疫情静态管理 英语作文【一】
童年是一幅画，孩提时代的纯真爱动把我的童年映照的绚丽多彩。绚丽多彩的儿时当然免不了很多有趣的事，在其中有一件，我迄今还清晰地还记得。
我儿时非常喜爱看神话片，尤其是《聊斋》。
有一次，父母因临时性急事，需晚点回家，姥姥也没有，我想：这下可惨了，我多么的想让父母留下陪着我呀。可唉！只能认命了。
夜里，四处静悄悄的，仿佛全球只剩余我一个人了一样。我内心简直十五个吊桶打水七上八下。总算挨来到入睡的時间，正要熄灯，忽然听到了得哒、得哒的声音。这可将我吓傻了，我一下子坐了起來，准备出来看一下。可正当性我走到门口的情况下，那怪声音又响了起來，并且比刚刚的声音还大。我被他吓得从此害怕开关门了，一下子钻到被窝里。我用被子牢牢地地遮住，脑中又回想到《聊斋》中这些三头六臂、吐着长舌头的妖怪。一想起这种，我害怕的心理状态又加剧了，果断一把把被子蒙住头，口中还不断的嘀咕：千万不要吃我，千万不要吃我。
过去了一会，沒有动静，又过去了一会，也還是沒有一切动静，这下可将我惹急了，想着：是福不是祸，是祸躲不过。谁怕谁呀。我一口气取下了蒙上头的褥子，拿了一根大棒，壮着勇气把手打开，接着就是一阵狂打。可我睁开眼睛一看，一片空白。但那类怪声音是哪里来的呢？我循声放眼望去，原来是自来水龙头没相关好，滴在蓄水池里传出的声音，原先仅仅虚惊一场啊，我大舒了一口气。
这全世界本沒有鬼，而这些说白了的鬼却来源于你心里。
疫情静态管理 英语作文【二】
作为一名高中生，每天都需要把精力放在学习上，过着三点一线的生活，每次下课后，都会匆匆的吃上几口饭，然后回到教室继续学习，但是却没有想到今天我却晕倒了。
叮铃铃，下课铃响过之后，我像往常一样跑步去餐厅吃饭，因为如果跑的慢的话，那么就要排队，至少需要十分钟，所以我也尽量的减少时间的浪费，结果还没到餐厅，我就感觉到眼前一片黑，然后就晕倒在地，这一段时间，我根本就不知道我是怎么来到医务室的'，因为当我醒来的时候我已经躺在了医务室的病床上了，检查结果是因为低血糖。
当我询问是谁把我送来的时候，医生也没说什么，只说了一句是一个个子高高的男生，把我背到这的时候就离开了，我十分感谢那个男生，除了自身的体重外，他也一定费了不少的力气，因为我知道餐厅离医务室有多么远的距离，然而我却不知道他是谁，不能当面感谢。
第二天的时候，我来到了学校的广播室，说出了自己的心里话，我感谢一个个子高高的男生，谢谢他能够在自己晕倒的时候深处援助之手，如果有机会，我一定会当面谢谢他。
疫情静态管理 英语作文【三】
星期天晚上，我与妈妈一起去诗墙玩。
刚开始我在草坪上又蹦又跳玩得可开心了。过了一会儿，只听见“哎哟”一声，我往远处望去。只见一位小朋友摔倒在在草坪上，正在呜呜地哭呢！他的家长把他连忙抱起来问：“我的小宝贝，你怎么了？”小朋友边哭边用手指指地上，我往地上一看，看见一块香蕉皮。非常显然，小朋友的家长也看到了这块香蕉皮，变高声嚷道：“是谁这么不讲卫生呀？到处扔垃圾。”说完便气冲冲地走开了。我心里也非常气愤，是谁这么不讲卫生呢？
我抬头望去，只见一位青年妇女，边走边吃香蕉。我刚要上前跟她讲道理，只见一位红领巾走到那位妇女眼前，说道：“阿姨，请您不要乱扔垃圾好吗？如果每个人都这样一来，那么这个公园将会成为垃圾场的。”那位妇女低下头，感到非常难堪，忙说：“对不起，我不应该乱扔垃圾。”说完便走了。红领巾走到香蕉皮前，弯腰捡起垃圾扔进垃圾桶里，便离开了。
看到这一幕，我心想：世界上如果这种红领巾越来越多，世界将会越来越美好。
疫情静态管理 英语作文【四】
语言学习策略指“学习者为了使语言学习取得更好的效果而采取的各种策略，它既包括学习者为了更好地完成某个学习活动或学习任务而采取的微观策略，也包括学习者对自己的学习目标、学习过程、学习结果进行计划、调控、评估等而采取的宏观策略。一个成功的语言学习者常能根据任务的需要综合使用各种策略。使用有效的外语学习策略，不仅可以改进外语学习方式，促进语言技能的发展，还可以使学习者在语言学习中扮演更积极的角色，提高教学质量。
可见，学习者的学习策略知识对语言学习有积极的反拨效应，可以提高学生的语言水平英语教师如果能引导学生学会调整和运用英语学习策略，使他们用良好的学习策略来控制自己的学习方法和过程，就能大大提高英语学习的效率，更能帮助他们学会学习，习得终身学习的能力。但是，英语学习策略属于隐性知识，如何才能使学生了解、掌握和运用它们呢？知识管理为这一问题的解决提供了契机。
疫情静态管理 英语作文【五】
organizations
who are managers
A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
How do we define who managers are
we have first-line managers, the lowest level of management ,manage the work of nonmanagerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers. First-line managers often have the title of supervisor, but they may also called shift managers, district managers, department managers, office managers, or even foreperson. middle managers include all levels of management between the first level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager. At or near the upper levels of the organizational structure are the top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairperson.
what is management
management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency refers to getting the most output from the least amount of inputs.
Effectiveness is often described as doing things right, that is, not wasting resources.
what do managers do
management researchers have, after many years of study, developed three specific categorization schemes to describe what managers do: functions, roles, and skills. management functions
Planning: managers define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
organizing: managers are responsible for arranging and structuring work to accomplish the organization’s goals.
Leading: managers motivate subordinate, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues.
controlling: managers have to monitor, compare and correct everything that is deviating. management roles
The term management roles refers to specific categories of managerial behavior.
Interpersonal roles are roles that involve people and other duties that are ceremonial symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.
Informational roles involve collecting, receiving, and disseminating information. The three informational roles are monitor, disseminator, and spokesperson.
Decisional roles entail making decisions or choices. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
management skills
Technical skills are the job-specific knowledge and techniques needed to proficiently perform specific tasks. These skills tend to be more important for lower-level managers because they typically are managing employees who are suing tools and techniques to produce the organization’s products or service the organization’s customers.
Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, these skills are essential and equally important at all levels of management.
conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers must see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment.
How the manager’s job is changing
what is an organization
An organization is a deliberate arrangement of people to accomplish some specific purpose.
Becoming a manager
1． Keep up with current business news.
2． Read books about good and bad examples of managing.
3． Remember that one of the things good managers do is discover what is unique about each
person and capitalize on it.
4． Keep in mind the simple advice of the late Peter Drucker, who has been called the most
influential management thinker of the twentieth century: management is about people.
5． work on your soft skills—work ethic, communications, information gathering, and people
skills. These are what employers cite as the most important factors for getting jobs.
6． observe managers and how they handle people and situations.
7． Talk actual managers about their experiences—good and bad.
8． Get experience in managing by taking on leadership roles in student organizations.
9． Start thinking about whether you’d enjoy being a manager.
