企业管理专业的英语作文【一】
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.
企业管理专业的英语作文【二】
企业管理专业的英语作文【三】
1 惠香园,高职院校物流管理专业建设对策研究【J】,辽宁高职学报,2010,(7
2 陈言国,关于高职物流专业特色建设的几点思考【J】,宁德师专学报,2010,(2
3 冯琳,高职院校物流管理专业教学改革研究【J】,经济研究导刊,2010,(27
企业管理专业的英语作文【四】
发达国家从20世纪60年代开始陆续开展物流高等教育，广泛开展研究生、本科生和职业教育等多层次的教育形式。经过几十年的发展，现已形成比较完善的正规教育和非正规培训相结合的物流教育体系，能够有效地满足物流人才需求的多样性。
国外的物流发展成熟，其相关理论知识和各种物流设施、实训室等已经健全，给物流教育提供了良好的软硬件条件。国外教育机构物流教学所采取的方式除了常规的教师授课之外，还经常举办特邀讲座，邀请物流人士来学校给学生做报告，并且定期组织研讨会，安排一定的课时组织学生去企业参观实习，实际观摩物流过程，了解和操作物流设备和设施，真正的接触到物流过程。还设计各种团队合作项目，要求共同完成一个物流任务，实现物流目标。在这个过程中使学生充分发挥主观能动性，自主创新，将所学知识应用到实践操作当中去，丰富他们的实践。
企业管理专业的英语作文【五】
：高职教育,物流管理专业,专业建设高职专业培养目标定位在应用型、技能型、操作型人才层次，高职物流管理专业培养的目标是面向基层企业，能适应现代市场经济发展需要，掌握一定的现代物流管理理论和物流技术，具有一定的物流管理规划、设计等实务能力，同时具有一定实用技能的应用型专门人才。开办物流专业，是缓解市场需求压力，促进经济和产业发展的重要途径。但物流专业是一门实践操作性很强的学科，社会对物流人才的要求也越来越高，因此加强物流专业建设，培养社会适用人才是当务之急。
企业管理专业的英语作文【六】
毕业设计的完成对学生自身旅游管理知识、技能和素质都有一定程度的提高，毕业设计的过程也是学习能力提升的一种体现。毕业设计质量的高低，直接反映了学生在校学习的情况，对其日后工作影响较大。旅游管理专业的学生在毕业设计时，需要将平时所学知识进行整理、综合，形成稳固的知识结构，高校教师在指导学生毕业设计过程中，要不断提高学生的分析能力和创新能力，解决论文提出的实际问题，重视毕业设计的作用，努力提高毕业设计的整体质量。最后，学校和企业之间应该加强合作，保证高校学术力量的提升，加大对旅游管理人才队伍的建设。
企业管理专业的英语作文【七】
1专业定位不明确
物流行业涉及的知识面很宽，需要的技术技能很多，在管理上也具有较高的复杂程度，但物流专业的培养目标宜窄不宜宽。高职学生经过3年时间的学习不可能掌握物流作业涉及的所有知识和技术，只能熟练掌握其中的一部分。目前大多高职院校物流管理专业的培养目标相似度较大，未能凸显学院专业特色。所以作为高职院校的物流管理专业，如何结合本区域的实际情况及自身的教育层次、学院特色，界定物流管理专业的人才培养目标是当前专业发展亟待解决的问题。
2实训教学环节比较薄弱
实训教学是高职院校物流管理人才培养水平提高的有力保证。从教学目的角度划分，物流实训教学可分为三个层次。第一层次是见习实训教学，通常是以教师带领学生深入物流企业内部，了解物流行业或物流企业的基本面貌。第二层次是操作型实训教学，由于物流行业涉及一些设施设备的操作与使用，如货物堆码技巧、搬运设备的使用、仓储系统的出入库控制等，这类实训活动主要是熟悉、掌握物流设施设备的操控方法。第三层次是创新型实训，如诊断某个物流系统的问题并提出整改建议、物流调研及规划等。目前大多数高职院校的物流管理专业实训只停留在第一层次的见习实训教学阶段，有的涉及了第二层次的实训教学阶段，但不够深入。“工学结合”的程度较低，不利于学生实际应用能力的培养。
3“双师型”教师队伍匮乏
物流专业是一个跨越许多学科的综合性专业。对师资水平、教学条件等方面的要求远远超过传统管理类专业。其学科的实践性一方面要求教师具有坚实的理论知识，另一方面具备熟练的实践能力。这两个要求不仅是对教师质量的要求，同时为保证实践教学的系统性与完整性，还需一定数量的教师作保证。但这类教师数量十分有限，虽然高职院校都在大力招聘具有中、高级职称或具有实践工作经验的教师，工作待遇也不错，但还是供不应求。
4缺乏实用的精品物流专业教材
物流是一项劳动密集和技术密集相结合的学科，在物流从业人员中，有75%—85%的人员是从事岗位操作的技术人员。物流过程包含运输、仓储、配送、包装、流通加工、装卸搬运、信息处理等多个环节，在每一个功能中又包含着大量的操作活动。目前高职院校所选教材的种类包含仓储、配送、采购、运输等多个领域，但没有注重教材的实用性。一些院校开发了相应的物流类教材，却没有进行有效的推广。此外相应好的教学软件的缺乏，也使教学过程显得枯燥乏味。
5物流业职业资格认证标准不统一
对物流专业学生开展职业资格认证或职业培训，是提高学生综合素质、缓解物流人才供需矛盾的有效途径之一，但多重行业职业资格认证标准共存的局面，既不利于高职物流专业的人才培养，也不利于物流业职业资格认证的推广和认可，更不利于物流业本身的快速发展。我国物流业职业资格认证现行标准主要有以下几个：国家劳动与社会保障部委托中国物流与采购联合会制定的《物流师国家职业标准》；中国商业技师协会、中国商业职业技能鉴定指导中心制定的《物流管理人员、物理经理职业标准》；中国交通协会引进的国际物流执业资格认证（ILT）；上海市劳动与社会保障部门在国家有关部门的支持下，制定的《物流师职业标准》等。
