cgt的论文答辩

这几个字母可以组成caught，这个单词为catch的过去式和过去分词形式，意思是“抓到；赶上”

Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994). Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b).The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959): · Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment · Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives · Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions · Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise · Coordinating: interrelating the various parts of the work · Reporting: keeping those to whom you are responsible, including both staff and public, informed · Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesPlanningPlanning is the key management function of any extension worker. It is the process of determining in advance what should be accomplished, when, by whom, how, and at what cost. Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and productivity. Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their achievement. It involves choosing a course of action from available alternatives. Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Generally there are four major types of planning exercises: strategic, tactical, contingency, and managerial. Strategic planning involves determining organizational goals and how to achieve them. This usually occurs at the top management level. Tactical planning is concerned with implementing the strategic plans and involves middle and lower management. Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992). Managerial planning is usually considered as microlevel planning. It helps in combining resources to fulfil the overall objectives of the extension organization. A needs assessment may initiate a need for developing a plan. The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the organization. Its mission statement is a proclamation of its purpose or reason for being. After the philosophy and mission statements have been established, various goals and objectives are defined. Goals are usually general statements that project what is to be accomplished in the future. An objective is a concrete statement describing a specific action. Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be taken. Managers are related to policy formation in two ways. First, they play a crucial role in implementing organizational policies that have been established by higher management. Second, they create policies within their departments as guides for their own work groups. Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of action. Rules are used to provide final and definite instruction. Usually they are inflexible. Planning is designing the future, anticipating problems, and imagining success. In short, planning is essential for anyone who wants to survive. The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of planning. Everyone is a planner - a planner of meals, of work time, Of vacations, of families. Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective managers. Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political realities. Long-Range Planning Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the organization. It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in technology. Many extension workers may think that such management is beyond their level of authority, control, or involvement. They may feel that such management is the prerogative of the director, the deputy minister, or the president. However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be involved.

ahucgt这些字母可以组成单词“caught”。是catch的过去式及过去分词。

caught

音标：英 [kɔːt]、美 [kɔːt]

单词释义：

1、vt.  抓住，拿住，引起，赶上，吸引，感染，看见，被钩住。

2、vi.  锁住，着火，当接球手。

短语搭配：

1、be caught out：使某人处于措手不及的困境。

2、be caught in the act：当场抓住（或发现）某人做坏事。

单词造句：

1、I had to run like mad to catch the bus.

为了赶上公共汽车，我不得不拼命跑。

2、The film wasn't very intellectual, but it caught the mood of the times.

这部电影并不特别有智性，但它却抓住了时代的情绪。

3、He caught the Nigerian coming around the final curve and won going away.

他在最后一个弯道赶上了那个尼日利亚人后就胜券在握了。

组成单词caught，是动词catch的过去式和过去分词。

一、caught意思：v. 抓住，捕捉，赶上

二、读音：英 [kɔːt]，美 [kɔːt]

三、例句：

I caught him peeping at my paper.

他偷看我的论文时，我当场抓住了他。

四、词汇搭配：

1、be caught short <英俚>突然想上厕所...

2、be caught in a trap 坠入陷阱

3、caught the speaker s eye 在议会中获准发言...

扩展资料：

近义词：caudal

一、读音：英 ['kɔːdl]，美 ['kɔːdəl]

二、caudal意思：adj. 尾部的；近尾部的

三、词汇搭配：

1、caudal peduncle 尾柄

2、caudal region 尾部

3、caudal vein 臀脉

4、caudal appendage 尾突, 尾突(蜱)...

四、例句：

The ideal method of caudal anchorage is still unclear.

理想的尾端固定方法仍未明了。

第一个问题啊 好像是要等你读完硕士后再实习两年吧！第二个 CGT只能拿到一个学位证第三 不太清楚第四个 考取后也不一定能拿到 主要是看你选择的老师了！有的导师很好说话，他可以帮你做毕业的！第五 一般是在你报考的学习授课！大多是周末两天。我也是想报考的，这个只是我最近了解或者说是理解的！

免试入学的是5月同等学力申硕在职研究生，大专就可以报读学习，但是申硕要求学士学位证满3年。经过5月申硕的国考。属于先学后考，宽进严出类型的。

如果不能报考的，那就上自主招生的。山东大学软件工程硕士属于自主招生，一、专业方向软件工程、电子政务、电子商务、数字媒体技术与艺术、集成电路设计与工程、通信工程、嵌入式系统、制造业信息化等，二，报名条件1．获得国民教育系列大学本科学士学位的的在职人员，年龄专业不限。2．全日制应届毕业生（毕业时能获得学历、学位证书）。三、录取方式根据国家示范性软件学院政策，不用参加全国统考，只须通过山东大学自行组织命题、考试，根据考生入学考试成绩及面试成绩择优录取。

任何研究生学位都需要考试的，只是考试是在入学前还是入学后的问题，1月统考的是全日制硕士，不是在职的。

China’s accession into the WTO has triggered extensive discussions on the part of macroeconomists, both domestic and international, concerning China’s macroeconomic performance in the future. As a would-be senior enterprise manager, I have also been gravely concerned about the possible impacts that this historical event would produce on enterprise management. During my prospective studies at NYU, I plan to work on an individual project which will be entitled Designing the Optimum Management Mode for China’s Medium- and Small-Sized Enterprises After China’s Accession into the WTO. In China, the medium- and small-sized enterprises have been playing an increasingly important role in the country’s whole economy. Yet, the management of those enterprises is far from being effective. They cannot make effective use of their resources to realize their potential profits, or they have failed to properly estimate their long-term profit-making capacity. Their survival seems to be ensured when only faced with domestic competition because their competitors are equally incompetent in their management. However, their competitors after China’s entry into WTO are those international enterprises with professional management expertise. If those Chinese enterprises cannot fully utilize their resources or make strategic adjustments, their existence and profit-making ability would be seriously jeopardized. The objective of my project is to evolve a system of optimum management mode, together with its methodology and concepts, which fits the special characteristics of Chinese enterprises. In addition, I will propose some specific feasibility models. The research findings of this project would provide valuable information for those enterprises to help them achieve that they actually deserve by means of effective management.My project will proceed in this way. First, as China’s current economic system is rather unique in the entire world, a system that combines free market system with the so-called socialist system, I will conduct an analysis of both the macro and the micro economic circumstances of those enterprises. The research may lead to the following results, that the optimum management mode of China’s enterprises might differ fundamentally from that of their foreign counterparts in terms of its form of expression, although the purpose of designing the management mode is essentially the same --- the realization of profits. At the same time, I will endeavor to know the existing conditions of management in those enterprises and discover the inherent problems in their management and their potential resources. It is precisely those potential resources that are their potential profit margins. The aim of doing so is to compare and contrast the management in those enterprises with that of excellent enterprises. Those procedures will be completed before I leave China to pursue studies at your university. At least I will have to collect all the necessary materials before I proceed onto further studies during my program at your university.In the second stage of my project, I will attempt at a study of all the requisite elements that characterize optimum management mode as described by management theories. I will try to trace the process how these elements evolved and their present form of expression by studying the management cases of successful international enterprises. This step will be crucial as what I discover will be the most precious experience for Chinese enterprises. As for the choice of the cases, I will concentrate on those foreign enterprises that are analogous to their Chinese counterparts both in the scale and in the nature of business operation. Based on my understanding of the existing condition of Chinese medium- and small-sized enterprises, I will lay emphasis on the construction of corporate culture and the design of management strategies.All successful international enterprises have their correspondingly excellent corporate cultures which serve as the foundation for their constant creation of ever-increasing profits, sustained growth, and triumphs over their competitors. Most enterprise administrators in China are inheritors of the conventional mentality of the planned economy who absolutely fail in the cultivation of their corporate cultures. The successful cultivation of corporate culture requires the top management to be equipped with knowledge in administration science, psychology, organizational behavior and in other sciences, a process which demands tremendous creativity. To complete this project satisfactorily, I need to immerse myself in the coursework that your university will offer me. I also need to summarize the characteristics of corporate culture that many successful international enterprises share and the process whereby the successful corporate cultures developed. Those characteristics can be important lessons that Chinese enterprises can assimilate because China’s membership in the WTO forces its enterprises to be confronted with the similar business environment to that faced by their foreign counterparts long operating under the market economy system. Meanwhile, by combining my research findings with the actual circumstances of the Chinese enterprises, I can come up with some creative ideas as to the proper mode of corporate culture development in keeping with the characteristics of those enterprises. Moreover, the design of management strategies is something that Chinese enterprises lack. For Chinese enterprises that switch from a relatively self-enclosed market to the liberal international market, it is necessary to effect a transformation in their management strategies and this transformation will be vital for the successful transition from domestic to international markets. In terms of research methodology, I will adopt those approaches similar to those for my studies on the corporate culture.I believe that this envisioned project will contribute importantly to the enterprise management of China and it will be much more fruitful if I can secure assistance from the seasoned faculty members of your prestigious university.