毕业论文外文翻译材料批阅

这个是可以的，百度文库有现成的，这个也是允许的这只是学习的材料。先到百度文库，找一篇此类文档中文的，然后用有道翻译，或是谷歌在线翻译翻成英 文，然后把英文放上面，中文放下面。希望可以帮到你。如果要找标准的PDF格式外文文 献，可以在谷歌，用英文文献名+空格+PDF 这样比较容易找到。 第一是Google搜索，主要是英文，尤其是其学术搜索，意义大。第二，通过各大学图书馆系统，进入几个主流的出版发行集团。第三，利用网络免费储存、电子书系统。尤其是国外多。1、论文题目：要求准确、简练、醒目、新颖。2、目录：目录是论文中主要段落的简表。（短篇论文不必列目录）3、提要：是文章主要内容的摘录，要求短、精、完整。字数少可几十字，多不超过三百字为宜。4、关键词或主题词：关键词是从论文的题名、提要和正文中选取出来的，是对表述论文的中心内容有实质意义的词汇。关键词是用作机系统标引论文内容特征的词语，便于信息系统汇集，以供读者检索。 每篇论文一般选取3-8个词汇作为关键词，另起一行，排在“提要”的左下方。主题词是经过规范化的词，在确定主题词时，要对论文进行主题，依照标引和组配规则转换成主题词表中的规范词语。5、论文正文：（1）引言：引言又称前言、序言和导言，用在论文的开头。 引言一般要概括地写出作者意图，说明选题的目的和意义, 并指出论文写作的范围。引言要短小精悍、紧扣主题。〈2）论文正文：正文是论文的主体，正文应包括论点、论据、 论证过程和结论。主体部分包括以下内容：a.提出-论点；b.分析问题-论据和论证；c.解决问题-论证与步骤；d.结论。6、一篇论文的参考文献是将论文在和写作中可参考或引证的主要文献资料，列于论文的末尾。参考文献应另起一页，标注方式按《GB7714-87文后参考文献著录规则》进行。中文：标题--作者--出版物信息（版地、版者、版期）：作者--标题--出版物信息所列参考文献的要求是：（1）所列参考文献应是正式出版物，以便读者考证。（2）所列举的参考文献要标明序号、著作或文章的标题、作者、出版物信息。一，选题要新颖。这次我的论文的成功，和高分，得到导师的赞许，都是因为我论文的选题新颖所给我带来的好处。最好涉及护理新领域，以及新进展，这样会给人耳目一新的感觉。二，大量文献做基础仔细查阅和你论文题目和研究范围相关的文献，大量的文献查阅会你的论文写作铺垫，借鉴别人的思路，和好的语言。而且在写作过程不会觉得语言平乏，当然也要自己一定的语言功底做基矗三，一气呵成做好充分的准备，不要每天写一些，每天改一些，这样会打断自己的思路，影响文章的连贯。四，尽量采用多的专业术语可能口语化的表达会给人带来亲切感，但论文是比较专业的形式，是有可能做为文献来查阅和检索的，所以论文语言的专业化，术语化会提升自己论文的水平。五，用正规格式书写参考正规的论文文献，论文格式。不要因为格式问题，而影响到你论文的质量。六，最好在计算机上完成写作过程如果有条件最好利用电脑来完成写作过程，好处以下几点：1，节省时间，无论打字的速度慢到什么程度，肯定要比手写的快。2，方便，大量的文献放在手边，一个一个查阅是很不方便的，文献都是用数据库编辑，所以都是在电脑上完成。提前先在电脑上摘要出重点，写出提纲，随时翻阅，方便写作。3，修改编辑，在电脑随时对文章进行修改编辑都是非常的方便。4，随时存档，写一段，存一段，防止突然停电，或者电脑当机。本人就是吃了这个大亏，一个晚上的劳动，差点就全没了，幸亏男友是电脑高手，帮我找回。否则就恨着电脑，哭死算了。七，成稿打印好交给导师无论你的字写的多么优美，还是按照惯例来，打印出的文字显的正规，而且交流不存在任何的问题，不会让导师因为看不懂你的龙飞凤舞，而低估你的论文。而且干净整洁，女孩子不仅注意自己的形象问题，书面的东西也反映你的修养和气质。八，听取导师意见，仔细修改导师会给你一些关于你论文建设性的意见，仔细参考，认真修改。毕竟导师是发表过多篇论文，有颇多的经验。

首先来看一下问题“英语学术文献翻译”，重点并非在于“英语”而是在于“学术文献”。因此，推荐百度、有道、谷歌这些就没有太大意义了。正是由于这些通用的翻译工具无法应对学术文献翻译，所以才寻求北京译顶科技人工翻译。

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。

外文文献，就是你毕业论文中所参考到的外国相关文献。不一定要原文引用，比如你采纳了其中一个论点，或者论据都行，总的来说就是参考文献，你引用也好借鉴也好，都行。

不太建议直接抄袭，抄袭的文章查重的时候就过不了，不过你可以去试试找北京译顶科技，那边可以帮到你的

（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。

外文翻译要求：（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。

是的。

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。

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。

我空间博文有一些方法介绍，你可以去瞅瞅，具体点我名称，找到我的空间找出论文名称关键词的英文翻译，在谷歌学术中搜索