斯蒂芬
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
网络管理讲义
0101110101001000010
什么是网络管理？
国国际际标标准准化化组组织织IISSOO定定义义的的五五大大网网络络管管理理功功能能::
• Configuration Management（配置管理） • Performance Management（性能管理） • Fault Management（故障管理） • Accounting Management（记帐管理） • Security Management（安全管理）
• 3 网络数据分析 • 4. 网络故障监测 • 5 远程控制与管理
3.1 常用网络命令
1 . Ping: 用于测试ip网络的连通性和延迟。 2. Tracert:路由跟踪实用程序，用于确定ip数据包访问 目的主机所采取的路径，以检查路由是否正确， 或在哪个节点丢失。
3.1 常用网络命令
3. Pathping: 将ping和tracert的功能结合起来用于 跟踪数据包到达目标所采取的路由，并显示路径 中每个路由器的数据包损失信息。
物理层 bit
• 设备间接收或发送比特流 • 说明电压、线速和线缆等
例子 TCP UDP IP
802.3 / 802.2 PPP
V.35 DTE/DCE
2
应用层 表示层 会话层
传输层
网络层
数据链路层
物理层
解封装数据
上层数据
TCP 头 IP 头 LLC 头 MAC 头
上层数据 TCP+上层数据 IP + TCP +上层数据 LLC 头 + IP + TCP + 上层数据
• 1.网络节点信息; • 2.网络中的MAC及IP信息; • 3.网络拓朴结构及IP网络结构;
网络管理-第4章
System组的对象标识符子树
Page 4
4.2.2 接口组(Interfaces group)
接口组提供了网络实体物理层接口的信息，包括配置信息和每个接口上发 生事件的统计信息。所有的SNMP代理都要求实现interface组。接口组由两个顶级对象组成。 interfaces(mib-2 2) ifNumber(1) 网络接口数，记录一个网络设备的所有接口的总数 ifTable(2) 记录接口的其它信息，一个接口占表的一行记录，表长为ifNumber ifEntry(1) ifIndex(1) 接口表惟一的索引项，索引值为1－ ifNumber范围 ifDescr(2) 接口的描述，制造商名，产品名和版本等 ifType(3) 接口的类型,用一个整数表示,表示物理层和数据链路层协议确定的接口类型 ifMtu(4) 表示该接口上可以发送或接收的最大协议数据单元大小(位组数) ifSpeed(5) 指定一个接口的传输速率，单位为“位/秒”（bps） ifPhysAddress(6) 接口的物理地址 ifAdminStatus(7) 用于配置接口的管理状态，up(1) down(2) testing(3) ifOperStatus(8) 提供一个接口的当前操作状态， up(1) down(2) testing(3) ifLastChange(9) 接口进入当前状态的时间 ifInOctets(10) 接口收到的总字节数 ifInUcastPkts(11) 单点发送到一种高层协议上的包的总数目 ifInNUcastPkts(12) 发往高层协议的非单播包数（广播和多播） ifInDiscards(13) 接口丢弃的输入包数 ifInErrors(14) 有错的输入包数 ifInUnknownPorotos(15) 由于未知或不支持的协议而被抛弃的输入包数 ifOutOctets(16) 接口发送的总字节数 ifOutUcastPkts(17) 高层协议请求传输的单播包数 ifOutNUcastPkts(18) 高层协议请求的非单播（广播和多播）包数 ifOutDiscards(19) 由于资源局限而导致丢弃的发出包的总数目 ifOutErrors(20) 由于错误而导致丢弃的发出包的总数目 ifOutQLen(21) 输出包队列中包的总数 ifSpecfic(22) 指向MIB中特定介质的定义
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
第四章使用DNS服务实现全称域名的解析一．概述* DNS是“Domain Name System（域名系统）”的缩写。
* DNS服务代表一种功能，它能够把目标计算机的全称域名解析为对应的IP 地址。
* DNS服务是实现全称域名解析的重要方法。
二．域名空间* 这种对全称域名进行组织的框架结构，被称为“域名空间”。
* 在域名空间中，为了便于对计算机的全称域名进行组织，引进了“域”（Domain）的概念。
* 所谓“域”，是指包含了一系列计算机名字的空间。
例如，“.com”就是一个域的名字，它代表了一个空间，里面包含了大量的计算机名字。
三．DNS服务的工作过程四．DNS服务支持的查询类型（根据查询的方向）①正向查询：* FQDN→IP地址②反向查询：* IP地址→FQDN五．安装DNS客户机* 操作步骤。
* 自动获得的DNS服务器的地址可以使用命令“ipconfig /all”查看。
* 当自动获得DNS服务器的地址后，管理员又为其手工分配了DNS服务器的地址，则以手工分配的值为准。
* 只有在选中了“自动获得IP地址”后，才可以选中“自动获得DNS服务器地址”。
* DNS客户机与DNS服务器之间的通信是点到点的通信，因此它们不需要一定处在同一个局域网中。
六．安装DNS服务器1．配置DNS服务器的要求* 必须运行服务器端的操作系统。
* 必须具有静态的IP参数（IP地址、子网掩码、默认网关）。
2．配置DNS服务器的步骤3．打开DNS管理控制台七．什么是“DNS区域（Zone）”？* 原则上，可以由一台DNS服务器来维护完整域名空间中所有计算机的全称域名到IP地址的映射记录。
然而，实际上不可能做到。
* 实际上，每台DNS服务器的数据库中只能维护完整域名空间的一部分。
* 这部分域名空间被称为“DNS区域”，简称“区”。
* 区有两个特点：①在区中，仍然是一个有层次的名字空间；②在区中，只有一个最高级别的域。
* DNS区域在DNS服务器上，被作为一个单独的实体来管理。
* DNS区域的名称必须与区中最高级别的域的完整名称相同。
八．区域的分类* 根据所支持的查询方向的不同，区域可分为“正向查找区”和“反向查找区”。
* “正向查找区”支持正向查询；“反向查找区”支持反向查询。
* 无论是“正向查找区”还是“反向查找区”，又均可分为三种区域类型：主区、辅助区和存根区。
九．创建正向查找区1．创建主区2．在主区中创建主机记录用来实现正向解析的资源记录，又被称作“A记录”。
3．在主区中创建子域4．创建区域委派（Delegation）* 如果不希望在一台DNS服务器上的某个主区中维护里面所有子域的记录，那么可以把该主区中的某个子域委派给另一台DNS服务器，然后在那台DNS 服务器上建立针对这个子域的主区并对这个主区进行管理。
* 操作步骤* 注意：•如果希望把主区中的某个子域委派出去，则必须在建立的同时就把它委派出去，即：使用“新建委派”来做。
如果使用“新建域”建立了一个子域后，则无法再把它委派出去了。
* 一旦把主区中的某个子域委派出去后，则在该主区中将不能对该子域进行任何修改。
但是，该主区知道自己把该子域委派给哪一台DNS服务器了。
* 如果DNS客户机把一个属于被委派子域的全称域名的请求送给委派该子域的上一级主区的DNS服务器，则由于维护主区的DNS服务器知道自己把该子域委派给哪一台DNS服务器了，所以此时仍然能够把该请求最终送给维护该子域的DNS服务器，并从那里实现名称解析。
5．Internet上的DNS服务器如何维护DNS区域？* 在Internet上，DNS域名空间是一个分布式的数据库，由众多DNS服务器共同来维护。
* DNS服务器之间通过“区域的委派”联系在一起。
* 由于DNS域名空间是一种有层次的结构，所以维护DNS域名空间的DNS 服务器也各自工作在不同的层次上。
（1）维护根域的DNS服务器（即：根DNS服务器）* 在Internet上，最大的DNS区域应该是“.”，所以最高级别的DNS服务器应该维护名称为“.”的DNS区域，这种DNS服务器被称为“根DNS服务器”。
* 原则上，根域内的所有子域记录都应该由它们来维护，但是实际上是做不到的。
* 因此，这些根DNS服务器把根域下面的子域（即：顶级域）利用“区域委派”的办法委派给下一级DNS服务器。
（2）维护顶级域的DNS服务器* 原则上，顶级域内的所有子域记录都应该由它们来维护，但是实际上也是很难做到的。
* 因此，这些维护顶级域的DNS服务器会把顶级域下面的子域（即：二级域）利用“区域委派”的办法委派给下一级DNS服务器。
（3）维护三级域的DNS服务器* 可以在该级DNS服务器上直接建立主机记录（即：A记录）。
* 也可以在该级DNS服务器上建立子域。
* 也可以把该级DNS服务器上的某个子域利用“区域委派”的办法再委派给下一级DNS服务器。
以此类推。
6．“递归查询”与“迭代查询”（1）递归查询* DNS客户机向其直接指向的DNS服务器（又被称为“本地DNS服务器”）所发出的FQDN的查询请求，均为“递归查询”。
* 这种“递归查询”意味着，DNS客户机向本地DNS服务器只索要最终的结果，而不要中间查询过程。
*“递归查询”一般发生在DNS客户机与本地DNS服务器之间。
（2）迭代查询①当本地DNS服务器接收到DNS客户机的“递归查询”（例如，查询“”）后，首先查询自己本地维护的DNS区域；②如果查询不到，则会把该请求送到Internet上维护“根域”的根DNS 服务器，进行“迭代查询”。
* 这种在DNS服务器之间发生的查询，并不要求直接找到最终答案，而是每查询一次便距离最终答案更近一步，这样的DNS查询被称为“迭代查询”。
7．“根提示”与“转发器”* 当DNS客户机把查询请求发送给本地的DNS服务器后，该DNS服务器首先检查自己本地的数据库。
* 如果在本地数据库中查到了记录，则将最终应答返回给DNS客户机。
* 如果在本地数据库中找不到记录，则DNS服务器会采取以下两种方法：“根提示”和“转发器”。
（1）根提示* 在DNS服务器的“根提示”中，给出了Internet上的根DNS服务器的IP地址。
* 如果DNS服务器收到DNS客户机的查询请求后，在本地数据库中无法解析，则可以按照“根提示”中的根DNS服务器的IP地址信息，把查询送到根DNS服务器上，然后通过层次的迭代查询，直至解析到最终的结果。
* 查看“根提示”的步骤。
（2）“转发器”* 所谓“转发器”，是指在本台DNS服务器所指向的另一台DNS服务器。
* 如果DNS服务器收到DNS客户机的查询请求后，在本地数据库中无法解析，则可以根据自己设置的“转发器”，把该请求送给自己所指的另一台DNS 服务器，在那里进行查询。
①无条件转发* 所谓“无条件转发”，是指当DNS服务器收到DNS客户机的查询请求后，如果在本地数据库中无法解析，则不管该全称域名的域后缀是什么，一律送给自己指向的另一台DNS服务器。
* 设置“无条件转发”的步骤。
②有条件转发* 所谓“有条件转发”，是指当DNS服务器收到DNS客户机的查询请求后，如果在本地数据库中无法解析，则会根据全称域名的域后缀的不同，而把请求有选择性地发送给不同的DNS服务器。
* 设置“有条件转发”的步骤。
（3）当“根提示”与“转发器”同时存在时的处理原则①先使用“转发器”再使用“根提示”* 在默认情况下，当二者同时存在时，先使用“转发器”然后使用“根提示”。
②只使用“转发器”* 可以通过设置，使得只使用“转发器”，不使用“根提示”。
* 设置步骤。
③既不使用“转发器”也不使用“根提示”* DNS服务器只使用本地数据库对DNS客户机的请求提供支持，如果本地无法解析，则到此为止。
*设置步骤。
8．创建辅助区* 为了实现DNS容错，可以令多台DNS服务器都维护同一个DNS区域信息，然后把DNS客户机指向这几台DNS服务器。
* DNS客户机会把查询送到自己指向的第一台DNS服务器，如果该服务器出现故障，则DNS客户机会自动把查询请求送至自己指向的第二台DNS服务器，以此类推，直至解析到结果。
* 在DNS服务器上，把某个DNS区域的只读副本称为该区的“辅助区”。
（1）创建“辅助区”* 操作步骤：* 辅助区可以通过复制一个主区而得到，也可以提供复制另一个辅助区而得到。
（2）配置“区域复制”* 默认时，不允许任何DNS服务器随意建立某台DNS服务器上某个区的辅助区。
* 可以在DNS服务器的某个区上设定：该区允许被哪些DNS服务器复制从而建立该区的辅助区。
* 操作步骤。
（3）配置区域复制的时间间隔* 辅助区是“只读”的，不能直接对它进行修改。
* 因此，辅助区会按照规定的时间间隔定期从它的被复制区那里复制到最新的版本。
* 设定辅助区的复制间隔的工作在被复制区所在的DNS服务器做。
* 设置区域传输时间间隔的步骤。
（4）DNS客户机如何指向多台DNS服务器？* 如果在多台DNS服务器上均建立了某个DNS区域的辅助区，那么为了实现容错，可以令DNS客户机同时指向这些DNS服务器。
* 操作步骤。
IP地址设定里设置备用DNS服务器，高级里可建立多个DNS 服务器十．创建反向查找区* 在创建反向查找区时，区域的名称应与希望包含的IP地址的网络ID号相同。
（1）创建主区* 操作步骤。
（2）创建“PTR记录”* 在反向查找区中建立的实现反向查询的资源记录，被称为“PTR记录”（即；指针记录）。
* PTR记录：IP地址→FQDN（3）使用“nslookup”工具进行反向查询测试* nslookup工具是用来排除和检测DNS服务的重要工具。
①打开nslookup工具的步骤：•开始→运行→nslookup.exe。
②退出nslookup工具的步骤：•在nslookup工具中运行：exit③指向某一台DNS服务器* 在nslookup中，可以随时连接某一台DNS服务器，并对该DNS服务器进行测试。
* 步骤：•server DNS Server IP•例如：server 131.107.1.200（表示：连接一台IP地址为131.107.1.200的DNS服务器）④正向查询测试* 直接输入一个FQDN，则会自动显示与之对应的IP地址。
⑤反向查询测试* 直接输入一个IP地址，则会自动显示与之对应的FQDN。
十一．只缓存DNS服务器（Caching-only DNS Server）* 如果有两个局域网使用慢速的广域网链路连接在一起，当两个局域网中的DNS客户机需要名字解析时，可以使用如下解决方案：①在其中的一个局域网中只配置一台DNS服务器* 缺点：另一个局域网中的DNS客户机所发出的查询请求会跨过慢速的广域网链路，造成网络性能下降。