英语写给罗宾的作文怎么写【一】
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。
英语写给罗宾的作文怎么写【二】
第十六章：激励员工。马斯洛的需求层次理论包括5部分：生理需要、安全需要、社交需要、尊重需要和自我实现需要。麦格雷戈的X理论(性本恶和Y理论(性本善。赫茨伯格的双因素理论(激励-保健理论，内部因素与工作满意有关，外部因素与工作不满意有关(满意的对立面是没有满意，不满意的对立面是没有不满意，满意与不满意相互独立。戴维-麦克利兰提出三种需要理论：成就需要、权力需要、归属需要。第十七章：领导。领导者是那些能够影响他人并拥有职权的人，领导是领导者所做的事情。管理方格使用“关心人”和“关心生产”两个行为维度，从1(低到9(高，共有81个，领导者的行为风格可能落在任意一格上，其中有五种典型的类型(横轴为关心生产，纵轴为关心人：贫乏型管理(1,1、任务型管理(9,1、中庸之道型管理(5,5、乡村俱乐部型管理(1.9、团队型管理(9,9。费德勒权变模型：它指出有效的群体绩效取决于两个方面的恰当匹配：一是与下属发生相互作用的领导风格;二是领导者能控制和影响情境的程度。费德勒认为一个人的领导风格是稳定不变的，他揭示了确定情境因素的三项权变维度：领导者-成员关系、任务结构、职位权力。
英语写给罗宾的作文怎么写【三】
Dear parents:
How are you?I haven\'t seen your for a long time.I miss your very much.Don\'t worry about me,I\'m fine.I like studing very much,I\'m work hard.I\'m very busy ,so I can\'t go home now.But when I have a long holiday,I will go home and visit your.Look after yourself and happy every day.
Love from.
your daughter
英语写给罗宾的作文怎么写【四】
Dear Daddy,
亲爱的爸爸，
Thank you very much for your letter written to me. In your letter , you not only expressed your expectation to me , but also showed all your love to me . I was deeply moved . Thanks again ,Daddy .You said ," I hope you get bravery and perseverance, and can quickly grasp living skills like a lion ". Now I want to tell you that I will try my best to do everything well and live up to your expectations . Dear father , you are a great lion in my mind .
谢谢你给我写信。在信中，你不仅仅表达了你对我的期望，还展示了你对我所有的爱。我深深感动了。再次谢谢你，爸爸。你说，“我希望你能够变得勇敢和有耐心，并且能像狮子般快速的掌握生活技能。”现在我想说我会尽我最大的.努力把所有事情都做好来达到你的期望。亲爱的爸爸，你是我心中的狮子。
When I am absent mind , when I am depressed, you , my dear father is always there . Your advice and encouragement guide me through many difficulties . Thank you , Dad, for your help and understanding. I love you , Dad ,forever!
当我茫然、绝望时，是你，我亲爱的爸爸永远都在我身边。你的建议和勇气引导我克服许多的困难。谢谢你，爸爸，谢谢你的帮助和理解。我永远爱你，爸爸。
英语写给罗宾的作文怎么写【五】
第十二章：人力资源管理。人力资源管理的过程为：人力资源规划、招聘、甄选、培训、绩效管理、薪酬与福利、职业发展。人力资源管理当前面临的问题：劳动力多元化的管理、性***扰、工作与生活的平衡、控制人力资源成本。
第十三章：变革与创新管理。变革通常由外部力量和内部力量影响。外部力量包括：消费者需求的变化、政府法律法规、技术、劳动力市场波动、经济变化。内部力量包括：组织战略的重新制定或修订、组织劳动力队伍的变化、新设备的引进和员工态度的变化。对于变革的过程有两种观点：风平浪静观(但不是目前大多数管理者面临的、急流险滩观。组织变革是指人员、结构和技术的任意变动，对应管理者可选的变革方案有人的变革、结构变革和技术变革。创新包括技术创新、战略创新和商业模式创新。可以激发组织创新能力的三类因素：结构、文化和人力资源实践。
英语写给罗宾的作文怎么写【六】
第五章：社会责任与管理道德。有关社会责任有两种不同的观点，古典观点主张管理当局唯一的社会责任就是利润最大化(支持者为经济学家和诺贝尔殊荣的获得者米尔顿-弗里德曼。社会经济学观点认为管理当局的社会责任不只是创造利润，还包括保护和增进社会福利。其实组织所处的阶段不同，对社会责任的重视程度则不同。一个公司的社会责任并不一定会明显降低长期经济绩效，但是如果一个公司的行动不具有社会责任感，将面临重大的商业风险。道德发展存在三个阶段(和心理学划分相似前习俗水平(建立在个人后果基础上、习俗水平(维护传统秩序和不辜负他人期望、原则水平(确定了自己的道德准则。影响管理道德的因素有个人特征、自我强度、控制点、结构变量、组织文化和问题强度。
英语写给罗宾的作文怎么写【七】
罗宾汉这个名字大家应该也不陌生吧，他是一群绿林好汉的首领，一直以来都是劫富济贫，人们都很尊敬他们。
罗宾汉原本是一个农户，可是盖伊充当假证人，一口咬定他射死皇家的鹿，把属于他的田庄给强占了。于是他逼不得已，从田庄偷了些东西，救出伙计，来到树林边。渐渐的，很多人听说了他们，纷纷过来投靠。
他们在那里生活了许久，一天，国王来到绿林，便装见了他们，并恢复他们原来的职位。绿林解散了。可后来，国王死了，他凶暴残忍的\'弟弟继承了王位，将国家推入水深火热之中。没办法，他们又重回绿林。可因为罗宾汉受了伤，要定期去他亲戚的修道院放些血，盖伊听说了，便给那个亲戚好处，让罗宾汉因失血而死。他的计划成功了。
后来，曾经是罗宾汉好朋友的一位魔术师，在变东西时用一把短刀结束了盖伊的生命。
盖伊成功***死罗宾汉，只有一个原因，就是因为钱，让钱利用他的亲戚，间接***死了他。不仅仅在以前，现代也是，许多人不仅仅有两只眼睛，还多了一只眼，叫做势利眼。他们讨好上司，接近富人，打骂穷人，也是因为贪钱。
绿林好汉各个都是重情义，后来一听说罗宾汉重回绿林，各个都放下自己手中的工作来投靠他，在后来想要为罗宾汉报仇时，也是听从罗宾汉的吩咐没有***死他的亲戚。
罗宾汉这种劫富济贫，帮助他人的行为值得我们去仿效。
英语写给罗宾的作文怎么写【八】
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.
