图书管理员心得英语作文【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.
图书管理员心得英语作文【二】
您好！我听说图书馆丢了一本《大全》，它正是我最爱看的书。所以我非常难过，同时又很着急，希望您能把这本书买回来。它像是我的伙伴，和我形影不离。
我爱看作文书，尤其是丢失的那本。那里面有小作者精彩而又感人的文章，有丰富的.词汇，我常常借阅它，从没有因看了很多遍而厌倦它。
莎士比亚曾经说过：“书籍是全人类的营养品。”高尔基说过：“书籍是人类进步的阶梯。”是啊！我是多么喜欢那本书，它不但带给了我精神物质上的满足，更让我的作文水平大大提高了。使以前那暗淡无味的变成了精彩生动的作文，它的功用自然是不言而喻。一本好书会受到人们的爱戴，在我的心中，它就是一本好书，它就是我进步的阶梯和营养品。
我和它同床共枕，只要一有空，我就如饥似渴地啃起来，我愿读到能够背诵的程度，愿把书中的每个字记在脑海中。
所以，管理员老师，我恳求您再把那本书购买回来！
祝您工作顺利
急切得到书的xxx
20xx年7月9日
图书管理员心得英语作文【三】
“章鱼，快过来！”把这些书放到相应的位置！“好的，那还不简单？”我自信满满，觉得这是一件再简单不过的事情了，可事实却不是我想象中那样小菜一碟。偌大的一个图书馆，光是一个书架就有上百本图书，花花绿绿的，让人看着眼花缭乱。“《名侦探柯南》放哪儿的\'？”没人回应我，大家各忙各的，光是小事就有一大摞，看看指示牌吧！我快步走在大理石地板上。“哪！找到了！”我惊喜地叫着，心中的大石块终于落地，我不禁在心里暗暗对自已说，“做的好，张诗怡！”我在心中为自己鼓掌。
“章鱼，帮我找一个《父与子》放哪儿的吧！”“好！”我毫不犹豫地答应了同学的要求，嗯 ，我擦了擦头上细密的汗珠，从上看到下，再从下看到上，我的脚步轻轻地，小心地，生怕吵到了他人，我的视线随着目光，一点一点地移动，就像一只漂浮的雷达。眼睛好酸啊！看了那么久，我的眼睛疲劳了，但我还是一步步紧盯着，生怕漏了哪一本书。
功夫不负有心人，没过多久，我便找到了书的位置。“***不错，章鱼，击个掌！”“万岁！”随着时间的逝去，原本放在窗台上的一大堆书仿佛不见了踪影，我们辛苦虽辛苦，但我们去明白了团队间的合作有多重要，以及图书馆理员的工作有多么的不容易啊！
