大学你准备怎么管理时间英语作文【一】
你是否准备好像翔鱼一样奋勇向前，你是否准备好像雄鹰一样划破苍穹，你是否准备好像猎豹一样凶猛，刚烈？
时间给了我们三天——昨天、今天、明天。我们是否准备好去审视这三天？
总结过去的，你准备好了吗？
爱迪生一直苦苦地追求做灯丝的材料，甚至用过别人的胡子。终于皇天不负有心人，他终于让电灯走进千家万户。爱迪生准备好了总结过去的失败，虽然成百上千次，但他戏言“我知道许多不合适做灯丝的材料”，是何其的乐观。
在《三国演义》中，刘备打算阀吴，陆逊领导吴军，先佯装溃不成军，让刘军在山林中安营扎寨，刘备还自以为是，说这样的兵马，前不见古人，后不见来者。结果被陆逊的一把火烧的灰飞烟灭，如同天降三十万雄狮。刘备没有准备总结经验，不以“火烧赤壁”为鉴，这才酿造了大败特败的人间惨剧。辛亏诸葛亮机敏，否则刘备很可能葬身火海。
珍惜当下的生活，你准备好了吗？
在“二零一八年世界杯亚洲区四十强赛”的`最后一轮，中国想要出线，必须拿下卡塔尔，还要看别的小组的赛果。中国队可谓命悬一线，在这千钧一发之际，中国队没有放弃，而是背水一战。在卡塔尔一战中，将士们没有理会别的小组的赛况，而是准备珍惜当下，踢好比赛，最后幸运女神爱上了中国队，中国队战胜了卡塔尔，而且别的小组的成绩对中国队有利，中国队挤进“十二强”。
追求明日的梦想，你准备好了吗？
马云说：梦想还是要有的，万一实现了呢？梦想如灯，为夜行人照亮前方；梦想如舟，摆渡自己；梦想如水，滋润着我们。没有梦想的人像田埂中的稻草人，随风摇曳，没有梦想的人，像行尸走肉，气沉沉；没有梦想的人像搁浅的小船，停滞不前。
司马迁准备好追求明日的梦想，化耻辱为动力，多少个日日夜夜，他在案头奋笔疾书，让一个个人物飘香于泛黄的竹简上；多少个日日夜夜，他脚带铁镣，与老鼠同眠。他“究天人之际，通古今之变，成一家之言”，写就不朽《史记》，《史记》就是他的梦想。
海伦凯勒准备好追求明日的梦想，她不屑于自己的又聋又哑又瞎，在老师的帮助下，认识世界他的《假如给我三天光明》感动了无数人。最后她成为了以为作家，成为作家就是他的梦想。
人生路漫漫，要变成红地摊。
让我们拥抱“三天”，你准备好了吗？
大学你准备怎么管理时间英语作文【二】
资源约束的主要表现为管理队伍建设经费投入的不足。高校大规模扩招，但所获取的办学资源却没有得到较大改善，即使利用银行贷款，也主要用来加大校园改造和建设力度，而用于人才队伍建设上的经费则很少。特别是在我国现行的评价体系下，高校一般对教学和科研比较重视，对管理队伍建设上投入的经费就更少了。为维持高校的正常运转，也为很多高校“创一流”的目标，高校一方面对管理工作提出了更高的要求和目标，对管理人员的素质也提出了更高的标准和要求，另一方面高校又普遍忽视管理人员的需求和情感，对管理队伍的建设缺乏重视和长远规划，而且在涉及管理队伍和师资队伍的相关利益抉择时往往会牺牲管理人员的利益，这种状况极易造成管理者的心理失衡，挫伤管理者的工作积极性。而且管理工作的特殊性决定了其不易出成果，管理业绩又较少与个人联系在一起，这不利于实现知识分子个人价值的普遍愿望，因此从内驱力来说管理者也没有足够的工作动力和热情。
大学你准备怎么管理时间英语作文【三】
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.
