企业英语培训总结

1 / 24 企业英语培训总结 英 语 培 训 心 得 体 会 通过参加潍坊市小学英语教师培训活动，使我在思想和业务理论上都受益匪浅，同时也看到了差距，也进一步了解和掌握了新课改的发展方向和目标，反思了工作中的不足。一些对教育教学工作很有见解、对小学英语理论培训有丰富经验的教师 以实例和丰富的知识内涵的理论阐述，使我的教育教学观念进一步得到更新。下面是我获得的几个方面的体会： 一、不断充实自己，扫除自己在英语知识方面的盲区，尤其要扎实课堂用语。教师除了要熟悉书本上的词汇、短语、句子外，还应结合生活实际，熟悉一些生活常用语，常用句子、短语，尤其是在课堂中要使用的句子，教师要达到熟练使用。比如说教室里的每个物件用英语怎么说，学生打报告应怎么说，教师应怎样回答等。 二、结合学生实际，选择合适的教学方法，形成自己的教学风格。培训中，指导老师们提出了许多非常好的做法，有很多是经验之谈，但经过我在实际中的实践反思，我发现有些2 / 24 方法不一定就实用于我所教学的班级，因而，我觉得作为教师，应该根据实际情况，关于教师培训心得体会范文摸索适合自己和学生的教学方法，借鉴并变通使用别人成功的做法，要常反思，常调整，进而形成自己的教学风格，为提高课堂教学效率服务 三、合理使用直观教具，充分发挥教具作用，激发学生学习积极性，提高教学效率。提到直观教具，我们首先想到的将会是多媒体设备，但通过参加培训以及和老师们的交流，我觉得，多媒体设备的确 有其先进的一面，但如何用好 它，在什么时候用，是值得我们去研究的一个课题。老师们在培训中告诉我们，他们使用图片、简笔画、实物进行教学，同样取得了成功，由此可以说明，不管是什么教具只要用得合理，就会有它的效果，因而，在教学中，我们要深入地研究如何去用好各种直观教具。 四、营造学习英语的氛围，使英语学习成为教师和学生的共同爱好。培训中，老师们提出了一个问题，就是学生不喜欢学英语，学校里没有良好的英语学习氛围。问题提出来后，我就 在思考，没有氛围，那我们就应该去营造氛围，就应该从自身做起，首先，教师要做好榜样，在平时教学中或和学3 / 24 生的交流中要尽量使用英语，至少在自己教学的班级是可以实现的，虽然这做起来的确有些难，就像普通话的推广一样，这么多年了，依然还存在一些不尽人意的地方，但我们要知难而上，我们还是应该努力去尝试，只要你做了，就总会有收获的，当你通过努力使一部分学生喜欢使用英语说话、交流，喜欢学习英语的时候，你会觉得你没有白付出。 总之，本次培训对我来说的确是受益匪浅，从中不但开阔了我的知识视野，同时也吸取了不少新的教育方法和理论，但是在我心中还有一点遗憾，就是自己所学远远不能满足教学的需要，在此我衷心的希望在今后的教学中多开展一些类似的培训活动，多给我们一些学习的机会。 培 训 总 结 2 月 11 日和 2 月 12 日，我参加了东丽区英语说教材集体备课的培训。学习是短暂的，但通过学习，使我在思想和业务理论上都受益匪浅，同时也看到了差距，也进一步了解和掌握了新课改的发展方向和目标，反思了工作中的不足。一些对教育教学工作很有见解、对小学英语理论培训有丰富经验的教师以实例和丰富的知识内涵的理论阐述，使我的教育教学观念进一步得到更新。下面是我获得的几个方面的体会： 4 / 24 一、不断充实自己，扫除自己在英语知识方面的盲区，尤其要扎实课堂用语。教师除了要熟悉书本上的词汇、短语、句子外，还应结合生活实际，熟悉一些生活常用语，常用句子、短语，尤其是在课堂中要使用的句子，教师要达到熟练使用。比如说教室里的每个物件用英语怎么说，学生打报告应怎么说，教师应怎样回答等。 二、结合学生实际，选择合适的教 学方法，形成自己的教学风格。培训中，老师们提出了许多非常好的做法，有很多是经验之谈，但经过我在实际中的实践反思，我发现有些方法不一定就实用于我所教学的班级，因而，我觉得作为教师，应该根据实际情况，关于教师培训心得体会范文摸索适合自己和学生的教学方法，借鉴并变通使用别人成功的做法，要常反思，常调整，进而形成自己的教学风格，为提高课堂教学效率服务。 三、合理使用直观教具，充分发挥教具作用，激发学生学 习积极性，提高教学效率。提到直观教具，我们首先想到的将会是多媒体设备，但通过参加培训以及和老师们的交流，我觉得，多媒体设备的确有其先进的一面，但如何用好它，在什么时候用，是值得我们去研究的一个课题。老师们在培训5 / 24 中告诉我们，他们使用图片、简笔画、实物进行教学，同样取得了成功，由此可以说明，不管是什么教具只要用得合理，就会有它的效果，因而，在教学中，我们要深入地研究如何去用好各种直观教具。 四、营造 学习英语的氛围，使英语学习成为教师和学生的共同爱好。 总之，本次培训对我来说的确是受益匪浅，从中不但开阔了我的知识视野，同时也吸取了不少新的教育方法和理论，但是在我心中还有一点遗憾，就是自己所学远远不能满足教学的需要，在此我衷心的希望在今后的教学中多开展一些类似的培训活动，多给我们一些学习的机会。 美国人总结的企业推行六西格玛失败十大原因 10 Ways to Failure for a New Six Sigma Deployment Gopal Ranjan The returns from a well-deployed Six Sigma initiative can be richly rewarding. The results of many business 6 / 24 organizations stand in testimony to that. But the opposite also is true. Many organizations have started Six Sigma initiatives with much fanfare only to have the deployment eventually fizzle out miserably. So what goes wrong? Why are there conflicting experiences with Six Sigma initiatives? The answer lies in the basics of deployment. Ten major points are critical to the success or failure of a Six Sigma deployment. Here the points are outlined as the 10 ways that a Six Si gma initiative can fail: 1. Lack of Commitment from the Top Commitment to Six Sigma from top leadership means 100 percent commitment, or in other words walk-the-talk. Paying lip service or expressing support to the initiative only in mailers or meetings is not sufficient. The commitment needs to be visible through actions. Top 7 / 24 management should embrace the principles of Six Sigma in such a manner that it becomes a way of life. In many organizations, the CEO thinks that Six Sigma is the responsibility of a select few Black Belts and Master Black Belts. That is one sure route toward a failed Six Sigma program. The Champion or deployment leader should have a fair knowledge about the methodology. A deployment leader who himself does not know much about the methodology would hardly be expected to inspire confidence in others. 2. Part-time Black Belts Many of the organizations that fail to realize the true impact of Six Sigma treat Black Belt positions as part-time jobs. It is essential that Black Belts be full-time positions. Black Belts require a lot of skill, both technical as well as behavioral. The position needs to concentrate full-time on improving the performances in areas that are linked to strategic objectives of the organization. A typical return 8 / 24 expected from each Black Belt project is several times that persons annual salary, and a number of projects can be completed each year. A part-time Black Belt is really only the equivalent of a Green Belt. A business should select the best of its people to undergo training and certification as Black Belts. Black Belt positions should be used as a step in the grooming of the organizations future leaders. 3. Projects Not Linked to Organizational Objectives For Six Sigma to yield the benefits desired, projects undertaken must be aligned to the strategic objectives of the company. A democratic approach does not work here. Project selection must use a balance of top-down and bottom-up approaches. Localized improvements that are disconnected from the strategic objectives could be more harmful than beneficial to the organization. 4. Focusing on Quantity Instead of Quality Although a wider participation in a Six Sigma 9 / 24 initiative especially at the start of the initiative is desirable, this should not lead to the quality of projects being sacrificed for quantity of projects. A large number of projects completed might look good, but the impact of the projects undertaken is much more important. 5. No Review Mechanism It is almost universal that whatever is not reviewed degenerates into disuse. Projects and the progress of the improvement initiative if not reviewed regularly will lead to the momentum of the initiative fizzling out. Getting starting again would then be an uphill task. There should be a sound governance mechanism to ensure that the projects get reviewed regularly, and the projects progress in a timely manner. Review committees should include senior management. 6. No Visible Reward and Recognition Mechanism 10 / 24 There needs to be a visible reward and recognition mechanism to the initiative. Rewards can be monetary as well as non-monetary like public recognition, certification, etc. Some organizations link incentives to the initiative. 7. No Infrastructural Support to Teams Working on Projects Teams working on projects require a lot of support in driving their projects. This means infrastructural support like statistical software, mentoring supports, etc. Availability of these reduces a lot of difficulties that teams face during the life of their project. Organizations with deployment leadership that expect project teams will manage on their own are doomed to failure. 8. Copy-and-Paste Deployment Deployment of any initiative requires a lot of 11 / 24 sensitivity toward an organizations prevalent environment. Just a copy-and-paste kind of approach, wherein one reads a book and tries to deploy, does not work. One needs to be cognizant of the specific needs of the organization and customize the deployment accordingly while keeping the basics intact. Also, Six Sigma is quite different from other methodologies like Kaizen, TQM, Quality Circles, etc., hence requires a different approach. What worked with these methodologies may not work for a Six Sigma deployment. 9. Too Much Insistence on Statistics and Tools Although Six Sigma as a methodology boasts a multitude of robust statistical tools, one needs to be wary of getting trapped by these tools. The practitioner needs to use these tools to drive improvement and not the other way round. In fact, according to one survey, 60 to 70 percent of improvement projects do not require advanced statistical tools. While driving projects, the larger goal of improvement and the essence of the 12 / 24 methodology should be kept intact. Using tools just for the sake of using them because they are part of the Six Sigma toolkit is not smart or efficient in terms of time. Flexibility is important. 10. Expecting Too Much and Too Soon While Six Sigma deserves the positive reputation it gets from the larger returns it provides to the bottom-line, it is not wise to expect too much from the very start of the initiative. Like all major initiatives, it requires a good amount of investment. This investment typically starts giving significant returns about the third year. A business organization should not be discouraged if returns are slow initially. Since Six Sigma is focused on reducing variation and improving performance and is a system-oriented methodology, it takes time for the returns to grow and stabilize. Expecting phenomenal results too soon may discourage top leadership and result in those driving the initiative become defensive. These two factors together could put the deployment in jeopardy. These 13 / 24 are the major pitfalls that one needs to avoid while deploying Six Sigma in an organization. If those deploying Six Sigma keep wary of these, the initiative is likely to be much smoother and more successful. About the Author: Gopal Ranjan has 12 years of experience in consulting in the field of breakthrough improvement methodologies like Six Sigma, balanced scorecard and design of quality management systems. He has deployed these methodologies in manufacturing and service industries. He can be reached at gopalranjan_2000 长春企业英语培训，写作常用句型总结 四六级考场上分秒必争，气氛紧张，尤其是到最后作文写作部分时，更是时间紧迫，无暇多思。考生也往往因过于紧张而出现 “ 脑中一片空白 ” 的状况。若能提前准 备好一些常有句型，一方面能节省一些语言组织及思考的时间，缓解紧张心情，同时也能使作文增色。现将历年作文中常用句型加以14 / 24 总结，希望对广大考生有所帮助。 一。开头 the phenomenon has become a heated topic. the problem has been brought into focus. 3. Nowadays there is a growing concern over . . 4. What calls for special attention is that.。 5. There s no denying the fact that.。 6. what s far more important is that.。 is common knowledge that honesty is the best policy. is well-known that? nations have been faced with the problem of . 15 / 24 to a recent survey, . 11. With the rapid development of .。 . 二。结尾 what has been discussed above, we can draw the conclusion that . conclusion, it is imperative that . summary, if we continue to ignore the above-mentioned issue, more problems will crop up. the efforts of all parts concerned, the problem will be solved thoroughly. all these into account, we . 6. Whether it is good or not /positive or negative, one thing is certain/clear.。 things considered, .。 16 / 24 may be safely said that.。 , in my opinion, it s more advisable.。 10. It can be concluded from the discussion that.。 11. From my point of view, it would be better if.。 三 。表比较 advantages far outweigh the disadvantages. advantages of A are much greater than those of B. may be preferable to B, but A suffers from the disadvantages that. all the disadvantages, it has its compensating advantages. anything else, it has its faults. 17 / 24 and B has several points in common. , the same is not applicable to B. 9. A and B differ in several ways. 10. Evidently, it has both negative and positive effects. 四。表原因 number of factors are accountable for this situation. A number of factors might contribute to (lead to )(account for ) the phenomenon(problem). 2. The answer to this problem involves many factors. 3. The phenomenon mainly stems from the fact that. 4. The factors that contribute to this situation include. 18 / 24 5. The change in .largely results from the fact that. 6. Part of the explanations for it is that . 7. One of the most common factors (causes ) is that . 8. Another contributing factor (cause ) is . 9. Perhaps the primary factor is that .。 10. But the fundamental cause is that . 五。表结果 1. It may give rise to a host of problems. 2. The immediate result it produces is . 3. It will exercise a profound influence upon. 4. Its consequence can be so great that.。 19 / 24 六。表反驳 1. It is true that ., but one vital point is being left out. 2. There is a grain of truth in these statements, but they ignore a more important fact. 3. Many of us have been under the illusion that. 4. It makes no sense to argue for . 5. Such a statement mainly rests on the assumption that . 6. Contrary to what is widely accepted, I maintain that .。 七。表证明 1. No one can deny the fact that . 20 / 24 2. The idea is hardly supported by facts. 3. Unfortunately, none of the available data shows . 4. Recent studies indicate that . 5. There is sufficient evidence to show that . 6. According to statistics proved by ., it can be seen that . 对于这次英语新教材培训，我深有感触，下面我从以下几个两个方面做一下个人总结，说一下我的心得体会。 首先从教学内容上来说。 1. 紧密结合课程标准。英语课程目标设计体现出清晰的三个层次，即：课程总目标，课程分级目标和课程分级标准。分级目标之间是递进和涵盖的关系，高级别自动涵盖低级别的 要求。英语教学中要按照课程标准的要求，力求达到相应的目标和等级。在课程目标结构上，加强综合语言运用，即：21 / 24 语言技能，语言知识