管理英语论文范文参考文献

英语论文参考文献标准格式

在各领域中，说到论文，大家肯定都不陌生吧，通过论文写作可以培养我们独立思考和创新的能力。那么一般论文是怎么写的呢？以下是我帮大家整理的英语论文参考文献标准格式，仅供参考，大家一起来看看吧。

用Times New Roman.每一条目顶格，如某一条目超过一行，从第二行起“悬挂缩进”2字符。参考文献中所有标点与符号均在英文状态下输入，标点符号后空一格。

参考文献条目排列顺序：英文文献、中文文献、网络文献。分别按作者姓氏字母顺序排列。文献前不用序号。

1）英文参考文献：

（1）专著与编著

排列顺序为：作者姓、名、专著名、出版地、出版社、出版年。

例如：

Brinkleyork: Knopf, 1993.

专著名中如果还包含其他著作或作品名，后者用斜体。

例如：

Dunn, Richard J ed. Charlotte Bront: Jane EyreNew York: Norton, 1971.

A、两个至三个作者

第一作者的姓在前，名在后，中间用逗号隔开；其余作者名在前，姓在后，中间无逗号；每个作者之间用逗号隔开，最后一个作者的姓名前用“and”，后用句号。

例如：

B、三个以上作者

第一作者姓名（姓在前，名在后，中间加逗号）后接“et al.”，其他作者姓名省略。

例如：

University of Hawaii Press, 1997.

C、同一作者同一年出版的不同文献，参照下例：

Widdowson, Henry G1998a.

Widdowson, Henry G. Cambridge:

Cambridge University Press, 1998b.

（2）论文集

参照下例：

Thompson, Pett. “Modal Verbs in Academic Writing”. In Ben Kettlemann & York: Rodopi, 2002: 305-323.

（3）百科全书等参考文献

参照下例：

Fagan, Jeffrey. “Gangs and Drugs”. ork: Macmillan, 2001.

（4）学术期刊论文

参照下例：

Murphy, Karen. “Meaningful Connections: Using Technology in Primary Classrooms”.

（5）网络文献

参照下例：

“Everything You Ever Wanted to Know About URL”.

（6）专著：

参照下例：

皮亚杰.结构主义[M] .北京:商务印书馆,1984.

（7）期刊文章：

参照下例：

杨忠,张韶杰.认知语音学中的类典型论[J].外语教学与研究,1999,(2):1-3.

（8）学位论文

参照下例：

梁佳.大学英语四、六级测试试题现状的理论分析与问题研究[D].湖南大学,2002.

（9）论文集

参照下例：

许小纯.含义和话语结构[A].李红儒.外国语言与文学研究[C].哈尔滨:黑龙江人民出版社,1999:5-7.

（10）附录

2）中文参考文献

一、参考文献的类型

参考文献(即引文出处)的类型以单字母方式标识，具体如下：

[M]--专着，着作

[C]--论文集(一般指会议发表的论文续集，及一些专题论文集，如《***大学研究生学术论文集》

[N]-- 报纸文章

[J]--期刊文章：发表在期刊上的论文，尽管有时我们看到的是从网上下载的(如知网)，但它也是发表在期刊上的，你看到的电子期刊仅是其电子版

[D]--学位论文 :不区分硕士还是博士论文

[R]--报告：一般在标题中会有“关于****的.报告”字样

[S]-- 标准

[P]--专利

[A]--文章：很少用，主要是不属于以上类型的文章

[Z]--对于不属于上述的文献类型，可用字母“Z”标识，但这种情况非常少见

常用的电子文献及载体类型标识：

[DB/OL] --联机网上数据(database online)

[DB/MT] --磁带数据库(database on magnetic tape)

[M/CD] --光盘图书(monograph on CDROM)

[CP/DK] --磁盘软件(computer program on disk)

[J/OL] --网上期刊(serial online)

[EB/OL] --网上电子公告(electronic bulletin board online)

很显然，标识的就是该资源的英文缩写，/前面表示类型，/后面表示资源的载体，如OL表示在线资源。

二、参考文献的格式及举例

1.期刊类

【格式】[序号]作者。篇名[J].刊名，出版年份，卷号(期号)起止页码。

【举例】

[1] 周融，任志国，杨尚雷，厉星星。对新形势下毕业设计管理工作的思考与实践[J].电气电子教学学报，2003(6)：107-109.

[2] 夏鲁惠。高等学校毕业设计(论文)教学情况调研报告[J].高等理科教育，2004(1)：46-52.

[3] Heider, . The structure of color space in naming and memory of two languages [J]. Foreign Language Teaching and Research, 1999, (3)： 62 67.

2.专着类

【格式】[序号]作者。书名[M].出版地：出版社，出版年份：起止页码。

【举例】

[4] 刘国钧，王连成。图书馆史研究[M].北京：高等教育出版社，1979:15-18,31.

[5] Gill, R. Mastering English Literature [M]. London: Macmillan, 1985: 42-45.

3.报纸类

【格式】[序号]作者。篇名[N].报纸名，出版日期(版次)。

【举例】

[6] 李大伦。经济全球化的重要性[N]. 光明日报，1998-12-27(3)。

[7] French, W. Between Silences: A Voice from China[N]. Atlantic Weekly, 1987-8-15(33)。

4.论文集

【格式】[序号]作者。篇名 [C].出版地：出版者，出版年份：起始页码。

【举例】

[8] 伍蠡甫。西方文论选[C]. 上海：上海译文出版社，1979:12-17.

[9] Spivak,G. “Can the Subaltern Speak?”[A]. In & L. Grossberg(eds.)。 Victory in Limbo: Imigism [C]. Urbana: University of Illinois Press, 1988, .

[10] Almarza, . Student foreign language teacher's knowledge growth [A]. In and (eds.)。 Teacher Learning in Language Teaching [C]. New York: Cambridge University Press. 1996. .

5.学位论文

【格式】[序号]作者。篇名[D].出版地：保存者，出版年份：起始页码。

【举例】

[11] 张筑生。微分半动力系统的不变集[D].北京：北京大学数学系数学研究所， 1983:1-7.

6.研究报告

【格式】[序号]作者。名[R].出版地：出版者，出版年份：起始页码。

【举例】

[12] 冯西桥。核反应堆压力管道与压力容器的LBB分析[R].北京：清华大学核能技术设计研究院， 1997:9-10.

7.专利

【格式】[序号]专利所有者。题名[P].国别：专利号，发布日期。

8.标准

【格式】[序号]标准编号，标准名称[S].

【举例】

[14] GB/T 16159-1996, 汉语拼音正词法基本规则 [S].

9.条例

【格式】[序号]颁布单位。条例名称。发布日期

【举例】

[15] 中华人民共和国科学技术委员会。科学技术期刊管理办法[Z].1991-06-05

10.电子文献

【格式】[序号]主要责任者。电子文献题名。电子文献出处[电子文献及载体类型标识].或可获得地址，发表或更新日期/引用日期。

【举例】

[16] 王明亮。关于中国学术期刊标准化数据库系统工程的进展[EB/OL].

[17] 万锦。中国大学学报论文文摘(1983 1993)。英文版 [DB/CD]. 北京： 中国大百科全书出版社， 1996.

11.各种未定义类型的文献

【格式】[序号] 主要责任者。文献题名[Z].出版地：出版者， 出版年。

特别说明：凡出现在“参考文献”项中的标点符号都失去了其原有意义，且其中所有标点必须是半角，如果你的输入法中有半角/全解转换，则换到半角状态就可以了，如果你的输入法中没有这一转换功能，直接关闭中文输入法，在英文输入状态下输入即可。

其实，很多输入法(如目前比较流行的搜狐输入法)都提供了四种组合：

(1)中文标点+ 全角：这时输入的标点是这样的，：【1】-(而这时，我没有找到哪个键可以输入 / 符号)也就是说，这些符号是一定不能出现在“参考文献”中的;

(2)中文标点+半角：这时输入的标点是这样的，：【1】-(这时，我还是没有找到哪个键可以输入 / 符号)也就是说，这些符号也不能出现在“参考文献”中的;

上面列出的符号，中间没有任何的空格，你能看出它们有什么区别吗?我看只是-的宽度有一点点不同，其它都一样

(3)英文标点+全角：这时输入的标点是这样的，.:[1]-/

(4)英文标点+半角：这时输入的标点是这样的，.:[1]-/

从这两项可以明显的看出，半角和全角其实最大的差别是所占的宽度不一样，这一点对于数字来说最为明显，而英文标点明显要比中文标点细小很多(也许因为英文中，标点的功能没有中文那么复杂，就是说英文中标点符号的能力没有中文那么强大)

所以，很多人在写“参考文献” 时，总是觉得用英文标点+半角很不清楚，间距也太小，其实这点完全不用担心如果你觉得真的太小不好看，就用英文标点+全角吧而在[1] 之后，一般也都有一个空格。

对于英文参考文献，还应注意以下两点：

①作者姓名采用“姓在前名在后”原则，具体格式是：姓，名字的首字母。 如： Malcolm Richard Cowley 应为：Cowley, .,如果有两位作者，第一位作者方式不变，&之后第二位作者名字的首字母放在前面，姓放在后面，如：Frank Norris 与Irving Gordon应为：Norris, F. & .

②书名、报刊名使用斜体字，如：Mastering English Literature,English Weekly.

三、注释

注释是对论文正文中某一特定内容的进一步解释或补充说明注释应置于本页页脚，前面用圈码①、②、③等标识。

Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994). Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b).The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959): · Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment · Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives · Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions · Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise · Coordinating: interrelating the various parts of the work · Reporting: keeping those to whom you are responsible, including both staff and public, informed · Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesPlanningPlanning is the key management function of any extension worker. It is the process of determining in advance what should be accomplished, when, by whom, how, and at what cost. Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and productivity. Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their achievement. It involves choosing a course of action from available alternatives. Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Generally there are four major types of planning exercises: strategic, tactical, contingency, and managerial. Strategic planning involves determining organizational goals and how to achieve them. This usually occurs at the top management level. Tactical planning is concerned with implementing the strategic plans and involves middle and lower management. Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992). Managerial planning is usually considered as microlevel planning. It helps in combining resources to fulfil the overall objectives of the extension organization. A needs assessment may initiate a need for developing a plan. The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the organization. Its mission statement is a proclamation of its purpose or reason for being. After the philosophy and mission statements have been established, various goals and objectives are defined. Goals are usually general statements that project what is to be accomplished in the future. An objective is a concrete statement describing a specific action. Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be taken. Managers are related to policy formation in two ways. First, they play a crucial role in implementing organizational policies that have been established by higher management. Second, they create policies within their departments as guides for their own work groups. Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of action. Rules are used to provide final and definite instruction. Usually they are inflexible. Planning is designing the future, anticipating problems, and imagining success. In short, planning is essential for anyone who wants to survive. The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of planning. Everyone is a planner - a planner of meals, of work time, Of vacations, of families. Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective managers. Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political realities. Long-Range Planning Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the organization. It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in technology. Many extension workers may think that such management is beyond their level of authority, control, or involvement. They may feel that such management is the prerogative of the director, the deputy minister, or the president. However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be involved.

财务管理论文英文参考文献

范文一

[1]Allport, G. W. Personality: A psychological interpretation. New York: Holt,Rinehart & Winston, 1937.

[2]DeVellis, R. Scale development: Theory and application. London: Sage. 1991.

[3]Anderson,J. R. Methodologies for studying human knowledge. Behavioural and Brain Sciences,1987,10(3)，467-505

[4]Aragon-Comea, J. A. Strategic proactivity and firm approach to the natural environment. Academy of Management Journal,1998,41(5)，556-567.

[5]Bandura, A. Social cognitive theory: An agentic perspective. Annual Review of Psychology, 2001,52,1-26.

[6]Barr, P. S,Stimpert,J. L,& Huff,A. S. Cognitive change,strategic action and organizational renewal. Strategic Management Journal, 1992,13(S1)，15-36.

[7]Bourgeois, L. J. On the measurement of organizational slack. Academy of Management Review, 1981,6(1)，29-39.

[8]Belkin, N. J. Anomalous state of knowledge for information retrieval. Canadian Journal of Information Science, 1980,5(5)，133-143.

[9]Bentler,P. M,& Chou C. P. Practical issues in structural equation Methods and Research,1987,16(1)，78-117

[10]Atkin, C. K. Instrumental utilities and information seeking. New models for mass communication research, Oxford,England: Sage,1973.

范文二

[1]Antelo,M. Licensing a non-drastic innovation under double informational asymmetry. Rese arch Policy,2003,32(3)， 367-390.

[2]Arora, A. Patents,licensing, and market structure in the chemical Policy, 1997,26(4-5)， 391-403.

[3]Aoki,R.,& Tauman,Y. Patent licensing with spillovers. Economics Letters,2001,73(1)，125-130.

[4]Agarwal, S,& Hauswald, R. Distance and private information in of Financial Studies,2010,23(7)，2757-2788.

[5]Brouthers, Hennart, . Boundaries of the firm: insights from international entry mode research. Journal of Management, 2007,33,395-425.

[6]Anderson, J. E. A theoretical foundation for the gravity equation. American Economic Review, 1997,69(1)，106-116.

[7]Barkema,H. G.,Bell,J. H. J.,& Pennings, J. M. Foreign entry,cultural barriers,and learning. Strategic Management Journal, 1996, 17(2)，151-166.

[8]Bass, B.,& Granke, R. Societal influences on student perceptions of how to succeed in organizations. Journal of Applied Psychology, 1972,56(4)，312-318.

[9]Bresman, H.,Birkinshaw, J.,& Nobel, R. Knowledge transfer in international acquisitions. Journal of International Business Studies,1999,30(3)，439-462.

[10]Chesbrough, H. W.,& Appleyard,M, M. Open innovation and Management Review, 2007,50(1)，57-76.

China’s accession into the WTO has triggered extensive discussions on the part of macroeconomists, both domestic and international, concerning China’s macroeconomic performance in the future. As a would-be senior enterprise manager, I have also been gravely concerned about the possible impacts that this historical event would produce on enterprise management. During my prospective studies at NYU, I plan to work on an individual project which will be entitled Designing the Optimum Management Mode for China’s Medium- and Small-Sized Enterprises After China’s Accession into the WTO. In China, the medium- and small-sized enterprises have been playing an increasingly important role in the country’s whole economy. Yet, the management of those enterprises is far from being effective. They cannot make effective use of their resources to realize their potential profits, or they have failed to properly estimate their long-term profit-making capacity. Their survival seems to be ensured when only faced with domestic competition because their competitors are equally incompetent in their management. However, their competitors after China’s entry into WTO are those international enterprises with professional management expertise. If those Chinese enterprises cannot fully utilize their resources or make strategic adjustments, their existence and profit-making ability would be seriously jeopardized. The objective of my project is to evolve a system of optimum management mode, together with its methodology and concepts, which fits the special characteristics of Chinese enterprises. In addition, I will propose some specific feasibility models. The research findings of this project would provide valuable information for those enterprises to help them achieve that they actually deserve by means of effective project will proceed in this way. First, as China’s current economic system is rather unique in the entire world, a system that combines free market system with the so-called socialist system, I will conduct an analysis of both the macro and the micro economic circumstances of those enterprises. The research may lead to the following results, that the optimum management mode of China’s enterprises might differ fundamentally from that of their foreign counterparts in terms of its form of expression, although the purpose of designing the management mode is essentially the same --- the realization of profits. At the same time, I will endeavor to know the existing conditions of management in those enterprises and discover the inherent problems in their management and their potential resources. It is precisely those potential resources that are their potential profit margins. The aim of doing so is to compare and contrast the management in those enterprises with that of excellent enterprises. Those procedures will be completed before I leave China to pursue studies at your university. At least I will have to collect all the necessary materials before I proceed onto further studies during my program at your the second stage of my project, I will attempt at a study of all the requisite elements that characterize optimum management mode as described by management theories. I will try to trace the process how these elements evolved and their present form of expression by studying the management cases of successful international enterprises. This step will be crucial as what I discover will be the most precious experience for Chinese enterprises. As for the choice of the cases, I will concentrate on those foreign enterprises that are analogous to their Chinese counterparts both in the scale and in the nature of business operation. Based on my understanding of the existing condition of Chinese medium- and small-sized enterprises, I will lay emphasis on the construction of corporate culture and the design of management successful international enterprises have their correspondingly excellent corporate cultures which serve as the foundation for their constant creation of ever-increasing profits, sustained growth, and triumphs over their competitors. Most enterprise administrators in China are inheritors of the conventional mentality of the planned economy who absolutely fail in the cultivation of their corporate cultures. The successful cultivation of corporate culture requires the top management to be equipped with knowledge in administration science, psychology, organizational behavior and in other sciences, a process which demands tremendous creativity. To complete this project satisfactorily, I need to immerse myself in the coursework that your university will offer me. I also need to summarize the characteristics of corporate culture that many successful international enterprises share and the process whereby the successful corporate cultures developed. Those characteristics can be important lessons that Chinese enterprises can assimilate because China’s membership in the WTO forces its enterprises to be confronted with the similar business environment to that faced by their foreign counterparts long operating under the market economy system. Meanwhile, by combining my research findings with the actual circumstances of the Chinese enterprises, I can come up with some creative ideas as to the proper mode of corporate culture development in keeping with the characteristics of those enterprises. Moreover, the design of management strategies is something that Chinese enterprises lack. For Chinese enterprises that switch from a relatively self-enclosed market to the liberal international market, it is necessary to effect a transformation in their management strategies and this transformation will be vital for the successful transition from domestic to international markets. In terms of research methodology, I will adopt those approaches similar to those for my studies on the corporate believe that this envisioned project will contribute importantly to the enterprise management of China and it will be much more fruitful if I can secure assistance from the seasoned faculty members of your prestigious university.