高考成績申請留學(xué)步驟是什么(高考留學(xué)要哪些流程)
高考成績申請留學(xué)步驟是什么
盡管高考成績受到更多海外高校的青睞，但高考生想要申請國外大學(xué)并不容易。首先，它僅是衡量學(xué)生學(xué)業(yè)能力的標(biāo)準(zhǔn)之一。國外高校的錄取標(biāo)準(zhǔn)與教學(xué)理念和國內(nèi)不同，要進(jìn)入國外大學(xué)，尤其是比較知名的大學(xué)，學(xué)生還需經(jīng)過標(biāo)準(zhǔn)化語言考試和面試等環(huán)節(jié)的考核。其次，高考在多數(shù)歐美大學(xué)申請截止后的幾個(gè)月進(jìn)行，當(dāng)成績出爐時(shí)，國外大部分高校的秋季入學(xué)招生工作已結(jié)束，這也導(dǎo)致有些大學(xué)無法申請。
當(dāng)然，學(xué)生仍然可申請那些錄取截止日期較晚的學(xué)校，這樣可以在當(dāng)年秋季直接入學(xué)。如果心儀學(xué)校的申請已經(jīng)結(jié)束，學(xué)生也可采取跨季申請的方式，申請春季入學(xué)或來年秋季入學(xué)。此外，高考成績公布后，除申請國外學(xué)校外，學(xué)生還可以選擇中外合作辦學(xué)的學(xué)校與項(xiàng)目。有業(yè)內(nèi)人士表示，選擇這種方式的學(xué)生可以在國內(nèi)提前對(duì)國外教育和教學(xué)有所了解，會(huì)有比較好的銜接。值得注意的是，中外合作辦學(xué)有計(jì)劃外和計(jì)劃內(nèi)之分。計(jì)劃內(nèi)招生是納入國家普通高校招生計(jì)劃的.統(tǒng)招生�？忌仨毺顖�(bào)高考志愿，并參加高考錄取，畢業(yè)后分別獲得中外雙方學(xué)校頒發(fā)的文憑。計(jì)劃外招生是學(xué)校采取自主招生方式招收的學(xué)生。學(xué)生無須填報(bào)高考志愿，只參加該學(xué)校自己舉辦的入學(xué)考試即可。對(duì)于計(jì)劃外的項(xiàng)目，學(xué)生及家長應(yīng)謹(jǐn)慎選擇。
高考成績可以直接申請留學(xué)嗎
高考后留學(xué)需要理性的選擇
留學(xué)是一項(xiàng)重要的家庭教育決策，學(xué)生的人生與職業(yè)規(guī)劃是做出留學(xué)決定的首要考慮，做出留學(xué)決定時(shí)一定切忌拍腦門式的臨時(shí)決定，如果學(xué)生對(duì)的未來發(fā)展有一個(gè)明確的發(fā)展規(guī)劃，而不是緊緊把留學(xué)作為高考失利后的退路的化，選擇出國留學(xué)是一個(gè)很好的選項(xiàng)，留學(xué)是高考后的"出路"而非"退路"。
其次梳理清楚留學(xué)目標(biāo)也是做出留學(xué)決定的重要標(biāo)準(zhǔn)，每年高考后，會(huì)有成績不理想的很多考生選擇了留學(xué)，留學(xué)給了學(xué)生多了一次選擇的機(jī)會(huì)，讓學(xué)生可以重新站在起跑點(diǎn)。但是把留學(xué)當(dāng)成改變命運(yùn)的唯一契機(jī)、把留學(xué)作為未來求職的增值籌碼、還有把留學(xué)當(dāng)作海外移民和申請綠卡的跳板等等都是錯(cuò)誤的留學(xué)心態(tài)。這些典型的心態(tài)反映出留學(xué)目標(biāo)的不確定性，而更深層次則體現(xiàn)出潛在留學(xué)群體中的一些人沒有理性思考的留學(xué)動(dòng)機(jī)。學(xué)生和家長應(yīng)該明確，留學(xué)的目的只有一個(gè)就是"成才"，理性思考的留學(xué)動(dòng)機(jī)是成為具有國際視野和國際競爭力人才的前提。
此外學(xué)生家庭的具體資金情況、各國家留學(xué)與就業(yè)情況、學(xué)生在高中階段所學(xué)習(xí)的外語語種是否能與留學(xué)意向國家所銜接、留學(xué)目的國的風(fēng)俗、學(xué)生的獨(dú)立生活學(xué)習(xí)能力等都是做出留學(xué)決定的重要參考標(biāo)準(zhǔn)
個(gè)人留學(xué)申請書
Applied Program：Organizational Behavior
I am interested in the field of study of Organizational Behavior. In thepast， I have had the experience of working in settings where the people and thecorporate cultures of the companies were all different. I have found that thereis a great difference in the both the behaviors of people and of theirorganizations， depending on whether they are state-owned enterprises (SOEs)，large multinational firms， or small to medium sized foreign enterprises. Onesimple example is that of the ability of an employee to act independentlywithout direct instructions from his or her boss. In many Chinese organizations，acting without direct instructions is considered a form of disrespect towardsthe supervisor， who is generally offended by such behavior. In my experience andresearch， such organizations tend to have low operating efficiency with theemployees losing their innate ability to take the initiative.
In contrast， foreign enterprises tend to welcome employees who have theability to make decisions on their own， though the extent to which this is truedepends on whether the supervisor is a local Chinese or an expatriate. Theseorganizat Applied Program：Organizational Behavior
The purpose behind this personal statement is to not only gain admission toyour well-established and highly respected Ph.D. program， but to impress uponyou my passion for learning and my tremendous desire to succeed in bothscholastic research and in teaching on the professional level. I have based mydecision to pursue an academic career not on purely practical reasons， butrather on my own natural interests and aptitude. My personal philosophy is thatmoney and social status should not be pursued as life-consuming objectives andthat in actuality they are the by-products of goals originating from one's innerneeds. I understand that my intellectual capacity is a gift， and I intend to usethis gift to the very best of my substantial capabilities.
I am interested in the field of study of Organizational Behavior. In thepast， I have had the experience of working in settings where the people and thecorporate cultures of the companies were all different. I have found that thereis a great difference in the both the behaviors of people and of theirorganizations， depending on whether they are state-owned enterprises (SOEs)，large multinational firms， or small to medium sized foreign enterprises. Onesimple example is that of the ability of an employee to act independentlywithout direct instructions from his or her boss. In many Chinese organizations，acting without direct instructions is considered a form of disrespect towardsthe supervisor， who is generally offended by such behavior. In my experience andresearch， such organizations tend to have low operating efficiency with theemployees losing their innate ability to take the initiative.
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