陳培忠 的英文怎麼說
中文拼音 [chénpéizhōng]
陳培忠
英文
chen peizhong-
Additionally, in a day and age when bi - directional loyalty between companies and their employees seems to be a thing of the past, ge has been the acknowledged leader in providing corporate training programs that actively develop its people and their leadership skills
另外，在公司和雇員之間的雙向忠誠度似乎已成為陳年舊事的今天，通用電器在提供公司培訓項目，積極幫助員工自身發展和提高領導能力方面已經成為公認的業界領袖。Xue jingwan engaged in inside painting art in his all life and the apprentices that he taught have become the great and famous masters, such as li kechang, wen xiangjun, wang jiquan, wu jianzhu, zhang guangzhong, wang xiaocheng and chen dongshun etc. who then formed shandong school
薛京萬把一生的心血貢獻給了內畫事業，他培養的藝徒已形成山東畫派，出現了一批藝術大師和內畫藝術家，如李克昌、文向君、張廣慶、孫即傑、王繼泉、吳建柱、張廣忠、王孝誠、陳東順等。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。
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