個(gè)人工作總結(jié)英文版_3246

1、個(gè)人工作總結(jié)英文版本文是個(gè)人工作總結(jié)英文版范文，總結(jié)是對(duì)前段社會(huì)實(shí)踐活動(dòng)進(jìn)行全面回顧、檢查的文種，這決定了總結(jié)有很強(qiáng)的客觀性特征。它是以自身的實(shí)踐活動(dòng)為依據(jù)的，所列舉的事例和數(shù)據(jù)都必須完全可靠，確鑿無(wú)誤，任何夸大、縮小、隨意杜撰、歪曲事實(shí)的做法都會(huì)使總結(jié)失去應(yīng)有的價(jià)值。讓我們通過(guò)以下的文章來(lái)了解。個(gè)人工作總結(jié)英文版范文DELL to work for nearly ayear. Also learned a lot of knowledge and technology. The most important is to learn the job and working attitude.b

2、eginning to DELL. Is a very strange environmentfor anything. Don't know. It's also met so many questions. For me, the best way is to put the record TROUBLESHOOTING. Every time a new problems that are organized into their notes or document that appear similar problems can quickly after the so

3、lution.customers coming. TT I would first send mail to inform customer if I were to restart type or shutdownwould first and customers confirmation DOWNTIME. To solve the problem. If the problem is I will notify tothe OWNER problem. When there is progress of SERVER toBUILD. Found a veryefficientway i

4、stosupportthe DHCP.Premise. VisitALTRIS SERVERintheSERVERlistALTRISDRAC through ISO files. Connect to ISO and then BUILDdo in the local computer by REMOTE control DRAC openagain.ARTIRS SERVEReffectisstartingto ISO files.ALTRIS SERVER must correspond to the local LAB or DC)such as dalian and xiamen c

5、orresponding XMN2MAX01 islocalcomputerisopen andREMOTEcontroloperatedinterface. Reduced pressure ARTIRS SERVER. Don't needARTIRS in the SERVERremotelyoperatedfor fourSERVERstartup.Is no problem. I tested.Plus,ifnetworkAUDITand CONFIGwithoutproblems or hardware.Withinone dayafter can be successfu

6、lly completed 8 sets the REMOTESERVER BUILD.thereisa problem.The methodstosolvetheproblems actuallytherewillbe many. But onlyone bestway. When problems arise when the work under simpleanalysisprocess.Make aclear,andefficiencyofworking process is very important. But must be good atsumming up. Many SE

7、RVERbroken, for example, memory and disk after such a motherboard hardware problems. Under normal circumstances should be to apply for to buy newagain, but can be found in the SERVERthese home before the SERVER can provide the corresponding hardware REPLACE (premise is to REPLACE the hardware specif

8、ications must match.) this is neither can solveproblems can also reduce unnecessary costs. Dalian on the SERVER is so many home in the SERVER drop again.faced with a new problem didn't know how to solve. Absolutely not relying on their ideas or experience to do. To understand must consult the ex

9、pert predecessors.Only in this way can we know what to do, why do, what to do good to others. When will consult the euphemism polite people not to ask.this year. Do yourself. Research job is LINUXoperating system and the VMWARE has been my pursuit ofthe path and ideals.Ifthereis a chance forDELL. Wi

10、llIT do in a proficient LINUX VMWARE senior engineer.didn't finish all the training. I'll the training must be on hand. If no matter pick out some additional trainingtryto attendthe job.I'llandcareerdevelopment to help me to attend.Finally DELL. Thank you very much for me to let mein goo

11、d chance landings study and work here. Thank youforthe recognitionand KENNIEme at work allthe peoplewho helpedme.I'llworkhardertomake theirowncontribution to DELL.個(gè)人工作總結(jié)英文版范文Up and down the chain ofcommand, year-end performancereviews fillpeoplewithdread or with resentment,and veryrarelywithjoy.

12、Boththe giversand thereceiversspend a lotoftimeon thereviews,yettheygenerallysee themasanemptyexercise.AfteralltheproceduralT s arecrossedandthe I s dotted, it takes people skills to get a realreturnoninvestmentfromthisimportant,labor-intensiveprocess.Leadersneed tosetan exampleby turning a ritual i

13、nto a productive effort.This column addresses giving a review. In a subsequent article I ll tackle how to get the most out of receiving a review. Both articles aim to challengeyou to shift your focus to the emotional experience on both sides of the table, and to increase the paybackfrom year-end rev

14、iews by developing some key psychological skills.The organizational barriers to having productiveyear-end reviews canbe formidable.Thetightlinkbetween reviews and compensation discourages opennessand honesty. Managers at all levels may think as muchabout their organization s needs as about individua

15、lperformance whentheydo thereviews.Forexample,interdepartmentalrivalriescan forceakindofuniformity on your reviews as you try to do the bestyou can for your people in terms of compensation. Ifyour organization sculturediscouragesopenandhonest feedback ("we don t do warm and fuzzy"), youmay

16、 feel constrained to justfocus on the numbers.Anything else might make you feel like an outlier andmake your direct report feel singled out and anxious.But even in an unfavorable organizational environment there are things you can control to get more from the process. By better understanding the exp

17、erience on a gut emotional level and working on some key psychological skills, you can create a more useful experience and become a better leader in the process.Ideally,theyear-endreviewisall abouttheemployee sdevelopment.Asa leadercommittedtooptimal performance, you understand the importance ofthe

18、fit between an employee s skills, talents, andcareer goals and his or her organizational role. Whenyou know how best to connect the arc of individualdevelopment with the direction of your organization,you form a partnership for growth with the employee.This partnershipdependsoncandidfeedbackontheind

19、ividual sperformance,youridentificationofpersonalandorganizationalbarrierstobetterperformanceandyour ongoingavailabilitytohelpremove those barriers.Managerscommonly getderailedfromthedevelopmental focus in year-end reviews by their ownpersonalpsychologicalchallenges.Ithappens inways:idealthese-Confl

20、ict avoidance: A fear of conflict can leadyoutoavoiddifficult-andmeaningful-performancediscussionswithsubordinates.Thatfearofconflictcanarisedeep-seatedpersonalissues,alackofskillsmanaging conflict or both.alsoyourfromfor-Need for approval: A strong need for approvaloftengoeshandinhandwithconflictav

21、oidance.Managersapproachtheirrolesasavehicleforacceptance and admiration more often than is commonlyacknowledged.Ifyouseekaffirmationfromyouremployees, even unconsciously, you may be sacrificinglonger-term development and performance in favor of short-term comfort and acceptance. At the same time, y

22、our inability to put your own needs aside makes itdifficult to earn subordinates trust and respect.-Mistrust: Your overall mistrust of people andtheir motives may make you think that employees dont want to hear corrective feedback, cant take it inand won t use it constructively. If you have a high l

23、evel of mistrust, you may be convinced that people in general are incapable of changing, are motivated by fear and learn only by being punished.-Lackofself-awareness:Aninabilitytoacknowledgeyourown motives and goals forthe year-endreviewcanmean mixed messages foryouremployees,sabotaging the process.

24、 For example, by denying yourown negative feelings toward a subordinate, you mayforcethereviewintoa developmentalframework thats frustratingforbothyou and the employee,who reallyneeds to be managed out of the organization. At theotherextreme,youcouldbe hijackedbyyourownfeelingsofdisappointmentor env

25、y and end up attackingan employee.Work on the following core psychological skills and you will increase the benefit you and your employeesget from the reviews you must give this year:-Empathy:Itakeempathy tomean anaccurateunderstandingofanother semotionalexperience.Empathy towardyouremployeesstartsw

26、ithyourreviewing your own experiences receiving feedback. Italways pays to be able to put yourself in the otherperson s shoes. Be guided by an understanding thatpeople generally overestimate their own performance.We humansarehard-wiredtomaintainapositiveself-image, and we tend to reject painful crit

27、icism.Your empathy increases when you deliberately seek tograsp what motivatespeople,what career goalsaremostimportant to them, what kind of standards they set forthemselvesand how theyreactto notlivingup tothosestandards.Empathy willenableyou to crafteach reviewmessage in a way that motivates each

28、person to grow.-Trustworthiness:reviewis dead on arrival.Without trust, The effectivethereviewyear-enddependson trust;itisalsoa primeopportunityto buildtrust.Work on yourtrustworthinessto make the reviewprocessmore productiveforallconcerned.Do you consistentlyhave your employees best interests in mi

29、nd? Do youfollowthroughon yourcommitmentstofacilitatetheirdevelopment? Will you act in ways that go beyond yourself-interest? Taketime to look in themirror andconsider whether others see you as trustworthy.-Self-knowledge: It isn t easy to keep your ownpersonallikesanddislikesoutofyour objectiveassessment of someone else s work, achievements orfailures.Youneedto bescrupulouslyhonestwithyourself,confrontingyourownneeds,motivesandbiases whenever you approach your employees. Take thetime toreflectonyouro