工程管理英语小论文 (原创+老外教授批改优秀)

第一篇：工程管理英语小论文 (原创+老外教授批改优秀)

Table of Contents 1.Introduction.......................................................................................................1 2.Methodology.....................................................................................................2 3.Literature Review and Critical Analysis...........................................................4

3.1.The Development of Leadership Style..................................................4 3.2.Project Success Factors..........................................................................8 3.3.Link of Leadership Style and Project Success.......................................9 4.Discussion.......................................................................................................11 5.Conclusion......................................................................................................12 6.Reference........................................................................................................14

1.Introduction Up to now, there are many theories of leadership style are available, like emotional intelligence, contingency, competency and so on.All of them claim that appropriate leadership style can benefit project success.This study aims to find the hidden correlation between leadership style and project success.Three aspects of literatures were reviewed including leadership style, project success factors and the match of leadership type and project type.From the literature review, it was interesting to find that leadership was rarely considered by the critical success factors of the project.Turner and Muller(2005)contemplated that probably the project manager’s neglect themselves or leadership is not covered in research.However, other reviews show that the effect of manager is critical to the project.By studying the mold built by Yang(2011), it is learnt that leadership influence the project success through teamwork.While some of the fifteen leadership competencies(Dulewicz and Higgs, 2003)are directly related to project success factors.So it is concluded that, in a certain project type, appropriate leadership can improve project success in two ways, both teamwork and direct impact.A simple system dynamic model was designed to show the relationships within project management.However, there were no researches done to prove this conclusion.Further study is needed.2.Methodology The aim of the study is to find thatwhether the project success is influenced by leadership style.To realize it, three objectives were set:  To review literature of leadership style  To review literature related to project success factors and the their link with leadership style  To review literature about how leadership style influence project success. To find the correlation between leadership style and project success based literature review.The main search techniques are Google scholar and Web of Science.The cross search facility provided by McClay Library was tried as well.Key words, project manager, leadership style, project success, competency school etc., or their combinations were applied to search useful literature.Firstly, the literature review of this topic written by Turner and Muller(2008)was read to learn the background information and find related articles in the reference in this paper.Secondly, articles related to leadership style were found are reviewed.The leadership as the core of the review, deep review was required, so very specific articles where there was only one leadership system were studied.The gathered valuable information was compared and tabulated.The same degree of review was also applied to relation part.While for success factors, only general knowledge was extracted from literatures.After finishing the review, the information was analyzed to work out the link

between leadership skills and good performance of skills.The sources of literature are listed in Table 1.Table 1 Summary of literatures Source International Journal of Project Management Project Management Journal Journal of Organizational Change Management Book

Number 4 3 1 10

3.Literature Review and Critical Analysis In this part, literature related to leadership style, project success and relationship between them are reviewed.And based on the review, analysis of the literature was made where it is valuable.Finally, personal view points were concluded from the literature review and analysis.3.1.The Development of Leadership Style In the past years, leadership has been explained in various ways, while the core concepts of all the definitions concerning the communication between project leaders and their subordinates(DuBrin 2004;Koontz and Weihrich, 1990).And leadership style is the term describing how the leader manages the project.By now, Turner and Muller(2005)summarized six groups of leadership theories, which have been tabulated in Table 2 as well as their corresponding relationship with project type.Before 1940s, people considered that leadership was owned by some certain people who were born to be leaders.This attitude was changed by the behavioral or styles theory.This theory identified six parameters to assess the leadership including(Turner and Muller 2005): concern on people, production, authority, participation of the decision-making for the team, decision-taking and the flexibility against rules.The leadership of this theory listed in Table 2 is identified based on the last three parameters(Turner 1999).The following theory, contingency, its most significant contribution is the inception of concern for different circumstances, indicating the correlation of project type and

Table 2 Summary of the development of leadership Theory Trait Time 1930s-1940s

Main Idea

Outstanding leaders are born with same traits.Leadership Style Not defined Laissez-fair Democratic Autocratic Bureaucratic Directive Supportive Participative Achievement-oriented Transational Transformational Laissez-faire Visionary Coaching Affiliative Democratic Pacesetting Commanding Engaging Involving Coal-oriented

Relationship with project type

Not defined Behavioral or styles 1940s – 1960s The leadership skills can be learned Not defined Contingency 1960s

The effectiveness of certain leadership varies in

different situations

The leadership should be selected according to environmental and subordinate factors.Different leadership styles have different impact on followers in terms of responsibility, momentum，and stress The first four types are suitable for certain project type, while the last two are

toxic.Different leadership can improve the performance of project if the appropriate styles have been selected.Visionary or Charismatic 1980s – 1990s

The leadership styles are defined according the

concern of process and relationships.Emotional Intelligence Late 1990s

Leader’s emotional intelligence can influence the performance of subordinates more than intellect.Competency 2000s

This is the combination of all the theories, including traits, personal characteristics and

essential skills as a leader.leadershipskill had been under consideration.One theory of contingency school, the path-goal theory(House 1971)even had introduced the environmental and subordinate factors to help select appropriate leadership styles.The visionary or charismatic school was concluded by studying leaders who successfully managed their companies through change.It can be found in Table 2 three leaderships have been identified.The transactional style manages a simple exchange of good performance of followers for the rewards from the leader(Wang et al., 2005).While when the project is out of plan, actions will be taken by the leader.Different from transactional style, the transformational leaders prefer to make use of his charisma to influence their subordinates.The latest theories are the emotional intelligence school and competence school.For emotional intelligence, this theorydistinguishesleaders by how they apply their emotional skills, rather than intellect, to deal with situations.Nineteen related components are identified and categorized into four factors(Goleman et al., 2002): 1.Personal competencies  Self-awareness  Self-management 2.Social competencies  Social awareness  Relationship management The six leadership styles identified are listed in Table 2 alongside their relationship with project type.The last two types are considered as toxic because

they have dissonance effect on followers(Goleman et al., 2002).The competency school absorbs all characteristics of former theories with a group of fifteen leadership competences(Table 2).This large group of competencies can be concluded into three main groups: Emotional competencies;Managerial competencies;Intellectual competencies.With various combinations of competencies, different leadership styles can be achieved to meet the requirement of certain types of project.Since the competencies listed here are available to be learned, so the competency school also prove the accuracy of behavioral or style school theory.Although, through competencies theory, leadership styles such as transactional and transformational can be made, three types of original leadership stylesare proposed by Dulewicz and Higgs(2003), which is known as Goal Oriented, Involving and Engaging.Their correlation with every competency is shown in Table 3.Table 3 Fifteen Leadership competencies in three groups Emotional Competencies Motivation Conscientiousness Sensitivity Influence Self-awareness Emotional Resilience Intuitiveness Source: Dulewicz and Higgs(2003)

Managerial Competencies Managing Resources Engaging communication Developing Empowering Achieving

Intellectual Competencies Strategic perspective Vision and imagination

Critical analysis and judgment

Table 3 clearlyillustrates the development of leadership style from the identification of how leadership skills are obtained to the superior competency theory and also compares the link between leadership style and project type at different stages.3.2.Project Success Factors To find the relationships, how to make a project successful is reviewed.Morris and Pinto(2007)defined successful project as below: “If the project meets the technical performance specifications and/or mission to be performed and if there is a high level of satisfaction concerning the project outcome among key people in the parent organization, key people on the project team and key users or clientele of the project effort.”

It is prevalent to apply critical success factors to assess the success of project.The 10 factors(Baker et al., 1988)listed in Table 4, are the most acceptable design.Table 4 Project success factor Project Mission Schedule And Plans Personnel Client Acceptance Communication

Top Management Support Client Consultation Technical Tasks

Monitoring And Feedback

Troubleshooting

However, the leadership is not clearly mentioned here.It is not a coincidence.In the history of success factors, manger’s leadership is present rarely.Andersen et al.(1987)proposed a list including project pitfalls, various cautions for project managers, within which leadership is mentioned only one time in the suggestion managerial competence is the standard for project manager selection.The second presence of leadership is in a list of failure factors made by Morris(1988).In the context of life cycle, he claimed that poor leadership is a failure factor during inception, construction and close-out except execution.Despite that some researchers reported that there is a close link between manager’s skill and the success of project, but they never treated manager as the critical factor(Lee-Kolley and Loong, 2003).One strategy designed by Turner(1999)for

improving the implantation of projects identifies a “seven forces” concept, one force of which is people.The people concept here is explained as the human and many other related things, such as leadership.However, it is still not obvious.3.3.Link of Leadership Style and Project Success From the review of project success, it is surprising that the leadership style is not one of the critical success factors, To explain this, Tunrner and Muller(2005)claimed it may be the project managers asked in the studies of ignore the effect of themselves or the impact of the project leader is not measured in these studies.However, it is concluded by various articles that the selection of leadership influences the performance of project(Crawford et al., 2005;Dulewicz and Higgs, 2003).What is more, In Table 5, some research work examining the relationship has been summarized, which obviously implies that there are some certain relationships between leadership and project success.Especially the third study providing that some of the success factors are related to leaderships.Table 5 Studies on the relationship between leadership style and project success Research work Yang et al(2011)

Leadership style Transactional Transformational

Results

Transformational

leadership is suitable for project manager.Appropriate leadership can improve project performance Identification

competencies related in the context of project manager.Methodology

Online questionnaire and quantitative analysis Interview, questionnaire and data analysis Leadership Dimensions Questionnaire Muller and Turner Goal-oriented(2007)Involving Engaging Geoghegan and Goal-oriented Dulewicz(2008)Involving Engaging

To find the mechanism how project success is influenced by leadership style, the nature of leadership is reviewed.Then it is found that leadership is mainly two main concepts, the communication with followers and the direct management of

project.So a reasonable cause for the disappearance of leadership in the list of critical success factors is that the project performance is influenced more by teamwork than direct management.The leadership likely impacts project through teamwork.Shamir et al(2000)reported that a good leadership can improve the teamwork.This view is supported by other authors who consider appropriate leadership is a positive factor of teamwork related to communication, collaboration and cohesiveness(Bass, 1990;Yammarino et al., 1998).In Yang’s study, a research model(Fig.1)was built to demonstrate the relationship among leadership, teamwork, project success, project type.Fig.1.Research Model

When the research is conducted, different combinations of project type and leadership style are studied.The performance of teamwork and project results is correlated to these combinations, which reflect the impact from leadership.As expected, his results indicate that teamwork can be improved by appropriate leadership style in a certain circumstance, namely the project type.Further, the performance of project can benefit from the improved teamwork.Now the hidden relationship has been emerged.A similar model was produced by Muller and Turner(2007).In his research, the leadership style is regarded as independent variables.Project success is the dependent variables and project type is

conceptualized as moderating variables.But in his model, teamwork is not considered.Hence, this model is not able to reflect the relationship totally.Geoghegan and Dulewicz(2008)reproduce the category of competencies into two large groups, usability(make project go smooth)and project delivery.Furthermore, the original 15 factors are reduced to 10 most significant competencies, which are listed in Table 6.This table provides an idea of the direct relationship between leadership and project success.Table 6 New competencies

Usability Project delivery Managing resources Managing resources Empowering Self-awareness Empowering

Developing Motivation

Critical analysis Influencing Sensitivity

4.Discussion Although project is not a critical factor for project success, the description and analysis above effectively prove that leadership style do influence the project performance.Most critical success factors are influenced or even controlled by project manager, such as project mission, personnel, communication with team members etc.Both the two models described above are not perfect.Since impact from leadership is exerted on teamwork and project success at the same time.From Table 6, it can be observed that some competencies are related to success factors directly, such as the competency of critical analysis to the factor oftroubleshooting.So the direct impact from leadership cannot be neglected.Based on these two models and information gathered from literature review, a system

dynamic model was built by the author to illustrate the relationship between leadership style and project success.Fig.2.Simple system dynamic model of project management

This model clearly demonstrates the relationships within a simple project system.An unfamiliar project type is negative to the teamwork.Then this effect can reduce teamwork’s positive contribution to achieving success.The project type also can negatively affect project success directly.However, if an appropriate leadership style is selected, the negative effect from the project type will be weakened by

leader’s

reasonable

management

with

corresponding competencies.With such a model, it is then possible to study both the direct and indirect degree of impact from leadership.The results of the comparison of these two impacts can offer an idea for the design of new critical project success factors.5.Conclusion The literature review of three aspects knowledge reflects that leadership is critical to project success.Although leadership or manager is rarely included in the project success factors, it influences the performance of project through variouspatterns, like the collaboration of teamwork, management of source, communication with both followers and clients.Generally, these patterns can be grouped into two ways:

direct way and indirect way.According to the mechanism in Fig.2., the two ways are described as below: 1.Direct: Appropriate leadership can benefit project success with corresponding competencies.2.Indirect: Appropriate leadership improves teamwork, which can help achieve successful project.The two patterns namely are the links of leadership style and project success.In addition, the project type need special care, the positive influence from leadership to project success depends on whether appropriate leadership style has been selected according to project type.Further studies are required to prove the view point.6.Reference Andersen, E.S., Grude, K.V., Haug, T., & Turner, J.R.(1987).Goal directed project management, London: Kogan Page/Coopers & Lybrand.Baker, B.N., Murphey, P.C., & Fisher, D.(1988).Factors affecting project success.In D.I.Cleland & W.R.King(Eds.), Project Management Handbook(2nd ed.).New York: Van Nostrand Reinhold.Bass, B.M., Avolio, B.J., 1990.Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire.Consulting Psycholo-gists Press, California.Crawford, L.H., Hobbs, J.B., Turner, J.B.(2005).Project categorization system: aligning capability with strategy for better results.Upper Darby(PA): Project Management Insitute.Dionne, S.D., Yammarino, F.J., Atwater, L.E., 2004.Transformational leadership and team performance.Journal of Organizational Change Management 17(2), 177–193.DuBrin, A.J., 2004.Leadership Research Findings, Practice, and Skills, 4th ed.Houghlon Mifflin Company, Indianaphlis.Dulewicz, V., & Higgs, M.J.(2003).Design of a new instrument to assess leadership dimensions and styles.Henley Working Paper Series HWP 0311.Henley-on-Thames, UK: Henley Management College.Geoghegan, L., &Dulewicz, V.(2008).Do project managers' leadership competencies contribute to project success Project management journal，39(4), 58–67.Goleman, D., Boyatzis, R.E., McKee, A.(2002)The new leaders.Harvard Business School Press.Cambridge(MA).House, R.J.(1971).A path-goal theory of leader effec-tiveness.Administrative Science Quarterly, September, 321-338.Morris, P.W.G.(1988).Managing project interfaces.In D.I.Cleland, & W.R.King(Eds.), Project Management Handbook(2nd ed.).New York: Van Nostrand Reinhold.Muller, R., & Turner, J.(2007).Matching the project manager’s leadership style to project type.International Journal of Project Management, 25(1), 21–32.Peter Morris, Jeffrey K.Pinto., 2007.The Wiley Guide to Project, Program, and Portfolio Managemen.Wiley and Sons, New Jersey.Shamir, B., Brainin, E., Zakay, E., Popper, M., 2000.Perceived combat readiness as collective efficacy: individual-and group-level analysis.Military Psychology 12(2), 105–119.Turner, J.R.(1999).The handbook of project-based man-agement: Improving the processes for achieving strategic objec-tives.London: McGraw-Hill.Turner, J.(2005).The project manager's leadership style as a success factor on projects: A literature review.Project management journal.Wang, E., Chou, H.W., Jiang, J.,(2005).The impacts of charismatic leadership style on team cohesiveness and overall performance during ERP implementation.International Journal of Project Management 23(3)，173–180.Yang, L.-R., Huang, C.-F., & Wu, K.-S.(2011).The association among project manager's leadership style, teamwork and project success.IPMA, 29(3), 258–267.

第二篇：酒店工程管理小论文

姓名：余娇文 学号：2011111400 班级：旅游管理本科111班

酒店工程管理的重要性

摘要：酒店工程部在酒店经营管理中发挥着至关重要的作用。本文就酒店工程部的主要职责、管理目标、操作实例以及其服务重要性阐述了工程部对于酒店运营发挥的作用，论证了酒店工程部在酒店的正常运营中的重要性。

关键词：工程管理 酒店经营管理 酒店服务

在酒店经营管理中，工程部是全店设备、设施、能源等综合管理的一个职能部门，在酒店运营中发挥着至关重要的作用。酒店的设备、设施的完好程度和良好运行管理状况，已成为酒店经营管理水平、服务质量和星级标准的重要标志之一。《旅游饭店星级的划分与评定》就提出了酒店突出绿色环保的要求，强化安全管理要求，将应急预案列入各星级的必备条件，提高酒店服务质量评价的操作性。其中酒店工程部起到了至关重要的作用。

在酒店筹建期间，工程部最有话语权；在酒店准备开业和试营业期，工程部是最繁忙的，因为每个系统都需要调试和试运行。一般情况下，酒店在试运行一年以后，进入了酒店的正常营业期。这期间酒店的设备系统都进入了正常的工作状态，酒店的日常工程管理主要侧重于建筑物及其配套设备的保养、维修与运行管理，以保证酒店日常经营活动的正常进行。相对来说，工程部的工作量会大大减少，较为轻松。但是，一旦有什么需要的时候，工程部又必须得尽快解决，确保酒店正常运行。

一、酒店工程部的主要职责（在酒店中所起的作用）

酒店工程管理是介于管理学和土木工程学之间的一门新兴交叉学科。它的研究客体是由酒店建筑、服务设备与相关技术运行标准等构成的工程技术系统。在上级公司和酒店业主的指导下，采用科学的技术措施和手段，对各种设备、设施进行科学管理，确保安全运行和经济运行；坚持日常维修保养和预防性计划维修，定期作必要的装修、改造和更新；通过督促和指导各部门对设备、设施的正确使用和精心养护，以保证设备设施运作功能、延长使用寿命、节约维修费用；加强预算管理和成本核算，严格控制能源消耗，降低成本费用，使酒店的各项经营活动建立在最佳的物质、技术基础上，并获取最好的经济效益和社会效益。

酒店内的硬件设施是提供给客人一流服务的物质基础。工程部既是后勤部门又是通过设备设施给客人提供服务的一线部门。酒店提供的水，电，空调，通讯和视听等项服务都是服务产品的一部分。工程部不仅是为客人服务而且还涉及到酒店内的各个部门及至每一名员工。工程部的工作对提高酒店服务质量，保证安全起着至关重要的作用。

二、酒店工程部的管理目标

个体酒店的工程管理目标必须与他们所处酒店业整体的发展环境相适应，必须符合酒店业发展的两个行业目标。首先是保证顾客、供应商、雇员等拥有居留和工作的良好地理位置及环境条件，至少要做到安全、卫生与设施完好。这一目标决定着酒店能否吸引和维持顾客、供应商和雇员，从而影响到酒店的经营收入和运营成本。其次是控制成本，即把酒店单位面积成本、员工人均成本、单位营业收入成本、单位营业支出成本和预算成本等控制到合理的水平。

我们把酒店工程管理（亦称酒店设备管理或酒店工程设备管理）定义为，它是从酒店规划建设，设备采购与安装，设备运行、保养与维修，一直到酒店改造与设备更新的全部管理过程。

三、酒店工程管理的服务实例

工程部除了要为维护好酒店的基础设施为客人营造良好的酒店环境外，其主要工作之一是保证酒店的基础设施设备的运行。比如，酒店的空调运行质量是酒店服务质量的一个重要指标。工程部应该主动了解客源情况，根据住店、用餐、宴会和会议等客人不同需求进行灵活的调整，并定时检测控制，使客人感到舒适满意。酒店的供水看起来是一项非常普通的操作，可是供水的质量直接影响到酒店的服务质量和客人的生活质量。对自备水源的酒店要搞好水质的处理，保证污染物含量不超标。洗浴是住店客人的一项既平常简单又重要的消费活动，为了保证客人在酒店的洗浴质量，必须控制好供水压力，出水不能一下大一下小影响客人的淋浴。对于这些设备的运行，工程部要巡视，监视和记录设备的运行状态，保证客人的正常使用。

酒店设施设备的维修管理是一项日常管理工作，对酒店的正常运营有直接甚至是重大的影响。没有客人会愿意住在一个电梯走走停停，空调忽冷忽热，房间马桶漏水，热水时有时无，电视漫天雪花，家具脱落的酒店。类似这些问题从技术上看来是小事，可是在客人眼里却是不可忽视的大问题。客户是我们酒店的衣食父母，没有了客户，酒店也就无法正常营业，而酒店工程部恰好能解决这些问题，让客户入住我们酒店，这说明工程部对于酒店正常运营真的很重要。

四、酒店工程部的服务重要性

由于酒店所有的设备运行均由工程部负责，同时现代酒店是集住宿、餐饮、办公、运动键身、视听会义、购物、治病美容等为一体的综合场所。所用的设备设施日趋完善，对设备的依赖程度也与日俱增，一旦设备出现故障，服务就要受到影响，几乎无法由人来代替，所以说工程部管理的好坏直接影响到酒店的服务运营，销售价格，安全及利润，工作效率及酒店的声誉等。

酒店设施关系到客人的安全。客人在酒店中应当满足其最基本的心理需求，即安全需求。酒店应当确保其安全设施如消防设施、防盗系统、门锁系统等时刻保持正常状态。如果这些设施失灵那么客人的生命和财产安全将受到威胁，这会给酒店带来不可估量的损失。因此，酒店设施的好坏，关系到客人对服务质量高低的认可。酒店的设施关系到酒店的经营业绩。酒店是以出售服务为主的企业，它的主要经营目的就是赢得并保证客源的连续。为了达到这个目的，酒店要尽可能满足客人的需求。

结论：酒店工程部在酒店中属于后台服务部门，其服务一般不直接面对顾客，而是通过创造和维持优雅、舒适的环境，保证顾客住宿、饮食、娱乐等消费生活的正常进行。因此，工程部成为顾客消费活动和酒店各部门经营活动最重要的支持和保障部门，它占据着重要的基础地位。通过以上分析可以看到酒店工程部门的管理对酒店正常运营的重要性。工程部直接运行和管理现代的酒店设备，通过设施，设备为宾客提供服务，是保证宾客舒适、安全、方便直接给客人留下服务形象的部门，工程部工作，对酒店经营管理有至关重要的意义。参考文献：

[1]杜学,李琦.酒店工程管理[M].北京：清华大学出版社，2004.[2]旅游饭店星级的划分与评定[M].中华人民共和国国家标准GB/T 14308-2010.[3] 黄崎.现代酒店工程原理与实务[M].中国旅游出版社，2012.[4] 刘永棣.酒店工程管理[M].北京：中国旅游出版社，2001.

第三篇：英语小知识：跟老外寒暄、妙句

英语小知识：跟老外寒暄、妙句

生活在国外，你是不是常常不知道怎么和别人寒暄？除了How are you，你还会别的吗？别人在跟你打招呼之后，除了Fine, thank you, and you，你还会别的吗？下面给大家详细列举了几乎所有常见的打招呼的方式，跟老外聊天不再尴尬！

寒暄方式1：How are you? 如何回应：

Very well, thanks.（这才是最正确的回答，如果别人用how..发问，正确的语法应该是用副词来回应的。不过大家渐渐不太重视这个问题，就延伸出许多其他的回答。还可以说一句And you?）

Fine.(如果你只想简单回应，不想继续聊天)Not bad.（比Fine更友好一点的回应，如果想同样问候别人，可以加一句How about yourself?）

Fine, thanks.（比较正式的回应，一般是对不太熟悉的人说的）Pretty good.（这就是随便的一种回答）

Great!How are you doing?（这就是很明显的想要将谈话继续下去的一种回答方式。）

I'm hanging in there.（意思是说你今天过得很不好，或者你还可以说A tough day!）

I've been better.（一个负面的回答常常表示你想继续话题，并告诉别人你的sad story。）寒暄方式2…How's it going? 如何回应：

你也可以用How are you的那些回答来回应这个问题。另外一些回答方式：

It's going well.（友好、有礼貌的回复）

寒暄方式3 …What's up?/ What's happening?(Informal)如何回应：

这个问题其实就是在问 “What's going on?/What's happening in your life?” 如果你不想跟对方深入聊下去，可以简单回复。

What's up(What's up其实是不用回答的，有时候人们就同样一句what's up来回应)Nothing.（一种比较没礼貌的说法，但可以在你生气的时候使用）

Not a lot.（常见回复）

Nothing much.（最常见的回复）

Oh, just the usual.（如果没什么特别的事情发生，这么说也不错。）

Just the same old same old.（通过这个表达你觉得每天生活挺无聊的。）

Oh gosh, all kinds of stuff!（如果你的生活很忙很充实，每天都过得很新鲜，可以这样回答。）Been busy.Can't complain.(相当于not bad)

一些其他的问候语： How’s everything? What's going on? How've you been? What have you been up to? How are things? What's new? Good to see you!这些问候语的回复与How are you, What’s up都相似。

英语口语妙句 当别人在你旁边罗嗦个没完，你烦透了，说“you are so boring”.(你真烦！)。“shut up!”（闭嘴！）自然没错，可人家受得了吗？不如来一句“oh, come on.give me a break!”(帮帮忙，让我歇歇吧！)这多地道、多幽默。要想说人“气色好”。“you look fine!”当然不错，可如果你说“you're in the pink!”就妙得多了，实际上，在英语口语中，表示颜色的词用起来非常形象生动。“他精力充沛”美国人说：“he is bouncy.”而不说“he is energetic ”,牢记一些日常对话中的活句式是你一把必备的钥匙。

如：久仰，“I get mind of you ”比“I heard a lot about you”轻松得多。

代问他人好当然能用“please remember me to your sister.” 或“please give my best wishes to your father ”不过，若是很好的朋友，何不说，“please give my love to Jim.”

在中国可不能随便说“我想你”，然而，当和西方人分手时说“I will miss you ”要比说“good-bye”或“see you soon”有趣得多，不妨一试。

有人开会迟到了，你若对他说 “you are late.”，听起来象是废话，若说“did you get lost ?”，则更能让他歉然。

别人征求你的意见，问能否开窗户等，你要说“you can do that.”就有点土了，用一句“do you have the time? ”实际上，问他人的姓名，地址都可以这么用：“may I have you name?”要比“what's your name ? ”礼貌得多，不过警察例外。

别人问你不愿公开的问题，切勿用“it's my secret ,don't ask such a personal question.”回答，一来显得你没有个性，二来也让对方尴尬。你可以说“I would rather not say.”（还是别说了吧！）。

有时候，你想说什么，可说是想不起来，你可以说“well …” “let me see” “just a moment” 或 “it's on the tip of my tongue.”等，相比之下，最后一个句型是最地道的。

交谈时，你可能会转换话题，不要只说“by the way ”,实际上，“to change the subject” “before I forget” “while I remember” “mind you ”都是既地道有受欢迎的表达。

遇到你不懂的问题时可别不懂装懂，“I know”可能是中国人用得最多，而美国人最不能接受的一句话。当一美国教师向你解释某个问题时，你如果连说两遍“I know”,我敢保证，他不会再跟你说什么了。用“I got it ”就顺耳得多，要是不懂就说“I'm not clear about it.”不过如果你会说“It's past my understanding”或“it's beyond me.”你的教师定会惊讶不已的。

第四篇：工程管理论文

中层管理者的素质————企业经理必须关注的事

现代企业分工的日益仔细，各个部门之间的差异也越来越大。企业经理已经很难面面俱到了，面对企业的日益扩大，怎样去面对管理如此这样般的公司呢？

麦肯锡公司的一项调查表明：有的公司能保持持续发展和改革，达到更高的业绩，关键的因素不在于高级管理者，而在于一批具有改革才能的中层管理者和专业人才。

可见中层管理人员在企业中起中流砥柱的作用，他们不同于一般员工，他们的素质高低，在很大程度上影响一般员工的职业行为。甚至关系企业发展的成败，因此对中层管理者的素质，要有更高层次的特殊的要求。

虽然不同规模的企业在不同的发展阶段，中层管理者所需要的的素质也不尽相同，但有一些素质是每一位中层管理者所必须的：如主动性、执行力、关注细节、影响力、培养他人的能力、带领团队的能力以及专业知识与技能。

下面我从主动性、关注细节和带领团队的能力三方面进行详细地论述：

一、主动性

主动性是指管理者在工作中不惜投入较多的精力，善于发现和创造新的机会，提前预计到事情发生的可能性，并有计划地采取行动提高工作绩效、避免问题的发生、或创造新的机遇。

不能积极主动地前进，不敢为人先，集体的成绩就会受到限制。如果中层管理者不能对企业的总体绩效产生积极的推动作用，就是在为自己的事业自掘坟墓。衡量中层管理者工作成效的标准之一就是要看其个人主动发起的行动数量。在这一点上，中层管理者与冲浪运动员颇为相似。冲浪者只有赶在浪潮前面，才能够精彩地冲向岸边。而如果每次都慢半拍，就只能在海里起起落落，等待下一波浪涛的到来。走在时代前列需要真正的努力与积极性。

吴兵是一家大型家用电器公司新上任客服经理，他们的产品虽然是家庭必需品，但销售量不温不火，增长平缓。除了促销、降价和折扣，公司对如何刺激销售几乎无计可施。

吴兵不安于现状，他仔细调研企业内部的问题并不断考察和分析竞争者的现状，认定如果改善员工在服务质量上、专卖店在销售业绩上的差距，找一种本文来自文秘之音，更多精品免费文章请登陆www.xiexiebang.com查看方法使两方面的强项相结合，就有可能增加销售量。

他把一流的客服代表集合在一起进行产品和物流方面的培训，然后建立了一个电话营销中心，来为他们的专卖店服务。顶级的专卖店超过销售指标26%，每年比没有加入专卖店电话计划的一般专卖店多销售100万美元的产品。

二、关注细节

任何事情从量变到质变都不是一个短暂的过程，如果中层管理者没有持之以恒的“举轻若重”，做好每一个细节的务实精神，就达不到“举重若轻”的境界。

有一家著名出版社的中层主管，希望该出版社在出版界的某一特定领域占据支配地位，经过上级领导的同意，他决定以相当可观的价格购买一家比较小的出版社。该主管急于推行这一购买活动以确保出版社在市场中的重要地位，因此给手下施加压力，让他们在没有做好细致的准备之前就仓促上阵，他说道：“我们以后能清除那些细节。”

然而，他手下的快速行动忽略了一个不能被忽略的细节。数以千计的顾客订购了这家出版社的产品，出版社订单在握，这很好；帐单及时开出，这本文来自文秘之音网，在百度中可以直接搜索到文秘知音网站也很好。但是只有20%的客户支付了货款，不知是什么原因，有人忘记了检查货款回收率。这件事情不是被有意隐瞒的，而是被淹没在其它大量琐碎的财务细节中，这样，非但不能使整个战略产生预期效果，而且其造成的损失妨碍了出版社几年内的其它投资。

如果管理者认为宏图大略才是当务之急，那么此想法将会诱使他相信所有的细节不值得关注。但与此同时，也将有一大堆“小事”带来一连串麻烦，导致他的重大机会被破坏，直至化成泡影。

三、带领团队的能力

管理从来不是一个人的事情，富有发展潜质的中层管理者表现出团队取向的工作风格，他们乐于协同作战，在实际管理工作中，他们是“领头雁”，是足球场上的“灵魂人物”；他们善于营造一种团队协作、平等沟通的文化氛围；他们坚信1+l>2，善原创文秘网站:文秘知音于运用头脑风暴放大集体的智慧；他们以开放的心态欢迎批评、面对冲突，从来不放弃寻找最好的问题解决办法；他们彼此欣赏，鼓舞士气，关注团队成员的共同发展。

团队合作对中层管理者的最终成功起着举足轻重的作用。据统计，管理失败最主要的原因是中层管理者和同事、下级处不好关系。

某公司有两位刚从技术工作提升到技术管理职位的年轻管理者：A经理和B经理。

A经理觉得责任重大，技术进步日新月异，部门中又有许多技术问题没有解决，很有紧迫感，每天刻苦学习相关知识，钻研技术文件，加班加点解决技术问题。他认为，问题的关键在于他是否能向下属证明自己在技术方面是如何的出色。

B经理也认识技术的重要性和自己部门的不足，因此他花很多的时间向下属介绍自己的经验和知识；当他们遇到问题，他也帮忙一起解决，并积极地和相关部门联系和协调。

三个月后，A经理和B经理都非常好地解决了部门的技术问题，而且A经理似乎更突出。但半年后，A经理发现问题越来越多，自己越来越忙，但下属似乎并不满意，觉得很委屈。B经理却得到了下属的拥戴，部门士气高昂，以前的问题都解决了，还搞了一些新的发明。

对管理者而言，真正意义上的成功必然是团队的成功。脱离团队，去追求个人的成功，这样的成功即使得到了，往往也是变味的和苦涩的，长期是对公司有害的。因此，一个优秀的中层管理者决不是个人的勇猛直前、孤军深入，而是带领下属共同前进。

上面我就讲述了三个方面，执行力、影响力和培养他人的能力也非常重要。总之企业的中层管理必须具备以上的才能才能领到企业走向更大的成功。

第五篇：工程管理论文

论水利建设中有效管理与经济良性循环

摘要：水利工程是国家基础建设的核心部分，也是国家现代经济环境正常运行和人民生命财产安全的重要保证。而在我国当前的水利建设管理中，仍然存在着效率低下，经济发展进程单一的特点。本文通过分析水利工程管理的目标，分析良性循环条件下的水利建设有效措施，论述将水利建设新技术引用完成自动化管理做为有效管理的组成部分。从而解释了如何完成水利建设的有效管理，实现水利经济的良性循环这一重要课题。

关键词：水利建设有效管理良性循环

水利工程是我国国民经济的重要组成部分，在国家基础产业建设中备受重视。今年来各级地方政府修建了大批的水利水电工程项目，在水旱灾害的抵抗和人民生命财产的保护中起到了重要的作用。但由于管理意识的薄弱，形成了长期的重视建设、忽视管理的不良观念，导致很多水利工程及设备的过快老化、故障持续存在，从而严重影响了工程效益和经济效益的产出。因此，提高水利工程的有效管理，促进水利经济的良性循环是当前水利建设中重要的任务。

一、水利工程管理的目标水利工程管理是水利工程效益得到充分发挥的关键，也是水利工程支持国民经济的基础作用的重要保证。水利工程管理，直接决定了水利工程的效益产出，还能影响水利工程对人民生命财产安全的保障作用。所以，将已经建成使用的水利系统做为研究对象，以水利工程技术做为基础，融入现代管理科学的理论和方法做为手段，对于水利建设有着重要的积极作用。水利工程管理的目标是通过合理调度和使用水利资源，将水的危害转为对人民有利的资源，发挥水资源最大限度的综合效益；将观测检查为手段，了解水利建筑的工作状态，并对安全隐患采取密切的观察和及时的处理；将水利工程的修理和养护做为工作基础，使水利工程保持良好的工作状态；以有效管理模式提高水利建设的管理水平，将现代化的概念引入水利工程的管理工作。可以说，水利工程有效管理就是将水利工程的完整和安全做为保证目标，充分发挥水资源和水利工程的综合效益。

二、有效管理的措施在水利工程开发建设中，应当以开发利用水资源、周围环境保护和经济良性循环与社会整体发展的统一和协调做为目标，在水资源与自然生态系统的开发利用过程中，将保证社会发展和国民经济建设承载能力做为维持水资源良性开发的基础。将这一目标做为水利建设开发利用的起点，制定有效的水利建设项目的管理办法和措施，将自然生态系统的有效发展和良性循环做为保障的核心。运用系统的、科学的方法研究水资源的复合系统，以动态的、辩证的观点研究这个开放复合巨系统的变化规律。水资源的有效利用是水利建设有效管理的核心，也是基本目的。

因此，满足经济循环的良性要求条件下，要结合经验和先进的技术，完成水利建设管理的有效性提升。借鉴国际上水务管理的先进经验，根据我国国情、水情，建立符合社会主义市场经济规律的水务纵向一体化管理模式，建立城乡水源统筹规划，从供水、用水、排水，到节约用水、污水处理、污水处理再利用、水源保护的全过程管理体制，才能把水资源开发、利用、治理、配置、节约、保护有效地结合起来，实现水资源管理上的空间与时间的统一、质与量的统一、开发与治理的统一、节约与保护的统一，实现水资源的可持续利用，实现开发利用水资源与水环境的协调发展。

实施水务纵向一体化管理模式，在我国部分地区已取得了明显的成效。但是，应认识到水务纵向一体的管理模式在水资源的所有权管理上，实行的是一家管水，多家治水，合法经营，合理盈利，保障供给，促进发展。而水资源的占有权、处分权属国家授权的水行政主管部门，在其监督管理下，单位或个人均具有依据合法的使用权，从事经营供水、用水，合理排水和经营水处理、水处理再利用，以及治理和保护水环境的权利和义务。杜绝任何单位或个人，借用水务纵向一体化管理优势，对水务市场实行垄断，使社会用水和水环境陷入更不利的局面。

三、采用新技术实现水利建设的自动化管理通过计算机、网络、3S等技术的引用，能够完成水利建设的自动化管理，在提高效率的同时，实现水利管理的有效性目标。汁算机技术要在水利工程管理中得到了广泛地应用。无论一般的仪器仪表或自动化装置，还是复杂的控制系统，各种类型的计算机或计算机系统都起着上导或核心作用。在水利工程管理中，尤其是对于大中型水库灌区系统、枢纽工程，需要完成大量的数据采集、处理、存储、计算、图表输出、调度决策等工作，这些工作没有高水平的计算机应用技术和现代通信技术的支持是很难完成的。当代计算机技术和通信技术紧密结合的直接产物便是计算机网络。

计算机网络是一种地理上分散的多台独立工作的计算机系统通过通信电路相互连接起来的网络，在网络软件的支持下实现彼此之间数据通信和资源共享的系统。从应用的目的出发，计算机网络是以共享资源(软件、硬件和数据)为主要目标，通过某种通信介质并在通信协议的控制下实现独立计算机系统的互联。3S技术通常指地理信息系统(GIS)、全球定位系统(GPS)和遥测系统(RS)，在水利行业中有着广泛的应用。水利部提出了“以信息化带动水利现代化”的目标，而3S技术是信息化的重要基础，因此3S技术必将在水利现代化中起着至关重要的作用。

四、结束语我国的水利建设管理存在着很多问题，提高水利建设管理的有效性。因此，必须采用多种科学管理手段，加速水利建设管理的自动化进程，提升管理工作的效率，提高水利建设利用的工程效益和经济效益，使水利建设项目在经济和资源的良性循环过程中，为国民经济发展提供充足的动力和支持。

我国目前水利行业的经济管理现状和问题探讨

【摘 要】跟着水管体系体例改革的全面完成，事、企治理体系体例的彻底分开，本文就经济发展在单位经济治理中的作用，笔者予以浅析。

【枢纽词】经济治理；地位；作用；探讨

跟着我国社会主义市场经济向深层次的发展，市场竞争日益激烈，经济发展在单位发展中的地位和作用越来越凸起，它通过直接、间接的作用，极大地影响到单位的经济效益和市场竞争力。因此加强经济治理，是进步单位发展的有效途径。这就要求各项经济治理必需走向正规化、轨制化、法制化、程序化的轨道，全面加强经济治理，从而进步经济的整体效益。

1．经济治理的概念

经济治理就是处理在经济流动发生事前、事中、事后治理题目。按照资金运动规律，对资金的张罗、运用、回收和分配，进行科学的有效计划、组织与控制，并准确处理由此而引起的经济关系。

2．全面加强经济治理。充分施展经济治理机构职能作用

2．1切实加强领导，全面进步素质

领导正视和支持是搞好经济工作的枢纽。单位领导和经济治理职员都要充分熟悉经济治理的重要性．牢固树立经济效益观念、市场观念和治理观念，把经济工作进步到一个凸起的位置上来．进步到各级领导的议事议程。只有领导对经济工作正视．支持经济工作．单位的经济治理工作才能搞好。

经济治理职员要加强学习，进步自身素质。经济治理职员是经济治理的主体．其业务素质的高低，直接影响经济的效益。因此经济治理职员要当真学习《经济法》、《合同法》等各项法律，增强法纪观念，为领导当好顾问。

2．2狠抓轨制落实，严格轨制建设

建立规章轨制，完善监视机制。国家通过政治或经济手段对资产的来源渠道与资金的投放方向进行分配，都作了明确划定并制定了有关轨制和法规，一切出产经营者均应严格执行和遵守。对他的正当性作出判定。因此经济治理涉及面广，政策性强，敏捷度高，经济治理职员要全方位的考虑与协调，才能有效的控制出产经营流动，准确处理法规和出产经营之间的关系，对进步单位的经济效益起到保障作用。

2.3加强目标经济治理，严格控制本钱膨胀

事前经济效益目标估算是经济运行的重要内容，是规范和约束整个经济流动的依据，也是能否完成各项工作目标的基本保证。为更好的落实和完成总体工作目标，年初参照上出产情形、财务收支及本钱用度实际完成情况．对本的各项经济流动进行当真猜测，并根据自身实际财力，编制较为切合实际的经济发展目标，制定目标收入、目标本钱、目标利润。为了使预算得以顺利实施．按期或不按期的进行检查，发现题目及时纠正，保证经济治理工作的严厉性。经济治理的枢纽是本钱治理，本钱治理的有效的方法是目标本钱治理，所以，目标本钱治理在一个单位中至关重要，尽量压缩非正常开支的增长，是遏制本钱用度增长的有效因素。

2．4加强对企业各类资产的监视治理，有效地控制损失

一是加强对单位各类资产损失的监视。单位日常公道的、划定限额以内的资产损失，在健全审批手续的条件下，由单位自行处理；对超出权限的资产损失，必需由单位负责人签字后，报单位主管部分审批。单位不论自行处理仍是报请审批．都必需查明损失的程度。二是加强对外投资的监视；单位对外投资，要当真搞好可行性研究，并有职代会讨论决定。超过一定

规模的对外投资，需报上级主管部分批准。三是加强对单位经济担保的监视，对外单位任何担保，都必需报主管部分同意后方可实施。四是产权界定。产权界定不明确使国有资产得不到增值保值的效果，在经济治理上没能得到科学、有效的猜测和决议计划。

2．5加快经济发展，进步经济治理的地位

加强经济治理是为单位经济发展提供全面服务，一切出产经营流动，在商品货泉经济下，其终极目的均是取得最大经济效益。作为事业单位，长期以来在计划经济下．追求的是社会效益．无须考虑经济效益，因而经济治理也是机械性的．着重点是监视和执行。跟着社会主义市场经济体系体例的确定和完善．治黄体系体例也发生了根本性的转变，事、企分开，两种体系体例并存的运行机制，已在大河上下全面展开，治黄工作也从单纯追求社会效益向“以治黄保安全为中央，以经济建设为重点，全面推动治黄事业发展。”在此情况下，经济发展越来越受到人们的关心和正视经济治理地位的正视与否，表示着一个单位的经济发展如何。因此，经济治理在单位中具有举足轻重的地位是绝不夸张的。

2．6加强经济信息交流，进步科技含量

经济信息是企业穿针引线的作用，如何有效的利用好现代的经济信息，这就要依赖科技这一环。经济治理模式改变，对反映经济信息，不能及时的进行分析和运用．这就造成了机遇的失去。

一切经济治理都是为出产经营服务的，首先，要充分正视经济治理的“关键”作用，根据核算资料提供的经济信息，运用分析、评价的方法进行信息处理，及时地向决议计划阶层和出产经营第一线反馈，使经济信息的价值得到充分施展；为“维持黄河健康生命”做好后勤保障。