warm_-up_经典10个
Warm-up ：
1、One two three four
one two three four ,clap your hands (1 2 3 4，拍拍手)
two two three four,stomp your feet（2 2 3 4 ，跺跺脚）
three two three four,nod your head,（3 2 3 4 ，点点头）
four two three four,hands on knees.（4 2 3 4 ，小手放到膝盖上）
2、Let’s count
one two ,tie your shoe （伸出手指数数，作系鞋带状）
Three four ,touch the floor（伸出手指，蹲下摸地面）
Five six ,stir and mix （伸出另一只手数数，作搅拌状）
Nine ten ,count again （双手反过来再数一遍）
One two three four five six seven eight nine ten (一只手指，一只手指的再数一遍) 3、Clap stomp snap bump
clap clap clap （拍拍手）
Stomp stomp stomp （跺跺脚）
Snap snap snap （打响指）
Bump bump bump (打击膝盖)
4、Shake your body（1）
shake your shoulders,shua shua shua (上下抖动肩膀)
Shake your hands ,clap clap clap （甩甩手，拍三下）
Shake your hip ,pia pia pia （扭扭屁股，打三下）
Shake your feet ,dong dong dong （抖抖脚，跺三下）
5.Shake your body（2）
Shake shake up (胳膊和手全部向上摇摆)
Shake shake down （胳膊和手全部向下摇摆）
Shake shake shake shake （摇一摇，摇一摇）
Let’s turn around （转一圈）
Shake shake up (胳膊和手全部向上摇摆)
Shake shake down （胳膊和手全部向下摇摆）
Shake shake shake shake （摇一摇，摇一摇）
Let’s sing a song （做出唱歌的样子）
6、Finger play
one finger ,one finger ,turn turn turn ,turn to a toothbrush ,shua shua shua
(两只手各出示一只手指，变成一个牙刷的样子，在嘴边上下刷动)
Two finger, two finger ,turn turn turn ,turn to a rabbit ,jump jump jump
（两只手各出示两只手指，转一下，变成一个兔子的样子，上下跳）
Three finger ,three finger,turn turn turn ,turn to a fork ,cha cha cha
（两只手各出示三只手指，转一下，变成一个叉子的样子，上下叉动）
Four finger ,four finger ,turn turn turn ,turn to a cat ,meow meow meow
（两只手各出示四只手指，转一下，变成一个猫的样子，在嘴边划动）
Five finger ,five finger ,turn turn turn ,turn to a tiger ,aw aw aw
（两只手各出示五只手指，转一下，变成一个老虎的样子，两只手举起来假装扑向孩子）7、Hello
Hello ,hello ,how are you (左摆手，右摆手，双手头上打开)
Fine ,fine,thank thank you （依次伸左右大拇指，拱手感谢）
Hello ,hello ,how are you (左摆手，右摆手，双手头上打开)
No no ,just so so （双手胸前摆手后体前交叉低头摇晃身体做不好意思状）8、Oh rabbit
Oh rabbit ,oh rabbit （双手做兔耳朵学兔跳两下）
red red eyes （双手OK眼前晃三下）
Oh shua ,oh shua ,oh shua shua shua (双手向前开合五次)
Oh rabbit ,oh rabbit （同上）
long long ears （双手兔耳朵往上伸三次）
Oh wu ,oh wu ,oh wu wu wu （左右手交换做聆听状）
Oh rabbit ,oh rabbit（同上）
Short short tail （右手放臀后）
Oh pia, oh pia, oh pia pia pia（轻拍屁股五下）
9、Wolf
Knock konck knock （敲门三下）
Who is it （手放耳边听）
It’s mummy （捏鼻子装妈妈的声音）
Open the door （双手打开门）
Come in please （招手）
Oh ,no （双手胸前摆手）
Big bad wolf （打狼）
Go out （双手推狼出去）
Big bad wolf (打狼)
10、daddy mummy (曲调同‘对面的女还看过来’)
Daddy mummy ,look at me （(左摆手，右摆手，双手OK眼前晃一下) Look at me ,good baby （双手OK眼前晃一下，依次伸左右手大拇指）Daddy mummy look at me （同上）
Clap your hands, follow me （拍手，指自己）
11、follow me
Follow follow follow me (双手从左往右拍手四下)
Hands up ,hands down （双手头上举晃腕，向下晃腕）
Follow follow follow me (双手从左往右拍手四下)
Stand up sit down （起立，坐下）
Follow follow follow me (双手从左往右拍手四下)
Let’s turn around （转一圈）
Follow follow follow me (双手从左往右拍手四下)
Let’s sing a song （手拿话筒做唱歌状）
Oh lei ,oh lei ,oh lei （双手头上晃两下）
Go go go （左手叉腰，右手握拳上举三次，同时跺脚三下）
12、one two three four five
Point up point down (双手食指上指，下指)
Show me one （双手半握拳胸前绕动后出示1）
Jump up jump down （学兔上下跳）
Show me two （双手半握拳胸前绕动后出示2）
Look up look down （双手OK在眼前上下看）
Show me three（双手半握拳胸前绕动后出示3）
Stand up sit down （起立坐下）
Show me four （双手半握拳胸前绕动后出示4）
Hands up hands down （双手上举放下）
Show me five （双手半握拳胸前绕动后出示5）
One two three four five （依次出手指表示1、2、3、4、5后砍头）13、up and down
Up up touch your head （单手依次上举然后摸头）
Down down touch your toes （单手依次向下摸脚）
Up and down （双手齐上下）
Touch your hips （摸屁股）
Turn around （转一圈）
Touch the ground （摸地）
Yeah ! （双手上举欢呼）
14、come on
Come on ,come on （单手依次招手）
Join me join me （单手依次半握拳于胸前）
Let’s play a ball（左手拍球状）
Let’s play a ball （右手拍球状）
Ok ? ok ?（双手OK晃）
Yeah ! yeah ! yeah !（双手上举欢呼）
15、Nod your head
Nod your head ,yes yes yes （点三下头）
Shake your head , no no no （摇头）
Raise youe hand ,one two three （举右手伸手指示1、2、3）
Put down your hand, one two three（放下右手伸手指示1、2、3）
Look at me ,look at him ,chua chua chua （双手OK指自己，指任一男小朋友，前伸手三下）Look at her ,chua chua chua （指任一女小朋友）
Clap your hands pia pia pia （拍手三下）
Very good ,ha ha ha （双手胸前绕圈，放嘴边大笑）
Two big eyes chua chua chua （双手做望远镜状前伸手三下）
Two big ears wu wu wu ,wu wu wu （双手放耳边倾听）
One small nose ,eng eng eng （单手指鼻子，学小猪拱三下）
One little mouth , bo bo bo (指嘴，啵三下)。
幼儿及进阶warmup经典汇总讲课文档
• Shake shake up • Shake shake down • Shake shake shake shake • Let’s turn around. • Shake shake up • Shake shake down • Shake shake shake shake • Let’s sing a song
第十五页，共15p up stand up • Down down sit down • Up and down turn around • Everybody please sit down.
第十二页，共15页。
• Up up touch your head • Down down touch your shoe • Up and down touch your hip • Turn around please sit down
第十四页，共15页。
• Follow follow follow me • Hands up hands down • Follow follow follow me • Stand up sit down • Follow follow follow me • Let’s turn around • Follow follow follow me • Let’s sing a song • Ohlei,ohlei,ohlei gogogo
第六页，共15页。
• Stand up sit down run run run • Stand up sit down walk walk walk
• Stand up sit down play play play
• Stand up sit down jump jump jump
幼儿英语warm up实例
幼儿英语热身律动十例：Warm –up1Open them, shut them.Open them, shut them.Give a little clap.Open them, shut them.Open them, shut them.Give a little clap.Warm -up 2Clap clap clap your hands as slowly as you canClap clap clap your hands as quickly as you canRoll roll roll your hands as slowly as you canRoll roll roll your hands as quickly as you canShake shake shake your body as slowly as you canShake shake shake your body as quickly as you can Warm-up 3Wiggle, wiggle, wiggle.Shake, shake, shakeRoll, roll, roll.Warm-up 4one finger×2, here×3! (point×3)two fingers×2, yeah×3! (cut×3)three fingers×3, ok×3! (fork×3)four fingers×2, fly×3! (cross×3)five fingers×2, ha×3! (clap×3)warm-up 5everybody clap your hands, 12,123everybody stamp your feet, 12,123clap your hands, 123stamp your feet, 123warm-up 6up, up, clap,clap,dowm, down, clap,clapup, clapdown, clapup, down, clap, clapwarm-up 7one finger×2, turn×3, turn to a mouse, gi×3two fingers×2, turn×3, turn to a rabbit, jump×3three fingers×2, turn×3, turn to a cat, meow×3four fingers×2, turn×3, turn to a dog,, woof×3five fingers×2, turn×3, turn to a tiger,woo×3.Warm –up 8follow×3 me, hands up, hands downfollow×3 me, stand up, sit downfollow×3 me, let’s turn aroundfollow×3 me, let’s sing a song. Oh lei, oh lei, oh lei, go go go . warm up 9happy, happy , ha ha haangry, angry, heng, heng, hengcry, cry, wu, wu,wushy, shy, mm, mm, mmwarm up 10big circle×2, big×3small circle×2, small×3。
warm-up教学训练
I am a robot, I can walk, kechi kechi kechi kechi kechi. I am a robot, I can sing, yiyayiyayo! I am a robot, I can dance, zhiniu zhiniu zhiniu zhiniu zhiniu. I am a robot, I can say, Daddy, mummy, I love you! Muma!
5. 身体律动finger play and action
(1)
1 finger, 1 finger, turn, turn, turn, turn to a fish, shi shi shi. 2 fingers, 2fingers, turn, turn, turn, turn to a rabbit, jump, jump, jump. 3 fingers, 3 fingers, turn, turn, turn, turn to a cat, meow meow 4 fingers, 4 fingers, turn, turn, turn, turn to a dog, woof woof woof. 5 fingers, 5 fingers, turn, turn, turn, turn to a tiger, roar.
(3)Three little monkeys a. Three little monkeys jumping on the bed,
one fell off and bumped his head, mommy called the doctor and doctor said, no more little monkeys jumping one the bed.
剑桥低级别Warm-up总结
Warm-up总结一，chant1. walking,walking,jump jump jump, running running stop stop stop!2. Two little black birds sitting on the wall. one named Peter,fly away Paul.3. I like coffee, I like tea, I like boys and boys like me. Yes/No, maybe so.4. up up touch your head.down down,touch your toes.up up touch your nose.down down touch your toes.up and down,turn around,wiggle your body, please sit down.5. Good morning, good morning, Let’s do some exercises. Good afternoon, good afternoon, Let’s learn English.Good evening, good evening, Let’s go home.6．clap your hands, shake your head.raise your arms, wiggle your fingers.Twist your shoulders, bend your legs.Touch your feet, and sit down, please.7. rain rain go away, come again another day. Little john wants to play. rain rain, go away.8.you’re dirty. You’re dirty. Are you dirty? Are you dirty? Takea bath, take a bath. Cleap up, clean up.9.happy, happy 哈哈哈。
幼儿及进阶warm up经典汇总
• • • •
Stand up sit down run run run Stand up sit down walk walk walk Stand up sit down play play play Stand up sit down jump jump jump
• • • •
Stand up sit down clap clap clap Stand up sit down stomp stomp stomp Stand up sit down snap snap snap Stand up sit down bump bump bump
• • • • • • • •
Shake shake up Shake shake down Shake shake shake shake Let’s turn around. Shake shake up Shake shake down Shake shake shake shake Let’s sing a song
• • • •
One one run run run Two two jump jump jump Three three look look look Four four fly fly fly
• • • • •
One two,buckle my shoe Three four,shut the door Five six,pick up sticks Seven eight,lay them streight Nine ten ,a big fat hen
• • • • • • • •
Head head clap clap Should should clap clap Head clap should clap Head should clap clap Thumb thumb clap clap Little finger little finger clap clap Thumb clap little finger clap Thumb little finger clap clap
课前Warm-up游戏汇总
20100929成人部第二次教研Warm-up游戏汇总1. 口香糖活动程序：所有人围成一个圆圈，先由一人站在团体中说：“口香糖。
”，旁人问：“粘什么？”，如果那人说：“粘耳朵。
”，那么所有学员就必须找人来两两配对将耳朵贴在一起。
没有找到人配对的学员就要站到中间继续游戏。
2. 晋级规则：让所有人蹲下，扮演鸡蛋。
找人猜拳（或其它可以决定胜负的游戏），胜者进化为小鸡，可以站起来。
然后小鸡和小鸡猜拳，胜者进化为凤凰，输者退化为鸡蛋。
看看谁是最后一个变凤凰的。
3. 两真一假请每个人写下三件关于自己的事（比如生日是哪天，多少孩子，我中过彩票），其中两件真的，一件是假的，并做好真假标识，以供大家辨认。
读出来让大家猜哪句真哪句假。
4. 滚雪球：适用于第一节课游戏规则：1.全班同学坐成一个圈，然后由第一个同学做自我介绍：我叫$$$，我来自@@，我的职业是@@，我喜欢@@@。
”2.第二个同学做自我介绍的时候就必须说：我是坐在名字叫$$$，来自@@，职业是@@，喜欢@@@的隔壁的@@@，我来自@@，我的职业是@@，我喜欢@@@。
”3.依次类推，第三个同学就必须说出第一个同学和第二个同学的信息。
这个游戏适合在第一次见面的场合使用，可以让学生相互认识，同时记住班上同学的其他信息。
5. 游戏之"解结"：游戏规则：1.同学们围成一个圈，老师们随意挑选两个人，手拉手2.当所有人的手拉在一起时，纠结在一起的"人链"开始一个个穿越，解开乱成一团的结。
本游戏结束后，可以告诉我们的学生，只要有耐心，慢慢来，没有解不开的结。
学习英语也是同样的道理，没有解不开的结，要有耐心和恒心6. Simon says游戏规则：当老师说：simon says @@@，学生要跟着老师的口令做动作，如果老师只说@@@，学生则要保持原来的姿势不动。
7. 见面打招呼游戏规则：1.全班同学围成一个圈2.第一个同学向第二个同学打招呼并加上动作，如：Hello ,my name is @@@.然后给第二个同学一个拥抱；第二个同学跟第三个同学打招呼的时候就要说：nice to meet you.并和对方握手；3.依次类推第三，第四个同学打招呼，但是不能重复使用别人用过的动作和英语的用语（注:英语用语不限于打招呼的用语），否则就算输了8. 五子棋：分组游戏游戏规则：老师可根据学生回答问题的情况，让学生在在棋盘内放棋子，最后看谁城的多为胜者。
warming-up及课堂游戏
warming-up及课堂游戏第一篇：warming-up及课堂游戏Warming-up1.Follow follow follow me,hands up,hands down/shoulders up,shoulders down/hips up,hips down；follow follow follow me,everybody come on!2.I am a singer,噜啦啦噜啦啦；I am a dancer,蹦擦擦蹦擦擦；I am a boxer,嘿嘿哈；3.One,one小木棒，咚咚咚咚咚咚；Two,two小剪刀，擦擦擦擦擦擦；Three,three小孔雀，beautiful,beautiful;Four,four小扇子，呼呼呼呼呼呼；Five,five小手掌，啪啪啪啪啪啪；Six,six小电话，hello，hi！Seven seven小手枪，啪啪啪啪啪啪；Eight,eight小八路，立正，敬礼！Nine,nine小钩钩，左钩钩右钩钩；T en,ten十字架，阿门！4.小狗汪汪，端水浇花，拍拍手背，十指交叉，碰碰虎口，谢谢合作！5.Up up piapia!Down down piapia!up pia!down pia!up down piapia!6.***says:stand up!sit down!touch your head/nose/eyes....Stand up!sit down!7.反口令：stand up!sit down!turn right!turn left!turn back!1.大小声游戏2.埋地雷课堂游戏3.变换声音4.金手指5.吹气球6.藏宝7.指挥官8.小老师9.分组比赛10.接龙（还可以复习时候用，老师说一类单词，孩子们说这类词都有什么）11.击鼓传花12.抢答13.拍单词14.Bingo 15.表演传单词（不说话，用肢体语言表达）16.WC 17.捉迷藏（注意控堂，一人蒙着眼睛下去抓人，走一步说一个单词）18.时间地点人物 19.打地鼠20.123木头人（惩罚:贴烧饼/壁虎/下蹲起/捏着耳朵转）21.补长城（操练句子，空出单词让孩子填）22.蹲蹲乐23.抱团（walking/jumping/running）24.看唇形说字母或单词25.看图猜字母，单词（字母可以画图形，猜里面有几个字母）26.七的倍数（逢七和七的倍数及个位是七过或者拍手）27.抢凳子28.对单词说再见（操练完单词，老师擦一个孩子们读一个，看看谁快）29.魔棒（点到谁，谁说话，然后往下传，喜欢谁点谁）30.一口气游戏 31.杀人游戏第二篇：课堂游戏课堂游戏1.拍七令用具：无人数：无限制方法：多人参加，从1-99报数，但有人数到含有“7”的数字或“7”的倍数时，不许报数，要拍下一个人的后脑勺，下一个人继续报数。
英语课堂Warm up
英语课堂Warm upWarm-up ：1、One two three fourone two three four ,clap your hands (1 2 3 4，拍拍手)two two three four,stomp your feet（2 2 3 4 ，跺跺脚）three two three four,nod your head,（3 2 3 4 ，点点头）four two three four,hands on knees.（4 2 3 4 ，小手放到膝盖上）2、Let’s c ountone two ,tie your shoe （伸出手指数数，作系鞋带状）Three four ,touch the floor（伸出手指，蹲下摸地面）Five six ,stir and mix （伸出另一只手数数，作搅拌状）Nine ten ,count again （双手反过来再数一遍）One two three four five six seven eight nine ten (一只手指，一只手指的再数一遍)3、Clap stomp snap bumpclap clap clap （拍拍手）Stomp stomp stomp （跺跺脚）Snap snap snap （打响指）Bump bump bump (打击膝盖)4、Shake your body（1）shake your shoulders,shua shua shua (上下抖动肩膀)Shake your hands ,clap clap clap （甩甩手，拍三下）Shake your hip ,pia pia pia （扭扭屁股，打三下）Shake your feet ,dong dong dong （抖抖脚，跺三下）5.Shake your body（2）Shake shake up (胳膊和手全部向上摇摆)Shake shake down （胳膊和手全部向下摇摆）Shake shake shake shake （摇一摇，摇一摇）Let’s turn around （转一圈）Shake shake up (胳膊和手全部向上摇摆)Shake shake down （胳膊和手全部向下摇摆）Shake shake shake shake （摇一摇，摇一摇）Let’s sing a song （做出唱歌的样子）6、Finger playone finger ,one finger ,turn turn turn ,turn to a toothbrush ,shua shua shua(两只手各出示一只手指，变成一个牙刷的样子，在嘴边上下刷动) Two finger, two finger ,turn turn turn ,turn to a rabbit ,jumpjump jump（两只手各出示两只手指，转一下，变成一个兔子的样子，上下跳）Three finger ,three finger,turn turn turn ,turn to a fork ,cha cha cha（两只手各出示三只手指，转一下，变成一个叉子的样子，上下叉动）Four finger ,four finger ,turn turn turn ,turn to a cat ,meow meow meow（两只手各出示四只手指，转一下，变成一个猫的样子，在嘴边划动）Five finger ,five finger ,turn turn turn ,turn to a tiger ,aw aw aw（两只手各出示五只手指，转一下，变成一个老虎的样子，两只手举起来假装扑向孩子）7、HelloHello ,hello ,how are you (左摆手，右摆手，双手头上打开)Fine ,fine,thank thank you （依次伸左右大拇指，拱手感谢）Hello ,hello ,how are you (左摆手，右摆手，双手头上打开)No no ,just so so （双手胸前摆手后体前交叉低头摇晃身体做不好意思状）8、Oh rabbitOh rabbit ,oh rabbit （双手做兔耳朵学兔跳两下）red red eyes （双手OK眼前晃三下）Oh shua ,oh shua ,oh shua shua shua (双手向前开合五次)Oh rabbit ,oh rabbit （同上）long long ears （双手兔耳朵往上伸三次）Oh wu ,oh wu ,oh wu wu wu （左右手交换做聆听状）Oh rabbit ,oh rabbit（同上）Short short tail （右手放臀后）Oh pia, oh pia, oh pia pia pia（轻拍屁股五下）9、WolfKnock konck knock （敲门三下）Who is it （手放耳边听）It’s mummy （捏鼻子装妈妈的声音）Open the door （双手打开门）Come in please （招手）Oh ,no （双手胸前摆手）Big bad wolf （打狼）Go out （双手推狼出去）Big bad wolf (打狼)10、daddy mummy (曲调同‘对面的女还看过来’)Daddy mummy ,look at me （(左摆手，右摆手，双手OK眼前晃一下)Look at me ,good baby （双手OK眼前晃一下，依次伸左右手大拇指）Daddy mummy look at me （同上）Clap your hands, follow me （拍手，指自己）11、follow meFollow follow follow me (双手从左往右拍手四下)Hands up ,hands down （双手头上举晃腕，向下晃腕）Follow follow follow me (双手从左往右拍手四下)Stand up sit down （起立，坐下）Follow follow follow me (双手从左往右拍手四下)Let’ s turn around （转一圈）Follow follow follow me (双手从左往右拍手四下)Let’s sing a song （手拿话筒做唱歌状）Oh lei ,oh lei ,oh lei （双手头上晃两下）Go go go （左手叉腰，右手握拳上举三次，同时跺脚三下）12、one two three four fivePoint up point down (双手食指上指，下指)Show me one （双手半握拳胸前绕动后出示1）Jump up jump down （学兔上下跳）Show me two （双手半握拳胸前绕动后出示2）Look up look down （双手OK在眼前上下看）Show me three（双手半握拳胸前绕动后出示3）Stand up sit down （起立坐下）Show me four （双手半握拳胸前绕动后出示4）Hands up hands down （双手上举放下）Show me five （双手半握拳胸前绕动后出示5）One two three four five （依次出手指表示1、2、3、4、5后砍头）13、up and downUp up touch your head （单手依次上举然后摸头）Down down touch your toes （单手依次向下摸脚）Up and down （双手齐上下）Touch your hips （摸屁股）Turn around （转一圈）Touch the ground （摸地）Yeah ! （双手上举欢呼）14、come onCome on ,come on （单手依次招手）Join me join me （单手依次半握拳于胸前）Let’s play a ball（左手拍球状）Let’s play a ball （右手拍球状）Ok ? ok ?（双手OK晃）Yeah ! yeah ! yeah !（双手上举欢呼）15、Nod your headNod your head ,yes yes yes （点三下头）Shake your head , no no no （摇头）Raise your hand ,one two three （举右手伸手指示1、2、3）Put down your hand, one two three（放下右手伸手指示1、2、3）Look at me ,look at him ,chua chua chua （双手OK指自己，指任一男小朋友，前伸手三下）Look at her ,chua chua chua （指任一女小朋友）Clap your hands pia pia pia （拍手三下）Very good ,ha ha ha （双手胸前绕圈，放嘴边大笑）Two big eyes chua chua chua （双手做望远镜状前伸手三下）Two big ears wu wu wu ,wu wu wu （双手放耳边倾听）One small nose ,eng eng eng （单手指鼻子，学小猪拱三下）One little mouth , bo bo bo (指嘴，啵三下)。
10个英语经典案例
经典案例十：Johnson & JohnsonHuman Resources ManagementFacing Business Challenges at Johnson & JohnsonDoes a healthier work force translate into healthier profits? This was one of the key issues facing Johnson & Johnson CEO Ralph S. Larsen and his predecessor, James E. Burke, as they considered the challenge of managing the company's human resources and keeping employees satisfied and productive. Johnson & Johnson operates throughout the world, employing more than 70,000 people to research, manufacture, and market health-care products in dozens of countries.Employee health was a major concern for several reasons. Company studies showed that over 30 percent of Johnson & Johnson's employees were smokers, and one internal report revealed that smokers had a 45 percent greater rate of absenteeism than nonsmokers. Smokers also contributed disproportionately to the company's medical expenses (30 percent higher than nonsmokers), an ominous statistic at a time when health-care costs were rising at nearly twice the rate of inflation.Another problem confronting J&J was how changing demographics were affecting employees. Employees increasingly fell into one of three groups: They were part of two-career couples with children; they were responsible for an aging parent; or they were single mothers or fathers. A survey of 10,000 J&J employees revealed that they were frustrated by their inability to meet all their obligations, both to their families and to their employer.Many stated that they had difficulty finding day care, es-pecially sick-child care and infant care, and almost 20 per-cent responded that they could not afford day care even if they could locate a suitable provider.Although these employees felt torn between family pressures and employment roles, they found little help at work. Most stated that their managers were unsym-pathetic about the dilemma. Balancing their work and family obligations took its toll on employees, who reported higher levels of stress, greater absenteeism, and lower job satisfaction.For guidance on these issues, the CEOs turned to Johnson & Johnson's operating document, the corporate credo written by Robert Wood Johnson, son of a found-ing Johnson brother and chairman of the company for 25 years. Johnson ranked the company's obligation to its em-ployees ahead of its responsibility to its shareholders and second only to its commitment to its customers. This credo would serve as a blueprint for successful human re-sources management.So how could J&J top managers promote health in the workplace? How could they help J&J employees bal-ance family and career obligations? What programs could be established to meet the personal and professional needs of their employees more effectively? What effect would such programs have on the company's bottom line?Meeting Business Challenges at Johnson & JohnsonRalph Larsen and James Burke understood that effective human resources management was the key to the satisfied and highly productive work force so necessary to Johnson & Johnson's fu-ture success. The first step toward improving productivity was to help employees meet their dual responsibilities to family and job. To start, the company opened child-care centers at its cor-porate headquarters in New Brunswick, New Jersey, and its nearby Somerset office. Child-care costs at these centers are lim-ited to 10 percent of an employee's disposable income. Then J&J expanded its child-care program to include home care. The company contracts with child-care providers to offer employ-ees reduced rates on home-based child care. It also gives the providers advanced training and access to the resources in its on-site child-care facilities, such as books and toys.Under its Balancing Work and Family Program, J&J helps employees locate resources and referrals for child care and el-der care. It also goes beyond the bare legal minimum, allowing employees to take family-care leave of up to one year after the arrival of a newborn or adopted child and letting employees arrange a flexible work schedule to attend to an ailing family member. Moreover, employees in some locations can set flexi-ble schedules that allow them to better meet their family obli-gations and still do excellent work.In addition, Johnson & Johnson managers participated in training to sensitize them to work and family issues. To un-derscore the company's commitment to family care, human resources managers added a new sentence to the company credo: "We must be mindful of ways to help our employees with their family responsibilities." This commitment to help-ing employees better manage family pressures boosted pro-ductivity by reducing absenteeism, tardiness, and stress. In ad-dition, the company's commitment to work/family policies helped attract and keep qualified employees in a tightening la-bor market.Productivity was also enhanced by a wellness program. Live for Life was designed to emphasize steps employees can take to maintain and improve their health. The program sets four goals for employees: They should quit smoking, eat more fruit and fewer fatty foods, exercise regularly, and buckle their seat belts. At J&J headquarters, employees can work out in a gym, select "healthy heart" foods in the cafeteria, and check their weight in rest rooms. To encourage participation, employees are eligible to win prizes for meeting their goals. Over 35 J&J loca-tions now have fitness centers and wellness programs, and 75 percent of the work force participates.The results have been impressive. Smoking among em-ployees has been reduced to less than 20 percent, a decline of more than one-third. Live for Life costs J&J $225 a year for each employee, but lower absenteeism and reduced health costs have saved $378 per employee.Live for Life was so successful that J&J formed a new com-pany, Johnson & Johnson Health Management, to market the Live for Life program. The new company assists with fitness center design and management, and it orchestrates health-promotion campaigns in such areas as smoking cessation, nutrition, and stress management. Live for Life is available at 60 leadingcorporations and medical centers that together employ more than 850,000 people.Johnson and Johnson maintains other progressive bene-fits policies as well, including medical, dental, and life insurance and a generous 401(k) retirement plan. By making such gener-ous attempts to help employees balance their work and family lives, Ralph Larsen is demonstrating that Johnson & Johnson employees truly are the company's most valuable asset.经典案例九：Hallmark Cards来源：新天地白领商务英语浏览：2113次Facing Business Challenges at Hallmark CardsSending the Right Message to EmployeesOne of Hallmark's sympathy cards reads "Please remem-ber that winter's darkness emerges into spring." Given the -troubles at Hallmark Cards, it's just the kind of message that Human Resources vice president Ralph Christenson wants to send to employees.From the early- to mid-1990s the privately held greeting card firm saw its market share slip from well over 50 percent to about 45 percent, as new players in the market made cards that were more attractive and up to date. Even though Hallmark sales remained strong at about $4 billion annually, many profit measures slipped dramatically. It's hard to say just how bad things were because Hallmark profits are kept secret, even from the 20,000 employees who own part of the company. But it wasn't good news when-Hallmark's profit-sharing contributions slipped from 10 percent of salaries to about 5 per-cent. Newly arrived in the Human Relations department, Christenson needed to find ways of keeping company employees happy. After all, the company's core mission is to communicate affection, love, and friendship through the warm messages that employees dream up.Hallmark started out in 1910 as a family-run business, and the Hall family's leadership continues today. Based in Kansas City, Missouri, the company has always attracted talented and creative people through its friendly and family-oriented atmosphere. Because Hallmark products are based on enhancing relationships, it stands to reason that the company would focus on keepingemployees happy. For example, back in the 1950s, the Hall family set up one of the first profit-sharing arrangements for employees. Today, employees own about one-third of the company. In addition, the tuition-reimbursement program pays 100 percent of education expenses for full-time staff. Other initiatives focus on child care and alter-native work arrangements such as work sharing and job sharing. And the company's policies are flexible to meet employees' special needs, such as allowing time off to care for aging parents. Overall, the company has always done such a good job helping its employees that Hallmark con-sistently ranks among the best companies to work for in the United States.But in the mid-1990s Hallmark faced declining mar-ket share and shrinking profit. Consultants suggested ma-jor cost-cutting efforts, including a merger of the admin-istrative, marketing, and product-development functions for the various card brands. To save money, Hallmark threw out its old organization and the ways that employees had beep doing their jobs. With the new focus on finances, em-ployees were concerned that their family-oriented benefits would disappear. Moreover, many employees feared that their jobs would be changed dramatically or eliminated al-together. The organization was in turmoil.Christenson had come to Hallmark because he be-lieved the company cared deeply about its employees as people. Because of management's recent sharp focus on corporate profits, Christenson worried that Hallmark wouldn't be able to keep up its long tradition of caring for employees and their families. For the company to see its way through the current crisis, he had to inspire the employees who create and produce Hallmark products. Christenson needed new ways to strengthen the family-oriented programs and shore up morale.If you were Ralph Christenson, what motivational techniques would you employ to keep Hallmark operating at peak levels? During times of massive organizational change, what would you recommend to reassure employees and help them deal with stress? How could you improve the company's communication with employees. What steps would you recommend for maintaining Hallmark's traditional focus on employee needs?Meeting Business Challenges at Hallmark CardsAs the new vice president of Human Relations, Ralph Christenson was facing restructuring and disruption at Hallmark. Ru-mors of layoffs or massive job change and loss of benefits echoed along the corridors of Hallmark's Kansas City headquarters. Employees worried that profit sharing might be cut and that other important benefits such as child-care help, tuition reim-bursement, and work sharing would be lost. Always known for its family-oriented atmosphere, the company had consistently ranked among the best places to work in America. But now em-ployees' faith in Hallmark wavered, and Christenson needed to reassure company employees that things wouldwork out.Although Hallmark Cards was a healthy company, man-agement knew the underlying cost structure was too high. More-over, the time it took to deliver new products to market was as much as three years, far too long when customer tastes can change rapidly and the competition can react more quickly. So with the help of outside consultants, Hallmark's management developed several strategies to reduce costs and introduce prod-ucts with greater speed.During this time of change, preserving employee jobs and improving morale were Christenson's primary concerns. So he developed a creative solution for containing costs by looking be-yond what people were originally hired to do. To retain em-ployees displaced by the merger of three divisions, Christenson developed a program for retraining factory workers to l1andle office jobs. Yet another group of factory employees helped paint an operating plant while receiving their standard wages. When factory work is slow, employees can even choose to volunteer for community work while drawing their usual paychecks. And no employee with more than two years with the company can be let go without a case review by company executives. So with Christenson's help, Hallmark was able to perpetuate its special caring for employees and its history of no layoffs.Then to speed up the time it takes to develop and intro-duce new card products, Christenson helped Hallmark create cross-functional teams. Before these changes, Hallmark artists, designers, printers, and financial staff were working as much as a city block apart even though some of them were working on the same card design. With the new team concept, these em-ployees have been brought together into one room to create, de-velop, cost-justify, and produce new cards. This approach cut the overall time to market from three years to about one year and helped Hallmark compete more effectively in the rapidly chang-ing greeting card business. Employees quickly adapted to the idea of working together in teams, and they embraced the opportu-nity to learn more about the company's overall operations.Next, Christenson addressed employee benefits. Al-though workers were generally happy with the existing benefits package, Christenson wanted to offer even more solutions to keep Hallmark employees satisfied. He needed to build a two--way communication channel that allowed him to hear employee concerns firsthand; he set up a series of feedback sessions in which employees could tell him what was on their mind. As a result, Christenson reorganized the human relations depart-ment to focus on a number of themes important to employees.经典案例十三：Starbucks来源：新天地英语浏览：4201次13 Product and pricing decisionsON THE JOB: FACING A BUSINESS CHALLENGE A T STARBUCKSBrewing Up Success NationwideHave you had your coffee yet today? If so, did you open a can of Folgers and brew it yourself, or did you hand $2 to a barista and ask for a "single tall skinny mocha no whip with extra cocoa"? More and more coffee drinkers are getting their daily dose of java from Starbucks Coffee Company. Founded in 1971, Starbucks originally sold its trademark dark-roasted coffee beans in a few Seattle stores. But everything changed when current chairman and CEO Howard Schultz took over in 1987. Schultz en-visioned selling gourmet coffee beverages in hip neigh-borhood coffee bars like the ones he saw on every corner while vacationing in Italy. He wanted Starbucks to be a meeting place where people could exchange ideas and es-cape from everyday hassles. And from day one he wanted to go national.Schultz focused on building a competitive advantage through a loyal, well-trained labor force that deliv-ers consistently superior products and service. He also fostered a company commitment to employer responsi-bility, environmental stewardship, passion for coffee, and integrity in customer relations. His efforts paid off. In a decade, Starbucks grew to over 1,100 stores in 22 states and 3 foreign countries. In the United States, Starbucks literally changed the defi1ition of "a good cup of coffee." Loyal customers are described as "religious" about the product. In fact, Starbucks is so highly regarded that the company is leveraging its reputation with brand exten-sions. Bottled coffee beverages, ice cream, music CDs, and a coffee-laced beer now bear the Starbucks logo and are available on grocery store shelves. In addition, the company receives hundreds of joint venture proposals for new products every week.But even though the success of Schultz's vision has led to unprecedented opportunities, it has also created new challenges. Rapid expansion has led some consumers to view Starbucks as a corporate villain that rides into town, throws down a lump of cash to get the best locations, and then drives the local cafes out of business. Locals fear that a Starbucks on the corner means theloss of a community's unique character. Brand extensions also raise new concerns; Although initial products have proven successful, they run the risk of diluting Starbucks' core identity as a premium coffee company. The company also faces the challenge of keeping quality consistent as the company continues to grow. Starbucks sets customers’ expectations high, and it must continue to meet those expectations to stay ahead of new competitors that enter the market almost daily.These concerns weighed heavily on the minds of Schultz's marketing team as Starbucks celebrated its twenty-fifth birthday. Team members were developing a new marketing strategy that they hoped would establish Starbucks' image and assure its future success nationwide. If you were on that team, what would you do to maintain Starbucks' leadership position? How would you evaluate the potential of new products? How would you define your target markets? What image would you want consumers to have of Starbucks, and how would you maintain that image as the company continues to grow?On the Job: Meeting Business Challenges at StarbucksStarbucks entered its twenty-sixth year as the uncontested leader of the gourmet coffee market. The company had already expe-rienced incredible growth, with sales approaching $700 million in 1996, and Schultz had plans to continue expanding, opening almost 900 new stores over the next several years. But the com-ing years would undoubtedly prove challenging. Competitors like The Second Cup, Seattle's Best Coffee, and Barnie's had ex-pansion plans of their own. And many companies imitated Schultz's formula for success with the hope of beating Starbucks at its own game. The Starbucks marketing team had to be savvy to stay on top.The team began by extensively researching both com-petitors' and Starbucks' stores. They brought in hidden cameras to document how well the employees knew their coffee, and they asked customers how they felt about the products, atmosphere, service, and coffee. The insights they gained became the foun-dation of their strategy.As with all good marketing strategies, the heart of the plan was a vision of how they wanted to position Starbucks in the coffee market. In addition to remaining the quality leader, they wanted Starbucks stores to appear more like local cafes than a national chain and more like a sanctuary from daily stresses than just a take-out coffee store. Other goals included boosting stagnant sales in older stores, establishing a central fo-cus for all Starbucks products, and developing national adver-tising that would convey a consistent image. Achieving these objectives required making changes in products, distribution, and promotion.'Over the years, Starbucks core products, coffee beans and beverages, had already undergone changes to meet cus-tomer preferences. But some merchandise, such as mugs and coffee makers, had been left untouched. Now new merchan-dise was planned for all stores. In addition, new fooditems were offered to attract customers throughout the day (because half the day's sales were typically made during the morning hours).New products were targeted for grocery store distribution, including cold coffee drinks and ice cream novelties. How-ever, the company was adamant about maintaining its identity through strict product standards. If a product wasn't fun-damentally related to coffee and to Starbucks' core values, it wouldn't carry the Starbucks logo.The retail distribution strategy had to address additional challenges. To combat the fears of certain communities about losing their uniqueness, Starbucks began designing new stores to reflect local cultures. For example, a store in Seattle's upscale Queen Anne neighborhood has a fireplace and large chairs that invite customers to linger and relax. The company also began redesigning older stores (where sales had begun to level off) in order to give them a more comfortable feel. To expand its mar-ket, Starbucks rolled out a nationwide line of specialty coffees to be sold exclusively in supermarkets. The company packaged the supermarket coffee uniquely but priced this new line of coffees to match prices at company stores, keeping the brand image high while discouraging cafe customers from purchasing Starbucks at the supermarket.Even though product and distribution changes were important, a well-designed promotion strategy was the key to building a consistent image nationwide. Starbucks had always taken an undifferentiated approach to marketing. If a person was a coffee lover, that person was a potential Starbucks customer. And research shows that coffee lovers have an emotional tie to the beverage. It can even be a part of their self-identity. To capitalize on this, the marketing team focused on building a national campaign that didn't feel national. They wanted customers to build a personal identification with Starbucks products. So the advertisements they developed were down-to-earth and genuine, depicting Starbucks as a place to find peace in a hectic world. To counter arguments that the company is too pristine, Starbucks used ads that were somewhat unpolished, as though an art student had done them. In addition, the com-pany began to experiment with "digital marketing" through a hip Web site that attempts to re-create the coffeehouse culture on the Internet.Finally, to ensure high standards of quality and maintain what Schultz believes is Starbucks' biggest point of differentiation, the company reaffirmed its commitment to its employees. All Starbucks employees receive extensive training before they set foot behind a counter. They also receive progressive com-pensation, including full health benefits and stock options, even for part-time employees. As Schultz says, "The only way we're going to be successful is if we have the people who are attracted to the company and who are willing to sustain the growth as owners."Only time will tell what the gourmet coffee market will I be like when Starbucks turns 50. But by continuing to offer' the best-quality coffee products in a comfortable environment, I and by supporting the brand through innovative promotion, I Howard Schultz expects Starbucks to remain on top of the bean hill经典案例12：She's Florists来源：新天地英语浏览：2996次12 Marketing and Customer SatisfactionFacing Business Challenges at She’s FloristsProfiting from a Bunch of DataWith only $500 in their pockets, Helen and Marty Shih (pro-nounced "she") came to the United States from Taiwan in 1979 to pursue a graduate education. But the brother and sister were sidetracked--instead of using the money Dad had given them to begin their studies, they invested it in flowers. A visionary with a passion for life, Marty Shih believed they had a one-way ticket to a better life. So he and sister Helen set up a flower stand on a Los Angeles street corner.They worked hard--sometimes 16 and 18 hours a day--and before long they were able to move their busi-ness indoors. Neither had a formal education in market-ing, but they understood the importance of customer ser-vice. They began making notes about who their customers were, where they lived, why they were buying flowers, who they were sending them to, and what types of flowers they liked. The Shihs used this information to send postcards reminding customers that a special day was approaching.Their customers appreciated being reminded to send flowers, and business grew. Customer by customer, the Shihs expanded beyond their little lobby stand, even-tually opening 16 She's Flowers shops in the Los Angeles area. They did more than just sell their blooms. They mass-produced their arrangements on an assembly line, just like McDonald's mass-produces hamburgers. Each shop offered between 15 and 21 designs, which were listed on a menu board. Again, customers appreciated the speed and consistency of these flower arrangements.However, bouquets weren't the only things blossom-ing at She's Flowers. Over time, the company's customer in-formation files had grown and were full of valuable names---mostly Asian American immigrants. In fact, the Asian Amer-ican market became the Shihs' primary focus. Pulling Asian names and addresses out of phone books and recording cus-tomers one-by-one, the Shihs eventually gathered so many names (all potential customers) that they decided to spend $200,000 to computerize their database. In 1985 they de-signed a database program that allowed them to track much more information than they had been able to keep by hand--credit-card numbers, payment dates, personal mes-sages, delivery and vendor services, preferred floral arrange-ments, and so on. Simple to run, the database was integrated with all the shops' cash registers. In fact, employees could not complete a sales transaction without inputting all cus-tomer data, including personal notes like "Mr. Jones never wants the orchid arrangement to be sent to Mrs. Jones:'It wasn't long before Floralfax invited She's Flowers to join a worldwide telemarketing organization that was staffed by American Airlines reservationists during slow travel periods.After joining, the Shihs' annual revenues for the 16 shops doubled-from $2 million to $4 million. Convinced that telemarketing was a garden of opportu-nity, Marty Shih began exploring the possibility of selling other products to customers.If you were Marty Shih, how would you profit from a customer information file that contained data on mostly Asian American immigrants? What other products might you market to your customers? How would you continue to build relationships with your customers and keep their business?Meeting Business Challenges at She's FloristsCustomer by customer, Helen and Marty Shih built a business empire serving the huge multi cultural Asian American market. While Helen continued to push flowers to customers, Marty be-gan telemarketing other services to this rapidly growing mar-ket. After all, having a database of Asian American immigrants, knowing their language, and understanding their cultural dif-ferences, the Shihs could make their blossoming database pay off. So Marty Shih founded the Asian Business Co-op, an Asian buying club that negotiates discounts on products and services for its members.For instance, by entering into a joint venture with Sprint, the co-op sold special discount long-distance services to the Asian community. Of course, the growth of the partnership was helped by the fact that Asian Americans make three times more inter-national calls than other ethnic groups in the United States. Soon Marty entered into relationships with other service providers: DHL Air Express, New York Life Insurance Company, Service Master, Lucent Technologies, United V an Lines, and Pearle Vi-sion-to name a few. It seemed that the Shihs' not-so-little data-base (currently 1.5 million names) was a gold mine of opportu-nity for companies looking for new business. And Marty was their bridge-repackaging and customizing products and services and selling them to Asian Americans at a substantial discount.At the heart of the co-op were the 550 telemarketers who understood the diverse Asian culture and collectively spoke six different languages-Mandarin, Cantonese, Korean, Japanese, Vietnamese, and Tagalog (spoken in the Philippines). Asian im-migrants (most of whom did not speak English) needing advice on dealing with immigration officials or perhaps help in un-derstanding a bill, could call the Asian American 411 (at 1-800-777-Club) and get whatever information they re-quested-for free. After all. Marty knew that they would even-tually buy something. Meanwhile, each caller was added to the company's database. With over 1,200 new immigrants calling daily, the Shihs decided to sell the flower shops and concentrate on the more profitable telemarketing business.Today the Asian American Association (founded in 1995 as an offshoot of the co-op) comprises 13 companies and has branches across the United States. The 550 informed telemar-keters sit ready at computer banks and phones to address the fi-nancial, health, insurance, travel, and other personal。
课前5分钟的-warm-up-(课堂游戏)
课前5分钟的-warm-up-（课堂游戏）英语课堂趣味游戏1. 下命令(up and down)2. 争分夺秒(urgent task)游戏说明：每组成员共同完成传词任务，一个传一个，用时少的小组获胜加分。
(也可传问题和句子)3.. 听名字(whose name?)游戏说明：老师和学生一起拍手说单词或句子，当老师突然喊学生名字时，被喊到名字的学生马上起立说出该单词，老师在喊名字时同时手指另外一个孩子，如果被指到的孩子起立就会被扣分。
4. 看手势(gesture)游戏说明：老师和学生一起拍手说单词或句子，当老师突然喊学生名字时，同时手指另外一个孩子，被指到的孩子起立说出该单词，，如果被喊到名字的孩子起立就会被扣分。
5. Who am I ?游戏说明：适用于操练句型you are … She /He is …. 也可用于操练单词玩法：找一个同学到前面背对大家然后下面同学变音说句子单词，前面的同学猜是谁6. 传球(pass the ball)游戏说明：适于句子.单词学生边说边传球当老师说stop时球在谁手里谁就要快速站起来说三次7. 抢答字母组•将全班分成两个小组，并把两套字母卡片分别发给各组学生。
游戏开始，教师用中文说："乐谱的七个调"，"美国"，"圆心和半径"，"中华人民共和国"，持有这些字母卡片的学生应立即站起来并举起字母"ABCDEF，"USA", o, r" , "PRC等，答得既快又准的组获胜。
8. 宾狗(Bingo)这是一个训练学生听写认读字母能力的游戏，每个学生准备一张纸，并在上面画一个井字，将纸分成九格，然后教师随便念九个学过的字母，学生边听边将字母填在格子中，随便填在哪个格里都行。
学生填好后，教师再打乱顺序逐个念这九个字母，学生边听边在听到的字母上画圈，当画的圈在横行、竖行或对角线上成一条直线时，学生便可-以边喊"宾狗(Bingo)"边将纸举起让教师检查，最先喊"宾狗"并写得准确的获胜。