公司委託貸款論文外文翻譯

⑴ 金融專業畢業論文的外文翻譯

2
"STOCKM ARKETD EVELOPMENAT NDL ONG-RUNG ROWTH"
BYROSS LEVINE AND SARA ZERVOS
World stock markets are booming. Developing country stock markets compose a
disproportionately large amount of this growth. Over the past 10 years, world stock market
capitalization rose from $4.7 trillion to $15.2 trillion, and emerging market capitalization jumped
from less than 4 percent to almost 13 percent of total world capitalization. Similarly, over this
decade, the trading of shares on emerging stock exchanges rose from less than 3 percent to 17
percent of the total value of transactions on the world's stock exchanges. Further, Korajczyk
(1996) shows that emerging markets have become more integrated with world capital markets
ring the past seven years. The blossoming of emerging stock markets has attracted the
attention of international investors. Portfolio equity flows to emerging markets jumped from
$150 million in 1984 to over $39 billion in 1995. Yet, there exists very little empirical evidence
on the relationship between stock market development and long-run economic growth.

⑵ 畢業論文外文翻譯求助攻

多元學習評價在C語言程序設計課程中的應用研究

⑶ 求關於企業適度負債經營的外文文獻，用於論文外文翻譯

<Financial Stratement> by Dr L.Champlin

⑷ 論文外文翻譯部分

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 proposals

First, cultural differences on the impact of human resources management
With 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 proposal
1. Integrated corporate culture, strengthen communication, the establishment of common values
Different 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 indiviality 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 graally 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 training
Multinational 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 recing 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 rece cross-cultural communication as a result of misconct 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 rece 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 strategies
Transnational 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 proction, 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 concive to rece 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 Conclusion
In 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

僅供參考，請自借鑒。

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⑸ 企業資金鏈斷裂論文的外文翻譯

海爾投資金融業是真正地開始搭建一個跨國公司的框架，由於金融業本身良好的資金流動性，產融結合將為海爾的資金鏈...資本運營形成的原因即有內部的動因，也有企業外部環境的支持。重視資本運營的戰略地位，借鑒成功的運營模式...www.wsdxs.cn/html/fazhan

⑹ 有一篇論文需要外文翻譯過來，找哪個公司

editsprings覺得很可靠可以試試看的

⑺ 畢業論文外文翻譯要翻譯什麼

畢業論文外文翻譯：將外文參考文獻翻譯成中文版本。

翻譯要求：

1、選定外文文獻後先給指導老師看，得到老師的確認通過後方可翻譯。

2、選擇外文翻譯時一定選擇外國作者寫的文章，可從學校中知網或者外文資料庫下載。

3、外文翻譯字數要求3000字以上，從外文文章起始處開始翻譯，不允許從文章中間部分開始翻譯，翻譯必須結束於文章的一個大段落。

參考文獻是在學術研究過程中,對某一著作或論文的整體的參考或借鑒.徵引過的文獻在注釋中已註明,不再出現於文後參考文獻中。外文參考文獻就是指論文是引用的文獻原文是國外的，並非中國的。

原文就是指原作品,原件，即作者所寫作品所用的語言。如莎士比亞的《羅密歐與朱麗葉》原文是英語。 譯文就是翻譯過來的文字，如在中國也可以找到莎士比亞《羅密歐與朱麗葉》的中文版本，這個中文版本就稱為譯文 。

(7)公司委託貸款論文外文翻譯擴展閱讀：

外文翻譯需要注意的問題

1、外文文獻的出處不要翻譯成中文，且寫在中文譯文的右上角（不是放在頁眉處）；會議要求：名稱、地點、年份、卷（期），等 。

2、作者姓名以及作者的工作單位也不用必須翻譯。

3、abstract翻譯成「摘要」，不要翻譯成「文章摘要」等其他詞語。

4、Key words翻譯成「關鍵詞」 。

5、introction 翻譯成「引言」(不是導言)。

6、各節的標號I、II等可以直接使用，不要再翻譯成「第一部分」「第二部分」，等。 

7、注意排版格式，都是單排版，行距1.25，字型大小小4號，等（按照格式要求）。

8、裡面的圖可以拷貝粘貼，但要將圖標、橫縱指標的英文標注翻譯成中文。 

9、裡面的公式、表不可以拷貝粘貼，要自己重新錄入、重新畫表格。

⑻ 論文外文翻譯

【正題名】金屬離子種植MCM - 41的- 2 。催化環氧化苯乙烯及其衍生物與對叔丁基過氧化氫錳- MCM - 41的
【作者】Yonemitsu先生;岩本先生;田中元
【作者單位】北海道大學，催化雜志的點擊率，北海道札幌060 ，日本。
【刊名】催化學報
【年卷期】vol.178， No.1 1998年
【出版年】: 1998
【ISSN】: 0021-9517
【頁碼】: p. 207-213
【分類號】: O63; TQ032; O64
【關鍵詞】Mesoporous分子篩子; 電子轉動共鳴; 硅質的mcm41; 回聲模塊化; 液體階段; 氧化作用; 穩定; 硅酸鹽; 過氧化物; 烯烴
【正文語種】英國
【文摘】錳准備的發現離子被種植的MCM-41模板離子交換(領帶)方法(MnMCM41)活躍的為芳香烯烴的催化作用的環氧化作用。 MnMCM的活動41在那些是最偉大的Mn/MCM-41之中， Mn/SiO2， Mn/Al2O3，用一個常規注入方法准備，並且MnZSM 5用一個離子交換方法准備了。 適當的反應條件為trans芪首先被確定了作為基體。最有效的氧化劑是tert丁基氫過氧化物(TBHP)在328-348 K在H2O2、PhIO、TBHP和O-2之中。 最高的出產量93% trans芪氧化物獲得了通過使用乙腈一種混雜的溶劑，並且二甲替甲醯胺9:1 (v/v)在328 K. MnMCM41可能為反應一再使用，不用在催化作用的減退。 trans和各種各樣的芳香烯烴同邊異構體的環氧化作用然後被學習了。有的烯烴的氧化作用龐大的代替者例如4-tert-butylphenyl和2萘基在MnMCM41 mesopores能進行。轉同質異能素的環氧化作用比那容易同邊異構體。 與同邊配置的烯烴全部給了與少量的對應的trans氧化物trans烯烴作為副產物。一個根本機制為氧化作用被建議了根據產品分發。 (c) 1998學術出版社。 [參考： 42]

⑼ 畢業論文外文翻譯是什麼意思有什麼要求

畢業論文外文翻譯：將外文參考文獻翻譯成中文版本。

翻譯要求：

1、選定外文文獻後先給指導老師看，得到老師的確認通過後方可翻譯。

2、選擇外文翻譯時一定選擇外國作者寫的文章，可從學校中知網或者外文資料庫下載。

3、外文翻譯字數要求3000字以上，從外文文章起始處開始翻譯，不允許從文章中間部分開始翻譯，翻譯必須結束於文章的一個大段落。

參考文獻是在學術研究過程中，對某一著作或論文的整體的參考或借鑒。徵引過的文獻在注釋中已註明,不再出現於文後參考文獻中。外文參考文獻就是指論文是引用的文獻原文是國外的，並非中國的。

原文就是指原作品,原件，即作者所寫作品所用的語言。如莎士比亞的《羅密歐與朱麗葉》原文是英語。

譯文就是翻譯過來的文字，如在中國也可以找到莎士比亞《羅密歐與朱麗葉》的中文版本，這個中文版本就稱為譯文。

主要標准

翻譯是語際交流過程中溝通不同語言的橋梁。一般來說，翻譯的標准主要有兩條：忠實和通順。

忠實

是指忠實於原文所要傳遞的信息，也就是說，把原文的信息完整並且准確地表達出來，使譯文讀者得到的信息與原文讀者得到的信息大致相同。

通順

是指譯文規范、明白易懂，沒有文理不通、結構混亂、邏輯不清的現象。

實踐產生理論，歐美許多國家的翻譯理論是五花八門的。從大的方面來看，可以分為兩大派：一派是翻譯可能論，一派是翻譯不可能論。其實，完完全全百分之百的可能是沒有的，完完全全百分之百的不可能也是沒有的。

世界上一切翻譯活動都是在這兩個極端之間進行的。歐洲許多著名的人物，比如馬丁·路德、M.阿諾德、F.W.紐曼、J.B.波斯特加特、H.白洛克、Fr.R.諾克斯、V.那巴可夫等等，都對翻譯提出了自己的理論。據《開塞爾世界文學網路全書》的意見，這些理論中有些是剛愎自用的。