英文个人实习报告

英文个人实习报告

英文个人实习报告 篇1

One is not good at performance but also have a want to be recognized by everyone very hot heart; a no social experience, work experience, no experience, Only a fear of hard not afraid of tired not afraid of failure to play stubborn Xiaoqiang. In short I am a responsible, motivated, hard-working and diligent study, hard-working 21st century young people. For the career planning, I would like to say during the in-service I will do a good job in every job, determined not to muddle through, pass, will be a good summary of work experience, access to intermediate cost, , To obtain a registered cost of certification.

Although I am a college student who has no work experience, the four years of study and practice in the university have also given me the ability to work and solve problems, and to solve the problem more comprehensively. In the future work to ”highlight the quality of character, character to create quality“ for the quality of ideas, ”from beginning to end customer-centric is our consistent aim, put ourselves in the customer think is our eternal pursuit of“ service concept, in the Work in a proactive, enthusiastic, always customer-centric, for the sake of customers, strictly abide by the company system, learning corporate culture, conscientiously study the professional knowledge, do not miss any opportunity to practice.

I have a strong ability to adapt, learning and self-management ability, have a certain degree of innovation, has a strong sense of teamwork and good organizational communication skills.

英文个人实习报告 篇2

Ericsson, Sweden’s largest tax payer in the IT industry, after a decade of growth, saw its glory fade and faced a serious operating loss when the internal and external problems emerged in 2001.

Opened in 1876 by Lars Magnus Ericsson, Ericsson transformed itself from a repair shop into a monopoly state telephone operators and supplied complete mobile telephony systems, and Ericsson was, until 2003, a world leader in telecom infrastructure equipment.At its early stage, considering the importance of technical innovations, Ericsson had heavily invested in Research and Development (R&D) department, which was the key reason for its success and was still a signifi cant feature in today’s corporation.The 1990s were a prosperous decade for Ericsson and its competitors for the telecom industry, and led by CEO and President Lars Ramqvist, Ericsson could by 1998 report its highest earnings in history and a market capitalization nine times higher than in 1990.

However, when then traditional fixed-line business and the smaller-enterprise systems division experienced a declining in the market, and the exaggerated appearance in 3G caused the overinvestment in the licenses, by the meantime, facing the downturn of the economy, Ericsson was starting to go downward.Kurt Hellstrom, as president with Ramqvist, quickly launched a string of restructuring programs to save the company.

During the two painful years, three cost-cutting programs were announced by Ericsson, aiming at reducing the number of external R&D consultants and temporary workers, as well as cutting travel and other expenses.Moreover, the saving was amounted to SEK50billion.The doubtful analysts and worried staff were challenging the management stabilization of the company.In the fall of 2002, it came as a surprise when an outsider was presented as Ericsson’s new CEO and President:Carl-Henric Svanberg, with no previous experience in the telecom industry.After spending time getting to know the company, its people and technologies, Svanberg invested in the company as he had done in his former firm, showing the signals of his expectation and participation in the future of the company, and added some measures to the continuous restructuring programs.Svanberg felt that was not enough to drive their own destiny and pitched his idea of a fourth saving program to get profi t again..In spite of travelling to Ericsson’s large customers and introducing himself and maintain the relationship, Svanberg dealt with the another major task which was energizing the organization and came up with“seven steps toward regained world leadership”.

But could Ericsson bear another round of cutting with half number of employees?Were the“seven steps”and his focus on soft skills suitable for Ericsson?What Svanberg was facing was really a hard situation.In this report, we will investigate and analyze the changes and measure specifically in Ericsson and provide some advice for its revolution.

Body

1, The Glory

Before 2000, Ericsson was always the leader in the telecom industry.Even today, when talking about setting fiber optic cable, teachers think of Ericsson.However, technology changes more quickly than experts can even think, before Ericsson could enjoy its fame and glory, it has to change its strategy to face new challenges.

2, Three programs

2.1 Established measures

Facing the challenges, the CEOs of Ericsson’s have established some solutions to the tough situation, and you can see the benefi ts and pitfalls as following.During 2001-2003, in the situation that sales decreased, and investors did not want to purchase their stocks, the chairman Ramqvist and Hellstrom came up with mainly three programs to conquer the diffi culties.The aim was to get the breakeven point, and the first solutions were redundancy, cutting down operational expenses but leaving R&D department without changing.As for the second one, it included selling irrelative departments, and merging relative divisions.The previous five market areas, for example, were combined to three, and market units were reduced from 100 to 35 (Narayandas et al.2008) .Last but not least, a joint venture of Sony Ericsson was founded, with the help of Sony company.2.2 Analysis of Ramqvist and Hellstrom’s measures

2.2 Analysis of Ramqvist and Hellstrom’s measures

At the end of the third program, nearly the year 2003, staff had been reduced by another 20000 to 65000.The good news was that a group of large Swedish investors would like to support the company.However, Ericsson still reported an operating loss of SEK 21.3billion (Narayandas et al.2008) .

A look at these measures and results, the operating costs were reduced, and the company could pay attention to where its advantages lied in, and gave the side occupations to othe companies or just sold them.The solutions made the company’s system works more effectively, for example, without the redundan positions and employees, the left employees had to work more actively, unlike before, fi shing in troubled waters.However, some problems still existed, and even more appeared.For instance Ericsson company was currently taking up with 40%of the presence in the declining industry of all mobile phone industry, which mean that the company was not able to make profi t soon with the limited amount of clients.Though Ericsson had cut down large proportion of its divisions it still had stepped into too many industries, which caught much attention from the company.In order to squeeze profi from the leading competitors, Ericsson had to not only invest cash but also people and energy into those products.As a result of that Ericsson could hardly develop its telecommunications equipmen and services to mobile and fi xed network operators, according to the Ericsson website.

Another important effect of the change is that employees were in the condition of fearing being laid-off, with the amount of work increasing, they could hardly manage their work.Employees’loyalty for Ericsson may decrease slightly.

Actually, this was really a time for Ericsson to have a big change for its culture, but the fact still had to be found.

3, The revolution measures established by Svanberg

3.1 An outsider CEO

It is really amazing to know that the new chairman of Ericsson is from a totally different industry, this needs the courage of formal chairman and the outstanding personality of Svanberg himself.Anyway, this is a new beginning of Ericsson.

3.2 Svanberg’s methods

To deal with the difficult situation, especially to comfort the employees, Svanberg tried to maintain the formal management team, and took out of his own money to invest in the company.Also, Svanberg kept cutting down the numbers of employees, and tried to change the culture of Ericsson.So as to cover his disadvantage of knowing the company so little, he regularly met the higher-level managers of Ericsson’s.When he tried to transmit his ideas to the managers, he did an investigation for the them, letting them think of the strength and weakness of the company.After rediscovering the organization they had been working in, the management come up with the steps of going back to the leader of the industry.

3.3 Analysis of Svanberg’s revolution

According to what the last CEOs had done and the results, it was still a tough time for Ericsson, for example, to deal with its losses in profits.Ramqvist and Hellstrom took some measures, however, these measures just solved the external problems.What really mattered is the effect of organizational culture.

Ericsson was a company with long history, it had rich experience on telecommunications equipment and services to mobile and fi xed network, however, experience was not enough.A company with only history and experience was not a corporation, but a workshop.A company cannot make himself known, so that it lost the ability to compete with his competitors.It was essential to turn the“Ericsson workshop”into the“Ericsson MNC”.Svanberg knew that the company had been damaged by the constant redundancy, so he invited the COO to stay in and invested his own money in the company, which showed his corporative attitude and confidence.He also realized that the employees were still more than needed and some managers were not qualifi ed for his position, so he laid some other employees and the CFO.The new CFO was very young.This was a signal, Svanberg wanted others to know that anyone who was able to work on the position could get what he wanted.After the CEO comforted the employees and solved the conflicts, the organization’s system will work more smoothly and effectively.

As we can see, the changes has a positive effect on the organization.Nevertheless, is it enough for Ericsson to be profi table again?Has the core problems been solved?

4, The overall analysis

4.1 The target and scale of change

Since soon after the glorious year of 1999, Ericsson began to loss profi t, and the situation left Ericsson with no time to prepare, this should be an unplanned and reactive change.The problem including out-of-date management style, ineffective working process, and too many irrelative projects, makes the change a big one.As a result, the change type should be transformational change.The four aspects of the changing should be change the strategy, improve the technology, leave out the unnecessary parts in the organizational structure, and lay off and hire employees.4.1.1 Strategy

4.1.1 Strategy

The industry of IT has changed dramatically since Ericsson fi rst stepped into.Decades ago, a company was able to produce and sell phones as well as build the infrastructure and provide the service.Today, it is not the thing.One, who can do any of these things better than others, will be successful.The problem of Ericsson is not only try to do everything well, but also manage to compete in the other industry.The unwise decision has separated his limited cash fl ows, leaving the core departments in diffi culty.Just like what has happened to Sony.Sony was the world leading corporation in the fi eld of consumer and professional audio-visual products, gaming products, communications products, core components and IT, according to Sony.com.cn.During its expansion, Sony purchased Columbia Pictures and other irrelative companies, which finally made Sony exhausted, even nearly went bankrupt.In order not to go the same way as Sony, the new strategy of Ericsson should be ensuring the core industry, selling off the others and paying most of its attention to the most valuable one.

4.1.2 Technology

No matter when, technology should be the core competitive strength of Ericsson.Have realized this, none of the CEOs shrink the R&D departments.In addition to that, R&D department should be an independent part of the company, which is leaded directly by the top manager.

4.1.3 Structure and people

During the expansion in more than a century, Ericsson becomes a company with unconsolidated structure, and there are meaningless positions with redundant employees.As a result, when profits go down, top managers think of laid-off.It means that the managers knew where the problems lay, they just needed a chance to solve the problem.However, the change is not enough.Even after Svanberg became CEO, there were more people than needed.It was right for Svanberg to keep fi ring people, canceling positions, until everyone left knew what to do and be active.

4.2 Force-fi eld analysis

As we can see from the case, most of the top managers have been staying in the organization for many years.They surely have emotions for the company, but their old-fashioned managing style really delays the development of it.Actually, they are the resistance force in the organization.Because changing means losing the job.On the other hand, the fearful atmosphere of laid-off makes employees annoyed, they can hardly make up their minds to work.It is another resistance factor.For the CEO, he has the support of the investors, as long as the company is profi table, the stock holders will be in favor of the decisions of the CEO.So Svanberg could fi re the unqualifi ed managers.To comfort the employees, top managers should do the following things.

4.2.1 up-date information

Trying to get the credit from the employees, top managers should tell them what is happening among the top managers.Even though employees may be fired, they have the right to know the news immediately.Breaking up the tense atmosphere is good for employees to get down to work.

4.2.2 promote among the employees

After working in the corporation for years, some of the employees are especially outstanding on their position.Usually, these people are trusted by their colleagues.Give them promotion, they will set positive examples for the other employees.Not only themselves, but also the whole corporation will be energized.

4.2.3 Praise and blame

Praise and blame should be clearly displayed in the routine jobs.When employees feel that they are valued, they will contribute more, even without bonus.This is evaluated in Organizational Behavior.

4.2.4 The responsibility chart

At the end of the transformation, some lower-level managers and the employees may be confused of what to do.Top managers have to take out time to make the responsibility chart to help them.At first, it may be time-consuming.As employees are familiar with the new jobs, they can make plans and finish the work by themselves.

4.3 Culture

Culture changing is a big part of the revolution.Whether it is successful or not matters the overall success of the change.Though top managers and other unqualifi ed employees have left, to change the culture, there is still something to do.For example, the belief of Ericsson, that is communication is a basic human need, according to the news, should be spread to the employees.When people know what they are fighting for, they have a firm determination, so that they can go forward.If all the members within the organization have the same feeling, the culture forms.At the end of the case, the organization was right on the position that the old culture was unfreezed, and new one was going to be formed.As long as the new energetic culture is established, it will be great help for Ericsson to get the leader in the industry back.

Conclusion

Just like what Svanberg has said, Ericsson is a giant in its industry.It is not so easy for a giant to be knocked down, so as Ericsson.The situation is really tough, but with the right person and direction, Ericsson can surely be profi table again.Recently, Ericsson is concentrating on infrastructure, rather the manufacture, but the net sales and gross margins are all positive, which shows the change has been in effect.Still, the most serious problem is about the culture.In order to adapt the tense competition in the industry, Ericsson should have an effective system and culture to work with.

参考文献

[1]Das, Vincent et al. (2008) Ericsson: Leading in Times of Change. Boston: Harvard Business School Publishing

[2]A leading ICT player (2012) Company Facts. Available at: http://www.ericsson.com/thecompany/company_facts (Accessed: 25 May 2012)

[3] Sony Global (2012) . Available at: http://www.sony.com.cn/about_sony/sony_global/2062.htm (Accessed: 25 May 2012)

[4] Financial Reports (2012) Investors. Available at : http://www.ericsson.com/thecompany/investors/financial-reports (Accessed: 25 May 2012)

[5]Jason, Jeffery et al. (2009) Organizational Behavior. Dongbei University of Finance and Economics Press

英文个人实习报告 篇3

英文文献学习硕士研究生临床神经病学教学神经病学是临床教学中的重点和难点之一。随着人口老龄化，神经系统疾病的发病率也越来越高，对神经病学临床研究生的综合能力以及教师的授课能力的要求也逐渐增高，帮助学生加深对神经疾病深度和广度的理解，在学习中形成正确的临床思维，对于提高教学效果和临床实践工作具有重要意义。怎样在临床教学中使学生便于理解，提高学习效率、培养有别于传统的临床思维是神经病学教学中的难点。

英文文献学习报告会自助教学法是我校神经病学教研室老师在日常工作中摸索出的一种有效、可行的教学方法，在我校临床型医学硕士研究生教育中已实行2届，本文将探讨该教学方法的可行性与教学效果。

1研究对象和方法

1.1研究对象

选择2011～2012级神经病学在读硕士研究生30名，女性23名，男性7名，年龄23-30岁之间，平均年龄（25.16±2.00）岁。英语均通过国家6级考试。分为6组，5人为一组。每组设定一个疾病专题。

1.2方法

1.1.1查阅和总结文献

要求学生查阅近5年内有关神经病学临床方面的文献，如讨论和学习某一领域文献中的最新文献，分享各自的观点，以指导临床实践；学习文献的思路、设计、医学统计和循证医学等知识并进行总结。每次报告会前确定一名学生作为报告者，并提前做好电子课件。内容包括文章的主要内容及观点，对临床工作的指导意义，值得思考、存在的困惑或问题，小结或体会。

1.1.2汇报会形式

读书报告会由一名导师主持，要求所有研究生及导师参加。采取以书面材料、多媒体课件为基础，结合汇报者口头讲解的形式进行汇报，汇报时间为40分钟。汇报完毕后，与会人员围绕汇报内容展开讨论，主持者鼓励大家大胆质疑，充分交流意见，分享体会。最后由主持人进行点评和指导。读书报告会每月举行一次。

1.1.3考核

根据报告者汇报内容的质量进行考核，分为优秀、合格、不合格。认真阅读文献，按时完成课件并报送书面材料，内容完整，文字通顺，观点鲜明，前沿性强，具有临床指导意义，为优秀。态度比较认真，阅读内容相对充分，课件制作比较认真，充实，文字通顺，为合格。态度不认真，阅读文献不充分，内容空洞，无新意，送交材料不及时，为不合格。

1.1.4效果评价

采用设计的调查问卷了解开展文献学习前后自身能力自评情况，及文献学习后效果评价，自身能力自评内容包括：检索文献能力、阅读并分析文献能力、撰写读书报告能力、制作电子课件能力和沟通表达能力5个项目，每个项目l-7计分，l代表能力非常差，7代表能力非常强，分数越高表示能力越强。效果评价内容包括：有否激发学习兴趣和营造学习氛围、是否培养学生良好学习习惯、独立思维能力、是否从被动接受知识到主动探索知识这三个方面。采用3级计分制，即有效、一般、无效。

1.3统计学方法

采用spssl3.0统计软件包进行统计学分析。采用t检验比较读书报告会开展前后学生自身能力自评的差异，采用描述性统计方法描述学生对开展读书报告会的效果评价。

2结果

2.1报告会开展前后学生自身能力自评比较

从表l可见，报告会开展后自身能力均较开展前提高，报告会前后比较，均P<0.Ol，差异具有统计学意义。

2.2学生对报告会效果评价

从表2可见，66.6%以上学生认为。开展报告会可激发学习兴趣和营造学习氛围、培养学生良好学习习惯及独立思维能力、从被动接受知识到主动探索知识大有帮助。

3讨论

英文文献学习报告会的开展，可提高教学效果，目前神经病学研究生课程授课多采用一本大纲、一间多媒体教室、教师授课、学生听讲的课堂组织形式。这种形式是一人讲众人被动地听，不利于学生思考，也不利于学生的个性化发展。而英文文献报告会的开展，大家收集文献，接触国际前沿的知识，同时锻炼了英语阅读能力，大家讨论和分享，启发思考，形成学习小组的意见或结论。此项活动的开展为今后即将步入临床工作的研究生打下自主学习的基础，为他们在专业学术方面的发展做好准备。

本研究显示英文文献报告会的开展，开展前后对比，学生的文献检索能力、阅读并分析文献能力、撰写读书报告能力、制作电子课件能力和沟通表达能力均有所提高。随着网络技术和医学技术的发展，更多的医学理念与知识结构应运而生，因此医生是一个需要终身学习的职业，继续学习能力对于其今后的发展与提高具有相当大的意义。由于研究生教育的独特性，该阶段正是培养自主学习能力的黄金时间，而读书报告会活动正为此提供了一个良好契机。研究生通过制定实施读书计划从而逐渐锻炼自主学习能力，本研究显示英文文献报告会的开展，66.6%以上的学生认为英文文献报告会的开展激发学习兴趣和营造学习氛围、培养学生良好学习习惯及独立思维能力、从被动接受知识到主动探索知识，开拓了视野。把握了本专业前沿的知识，同时也发现了自己的学习潜力。

英文文献学习报告会促进了研究生各方面学习能力，是调动学生学习积极性的一种良好手段。

参考文献：

[1]刘磊，胡佳淇，王树松，赵淑芳.医学研究生读书报告会活动体会[J].河北联合大学学报，2013，15（02）：283-284.

[2]聂晶，韩为东.医学分子生物学教学个体化改革探讨[J].基础医学教育，2014，16（05）：351-353.

英文个人简历常用词汇中英文对照 篇4

＜个人素质＞中英文词汇

A Useful Glossary for Personal Qualities

able 有才干的，能干的

active 主动的，活跃的

adaptable 适应性强的

adroit 灵巧的，机敏的

aggressive 有进取心的

alert 机灵的

ambitious 有雄心壮志的

amiable 和蔼可亲的

amicable 友好的

analytical 善于分析的

apprehensive 有理解力的

aspiring 有志气的，有抱负的

audacious 大胆的，有冒险精神的

capable 有能力的，有才能的

careful 办理仔细的

candid 正直的

charitable 宽厚的

competent能胜任的

confident 有信心的

conscientious 认真的，自觉的

considerate 体贴的

constructive 建设性的

contemplative 好沉思的

cooperative 有合作精神的

creative 富创造力的

dashing 有一股子冲动劲的，有拼搏精神的

dedicatid 有奉献精神的

devoted 有献身精神的

dependable 可靠的`

diplomatic 老练的，有策略的

disciplined 守纪律的

discreet （在行动、说话等方面）谨慎的

dutiful 尽职的

dynamic 精悍的

earnest 认真的

well－educated 受过良好教育的

efficient 有效率的

energetic 精力充沛的

enthusiastic 充满热情的

expressivity 善于表达

faithful 守信的，忠诚的

forceful （性格）坚强的

frank直率的，真诚的

friendly 友好的

frugal 俭朴的

generous 宽宏大量

genteel有教养的

gentle 有礼貌的

hard－working 勤劳的

hearty 精神饱满的

honest 诚实的

hospitable 殷勤的 humble 恭顺的

humorous 有幽默

impartial 公正的

independent 有主见的

industrious 勤奋的

ingenious 有独创性的

initiative 首创精神

have an inquiring mind爱动脑筋

intellective 有智力的

intelligent 理解力强的

inventive有发明才能，有创造力的

just 正直的

kind－hearted 好心的

knowledgeable 有见识的

learned 精通某门学问的

liberal 心胸宽大的

logical 条理分明的

loyal 忠心耿耿的

methodical 有方法的

modest 谦虚的

motivated 目的明确的

objective 客观的

open－minded 虚心的

orderly 守纪律的

original 有独创性的

painstaking 辛勤的，苦干的，刻苦的

practical 实际的

precise 一丝不苟的

persevering 不屈不挠的

punctual 严守时刻的

purposeful 意志坚强的

qualified 合格的

rational 有理性的

realistic 实事求是的

reasonable 讲道理的

reliable 可信赖的

responsible 负责的

self－conscious 自觉的

selfless 无私的

sensible 明白事理的

sincere 真诚的

smart 精明的

spireted 生气勃勃的

sporting 光明正大的

steady 踏实的

straightforward 老实的

strict 严格的

systematic 有系统的

strong－willed 意志坚强的

sweet－tempered 性情温和的

temperate 稳健的

tireless 孜孜不倦的

个人英文简历样本 篇5

CURRICULUMVITAEName:ZHANGDaWeiGender:MaleDateofBirth:8thNovember1960Nationality:ChineseAddre:Room324,Building18,Xiao-Nan-Zhuang,HaidianDistrict,Beijing，Zip:100873Tel:(010)61396661Fax:(010)61390006E-Mail:bananatrees@m.comPresentOccupation:12/1998-:SeniorEngineering,IBMBeijingLtdReoiblefortheTechnologicalStrategyoftheBusineinChinaProfeionalE

xperience:10/1998-12/1998:AistanttoDirectorofInternationalOfficeofIBMHeadquarters01/1993-12/1995:AociateProfeorintheDepartmentofComputerScience,ZhejiangUniversity,HangzhouEducation:12/1995-08/1998:MasterDegreeStudentinGraduateSchool,HefeiUniversityofTechnology,Hefei,AnhuiProvinceecialty:ComputerScienceanditsAlicatioroject:ARelationalDatabaseSystemforManagementAlication.09/1979-08/1983:UndergraduateStudentintheDepartmentofComputerandInformatiocience,HefeiUniversityofTechnology,Hefei,ecialty:ComputerScienceandItsAlicatio.Project:TP801-Z80MicrocomputerControlSystemofFurance-temperature.Hoies:Dancing,Travelling,WatercolorandReading

英文个人简历 篇6

Basic Information

Name:

Gender : Female

Nationality: Han

Political affiliation: party

Marital status : Single

Birthplace : Cangwu Wuzhou Guangxi

Education: Bachelor

Profession: Geographic Information Systems

Health: Good

Tel:

E-mail : @qq.com

QQ:

Professional practice experience

April 2011 to early 2012 , I followed the teachers to do the project The First National Water Census Work, as a interior work draftsman during the work.And using the software Arcgis process-related terrain data , as well as some of the outside investigation data , creating graphs and charts.That was the initial contact to the professional project , met a lot of application software operation knowledge, feeling book knowledge only if in the practice becomes really useful knowledge.Friendship harvest that year as well , but also to consolidate the software knowledge learned.Also during the National Day in 2011,I went to Guangxi Land Surveying and Mapping Institute to do a bit of part-time job, that is also the first time I true exposure to the software SuperMap Deskpro 6 in practice.November 2012 to December 2012 , the Planning Institute of Land Resources in Guangxi , I participated in a two-month graduate internship.In this two months, by participating in farmland classification, gradation , land use , and the 2012 Guangxi remote monitoring of suspected new construction sites of these projects work, I better understand the use of remote sensing software

ERDAS image correction , cropping , format conversion and other skills already mastered , and some data processing can be done by myself.In Microsoft Office Excel 2007 with the data warehousing process , I known that how to insert a pivot table , disaggregated data and other new features , then I have a better understanding about this powerful software.Practice this a few times , let me learn some software knowledge , the more practice-oriented operation, know that the only way to really learn something is practice.October 2013 to the Beijing Changdi Science and Technology Co., Ltd.I as a draftsman there, is mainly engaged in Baidu map update and maintenance, work for six months , due to personal reasons , the application automatically resign.In these efforts , I have a clear conscience , if fortunate enough to work with you , will due diligence.In the case of school

I majored in natural expertise geography, human geography , cartography , remote sensing technology, database technology , geographic information systems theory, design and application of geographic information systems in school , but also actively participate in social practice to get the accumulation of knowledge, gain experience constantly strive to improve my overall quality.University for four years , I had been a year of class JiJianWei and a year of classe publicity committee, participated in a number of community activities, which enriched my college life , and also exercised me the ability to do things by myself.Also, I performed well in school , good grades, well done all the tasks the teachers assigned, actively participate in school , class activities.And I have a strong self-learning ability and self-management skills, initiative in the professional learning , diligent in thinking , good to arrange a time , practical earnest, sincere man , able to withstand the pressure.Open-minded , self-discipline and lenient towards others.I get along well with the students , pay attention to the interests of the whole, know how to grasp the opportunity to work and progress.Summary

英文个人实习报告 篇7

关键词：风格翻译,华裔美国人,意译

1.Introduction

Fresh Off the Boat:A Memoir is an autobiography written by Eddie Huang,a Chinese American writer.While translating Chapter 13 and Chapter 16,the translator finds out that there are many stylistic markers in original text.Then,how to keep those personal stylistic markers in target text is the most important task for the translator.

As for the definition of style,scholars’ opinions differ.In Buffon’s words,“Style is the man”; Savory Theodore defines style as “the essential characteristic of every piece of writing,the outcome of the writer’s personality and his emotions at the moment,and no single paragraph can be put together without revealing in some degree the nature of its author”.According to Cuddon,style is “how a particular writer says things.The analysis and assessment of style involve examination of a writer’s choice of words,figures of speech,the devices(rhetorical and otherwise),the shape of his sentences(whether they be loose or periodic),the shape of paragraph,indeed,of every conceivable aspect of his language and the way in which he uses it.”

From those definitions,we can conclude that without thorough analysis of the author’s diction,his choice of sentence patterns and figures of speech and other aspects of language,it is insufficient to recognize the author’s style,let alone translating it into target language.

Then, how to recognize and translate style is the most significant issue.The stylistic markers can be categorized into formal markers and non-formal markers.Formal markers can be further categorized into phonological markers,register markers,syntactical markers,lexical markers,textual markers and markers of figures of speech.While non-formal markers are unstable structure of the source text,which consists of expression methods,inner quality of the text and Fusion of Visual Field of the receptor.

In regards to the translation approaches that should be adopted in style translation,scholars’ opinions differ.Liqin Zhang advocates in her paper that “in translating literature works,literal translation is better than free translation in remaining the author’s style since literal translation can keep all the stylistic markers in target language.” Nevertheless,literal translation pays more attention to the equivalence on the lexical and syntactic level,which will undermine the overall style of literature text.So the translator suggests that literature works always contain the author’s psychology and mood.

2.Stylistic Markers & Translation Approaches

In this chapter,the translator focuses on the different stylistic markers in the source text,and the most effective translation method towards these different stylistic markers.

2.1 Lexical Markers

In formal markers,lexical markers and register markers in some degree overlap with each other.The register markers refers to some particular words used in particular situation,class or regions and the register markers can clearly reveal the author’s class,education background and even region.Take the author’s identity as a second generation immigration and his law school education background into consideration,his lexical style can be either colloquial or written.Then,to achieve faithfulness in translation,the translator should also reproduce the explicit style,and communicate the same feeling to readers in target language.

Example 1.What the fuck did he mean by “that face”?

This sentence in Chapter 13 clearly expresses the author’s wrath when he was refused by the editor in the company because his Asian face.Besides,at that time,the author has graduated from a college.In other words,he has fulfilled his parents’expectation,and in his mind,if he can get a degree that anyone else can’t acquire,his life would be significantly different from his previous experience.Just as he thought he has embraced a new chance,he was rejected to get that job,which made him furious.Finally,those unspoken pressure from that society and culture is poured out in this sentence.And the readers both in source language and target language should have the same feeling as the author do.The intense mood of anger is expressed by the underlined part “the fuck”.But the author didn’t use the word to curse the interviewer.If translated directly into its Chinese counterpart,the meaning is distorted because the author graduated from law school and he shouldn’t come up as a coarse young man.Taking the author’s background and his mood into consideration,the translation version should be “‘这张脸’到底是什么意思?”.

2.2 Syntactical Markers

Compared with lexical markers,syntactical markers are more difficult to cope with because Chinese and English have many different sentence patterns.Generally speaking,the author in this text,restricted by English grammar,tends to used declaration sentences rather than exclamation sentences to express his anger and aspiration when he was treated unfairly.In regards to syntactical markers,the translator should usually comprehend them in context and translate them into a different sequence in target language.

Example 1.I wanted power,I wanted respect,and I never ever ever wanted

anyone to tell me about my face again.

The author uses three “wanted” to express his urgent feeling,and repetition is one distinct feature of the source text,so the translator should imitate the sentence structure to communicate the urgency and anger to the readers.But the sentence is a declarative sentence and if they are directly translated into the same sentence type,the powerful feeling would be erased in the translation version simply because declarative sentence in Chinese is just to state a fact without any feeling. What’s more,the repetition of “ever” in the original sentence should be kept in the translation.So the translator has to change it to exclamation sentence as in “我要权力!我要尊重!我再也不想,再也不想别人来告诉我我是黄种人!” By translating it into exclamation sentence,the readers in target language can know his anger,and after years of obedience to the society’s bias towards him,he finally realized that he has to fight for his future. And since then,the author embarks on his road of seeking new identity in that culture.

2.3 Markers of Figures of Speech

Figure of speech is one of the writing tools for the authors to strengthen the effect of the language,so they can be viewed as one key component of style.Many scholars argue that figures of speech can’t be translated.The source text contains many figures of speech,mainly similes and metaphors.Based on free,the main approach is to keep the tenor and vehicle as much as possible,reproducing the style in translated text.When the translator can’t find corresponding markers in target language for the vehicle in source text,then annotation or explanation in target language is inevitable.However,the translator believes that too many annotations will block the reading process of the readers in the target language.So,adding explanatory sentence is more preferable.

3.Conclusion