首要受益人 的英文怎麼說
中文拼音 [shǒuyāoshòuyìrén]
首要受益人
英文
primary beneficiary-
Be going to become a director who accepts person honour and lets others be convinced, to be going to learn to give a lead first, give first priority to with collective interest, often be able to have abandoning the mood withdrawing from in the job, often will be busy because of trifle big or small bursting into a fury, look upon as but if with this collective when being in the life developing, people ' s tender affection, the benevolent heart are able to encourage self to continue being fostered ah protecting her, by her being maturing well
要成為一個受人尊敬且讓別人信服的管理者，首先要學會以身作則，把集體利益放在首位，工作中時常會有放棄退出的情緒，時常會因大小瑣事忙的火冒三丈，但如果將這個集體看作正處于發展的生命時，人的愛憐、仁慈的心又會鞭策自己繼續哺育呵護她，讓她茁壯成長。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。
分享友人