我的英语学习心得
九八班 施晓楠
谈到学英语的态度，许多人可能不以为然，认为这和英语学习没有什么大的关系，其实不然。我们大多数人，在英语上下了不少功夫，背单词、做听力，然而始终只是把学习英语作为一门功课来学，为了获得高分来学，这样学习的结果永远不可能非常好。打个比方说，笑傲江湖里的林平之习武很努力，武功却始终比不上令狐冲。为什么？因为他只把练武当成是报复的工具，没有真心地喜爱它。其实做什么事情都一样，只有真心地热爱，才会真正干好一件事。往深里说，英语是一门语言，是英美国家日常生活中交流的语言。你见过美国人不会说英语的吗？肯定没有，那说明什么？说明英语学得好，和智商没多大关系，一个最笨的美国人，也一定能熟练地掌握这门语言。那么我们呢？我们肯定要比最笨的人聪明吧？那就行了，没有人学不好英语，关键无非是多练习，多接触。
比如背单词，很多同学都觉得背不下来，今天叽哩哇啦背了一通，第二天只记得两个，真是信心大减。没关系，这种情况很正常，人的记忆本来就是这种情况。我的办法是，第一天背１０个单词，第二天花５分钟看一遍，第三天依旧如此，持续一个星期，到下周一的时候，你就会发现已经能全部记得了，就这么简单。秘诀就是不要怕麻烦，每天花很少的时间温习。背单词是很小的事情，根本不需要花
整段时间，每次用半个小时，温故知新，完全够了。如果觉得背单词太枯燥，还有一个办法，找一本自己喜欢的英文书，慢慢看，把不认识的单词画出来。看完之后一个一个查字典，记下来。第二天看书的时候看一下，每天看书的时候都看一下，等你把一本书看完的时候，所有的单词都记得了，我个人比较推崇这种方法，对单词的理解很有帮助，容易记住单词。
单词背得差不多了，就要多多阅读。有的同学读了一篇阅读理解，读得云里雾里，题目一个也做不对，就对自己很失望，其实也没有什么关系。读不懂就再读，要是还那句话，不要怕麻烦，读它个十遍八遍，要是还读不懂，就查字典，把每个不懂的单词都弄懂，然后静下心，一句一句地读。有时候可能会遇到几个难懂的句子，怎么也看不懂，这时，你可以去问问老师或同学了。这种情况下对于句子的理解会异常深刻。每天做一篇这样的阅读理解，要比一天做十篇效果都好。
另外很关键的一点就是听力，在阅读理解过关的基础上，听力就是要反复听。为什么听到“ｈｅｌｌｏ”，大家都能反应过来？因为听得多呗，那就行了，没有人天生听力不好，关键就在于多听多练习。比如听一段对话，先听一遍，基本不懂，再听三遍，能听懂大概意思了。这时候可以打开书本，把听的这段话读一遍，就像阅读理解一样读，直到把每一句话都看懂。然后把书合上，继续做听力，听到什么程度为止呢？听到每一句话都很熟悉，就行啦。
最难的是写作。提高写作的最好的方法可能是背诵文章。每天早上起来，大声朗诵一篇英语文章。对于初中同学，每天坚持读半个小时，两天背诵一篇。这样对写作大有帮助。勤奋是学习语言的最佳途径，只要肯下功夫，每个人都能学好英语。
施晓楠
2012 05 21
第二篇：英语学习论我国中小企业如何吸引人才
On how small and medium sized enterprises attract talents in China
On how small and medium sized enterprises in our country attract talented people 15:11:08 2008-12-20
Small and medium enterprises play an important role in China's national economy. Statistics show that the national industrial and commercial registration of enterprises, SMEs accounted for 99%, its output and profits accounted for 60% and 40%; moreover, small and medium-sized enterprises also provides 75% of urban employment opportunities; in the $150 billion in total exports last year small and medium enterprises occupy about 60% of the share; in addition, small and medium-sized enterprises to meet the diverse needs of the people, entrepreneurship development, technology innovation, participation in professional collaboration, and has an important role. To a certain extent, small and medium enterprises affect the prosperity and social stability of the region and the whole country.
The development of small and medium-sized enterprises is an inevitable trend, to create a good environment for small and medium enterprises is an important direction of economic reform. From 98 onwards, the government to promote the development of small and medium enterprises in various investment and financing policies, foreign trade policies and related social service system reform measures have been introduced. 99 years in April, the "SME Promotion Law" research and drafting work has begun, the community has become more and more attention to small and medium enterprises.
How small and medium-sized enterprises to seize this good opportunity, to obtain long-term survival and sustained development of the power and ability, is the small and medium-sized enterprises in the competition is facing a serious problem. Although the success of small and medium enterprises depends on many factors, but the talent strategy is the core of the whole enterprise development strategy.
One, small and medium enterprises in attracting talent
Due to the characteristics of SMEs and various reasons, small and medium enterprises in attracting talent difficulties, and these difficulties are mostly due to their own characteristics of the small and medium enterprises.
1, small scale. Whether it is the scale of production, or the amount of personnel, assets, as well as the influence is less than large enterprises. This makes most of the small and medium enterprises is difficult to provide high pay, high welfare to attract talent. And, generally speaking, small and medium-sized enterprise stability than large enterprises poor, whether internal or external environmental changes, for SMEs than large enterprises of many, so for personnel, at risk for the development of small and medium-sized enterprises to higher than in large enterprises. 2, industry wide distribution, but strong regional. Small and medium-sized enterprises in all walks of life, from the manual workshop type processing industry to high-tech industries, including some of the field is not suitable for large-scale operation of funds. So the
demand for talent of SMEs is more diverse and complex. SMEs are often activities range is not wide, strong regional, especially personnel structure is more obvious regionality, sometimes easy to form exclusive business atmosphere, is not conducive to business to introduce new talent. Some enterprises located in small and medium-sized cities, towns, and even remote places, it is difficult to attract talent.
3, the individual contribution to the enterprise is big, the influence is also big. Whether it is the operator, or every employee, the enterprise stable production and business activities are very important. The continuous normal operation of large enterprises must rely on the perfect system, small and medium-sized enterprises are often more dependent on the strength of the individual. That is to say, the development of enterprises more rely on everyone's initiative, often do not have a systematic and perfect management system, also does not have a continuous and complete human resources management system, which is not conducive to small and medium-sized enterprises to, there are plans to introduce talents.
4, the lack of a good corporate culture. The majority of small and medium-sized enterprises do not pay attention to the construction of enterprise culture, lack of staff common values, to enterprise's identity is not strong, often results in personal values and corporate philosophy of the dislocation, which is small and medium-sized enterprises to attract and retain talent a important reasons.
Two, to attract the establishment of talent mechanism
Although small and medium-sized enterprises in attracting top talent more trouble, and some are enterprises cannot avoid, but compared with large enterprises: small and medium-sized enterprise has the advantages of flexible system, sensitive reaction to the environment, development potential; talent in more opportunities for the development of enterprises, prone to volatile personal strengths, reflecting their ability. That is to attract talented people also have their own advantages. So small and medium-sized enterprises should foster strengths and circumvent weaknesses, establish an effective to attract top talent mechanism, concrete can proceed from the following aspects:
(a) to establish the correct concept
1 from a narrow view of talent to a comprehensive view of talent, that is, from the perspective of a variety of technical personnel to the diversity, multi-level view of the concept of talent.
Due to historical and social reasons, the small and medium-sized enterprises generally think that talent is the technical personnel. They will return a lot of problems in the management of enterprises in the lack of technical personnel. The narrow concept of talent, small and medium-sized enterprises form a kind of talent and technology dependent, difficult to find the real problem facing their own, do not pay attention to the system construction of talent management system, so as to make it difficult for enterprises to obtain long-term stable development.
The success or failure of the enterprise management is very important, we also do see this situation: a technical breakthrough, so that enterprises have a new look. But this situation is conditional, it does not happen in most enterprises. Most of the situation is to promote technological progress and innovation in the orderly operation of enterprises, technical personnel is only an important aspect of enterprise management.
The establishment of a comprehensive talent view is the basic premise for the small and medium enterprises to attract talent, the main small and medium-sized enterprises should be established as follows:
Talent is diverse: in all aspects of business management requires a variety of talents. In addition to technical personnel, there are management personnel, marketing personnel, public relations and so on. It should be said that all the people who have special skills or talents for the development of enterprises are the talents of enterprises.
Talent is a multi-level: enterprise management, a variety of talent living in different levels of enterprise organizations. They can be top management, also can be the production and operation of the first line of staff; can be a senior technical development experts, also can be skilled workers.
Comprehensive view of talent can overcome the narrow concept of talent drawbacks, so that enterprises faced by a comprehensive analysis of the human resources problems and opportunities, from the system established complete personnel system, to attract the practical needs of the applicable talents.
2 from the "perfect" to "talent is not perfect"
Due to various reasons, SMEs have a talent perfect illusion, and even a sense of mystery of talent, that talents should be the Almighty is perfect, the enterprise development depended on individual "perfect" or "genius", formed a kind of personnel psychological dependence.
As mentioned before, for enterprises, talent is can be used for the enterprise proficiency in a particular line of people. He may be prominent in some ways, but in other ways, he will have his weakness.
Only to break the perfect personnel point of view, the enterprises to consciously improve management system and establish the mechanism of the flow of talent, and not to the enterprise development depended on individual "perfect" or "genius". At the same time, it also helps the enterprise to form the idea of system management.
3 change the one-sided view of "the demand for talent", from the talent "need to cause" to the talent "to the cause, but also to live".
Many small and medium-sized enterprises believe that the pursuit of talent is the cause of success, they do not care about the material needs. In a planned economy, this may be true: it is not useful to pursue the plan because it is all planned. However, under the market economy system, personal values, and the judgment of society of personal value have taken place in the great changes, high and low quality of life of each individual has become a society to measure an important aspect of their personal value
In this case, "to the cause, but also to live" has become a common need for talent. Because of the prejudice of social ideas and the limited financial resources, it is very difficult to attract talented people in small and medium enterprises. How to use effective way to attract talents is of special significance. A correct understanding of the needs of talent, help SMEs to develop the right strategy and policy of the introduction of talent. 4 transformationThe idea of using talents
Although has been, social widespread criticism "cronyism", but there are still many enterprises only close to is to use "," only family members is used, enable the development of the enterprises will be severely restricted. This situation must be rectified, but at the same time, also can not be to another misunderstanding - "can not"; now some small and medium enterprises tried to avoid from the enterprise internal training, personnel selection, even think that no internal talent, total hope find a foreign monk. In fact, the real "meritocracy" regardless of the closeness, internal personnel selection is an effective and convenient in the way. Produced by the internal selection of talent of the enterprise understand including enterprise development strategy, corporate culture, performance of the product; personal values and corporate philosophy is consistent, can better deal with all kinds of interpersonal relationships may contribute more to the development of enterprises. Moreover, the mutual understanding between enterprises and talents, easy to form a trust mechanism, is conducive to enterprise management, reduce unnecessary resistance and management costs.
(two) to create a variety of conditions to attract talent
Small and medium-sized enterprises should be good at playing their own advantages, seize the opportunity of a new round of enterprise reform, and effectively use the limited resources of enterprises in various ways to create conditions for attracting talent.
1 use of salary and benefits
Considering their own strength and the actual conditions, the small and medium-sized enterprises should develop a set with its own characteristics, the flexible salary system, the general can adopt the mode of "base salary + bonus": "base salary" can and enterprise original salary system of unified, the basic difference is not big, and "bonus" can adopt different standards of measurement and evaluation method according to the different nature of the work and talent levels. Take this mode mainly from the following two aspects to consider:
First of all, this model can meet the basic needs of people's daily life, so that they can be at ease to focus on their own work, but also can provide the necessary material incentives to fully
mobilize the enthusiasm of personnel. This will not only help to increase the attractiveness of small and medium enterprises, but also in line with the ability and conditions of smes.
Secondly, the characteristics of small and medium-sized enterprises to determine the close coordination between people and the enterprise is essential to the survival and development of enterprises. So in attracting talent at the same time, enterprises should also pay attention to the coordination of the relationship between the new and old employees. And this model due to the adoption of basically the same with the original salary system "base salary" can the protection of existing staff work enthusiasm, and due to changes in the system and concept, the majority of people can also accept "talent for the enterprise to make outstanding contributions should gain a high reward" point of view. Such enterprises in the introduction of new talent will not cause instability within the organization, and even lead to the loss of the original talent. In view of the different nature of the work and in the enterprise organizations at different levels and different positions of talent, the enterprise should adopt the different evaluation criteria and methods to evaluate the performance of talent and determine the amount of "bonus" to ensure that the principles of fairness and efficiency.
(1) for personnel engaged in technical work: according to his involvement in the project for enterprises to bring the benefits, to Project Commission gives reward; and for the general technical staff and workers can to take a one-time bonus to encourage him in the specific production or research and development in the process of small invention or innovation.
(2) for the management of the people engaged in management: can take the "target management" approach. Make certain management objectives, and to determine the amount of the bonus according to the degree and effect of the target. The formulation and evaluation criteria of the target can be formulated by the enterprise, but also can be negotiated by both the enterprise and the talent.
(3) for the job in the market of talent can take the market performance as the basis to determine the compensation, and supplemented by way of "management by objectives" to encourage talent to develop new markets, creating the potential consumer market and enterprises to promote awareness cannot be measured directly.
In addition, enterprises should actively participate in the reform and construction of social welfare system, in accordance with the provisions of the law, according to their own conditions, and strive to establish a more perfect welfare system. And as far as possible for the people to worry about, for example, to help solve the problem of employment, transfer, children, education and other issues, to enhance the sense of belonging to the enterprise.
2 use the position
People have a variety of needs; according to Maslow's hierarchy of needs theory, people not only have the material needs, but also the spiritual needs. Therefore, it is an important means to create the right conditions for the material to attract talented people. And it is an effective way to
satisfy the talent in the work. According to the talent's quality and experience, combined with the actual situation of the enterprise, in accordance with the target of the enterprise strategy, talents to set challenging job or position, so it can be developed in the work space, not only to meet the talents self satisfaction, self actualization needs, at the same time, but also makes the brain exercise at work, in turn, it is conducive to enterprise development. In some enterprises, especially the rapid growth of the scale or enter the second pioneering SMEs, there is a how to make participation in the venture, but it is not suitable for enterprise development needs of operators make the vocational, to give more capable, more experience of the introduction of the new personnel provided worked the problem. To solve this problem, the key is to in the enterprise internal form a good talent competition mechanism, can be based on "the mighty, Yongzhe" principle, take open competition for posts, or in order to avoid drastic changes in organization and dampen their enthusiasm, so that the original operators to start again, the development of new projects, new markets, and let the introduction of new management talent original industry. In addition, but also through to the original operators of assistants and give assistant to real power, in particular the exercise of management functions, and the original operators mainly consultant or guiding role and methods to achieve a new old alternant.
3 use equity
In attracting talent, enterprises can also follow the trend of enterprise reform, to establish a modern enterprise system as an opportunity, in the "property rights", to develop a variety of attractive equity policy. By unifying the individual interests and the interests of the enterprise, we can build the "interest community" in the company, strengthen the responsibility of the talent, and stimulate the enthusiasm and creativity of the people.
- Equity: the right of an enterprise to purchase a certain amount of shares of the company at a given price within a certain period of time. This policy is mainly used in listed company (stock easily realizable) or industries and enterprises are in growth period (the expectation to the future high value), implementation is a key job performance evaluation, and equity and job performance corresponding to the size. To ensure its attractiveness, and must protect the interests of enterprises.
- shares: a special equity enterprise for talent, can enjoy the dividends but do not have property rights. It is actually a kind of equity funds, technology, management and other management mechanisms for organic combination.
- job options: that is, only with the position of the corresponding equity. The usual practice is to establish the Employee Stock Ownership Association, but here as a condition to attract talent, pay more attention to its attractiveness and motivation. Appropriate with the use of equity.
A share: a share based on the contribution of the employee to the enterprise. Enterprise suitable for the reform of property rights.
Knowledge share: a share in the context of a person's knowledge or special skills. Its specific
approach is the enterprise in the total share of a dedicated to attract talent, the key point is the rational evaluation of the value of personnel, to ensure that the interests of both the enterprise and the people.
Each enterprise has its own characteristics, the form of reference to equity is necessarily different. Enterprises can be flexibly applied according to their own actual conditions.
4 the use of corporate culture
China's small and medium-sized enterprises have long been lack of understanding of the importance of enterprise culture construction. In fact, the success of corporate culture for the role of enterprise employees is sometimes more effective than the material incentives. Enterprise culture is a certain social, economic, and cultural background?钠笠担谝欢ㄊ奔淠谥鸩叫纬珊头⒄蛊鹄吹奈榷ā⒍懒⒌募壑倒垡约耙源宋诵亩纬闪诵形娣丁⒌赖伦荚颉⑷禾逡馐叮缢紫肮摺Ｒ桓銎笠档奈幕绕涫乔课幕崆苛矣跋煲桓銎笠刀栽惫さ母究捶ǎ⒂跋旄闷笠档牧斓挤绺瘛⒘斓挤绞健⒆橹慕峁辜捌涔叵怠⑵笠悼刂浦澳艿挠τ梅绞健６庑┒际瞧笠的芊裼行∪瞬诺闹饕跋煲蛩亍Ｒ桓隽己玫钠笠滴幕坏梢约し⑷逶惫さ娜惹椋骋黄笠党稍钡囊饽詈陀胄男Φ奈迪制笠嫡铰阅勘甓Γ沂橇糇『臀∪瞬诺囊桓鲇行У氖侄巍６灾行∑笠刀裕溆跋煨Ч任飨浴！ Other conditions that can be created.
Now more and more people believe that the enterprise is not only a work place, but also an important place for social communication, so small and medium-sized enterprises in addition to do the above several aspects of the work, should also pay attention to create a positive, the coordination of environment and atmosphere, to meet the needs of the people of this surface, increase the attractiveness of talent.
(1) to do a good job in daily management, to create a clean environment, friendly atmosphere, the operation of an orderly, standardized management of the enterprise image.
(2) because of the pressure of society, people in employment has become increasingly cautious, they not only the value of the company's current situation of enterprises pay more attention to the future prospects and their in the development of the development itself has adaptability to the future society) opportunities. So enterprises not only to make the current management, but also must have a long-term development plan and strategy. Popular enterprise to have a dream of the enterprise, at the same time, companies also should have a system of personnel training and selection of the system, it gives access to enterprise's each person a "personal dream", also is the personal career planning. In addition to the adoption and implementation of the aforementioned various measures to attract talent, but also must have other appropriate methods to ensure that the talent is always in a state of being inspired, so as long as the enterprise contribution. In this regard, the enterprise is mainly to establish a set of mechanism for opening the flow of talents.
(three) using a variety of forms, not sticking to formalities of talented people
1 from the internal selection of enterprises
From the enterprise internal training and selection of talent, is the lowest cost, in many cases is the highest efficiency, the best way. Many of its specific practices, but the main is to have a system of internal training and selection system. Due to the limitations of their own conditions, small and medium-sized enterprises, its selection is relatively small, the funds can be invested and practice is relatively small, so the training and selection should be focused, targeted.
2 external hiring
External selection is an important way for enterprises to select talents, because of their extensive sources, the enterprise is easy to obtain required talents. And there are many sources of external hiring, mainly:
(1) through the talent market recruitment: small and medium-sized enterprises to build confidence, actively participate in the talent market competition, the enterprises to create, various conditions such as mentioned earlier, trying to recruit suitable talents.
(2) to strengthen cooperation with scientific research departments, colleges and universities, to discover and tap talent. (3) mining professionals from other enterprises, especially peers.
Small and medium enterprises as a result of the smaller, in the use of these practices, we should pay special attention to the direct communication between enterprises and personnel, in order to deepen the mutual understanding between the two sides.
3 other ways:
Considering the small and medium-sized enterprise conditions, to reduce the cost of the use of the talents, but also the informal employment of talents.
Temporary employment: for example, through private relations, in accordance with the necessary statutory procedures for short-term employment of technical research, consultants and other personnel.
- hour hire by the hour: for example, a variety of management consulting business.
Three, summary
With the improvement of the macroeconomic environment, small and medium-sized enterprises are faced with a new round of great opportunities for development. At the same time, with the increase of the degree of economic openness, the competition of small and medium-sized enterprises is also increasing rapidly. Talent has become the enterprise to establish a competitive advantage, grasp the key to the development of opportunities. It can be said that "the
importance of talent, people-oriented" concept has been widely accepted. But from accepting a concept to the concept of the effective action, but also need a certain process, but also a more difficult process. In this process, the effective method is according to the actual situation of the internal and external environment, according to local conditions to know the corresponding talent strategy, and in practice, constantly improve and perfect.
Reference
1 Ye Guobiao, "small and medium-sized enterprise is sometimes" ride the wind and waves in Shanghai today, 1999.8.
2. Ogawa Eiji, "modern management of small and medium sized enterprises", reform press, 1992
3.lawrencemiller, "americanspirit", Taiwan, 1986
4 Stan Shih, "reengineering Acer", Shanghai far east press, 1998.8
5 Jia Zongyi, "Thehpwayhowbillhewlettandibuiltourcompany"
6 "Zhejiang Social Sciences", 1999.6
7 Xing Qun, "management", Zhejiang University press, 1996
8 "insearchofexcellence", "", Chinese Translation Publishing House, 1985