企业文化毕业论文外文翻译

Enterprise's core competitive power is the fundamental guarantee for business development and expansion, enterprise culture is the soul of progress, take-off basis, this paper expounds the core competitiveness of enterprises and the enterprise culture connotation, characteristics, roles and their inter-relationship between the dialectical analysis of Chinese enterprises core competencies and corporate culture development status, and found the problems and ways to enhance the core competitiveness of Chinese enterprises and build excellent corporate culture methods, approaches, concluded with the state and enterprises in improving the process of comprehensive competitiveness of Chinese enterprises should be to do the duties so as to achieve the Chinese to build "a century enterprises" offer advice and suggestions purposes.

[Abstract] With the acceleration of the process of economic globalization, Chinese and Western cultural differences in corporate human resources management has been a wider range and higher-level exchanges and integration. Multi-cultural context of coexistence to resolve the cultural differences and cultural conflicts arising from the enterprise human resources management, enterprise development. This article mainly from the cultural differences on the impact of human resources management and cultural differences in human resources management applications to discuss the proposal.

Chinese and Western cultural differences in human resources management[Abstract] With the acceleration of the process of economic globalization, Chinese and Western cultural differences in corporate human resources management has been a wider range and higher-level exchanges and integration. Multi-cultural context of coexistence to resolve the cultural differences and cultural conflicts arising from the enterprise human resources management, enterprise development. This article mainly from the cultural differences on the impact of human resources management and cultural differences in human resources management applications to discuss the proposal.[Key words] cultural differences impact on human resources management proposalsFirst, cultural differences on the impact of human resources managementWith the global economic and cultural ties in depth, in order to fierce competition in the market to obtain a competitive advantage and initiative, a growing number of companies go out of the country, the global search for the efficient allocation of resources at the same time, in Western cultural differences to corporate human resources management put forward a new topic for discussion. Enterprise human resources management to a large extent by a national culture, including values, ways of thinking and the impact of social customs and constraints. Cultural impact on business recruitment, promotion, performance appraisal methods, such as a series of human resources management policy. For example, in the design of the remuneration of transnational corporations, it is necessary to consider the views of different countries. Chinese people to increase their wages with benefits linked to the foreign public with the price index, inflation and other factors linked. Similarly, in the promotion of cadres, the Chinese people attach importance to the political quality of the qualifications and interpersonal relationships, while the volume of foreign and line only. Therefore, the human resources of transnational corporations need to enterprises as a whole, to managers of local culture and familiarity with local culture, to adapt to local culture, the condition that the selection of fusion power.Chinese and Western cultural differences for enterprise human resource management is a double-edged sword, because of cultural differences led to the management of ideas and exchanges on the differences, so that enterprises develop human resources management strategy difficult. Practice has proved that as a result of different cultural backgrounds of people values and behavior patterns of different cultural friction, is the failure of operation and management of transnational corporations and the implementation of its global strategy in trouble one of the root causes. Traditional human resources management, the members have common values, a single management of the environment, in the multi-national corporations, the members have different cultural backgrounds, management organizations difficult. Chinese and Western cultural differences but also in human resources management functions more diversified, and human resources management to promote the realization of a change in the way to improve the human resources management in the enterprise status.Second, cultural differences in human resource management application in the proposal1. Integrated corporate culture, strengthen communication, the establishment of common valuesDifferent countries have different cultural values, and as an orthodox, they have their own according to their own thinking and the concept of law, to the enterprise's human resources management has led to great difficulties. Therefore, human resource managers to find the combination of points of different cultures, absorbing the essence of both culture and give full play to the advantage of commonality and individuality of each other, in order to adopt effective measures to establish a step-by-step characteristics of the enterprises, but also to adapt to the environment of the new enterprise culture, and gradually establish a common values. And by organizing various activities, to continue to strengthen exchanges between staff and cooperation to fully understand each other's cultural backgrounds, values and so on, to enhance cross-border employees, as well as staff-to-business identity, so that their staff's personal culture can truly into the corporate culture, their own thoughts and actions with the company's purposes and business combine in order to give full play to the Chinese and Western cultural differences in human resources management in value.2. Actively engaged in cross-cultural communication and trainingMultinational corporations should be taken to strengthen the cultural communication means, such as the enterprise in favor of establishing a common language to communicate; greater use of task orders, memoranda, and other forms Checklist simple, fast and accurate transmission of information; to collect the views of staff and reasonable, so to enable the employees speak their minds; organization of Chinese and Western seminars to strengthen exchanges. At the same time, human resource managers to enhance cross-cultural training. The so-called cross-cultural training, refers to a variety of cultural backgrounds in the organization, carried out by groups aimed at eliminating or reducing a variety of cultural differences arising from a variety of obstacles, and cultural conflict in training activities. The purpose of cross-cultural training is by making employees aware of the different cultures and learn to respect each other's culture and improve the staff's sensitivity to different cultures as well as in the work of international environment and reduce cross-cultural communication as a result of misconduct brought about by the mistakes and daily work as a result of cultural differences arising from a clash of cultures. Cross-cultural training is considered by many multinational companies to reduce the cultural conflicts, to achieve effective cross-cultural management of one of the main instruments. The main content of cultural awareness, cultural sensitivity training, language learning, cross-cultural communication and conflict management, cultural adaptability training, the local environment simulation.3. The management of localization strategiesTransnational corporations localization of human resources management refers to the overseas subsidiaries of transnational corporations, whether managers or general staff, usually in the host country for recruitment, selection and appointment. The substance of the multinational corporations in the production, marketing, management, personnel and other operating aspects of all-round integration process of the host economy, but also bear the responsibility of the host country citizens, and will integrate into the corporate culture and rooted in local culture. The use of local people can be eliminated by the cultural background and language gap caused all sorts of misunderstandings, and can use them in the local good interpersonal relationships, quickly open up the market, improving the competitiveness of enterprises; is conducive to reduce the overseas dispatch of multinational corporations and transnational business operation the high cost; narrow local subsidiary and the parent company of the location of the differences between the levels; and can choose the one best suited to the posts of staff. Is also beneficial to the host country's economic security, increase job opportunities, manage change, to accelerate in line with international standards. Therefore, we should actively promote the cultivation of local talent and recruitment.III ConclusionIn short, human resource managers of multinational companies to manage staff should be in full knowledge of the corporate culture and foreign culture on the basis of thorough, systematic and comprehensive study of enterprises in the western culture of human resources management, so that the different culture to achieve the best combination to play its greatest advantage. Only to build their own cross-cultural management strategies, effective realization of enterprises in the management of the Western cultural differences in order to increase its presence in multinational operations in the likelihood of success, to enhance their competitiveness.References:[1] Song Yan: Analysis of corporate human resources, cross-cultural management. Scientific and technological information for development and economic, in 2007 the first three[2] LIU Jing-jing: On cross-cultural human resources management. Business Administration, in 2007 the first five[3] Chun-kit: a joint venture operating in the development of cross-cultural differences. Enterprise Zone, 2004 No. 11[4] Li-Jun Zhao Deng Wu Xiaodong sister: International Enterprise Human Resources Management cross-cultural adaptation research. Techno-economic, 2005 12[5] Peng ZHANG Peng-cheng: multinational cross-cultural management. Beijing Institute of Finance and Trade Management Journal, 2001 4仅供参考，请自借鉴。希望对您有帮助。补充：出处：呵呵。只能帮你这些了，还是希望对你有点帮助吧。

毕业论文外文翻译：将外文参考文献翻译成中文版本。

翻译要求：

1、选定外文文献后先给指导老师看，得到老师的确认通过后方可翻译。

2、选择外文翻译时一定选择外国作者写的文章，可从学校中知网或者外文数据库下载。

3、外文翻译字数要求3000字以上，从外文文章起始处开始翻译，不允许从文章中间部分开始翻译，翻译必须结束于文章的一个大段落。

参考文献是在学术研究过程中，对某一著作或论文的整体的参考或借鉴。征引过的文献在注释中已注明,不再出现于文后参考文献中。外文参考文献就是指论文是引用的文献原文是国外的，并非中国的。

原文就是指原作品,原件，即作者所写作品所用的语言。如莎士比亚的《罗密欧与朱丽叶》原文是英语。

译文就是翻译过来的文字，如在中国也可以找到莎士比亚《罗密欧与朱丽叶》的中文版本，这个中文版本就称为译文。

主要标准

翻译是语际交流过程中沟通不同语言的桥梁。一般来说，翻译的标准主要有两条：忠实和通顺。

忠实

是指忠实于原文所要传递的信息，也就是说，把原文的信息完整并且准确地表达出来，使译文读者得到的信息与原文读者得到的信息大致相同。

通顺

是指译文规范、明白易懂，没有文理不通、结构混乱、逻辑不清的现象。

实践产生理论，欧美许多国家的翻译理论是五花八门的。从大的方面来看，可以分为两大派：一派是翻译可能论，一派是翻译不可能论。其实，完完全全百分之百的可能是没有的，完完全全百分之百的不可能也是没有的。

世界上一切翻译活动都是在这两个极端之间进行的。欧洲许多著名的人物，比如马丁·路德、M.阿诺德、F.W.纽曼、J.B.波斯特加特、H.白洛克、Fr.R.诺克斯、V.那巴可夫等等，都对翻译提出了自己的理论。据《开塞尔世界文学百科全书》的意见，这些理论中有些是刚愎自用的。

毕业论文外文翻译：将外文参考文献翻译成中文版本。翻译要求：1、选定外文文献后先给指导老师看，得到老师的确认通过后方可翻译。2、选择外文翻译时一定选择外国作者写的文章，可从学校中知网或者外文数据库下载。3、外文翻译字数要求3000字以上，从外文文章起始处开始翻译，不允许从文章中间部分开始翻译，翻译必须结束于文章的一个大段落。参考文献是在学术研究过程中,对某一著作或论文的整体的参考或借鉴.征引过的文献在注释中已注明,不再出现于文后参考文献中。外文参考文献就是指论文是引用的文献原文是国外的，并非中国的。 原文就是指原作品,原件，即作者所写作品所用的语言。如莎士比亚的《罗密欧与朱丽叶》原文是英语。译文就是翻译过来的文字，如在中国也可以找到莎士比亚《罗密欧与朱丽叶》的中文版本，这个中文版本就称为译文。扩展资料：外文翻译需要注意的问题1、外文文献的出处不要翻译成中文，且写在中文译文的右上角（不是放在页眉处）；会议要求：名称、地点、年份、卷（期），等 。2、作者姓名以及作者的工作单位也不用必须翻译。3、abstract翻译成“摘要”，不要翻译成“文章摘要”等其他词语。4、Key words翻译成“关键词” 。5、introduction 翻译成“引言”(不是导言)。6、各节的标号I、II等可以直接使用，不要再翻译成“第一部分”“第二部分”，等。 7、注意排版格式，都是单排版，行距1.25，字号小4号，等（按照格式要求）。8、里面的图可以拷贝粘贴，但要将图标、横纵指标的英文标注翻译成中文。 9、里面的公式、表不可以拷贝粘贴，要自己重新录入、重新画表格。

（最好）不要某宝，不要个人，一定要选一个正规的润色机构——服务有保障，有售后，北京译顶科技做的不错，可以联系他们一下 终身满意。