给罗宾回一条信英语作文【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.
给罗宾回一条信英语作文【二】
一、基本概念：法国的法约尔最早提出管理的五项职能，现在演变为四项：计划、组织、领导(指挥、协调、控制。明茨伯格提出了管理角色的概念，分为人际关系、信息传递、决策制定三类角色。罗伯特-卡茨提出了管理者需要的三种技能：技术技能、人际技能、概念技能，管理的层级越高相应技能越重要。
二、管理理论发展的历史：科学管理-泰勒，一般行政管理理论-法约尔和马克斯-韦伯，组织行为-霍桑实验(试图检验各种照明水平对生产效率的影响，质量管理-爱德华-戴明、约瑟夫-朱兰(摩托罗拉公司提出了六西格玛管理质量标准
给罗宾回一条信英语作文【三】
第十四章：行为的基础。组织行为学主要关注个人行为和群体行为，其目的在于解释、预测和影响行为。MBTI是一种广泛使用的人格测试方法，每个问题都会落在四个维度：社交倾向(外向型E或内向型I，资料收集(领悟型S或直觉型N，决策偏好(情感型F或思维型T，决策风格(感知型P或判断型J大五人格模型包括的五个因素为：外倾性、随和性、责任意识、情绪稳定性、经验的开放性。
第十五章理解群体与团队。群体的发展分为五个阶段：形成阶段、震荡阶段、规范阶段、执行阶段、解体阶段。工作团队有四种常见的类型：问题解决团队、自我管理团队、虚拟团队、跨职能团队。
给罗宾回一条信英语作文【四】
亲爱的巴金爷爷：
您好!
虽知道您不可能给我回信。哦!您都不再可能提起笔坐在桌前了，您都不再可能对那些您爱和爱您的孩子和蔼地微笑了。但是我依然还是提起了笔，希望天堂也有邮局吧! 巴金爷爷，您还记得您曾经写给家乡孩子的信吗?它被写入了我们的语文书了。
我忘不了那篇文章，虽然我并不是您家乡的孩子，但是我从那封信中读出了您对全中国乃至全世界孩子的一份无限的关爱。我第一次读到那封信时是一个晚自习，老师布置我们预习这篇文章。当我捧起书读起那篇文章时，万分的惊喜与千分的诧异在那一刻一起涌上了心头。您的文字十分质朴。信中说：因为您身体不好您身体不好所以不能给所有的孩子写一封信而感到抱歉。您还说因为您老了，有病所以写字的手不听使唤，可您依然坚持写完它。读到这里我震惊了，您是一个长辈，一个家喻户晓的大作家，因为您不能满足每一个孩子的希望而向大家道歉。我震惊，因为您有重病在身，您完全可以委婉地拒绝再写下去，我想孩子们一定不会怪您的。可您没有，您忍着病痛坚持着写完这封信。我想您是不想让孩子们失望吧!
在此，我深深地敬佩您。感谢您没有把一个个美丽的愿望化为沮丧。后来，我读到了一些您的谆谆教诲，您用朴素、认真的话语告诉我们了一些能在以后我们迷茫时能为我们指路的明灯，这让我深有感触，在您的信中，我感觉我们与您是平等的。“谢谢您!” 每当我看着这封信，我知道上面的没一个字都是您用心写出来的，字里行间透出您对我、对我们，对大家浓浓的爱意。难以想象呀!您在写这封信时的情景;也许因为身体不如从前了，握着笔的手不停地颤抖，不知从何写起;也许好不容易下定了决心如此这般写时，笔尖刚一触到纸张就茫然了;也许佳人千方百计地奉劝您不要再写时，执着的您又提起了笔……太多太多的也许，可都依然说不完道不尽我内心的话语呀!
每当我一捧起这封信就仿佛穿越了历史的长河与您促膝谈心，倾听着您的谆谆教诲。啊!我看到了您和蔼的脸庞，我看到了您充满关爱的双眸，我看到了您慈祥的笑脸……生与死的界限消失了，过去与未来的间隔消失了，您在我面前就如同一位长辈对着晚辈一样亲切! 您是一位世纪老人，乘着史与诗的文学宏舟行驶在历史与人心交织的渺渺长河之中，这不是赞美，而是敬畏!
祝：与文学永存!
敬仰您的学生
给罗宾回一条信英语作文【五】
这儿天气开始晴朗，但天净蓝得像块固守不化的冰，我怀疑这儿不下雪时，是不是都一样。但这儿蓝得深邃辽阔，举目望去心里一大片天空，丁城的天总淡泊浅薄，狭长横挂长松梢头，令人忧愁。
见你熟悉如字迹的回应，我几次难以相信自己的眼睛，像亲见自己心中虚构的人化身眼前！不论是忧心沉重还是只求抒怀，我早已习惯你的文字，习惯拥有你在心中。或许我俩不同之处在于我不大理会他人的观感，道不合不相为谋么，生命里总有其它的`人事物可以让我沉醉忘我，浸淫一阵就忘了所有前尘往事。或许让我心中有个你，你心中有个我，就可以让你再度放怀高歌，忘却从前，重还纯然天真！不惜琴弦千挑，只叹谁与！
我其实锺情书画，可以一个人安静无波地沉迷于五颜六色的呈现，或书法的空间留白里。是以一开始书写时，我就知道我不是那块料，纵使每一本书都试图说服读者世间每一人都隷属书写。我持笔是因无人得以倾诉心事，一腔难言也就付诸于文字了。
我没一身戏包子，不如你们四周难不围绕出色的朋友家人，张口闭口都绘声绘影。这些人生下来就可尽情的书写，每一篇故事单赏与众不同的视野都引人。我也不是一个生命开始结束都逃不出悲惨命运的人，他们或命定不得不与书写结下一世不解之缘，但不是我。
我只是一个想在早晨透空的净蓝里，拿起一枝画笔，心中无它地画出一片心境的人。这样的我一枝秃笔之下就显得无趣多了。别于自我的色彩都来自他人，他人眼中的世界却并不是我想致力于展现的。除了文学家，现代非文学类的作者外，我还读云云众生指尖下的凡人世界，他们或不成一家，风格却各自不同，我也因此渐渐不再排拒自己笔下一些挥不去的口音，一再重现的景象。
参加各式网上书写的活动外，我就只想这样写信给你，想像你亦清浅淡泊但多彩的生活心绪。
给罗宾回一条信英语作文【六】
第十章组织结构与设计：组织设计涉及6方面关键要素：工作专门化、部门化、指挥链、管理跨度、集权与分权、正规化。部门化有五种通用的方式：职能部门化、地区部门化、产品部门化、过程部门化、顾客部门化。管理跨度即管理者有效地管理下属的个数。传统观点认为管理者不能直接监督5、6个以上的下属，但是随着员工综合素质和的提高，目前组织有加宽管理跨度的趋势。集权和分权是个相对概念，目前由于组织对灵活性和反应能力要求变高，下放决策权成为趋势。组织设计主要有两种模型：机械式组织(刻板和有机式组织(灵活。合适的组织结构取决于四个方面的权变因素：组织的战略、规模、技术、环境的不确定性。传统的组织设计形式有：简单结构、职能型结构、事业部型结构;现在组织设计形式有：团队结构、矩阵-项目结构、无边界组织。第十一章：管理沟通与信息技术。沟通的主要功能有4项：控制、激励、情绪表达和信息。沟通过程的7个要素为：信息源、信息、编码、通道、解码、接受者、反馈。组织中的沟通分为正式沟通和非正式沟通。沟通信息的.流向有4种：下行沟通、上行沟通、横向沟通和斜向沟通。
