厦门成人商务英语培训机构哪家好-美联商务英语课程简介
适合人群：希望升职加薪，对职场英语、商务英语感兴趣的人士
免费试听：有
适合年龄段：20岁及以上
上课时间：随时
每次课时长：1小时
总课时数：短期按月，长期按年
上课人数：小班/一对一/多人
学习目标：提升精英人士用商务英语表达的能力和沟通效率
美联英语机构介绍
美联国际教育集团，前身为美联英语，创立于2006年，2016年品牌全新升级，成为跨境教育品牌，分别于深圳、北京、洛杉矶设立总部，线上线下双平台，旗下子品牌包括：美联英语、美联出国考试、美联留学、美联国际高中、立刻说（线上平台，涵盖成人英语、青少英语、出国考试及行业英语四大产品）。
如今，美联拥有100多家教学中心，全球团队达3000余人，其中教学、研发团队近千人，立志整合海内外教学资源，让中国中产人群与家庭** 的学习，能快速有效地提高英语口语、思维表达能力和出国考试成绩；让学生在中国也能接受原汁原味的英美高中教育；更帮助有志留学人士进入心仪的海外学府。美联致力于让每个美好梦想都能实现，使更多中国面孔成为世界的中坚力量。
美联英语课程授课方式
美联商务英语小班课
Private Course
人数：1-4人
教学重点：关注商务英语学员的语音、发音、用词等
教学目标：巩固和掌握英语词汇和表达，为说出一口流利的商务英语打下良好的基础
美联商务英语沙龙课
Activity Course
人数：1-10人
教学重点：
1、关注语言的流利度
2、以问答、讨论、辩论及角色扮演为主要形式
教学目标： 1、培养学员的英语思维和英文交流能力
2、拓展学员的英语应用场景和表达能力
3、实战演练商务英语在职场中的运用
美联商务英语精选课
Selective Course
人数：不限
教学重点： 技能类：听力、发音、语法、词汇课等
兴趣类：音乐课、电影课等
教学目标： 解决商务英语学员的个性化需求
1、满足学员兴趣所在的主题
2、帮助学员查缺补漏
美联商务英语I Show课
人数：不限
教学重点： 设计好的游戏、小组讨论、角色
扮演等活动任务教学
教学目标：让每个学员充分练习用商务英语表达的能力
联系我们
更多“厦门成人商务英语培训机构哪家好”相关信息咨询请电话18350298856，我们竭诚为您服务！
厦门成人商务英语培训机构哪家好-使用教材
根据不同级别水平配备专属教材
教材课题与内容注重实用性，即学即用
采取大量角色扮演和模拟游戏
与外研社联合出版
厦门成人商务英语培训机构哪家好-美联商务英语费用
厦门成人商务英语培训机构哪家好-美联英语课程试听
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厦门成人商务英语培训机构哪家好-美联商务英语校区地址
厦门美联英语金榜中心校区
地址：地址：厦门市思明区厦禾路879号美新广场
咨询电话：18350298856
厦门联英语万达中心校区
地址：厦门市湖里万达广场一楼必胜客对面
咨询电话：18350298856
厦门美联英语万达通用教学点
地址：厦门市湖里区仙岳路4672号
咨询电话：18350298856
联系我们
更多“厦门成人商务英语培训机构哪家好”相关信息咨询请电话18350298856，我们竭诚为您服务！
厦门成人商务英语培训机构哪家好-美联商务英语上课环境
美联英语上课环境1
美联英语上课环境2
美联英语上课环境3
美联英语上课环境4
商务英语小练习
BEC高级：阅读部分完整样题（模拟题）
Reading 1 hour
PART ONE
Questions 1 - 8
Look at the sentences below and at the five extracts from a book about staff appraisals and feedback on the opposite page .
Which new item (A, B, C ,D or E) dose each statement 1 - 8 refer to ?
For each statement 1 - 8 , make one letter(A, B, C ,D or E) on your Answer Sheet . You will need to use some of these letters more than once .
1 Genuine feedback would release resources to be used elsewhere.
2 Managers are expected to enable their staff to work effectively.
3 Experts are unlikely to facilitate a move to genuine feedback.
4 There are benefits when methods of evaluating performance have been negotiated.
5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and their line managers.
6 The idea that employees are responsible for what they do seems reasonable.
7 Despite experts' assertion, management structures prevent genuine feedback
8 An increasing amount of effort is being dedicated to the appraisal process.
A
Performance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because performance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates.
B
The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better.
C
Within the production system at the car manufacturer Toyota, there is nothing that is recognizable as performance appraisal. Every operation in the system has an associated measure. The measure has been worked out between the operators and their manager. In every case, the measure is related to the purpose of the work. That measure is the basis of feedback to the manager and worker alike. Toyota's basic idea is expressed in the axiom "bad news first" . Both managers and workers are psychologically safe in the knowledge that it is the system- not the worker -that is the primary influence on performance. It is management's responsibility to ensure that the workers operate in a system that facilitates their performance.
D
In many companies , performance appraisal springs from misguided as assumptions. To judge achievement, managers use date about each worker's activity, not an evaluation of the process or system's achievement of purpose. The result is that performance appraisal involves managers' judgement overruling their staff's, ignoring the true influences on performance. Thus the appraisal experience becomes a question of pleasing the boss, particularly in meetings, which is psychologically unsafe and socially driven, determining who is "in" and who is " out".
E
When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business. No time will be wasted in appraisal . This requires a fundamental shift in the way we think about the organization of performance appraisals, which almost certainly will not be forthcoming from the human resources profession.
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