文化管理培訓 的英文怎麼說

中文拼音 [wénhuàguǎnlǐpéixùn]
文化管理培訓 英文
emt
  • 文 : Ⅰ名詞1 （字） character; script; writing 2 （文字） language 3 （文章） literary composition; wri...
  • 管 : Ⅰ名詞1 （管子） pipe; tube 2 （吹奏的樂器） wind musical instrument 3 （形狀似管的電器件） valve;...
  • 理 : Ⅰ名詞1 （物質組織的條紋） texture; grain （in wood skin etc ） 2 （道理;事理） reason; logic; tru...
  • 培 : 動詞1. （在根基部分堆上土） bank up with earth; earth up 2. （有目的地使成長、壯大） cultivate; foster; train
  • 訓 : Ⅰ動詞1 （教導; 訓誡） lecture; teach; train 2 （解釋） explainⅡ名詞1 （準則） standard; model; ex...
  • 文化 : 1. （精神財富） civilization; culture 2. （知識） education; culture; schooling; literacy
  • 管理 : manage; run; administer; supervise; rule; administration; management; regulation
  • 培訓 : cultivate; train
  1. In most private enterprises, there is no scientific and reasonable human resources management systems, which is really adapt to the chinese situations. consequently, many problems occurs, making it difficult to maintain and develop. part three : analyzing of the current situations of human resources in private enterprises currently, more than ninety percent the chinese private enterprise are family enterprises, and most of them are managed in a family way

    本文首先明確了人力資源在經濟發展及民營企業中的重要性，分析了當前民營企業的用人狀況及人才流失的原因，重點提出了民營企業加強人力資源管理、留住人才的四種對策:建立適合本企業的人才發展戰略;塑造良好的企業文化;建立卓越的績效管理體系和薪酬制度;加大投資力度，強化企業員工的培訓。
  2. It includes plan on human resources, employment, development and training, achievement and assessment, reward and encouragement, building - up enterprise culture, and so on. this passage is divided into four sections : first, it analyses human resources management theory in order to maintain close ties with reality. second, through perspective of present human resources management status in huaxia bank, shenyang branch and comparison with that of foreign capital banks, in the end we get human resources management methods to huaxia bank, shenyang branch, we resist impulsion of foreign capital banks and catch hold of some points like organization design, position management, application and lection, training and development, performance management, compesation management

    全文共分四個部分：首先分析人力資源管理理論，目的是為了更好地聯系實際，其次通過透視華夏銀行沈陽分行人力資源管理現狀，以及與外資銀行的人力資源管理進行比較，最後得出華夏銀行沈陽分行人力資源管理對策，對策的提出是為了對抗外資銀行帶來的沖擊，本著與國際慣例接軌的原則，抓住組織設計、職位管理、招聘選拔、培訓發展、績效管理、薪酬管理幾個環節，提出全新人力資源管理理念，完成人力資源管理實踐活動，形成人力資源管理戰略，達到員工期望和需要，最終構建出以實現企業戰略和企業文化及價值觀為根本目的的人力資源問題解決方案，以應對入世后國內外銀行的激烈競爭，使華夏銀行能在未來的幾年內，建立起以「用真誠凝聚人才，用培訓提高人才，用利益驅動人才」的人力資源管理機制，構築人才高地，積極引進潛力，滿足華夏銀行入世后轉型再造和創新發展對人才的需要。
  3. The talent is the money with the biggest group, assure be success of yun tianlou trend at all, " yun tianlou " be good at discovering a talent, not hesitate talent of heavy gold invite applications for a job, take the way that recommends talent and union of photograph of training qualified personnel at the same time, held water technically " yun tianlou enterprise grooms center ", invite instructor of restaurant administration expert, culture, quality to extend instructor, service skill instructor to be in charge of schoolteaching task, with all sorts of means training qualified personnel increases employee quality and capacity ceaselessly

    人才是集團最大的財富，是雲天樓走向成功的根本保證， 「雲天樓」善於發現人才，並不惜重金招聘人才，同時走引進人才和培養人才相結合的道路，專門成立了「雲天樓企業培訓中心」 ，聘請飯店管理專家、文化講師、素質拓展講師、服務技能講師負責授課任務，以各種方式培養人才不斷提高員工素質和能力。
  4. Since my company is founded, insist to pursue " to be begged with quality live, beg those who develop " to manage a concept with credit, strengthen business management ceaselessly, implement quality management and quality assurance standard in the round ; enterprise of " high a letter is this " with the person, improve employee quality in the round, pay attention to pair of employee to undertake thought ethics education and professional skill groom, foster employee to love hillock to respect the thought of enterprising of course of study, solidarity hard ; the culture entertainment that launchs formal diversity, rich and colorful moves edify employee sentiment alive, strengthened the cohesive affinity of the enterprise and centripetal force thereby, showed the mental scene with a modern good business adequately

    我公司創建以來，堅持奉行"以質量求生存，以信譽求發展"的經營理念，不斷加強企業管理，全面貫徹質量管理和質量保證標準；崇信"企業以人為本" ，全面提高員工素質，注重對員工進行思想道德教育和專業技能培訓，努力培養員工愛崗敬業、團結進取的思想；開展形式多樣、豐富多彩的文化娛樂活動陶冶員工情操，從而增強了企業的凝聚力和向心力，充分展現了一個現代化企業良好的精神風貌。
  5. At the beginning of the establishment of this company, because of the difference of the original three companies existing in the field of enterprises culture background, staff post functions, distribution system, inspiring style, promotion education and training, there is a urgency to set up a fair, reasonable and efficient administration management system to inspire the staff working activities, meanwhile to bring the staffs of the three companies to work together harmonically to make their devotions to the rapid development of the company

    新公司成立伊始，因原有三家公司的企業文化背景不同，員工在崗位職能、分配製度、激勵方式及職位提升、教育培訓等人事制度上有很大差異。此時，迫切需要新公司能制定出一套公正、合理、有效的行政管理制度，使之即能充分調動員工工作積極性，又能使三家企業的員工很快融合到一起，共同為企業的快速發展貢獻力量。
  6. Fisrt, this paper dissertates the necessities and feasibilities for establishing and implementing ims theoretically. second, it resreachs the problems in the process of establishing and implementing ims, and list the planning and designing moughtway for 5th engineering corporation of china railway 20 bureau group. meanwhile, it provides some suggestions for key steps of establishing and implementing an ims. for example, orgnazational improment, training implementation, initial review, development of managerial principal and goals, and compilation of procedural documents. after that, this paper designs a set of evaluation indicators on the basis of pdca., and put forwards evaluation method and process for the effectiveness of an ims. last, it also makes some concrete proposals vs possible difficulties in the process of performimg an integrated management system, for the continual improvement of the corporation ' s ims

    本文首先從理論上分析了建立與實施一體化管理體系的必要性和可行性；其次，對中鐵二十局集團五公司質量、環境和職業健康安全一體化管理體系的建立與實施問題進行了研究，給出了該公司建立與實施一體化管理體系的策劃和設計思路，同時就建立與實施過程中的重點問題進行了研究，如組織機構的優化、貫標培訓的實施、初始評審的實施、管理方針的確定、管理目標的設定以及程序文件的編制等；然後，設計了基於pdca （策劃、實施、檢查、處置）模式的一體化管理體系有效性評價指標體系，給出對五公司一體化管理體系有效性進行評價的方法和過程；最後，分析了一體化管理體系運行過程中可能遇到的問題，並給出中鐵二十局集團五公司一體化管理體系持續運行的具體建議。
  7. This paper summarizes such improvement in the following ten aspects : putting women ' s work on the government ' s priority agenda on social affairs administration ; incorporating women ' s development into the state ' s general plan for socioeconomic development ; bringing women ' s rights and interests protection into the national legal system ; channeling women ' s development condition into the state statistic system ; incorporating women ' s issues into the state ' s specialized control project ; orbiting the publicity of gender equality awareness into the routine publicity of the state ' s mainstream media ; including training on women ' s work in party and administrative schools ' standardized training program ; incorporating women ' s rights and interests protection into people ' s congresses ' law - enforcement examination ; incorporating women and children ' s work committees into the organizational structures of governments at all levels ; and channeling chinese women ' s development into the general train of thoughts on the trend of world women ' s development

    摘要本文總結了中國提高婦女地位國家機制的10個方面及其經驗，提出了將婦女工作納入政府管理社會事務的重要議程；將婦女發展納入國家經濟社會發展總體規劃；將婦女權益保護納入國家法律法規體系；將婦女發展狀況納入國家統計制度；將解決婦女問題納入國家專項治理工作；將社會性別平等意識宣傳納入國家主流媒體的常規宣傳；將婦女工作培訓納入黨校、行政學院等規范化培訓；將婦女權益保障工作納入人大的執法檢查；將婦女兒童工作委員會納入各級政府序列；將中國婦女發展納入世界婦女發展潮流的整體思路。
  8. It tries to find out effective cross - cultural managerial skills through analyzing a variety of culture conflicts in a international hotel. the approach to this research is case study. detailed analysis of the culture conflicts in the case is carried out by applying contemporary cross - culture management theories and the conclusions of differences between chinese culture and western culture. in conclusion, this study gets to the following points : 1. western managers should learn to know some common phenomena when they think of cross - culture communication. 2. this research puts forward 3 kinds of feedback and ways to realize them to deal with the information distortion in the process of communication. 3. avoidance of perceptible mistakes. 4. considering the cultural influence on decisions and accommodating different leading and motivating measures to different persons. 5. choosing appropriate managing staff and launching effective cross - culture training to serve the purpose of cro ss - culture management. 6. localization.

    本文選擇案例研究的方式，通過引入一個具體案例，運用中西方文化差異的廣泛共識性結論和當代跨文化管理理論，對案例中的文化沖突現象進行分析、探討，總結出跨國酒店在跨文化溝通中應認識中國文化背景下的一般性現象；通過運用溝通模型，進一步提出了減少溝通失真的三種反饋形式及實現方式；同時避免溝通中的知覺錯誤；在管理中注重文化對決策的影響，採取因人而異的領導方式和激勵方式。管理集團應注重選派合適的管理人員並開展有效的跨文化培訓，通過成功實現本地化來獲得跨文化管理的成功。
  9. During the one and a half years ' programme, through the professional classroom training and the coaching of the functional managers, the trainees will completely melt into the corporate culture and the operation of the function they are in and build up solid basis for their continuous career development

    在這一年半的時間內，通過接受專業的課堂培訓以及職能經理的工作指導，管理培訓生將完全融入公司文化和其所在的部門運作中，並為自己職業生涯的繼續發展奠定一個扎實的基礎。
  10. Thirdly, by the method of questionnaire and quality control tools, the buying and selling process quality control proposal is given in this article, thereby, the analytical methods of quality control including the acceptance criterion of wheat, the process capacity of supply and customer satisfaction indexes evaluation are discussed in this article. fourthly, based on the methods of statistical process control, this article evaluate the factor that have a impact on the process of the stored grain with qualitative analysis and quantitative analysis, and bring forward the design proposal of controlling temperature for stored grain in warehouse. at last, in order to bring the optimization design for quality management system into effect and advance the enterprise in overall management, the article table a proposal including strengthening the training of quality management, introducing iso9000 standard into quality management, bringing about the grain industrialization, standardizing quality inspection criterion, developing the computer auxiliary control system

    首先依照iso9001標準，藉助于設計的專家調查表通過專家調查，對該糧庫的質量管理體系現狀進行詳細分析，確定出質量管理體系文件、資源管理、產品實現過程、質量控制和質量改進五個方面存在的主要問題；其次運用系統方法建立了糧庫質量管理體系完善程序及質量管理體系的三維空間結構模型，並在此基礎上優化設計出了質量管理體系內部審核、不合格控制、糾正和預防措施等質量改進實施方案；再次，運用調查表法和質量管理控制工具對該糧庫的糧食輪換過程的質量控制進行了優化設計，確定出糧食采購標準、供應過程能力分析以及顧客滿意度評價等分析方案；然後，運用統計過程分析方法對糧食倉儲過程的影響因素及其原因進行定性和定量分析評價，確定出倉儲過程質量控制的優化方案；最後，為確保設計方案的有效實施，從糧庫加強質量管理培訓、導入iso9000族標準、糧食產業化開發、規范糧食質量檢驗標準、開發計算機輔助控制系統五個方面提出具體實施建議，以便提高其整體質量管理水平。
  11. There are six big problems exist. first, the leaders or the chiefs of enterprises lack of the strategic views, pursue short - term interests excessively, a lot of mistaken ideas exist in training management ; second, system, mechanism and development strategy of management training remain to be perfected and further clarified ; the training is lack of systematical and standardization ; third, the content of courses is outmoded, the way lags behind, the style is blankness, especially lack ability of combination of theory and practice, lack of operating method and technology ; fourth, the system of training effectiveness feedbacks is imperfect, the system of training support is insufficient, which have hindered the transfer of training ; fifth, the individuals who under training have insufficient motivation, also have problems in after training loyalty, and to transfer the obtained knowledge into their work ; sixth, the government institutions do n ' t fulfill it ' s own responsibilities in constructing the system of management training. some training policies and managements even restrict the development of management training

    本論文根據作者的培訓實踐，並參考大量資料，通過觀察、訪問、具體案例分析等闡述了國有企業管理培訓自改革開放（ 1979年）以後的發展狀況及新形勢，完成的主要研究工作有：首先，指出了國有企業管理培訓存在的六大問題，一、國有企業經營管理者缺乏戰略眼光，過分追求短期利益，在管理培訓觀念上存在許多誤區；二、管理培訓的制度、機制及發展戰略有待進一步完善和明確，培訓工作缺乏系統化和規范化；三、教學內容陳舊，方式落後，風格單一，尤其缺少理論聯系實際能力，缺少操作的方法與技術；四、培訓效果反饋體系不健全，培訓支持系統不足，阻礙了培訓成果的轉化；五、受訓者個人接受培訓動力不足，培訓后忠誠性不足，缺乏將培訓所獲知識轉化于工作中的動力；六、政府培訓主管部門對構建管理人員培訓體系的作為不足，某些培訓政策及管理制約了企業管理培訓的發展。
  12. At texas instruments, strategies for enhancing diversity include an aggressive recruiting plan, diversity training, mentoring, and an incentive compensation program that rewards managers for fostering diversity

    在得州儀器公司，促進多元文化管理的戰略包括大膽的招賢行動、多元人才培訓、傳幫帶活動以及對經理們促進多元文化計劃進行獎勵的鼓勵性報酬項目。
  13. [ size = 4 ] [ b ] at [ / b ] [ / size ] texas instruments, strategies for enhancing diversity include an aggressive recruiting plan, diversity training, mentoring, and an incentive compensation program that rewards managers for fostering diversity

    在得州儀器公司，促進多元文化管理的戰略包括大膽的招賢行動、多元人才培訓、傳幫帶活動以及對經理們促進多元文化計劃進行獎勵的鼓勵性報酬項目。
  14. The contents of management training courses include : marketing management, human resources management, professional manager training, enterprise life cycle, enterprise culture, service industry management criterion, power of leadership promotion, group construction, integrate management, consultant management and financial cost management

    管理培訓課程包括：營銷管理系列、人力資源管理系列、職業經理人培訓系列、企業生命周期系列、企業文化系列、服務行業管理規范系列、領導力提升系列、團隊建設系列、綜合管理系列、咨詢管理系列及財務成本管理系列等。
  15. Through staff interviews, data analysis, the satisfaction measurement questionnaire was designed, covering seven dimensions of the problem, that is, " pay and benefits, performance appraisal, training and development, enterprise culture, standardized management, career planning and work environment ". using spss social science statistical analysis software to analyze each dimension, the thesis identified the main reasons of high brain drain and raised the solutions to retain the talent in human resources management

    然後通過員工訪談、資料分析，設計了員工滿意度調查問卷，問卷涵蓋「薪酬與福利、績效考核、培訓與發展、企業文化建設、規范化管理、職業生涯規劃及工作環境」等七個維度方面的問題，利用spss社會科學統計分析軟體，對每個維度逐一作了分析，揭示了明陽房產流失率高的原因，然後，從人力資源管理各個模塊提出了留住人才的對策。
  16. The company plans to recruit 30 frontline retail executives and 5 management trainees. successful candidates will first attend a one - week comprehensive training on sales techniques, retail operations and quality service culture, designed by a consultancy, and continue to receive on - the - job training. based on individual performances, they will be assigned to different posts in hong kong, southeast asia or china

    獲聘人士將由集團委任顧問公司提供為期一星期之全面培訓，包括前線銷售、店鋪營運、以至優質服務文化管理等；之後並提供持續在職訓練，集團將視乎各入職人士的在職表現，除可在香港總公司工作，更有機會獲派駐東南亞或中國零售分店工作。
  17. The author puts forward tour suggestions for innovative archive management to adopt the new period through characteristic features comparison of administration before and after china ' s reform & opening - up, including : to emancipate the mind and enhance innovative activities ; to pay enough attention on practical application of archive and adopt the current open management ; to update and modernize the management approaches ; and to enhance education and training for having a qualified operation team

    摘要本文通過分析對比改革開放前後不同時期檔案工作的特點，對新時期檔案工作的創新提出了四點建議，即：解放思想，提高檔案工作的鮮活性；重視應用，實行檔案的開放性管理；手段更新，實現檔案工作現代化；加強培訓，建設高素質檔案隊伍。
  18. Daily hunan food timely release of important news industry, the restaurant business investment, a true reflection of the hunan chefs and restaurants line the aspirations of the hunan food industry engaged in the provision of the relevant legal advisers, catering operations, hotel management, sauces research and development, materials distribution, innovative development, food commodities research, kitchenware distribution activities, lobby management, network technology, management training and other related businesses, websites high standards planning, a high starting point, catering mainly events, words, pictures and video display combining hunan chefs and catering history and splendid culture, carnival hunan by name chefs, dishes customs, trading records hunan food and social status

    每天及時發布湖南餐飲行業的重要新聞，餐飲投資商貿情況，真實反映湖南廚師和餐飲一線的心聲，為在湖南的餐飲行業從事者提供相關法律顧問、餐飲營運、酒店管理、調料研發、原料配送、創新開發、食品研發、廚具配送、活動組織、前廳管理、網路技術、管理培訓等相關業務，網站高標準規劃、高起點建設，以餐飲新聞動態為主，文字、圖片與視頻相結合展示湖南廚師及餐飲的歷史和燦爛文化，薈萃湖南名店、名廚、名菜風情，記錄湖南餐飲行情和社會現況。
  19. Key job responsibilities include overall leadership role in human resources management, services, and counseling, ranging from hr planning, talent sourcing and recruiting, performance management, training and development, c & b, employee relations to culture development

    重點任務包括大學內部人力資源規劃、招聘任用、績效管理、培訓發展、薪酬激勵、員工關系、文化建設等管理、服務、咨詢工作。
  20. Due to performance is a result of competence, this thesis emphasizes that the training system for managers should inspire and consolidate their superiority and potential, aiming at enhance their core competence

    由於勝任素質與行為的驅動關系，論文強調跨國公司管理者的培訓開發體系必須貫徹激發與強化管理者的優勢與潛能，立足於提升管理者的核心專長與技能的理念，並在此基礎上提出了跨國公司管理者勝任素質及其關鍵行為。
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