还剩5页未读,继续阅读
文本内容:
个人工作总结英文版个人工作总结英文版本文是个人工作总结英文版范文,总结是对前段社会实践活动进行全面回顾、检查的文种,这打算了总结有很强的客观性特征它是以自身的实践活动为依据的,所列举的事例和数据都必需完全牢靠,确凿无误,任何夸大、缩小、随便杜撰、歪曲事实的做法都会使总结失去应有的价值让我们通过以下的文章来了解个人工作总结英文版范文DELL towork fornearly ayear.Also learneda lotof knowledgeandtechnology.The mostimportant is to learnthe joband workingattitude.
1.When beginningto DELL.Is avery strangeenvironment foranything.Dont know.Its alsomet so many questions.For me,the bestway isto put therecord TROUBLESHOOTING.Every timea new problemsthat areorganized into their notesor documentthat appearsimilarproblems canquickly afterthe solution.
2.When customerscoming.TT Iwould firstsend mailto informcustomerif Iwere torestart typeor shutdownwould firstand customersconfirmationDOWNTIME.To solvethe problem.If theproblem isI willnotifytotheOWNER problem.When thereis progressof SERVERto BUILD.Found avery efficientwayisto supportthe DHCP.Premise.Visit ALTRISSERVERin the SERVER listALTRIS DRAGthrough ISO files.Connect toISOand thenBUILD do in the local computerby REMOTEcontrol DRAGopenagain.I.e.ARTIRS SERVEReffect isstarting toISOfiles.ALTRIS SERVERmustcorrespond tothelocalLAB orDC suchas dalianand xiamencorrespondingXMN2MAX01is localcomputer isopen andREMOTE controloperatedinterface.Reduced pressureART IRS SERVER.Dont needARTIRSin theSERVER remotelyoperated forfour SERVERstartup.Is noproblem.I tested.Plus,if networkAUDIT andCONFIG withoutproblems orhardware.Within oneday aftercan besuccessfully completed8sets theREMOTESERVER BUILD.
3.When thereis aproblem.The methodsto solvethe problemsactuallythere willbe many.But onlyone bestway.When problemsarisewhen thework undersimple analysisprocess.Make aclear,andefficiency ofworking processis veryimportant.But mustbe goodatsumming up.Many SERVERbroken,for example,memory anddisk aftersucha motherboardhardware problems.Under normalcircumstances shouldbeto applyfor tobuy newagain,but canbe foundin theSERVER thesehomebefore theSERVER canprovide thecorresponding hardwareREPLACEpremise isto REPLACEthe hardwarespecifications mustmatch.thisis neithercan solveproblems canalso reduceunnecessary costs.Dalianon theSERVER issomanyhome in theSERVERdrop again.
4.When facedwith anewproblemdidnt knowhow tosolve.Absolutelynot relyingon theirideas orexperience todo.To understandmustconsult theexpert predecessors.Only inthis waycan weknow what todo,why do,whattodo goodto others.When willconsult theeuphemismpolite peoplenot toask.
5.In this year.Do yourself.Research jobis LINUXoperatingsystem and the VMWAREhas beenmy pursuitof thepath andideals.If thereis achance forDELL.Will ITdoina proficientLINUXVMWARE seniorengineer.
6.I didntfinish allthe training.Ill try to attendthe trainingmustbe onhand.If nomatter thejob.Ill pickout someadditionaltraining and career developmentto helpme toattend.Finally DELL.Thank youvery muchfor meto letme ingood chancelandingsstudy andwork here.Thank youfor therecognition andKENNIEme atwork allthe peoplewho helpedme.Ill workharder tomake theirowncontribution toDELL.个人工作总结英文版范文Up anddown thechain ofcommand,year-end performancereviews fillpeoplewith dreador withresentment,and veryrarely withjoy.Boththe giversandthereceivers spenda lotof timeon the reviews,yetthey generallysee themas anempty exercise.After allthe proceduralTs arecrossed andthe Is dotted,it takespeople skillsto getareal returnon investmentfrom thisimportant,labor-intensiveprocess.Leaders needto setan exampleby turninga ritualinto aproductiveeffort.This columnaddresses givinga review.In asubsequent articleI11tackle howto get the mostout ofreceiving areview.Both articlesaimto challengeyou toshift yourfocus tothe emotional experienceon bothsides of the table,and to increase thepayback fromyear-endreviews bydeveloping somekey psychologicalskills.The organizationalbarriers tohaving productiveyear-end reviewscanbe formidable.The tightlink betweenreviews andcompensationdiscourages opennessand honesty.Managers atall levelsmay thinkasmuch about their organization^s needsas aboutindividual performancewhenthey do the reviews.For example,interdepartmental rivalriescanforce akind ofuniformity on your reviewsas youtrytodothebestyou canfor yourpeople interms ofcompensation.If your organizations culturediscourages openand honestfeedback wedon tdo warmandfuzzy,you mayfeel constrainedto justfocus onthe numbers.Anythingelse mightmake youfeel likean outlierand make your directreportfeel singledout andanxious.But evenin anunfavorable organizationalenvironment therearethings you can controlto getmore from the process.By betterunderstandingthe experienceon agut emotionallevel andworking onsomekey psychologicalskills,youcancreate amore usefulexperienceand becomea betterleader in the process.Ideally,the year-end reviewis allabouttheemployee,sdevelopment.As aleader committedto optimalperformance,youunderstand theimportance ofthe fitbetween an employee sskills,talents,andcareergoals andhis or her organizationalrole.When youknowhow bestto connectthe arcof individualdevelopment withthedirection of yourorganization,you forma partnershipfor growthwiththe employee.This partnershipdepends oncandid feedbackon theindividuals performance,your identificationof personalandorganizational barriers to betterperformance andyour ongoingavailabilityto helpremove thosebarriers.Managers commonlyget derailedfromtheideal developmentalfocusin year-end reviewsby theirown personalpsychological challenges.It happensin theseways:--Conflict avoidance:A fearof conflictcan leadyou toavoiddifficult--and alsomeaningful--performance discussionswith yoursubordinates.That fearof conflictcan arisefrom deep-seated personalissues,a lackof skillsfor managingconflict orboth.Need forapproval:A strongneed forapproval oftengoes hand一-in handwith conflictavoidance.Managers approachtheir rolesas avehiclefor acceptanceand admirationmore oftenthan iscommonlyacknowledged.If youseek affirmationfrom your employees,evenunconsciously,you maybe sacrificinglonger-term developmentandperformance infavor ofshort-term comfortand acceptance.At thesametime,your inabilitytoputyour own needs asidemakes itdifficultto earnsubordinates trustand respect.Mistrust:Your overallmistrust ofpeople andtheir motivesmay一一makeyouthink thatemployees dont want to hearcorrective feedback,can ttake itin andwon tuse itconstructively.If youhave ahighlevel ofmistrust,you maybe convincedthat peoplein generalareincapable ofchanging,are motivatedby fearand learnonly bybeingpunished.Lack ofself-awareness:An inabilityto acknowledgeyour own一motives andgoals forthe year-end reviewcan meanmixed messagesforyour employees,sabotaging the process.For example,by denyingyourown negativefeelings towarda subordinate,you mayforce thereviewinto adevelopmental frameworkthat sfrustrating forboth you andthe employee,who reallyneeds to be managedout ofthe organization.At theother extreme,you couldbe hijackedby your own feelingsofdisappointment orenvy andend upattacking anemployee.Work onthe followingcore psychologicalskills andyou willincreasethe benefityouandyour employeesget fromthereviewsyoumust givethisyear:Empathy:I takeempathy tomean anaccurate understanding of一-another semotionalexperience.Empathy towardyouremployeesstartswith yourreviewing your own experiencesreceiving feedback.It alwayspaysto beable toput yourselfintheother person,s shoes.Be guidedbyan understandingthat peoplegenerally overestimatetheir ownperformance.We humansare hard-wired tomaintain apositive self-image,and wetend toreject painfulcriticism.Your empathyincreases whenyoudeliberately seekto graspwhat motivatespeople,what careergoalsare mostimportant tothem,what kindof standardsthey setforthemselves andhow theyreact tonot livingup tothose standards.Empathy willenable you to crafteach reviewmessage ina waythatmotivates each person togrow.Trustworthiness:Without trust,the year-end reviewis deadon一一arrival.The effectivereview dependson trust;it is also aprimeopportunity tobuild trust.Work onyourtrustworthiness tomake thereview processmore productivefor allconcerned.Do youconsistently haveyour employeesbestinterests inmindDo youfollow throughonyourcommitments tofacilitate theirdevelopmentWill youact inways thatgo beyondyour self-interestTake time to lookinthemirror andconsider whetherothers seeyouas trustworthy.--Self-knowledge:It isnt easyto keepyourownpersonal likesanddislikes outofyourobjective assessmentof someoneelse swork,achievements orfailures.You needtobescrupulously honestwithyourself,confronting yourownneeds,motives andbiases wheneveryouapproach youremployees.Take thetimetoreflect onyourownexperiencereceiving reviewsto guideyoutoa betterunderstandingofyourstrengths andweaknesses intheprocess.When youhave strongpersonalfeelings aboutanemployee,you maywanttoconsult trustedcolleaguesto geta differentperspective.Going atthe year-end performancereview ritualwith afreshpsychological perspectiveisaquick waytoincreaseyour paybackfromall thehours youwill spendwriting,reviewing anddeliveringimportant information.This year,acknowledge thestrong emotionsreviewselicit inyou,as thegiver,and ineachpersonwho receivestheformal feedback.Develop yourown empathy,trustworthiness andself-knowledge toenable yourselfto strikea betterbalance betweentheevaluative anddevelopmental aspectsofthereview.Your skillinlaying outa pathfor betterperformance,identifying theemployees corebarrierstoachieving hisorherperformance goalsand providingongoingassistance willenable youto bothgetthemost fromyear-endreviews andgrow asan authenticleader.文档内容到此结束,欢迎大家下载、修改、丰富并分享给更多有需要的人。