2020年澳洲悉尼大学留学申请书准备指南

学校名称: 澳洲悉尼大学 The University of Sydney

所在位置:澳洲

QS排名:34

学费:39000

录取率:0.556

学校中文网址:https://aozhou.liuxue86.com/school/10064/

  澳洲留学需要写作的申请文书有个人简历、个人陈述和推荐信,不同类型文书的写作内容及技巧都不相同。接下来和出国留学网小编一起来看看2020年澳洲悉尼大学留学申请书准备指南。

基本内容。

 第一项:个人简历

个人简历大概A4纸1-2页就可以了,要简明扼要。一般内容包括有:个人信息,姓名,性别,出生年月日,联系电话等;目标有:哪所大学,什么专业及学位,个人目标等;教育背景有:学校名称,就读时间,专业,学历学位,排u E 2 m N 6名等;工作实习有:实习单位,实习时间,实习内容等;以及所获得的奖项,英语及综合能力等。

第二项:个人陈述

个人陈述,要你说明到底有多喜欢X ; l k a K这个专业、( 3 ; ] 4 H i喜欢到什么程度以及对未来的一些想法;如果是去读研究生或博士的,还要谈对那{ ` S v X个领域的看法,说出对它的热爱。陈述的长度要适中,大概600—800英文单词。i x ] g L F k V i内容要紧扣专业,主线明确,避免盲目个性化。语言表达上,英语要地道、符合英语的思维习惯和文风,避免“中式英语”。让别人了解到你选择该专业的强烈动机,同时认为你具备完成该专业学习的条件。

 第三项:推荐信

这是从熟悉申请者的第三者的角度W W 5 _ ;对申请者进行的评论,并 X [ 2且三封推荐信中至少要有两封是学术推荐的。也就是要有两个教授或老师推荐,并且推荐的内容是你的学术能力和研究能力,以及课外活动和社会活动。推荐人对被推荐人的基本评价,侧重于专业基础、个性、特点、工作态度和在学术上的澳际估计、研究能q r G力。这样恰如其分地评价被推荐j p [ W y } : J人,推荐信才更令人信服。

大家在选择推荐人时,一定要遵循熟悉专业的原则。不要乱夸大自己本事,这些会降低可信度,以至于对拿到offer来说,又远了一步。

 写作技巧。

u R ; _1、符合西方思维习惯

文化的差异导致东西方在什么是美德和优缺点的看法上不尽相同。在以往的经历中发现,有些留学申请人表达出来的“优点”实际上在西方看来是缺点,反映申请q w 7 X ^ & h U人对学术问题毫无主见;而有些申请人认为不好的东西恰恰是西方人{ @ # a所欣赏的,认为这些能表现出申请人充满个性。所以申请人要了解如何以西方的思维方式取舍你的申请素材,把有益的亮点有选择性地挑选出来,在适当地篇幅里展示出来。

2、突出重点,主线明确

清楚有力地表达您的求学动机,和学习学术能力。在国内有一种错误的观点,个人陈述要“煽情”才能有效果。有的留学申请人就通过描述不相干活动展示“独特”的性格,或是学术上感觉没有什么可写的,就写自己考试时克服了重重困难,如何考取了好成绩。这是根本不着边际的写法,会让录取者发掘不到你的特点。要知道,个人陈述是要在很短的时间内,清楚地用几百字告诉招生教授你是c v b k p g _ B {入学非常合格的人选,盲目“煽情”完全不需要。

千万别描述你如何地历尽劫难,别乱下结论,你不可能因为愤怒和苦难而脱颖而出。

3、结构简单,衔接紧密

留学文书其实是你个人的广告。要重点突出,形象鲜明。仔细想想,留下深刻印象的广告哪个不是简明而富有创意的?许多申请人往往想把自己的全部优点都写出来告诉教授,s C . l a 2 E c觉得这样才能全面的展现自己。但是试想一下,招生教授天天都要做大量的教学工作,还要抽出时间阅读数量可观的留学申请资料,只有那种简单有力的文章才能让人印象深刻。

千万别对失败找借口,解释为什么没有成功。最重要的是写出你做了些什么来捱过挫败,然而,除了疾病的不可预见状况外,别为成绩不好或糟糕的学期找借口。如果可能,请着重解释个人挫败怎样赋予你新的态度,使得你坚定地走向成功。不要大肆渲染你的个人闪光点,只要着重在这种个人心迹揭示中写出前因后果即可。

参考范文。

Applied Program:Organizationa| a ` c Z ~ [ 9l Behavior

I am interested in the field of study of Organizational Behavior. In the past, I have had the experience of working in settings where the people andU / w o Z ] the corporate cultures of the companies were all different. I have found that there is a grq ` @ I p m ; Eeat difference in the both the behaviors of people; I % ) E and of their organizations, depending on whether they are state-owned enterprises (SOEs), large multinational firms, or smalld : [ ) J ^ 0 to medium sized forP $ m c deign enterprises. One simple example is that of the ability of an employee to act independently withoutt 8 _ ^ 7 direct instructions from his or her boss. In many Chinese organizations, acting without direct instructions is considered a form of disrespecV b I Wt towards the supervisor, who is generally offended by such behavior. In my experience and reseO h Q 6 j Uarch, such organizations tend to have low operating efficiency with the employees losing their innate ability to take the initi& W T X Q Native.

In contrast, foreign enterprises tend to welcome employees wh [ R 1 ko have the abilE j 7 a ? 4 4ity to make decisions on their ow: 3 V A Z # On, though the extent to which thp _ f f } !is is true depends on whether thG K & H :e supervisor is a local Chinese or an expatriate. These organizat   Applied Program:Organizational Behavior

The purpose behl s 3ind this personal statement is to not only gain admission to your we# / k y hll-established and highly respected Ph.D. program, but to impress upon you my passion for learning and my tremendous desire to sucy 6 _ / |ceed in both scholastic research and in teaching on the professional level. I have based my decision to pursue an academic career not on purely practical reasons, but rather on my own natural interests and aptitude. My personal philosophy is that money and social status should not be pursued as life-consuming objectives and that in actuality they are the by-products of goals originating from one’s inner needs. I understand that my intellectual capacity is a gift, and I intend tox , $ t O f use this gift to the very best of my substantial capabiliQ : C D t T ,ties.

I am interested in the field of study of Organizational Behavio% 0 d V O z S Ir. In the past, I have had the experience of working in settings where the people and the corporate cultures of the companies were all different. I have found that there is a great difference in the both I e + 8h the behaviors of people and of their organizations, dependiX G v ! q +ng on whether they are state-owned enterprises (SOEs), large multinational firms, or small to medium sized foreign enterprises. One simple e f t xampl+ e f k N ? g ne is that of the ability of an employee to act independently without direct instructions from his or her boss. In many Chinese organizations, acting without direct instructions is considered a form of disrespect towards the supervisor, who is generally offended by such behavior. In my expev 3 h 8 v E |rience and research, such organizations tend to have low operating efficiency with the employees losing their innate ability to take the initiative.

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