英文小报告范文

英文小报告范文（精选7篇）

英文小报告范文篇1

尊敬的领导，您好！

随着公司的不断发展，我个人的能力也在不断的提升和进步。这段日子里，我对公司及公司的同事们产生了深厚的感情,同事们给予了我很多帮助。对领导给我的关心照料一直充满感激，我也一直很努力的做好自己的本职工作，希望在以后的日子里我能和公司共同发展。

作为一名员工，我很喜欢自己公司，更热爱自己的工作。出于本人办事的执着，对工作认认真真、坚持原则，纵然工作中不断有棘手的问题出现，也能在我积极的应对中，把它完成的很好。愿付出更多的精力投身于工作，在集体中发挥自己力量，多为公司效力。

然而，现实的社会生活是实实在在的，个人的发展要以满足基本生活需要为依托，而且我相信，只要付出，就会有收获，因此我向您提出加薪请求，以求获得基本的生活保障，无后顾之忧的尽心尽力工作，希望领导对我的申请能够加以重视。

如果公司领导认为我现在的工作内容及质量还未能达到加薪的要求，我诚恳的希望您能提出宝贵意见或建议，让我今后有一个努力的方向和目标，在提升自己能力的同时将工作做的更好，向更高的目标迈进。

此致

敬礼!

申请人：郭洪昊

英文小报告范文篇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

英文小报告范文篇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.

西湖介绍英文范文篇4

我们大家都应该知道有句古诗叫作：“欲把西湖比西子，淡妆浓抹总相宜”。这句话写了西湖是这样的美丽。现在我们走进大门就会看到一个湖池，在湖池的两旁有座山，一座叫“玉龙山”，一座叫“凤凰山”。在这个地方以前有一个传说：相传民间有一对夫妻，男的叫玉龙，女的叫彩凤，他们本来过着幸福的生活，突然有一天玉皇大帝来到凡间抢美女。结果彩凤被抢走了，后来玉龙一直在凡间等她，日复一日，年复一年，有一天玉龙碰见了一个老翁，老翁给他了一块石头，让他把这块石头磨成明珠就可以与彩凤团圆了。经过了九九八十一天，石头终于被磨成了明珠，后来玉皇大帝知道这消息后，就派人来抢明珠，一不小心这块明珠掉了下来变成了西湖，而玉龙变成了玉皇山，彩凤变成了凤凰山，这就是西湖的由来，现在给大家10分钟时间自由参观，我们在大门口集合。

最后希望大家有空时常来西湖游玩。

招聘英文自我介绍（范文）篇5

空乘招聘英语自我介绍

Good morning，all the supervisors,I’m very glad to have come here to accept your selection.First, I’d like to introduce myself.I’m xxx, twenty-one years old, I’m studying in xxx University, major in vocal music performance, so I can sing very well and be placed the second in my grade, I work very hard and do very well in my courses.Two months later, I’ll graduate with the honor of excellent graduation student.I come from Yiyang, Hunan Province, which is a very beautiful city by the bank of the Peach Flower River.I have a very happy and homonious family, my mother works in a company as the office director, and my father is an English teacher in a university.So I have got good education from my childhood, both in personality and knowledge.I have many hobbies, dancing listed first, both Chinese dances and sports dances such as Latin Dance and Rumba, I won a prize in a competition, and have got a coach certificate

I’m friendly and mild, so I can get along well with others.I can speak standard English and Chinese, I’m helpful and always get ready to help people in need.I have an acute sense of team, most importantly, I have confident to be a good stewardess, I wish I could have the chance to serve Xiamen Airlines, serve the travellors, serve the people.Thank you.

英文自我介绍秘方（范文模版）篇6

 Greetings

Good morning / afternoon, professor(s). Background

My name is.I was brought up in Taoyuan City where there is a railroad crossing near my home.There are seven members in my family;they are my dear grandfather, parents, two sisters, my precious puppy and I. Personality

1.2.3.I am quite reserved but I value friendship.Therefore, I’ve got many close friends.I think I am somewhat on the shy side.I have been a cooperative and obedient student in my teachers’ eyes, and I think it’s

my concern for others that makes me popular.4.5.6.I insist on not being tricky.I used to be everybody’s friend because that.I’m enthusiastic and I always come to someone’s rescue. School

I study in National Yangmei Senior High School, and my favorite subjects are(Chinese / English / Math / Biology / Physics / Chemistry / History / Geography / Music / Art / Military Training / Counseling / P.E./ Civics)because that(Appendix 1).In the second year, I also took part in thecontest / competition / race and won first/ third place.I was elected(Appendix2), through which I learn how to approach things enthusiastically and independently. Interests

Despite great academic pressure, I spend time reading novels.××× is my favorite novelist and he / she is adept in portraying characters.This is also the best way to get rid of all the pressure for a while, though my sight may get even poor. Hobbies

My hobby is / areand.In my leisure time, I always gowith my classmates(playing the piano / guitar / trumpet / saxophone / violin / French horn or playing basketball / volleyball / baseball / soccer / poker/ bridge/ Chinese chess). Ambitions

In the near future, I hope I have a chance to develop my interest and capability here.Then I believe I can bring what I learn into full play in my profession field. Appreciation

Thank you for your listening. Appendix 1

1.I like Chinese because studying Chinese helps me understand the depth and breadth of

the Chinese culture.2.I like English because English is an international language.I can understand the world

and communicate with other people in the world through English.3.I like math because I like thinking.Whenever I solve a very hard problem, I have a

sense of accomplishment beyond description.4.I like history because it is a mirror of human beings.We can learn what we should

do by reading history.5.I like geography because it helps me understand local customs and practices.It

enlarges my field of vision and develops my concept of the world.6.7.I like civics because it teaches me about moral and civic duties.I like physics and chemistry because they relate to our daily lives.They are quite

practical.8.I like biology because it helps me understand the laws of nature and admire the great

Creator.9.I like health education because it helps me understand not only the mystery of our bodies

but also how to keep our bodies healthy.10.I like music because it can not only cultivate my personality but also help me forget

my trouble.11.I like handicraft class because I can learn how to make things that are useful, like

bookends and small electrical things like flashlights.12.I like art because it teaches me to appreciate / admire / enjoy beautiful things.13.I like home economics because it teaches me how to be a great housekeeper and caretaker.14.I like counseling because it helps me understand my disposition and how to choose a

英文小报告范文篇7

对比语言学是现代语言学的一个分支。即为了解决教学或翻译问题而对比两种语言的异同。对比可以在语音、语法、词汇、语义、语用层次进行, 也可以从语言的文化、心理、民族角度进行对比研究, 还有人对不同语言的标点符号系统进行对比研究。随着全球化的深入发展, 对比语言学越来越得到各国科学家和学者的重视。

英语中contrastive analysis, contrastive studies和contrastive linguistics三个名称经常相互替代使用。作为语言学的一个分支学科, 三个名称的含义基本一样, 但contrastive linguistics是更正规的名称。contrastive analysis这一术语使用时间比较早, 是从比较语言学 (comparative linguistics) 的研究中产生的, 它是语言分析的一种方法, 较多地指应用性对比研究, 而contrastive studies则兼含具体的理论与应用两方面的研究。

2 译前准备

2.1 翻译文本分析

本文的翻译及分析涉及到希尔顿英文官网中四个板块的内容, 分别是Homepage;“About us”、“Development”和“Brand Portfolio”。

企业英文网站的内容属于信息型文本, 主要目的是将企业信息传递给浏览者。艺术效果在于要有吸引性, 激起浏览者兴趣。

英语与汉语的差异具体表现在:分别为综合语与分析语, 聚集与流散;形合与意合;繁复与简短;物称与人称;被动与主动;静态与动态;抽象与具体;间接与直接;替换与重复等方面。

企业网站主要由内容和设计两大部分构成。网站的内容主要包括企业的特征信息、客户支持、金融信息、就业机会和社会问题等。在此情境中, 网站上的内容有助于企业塑造公众形象, 并与客户建立联系。而企业网站的设计则包括“外观”、“导航”、“安全”、“速度”和“追踪”等元素。

网站若以文字形式为基础, 其网站内容的翻译对跨文化交流影响最大。然而, 若网站包含了声音、图像和视频等内容, 网站建设还应考虑颜色、内涵、排版、动画、声音及其他与文化相关的因素。另外, 企业网站的文化特征受较多方面的影响, 如国家文化、企业文化、产品特征以及多媒体技术等。

2.2 希尔顿企业背景知识分析

希尔顿国际酒店集团 (HI) , 为总部设于英国的希尔顿集团公司旗下分支, 以及与总部设在北美的希尔顿酒店管理公司合资经营的、分布在12个国家中的18间“康拉德” (亦称“港丽”) 酒店总称。希尔顿国际酒店集团经营管理着403间酒店, 包括261间希尔顿酒店, 142间面向中端市场的“斯堪的克”酒店。它与希尔顿酒店管理公司组合的全球营销联盟, 令世界范围内双方旗下的酒店总数超过了2700间, 其中500多间酒店共同使用希尔顿的品牌。希尔顿国际酒店集团在全球80个国家内有着逾71000名雇员。

希尔顿经营旅馆业的座右铭是:“你今天对客人微笑了吗?”

通过笔者的研究, 发现其成功的秘诀就在于牢牢确立自己的企业理念, 并把这个理念上升为品牌文化, 贯彻到每一个员工的思想和行为之中, 饭店创造“宾至如归”的文化氛围, 注重企业员工礼仪的培养, 并通过服务人员的“微笑服务”体现出来, 这也就是希尔顿的企业文化。

近期, 酒店权威杂志———美国《HOTELS》公布2014年度“全球酒店集团325强”的排名, 洲际近年来的榜首位置不保, 被去年的第二名希尔顿全球赶超, 变为第三名, 万豪摘得榜眼位置。希尔顿全球位居2014年度“全球酒店集团325强”首位。因此选取希尔顿英文官网进行汉译及分析, 这对于推进中国本土酒店“走出去”战略是十分典型且必要的。

3 译中分析

3.1 词汇和短语的翻译

3.1.1 范畴词翻译

翻译策略中提到, 英译汉时常省略范畴词;反之汉译英时常常添加范畴词。当然这是大多数情况, 也存在特殊情况, 见下例:

Architecture&Construction

Tap into our team of construction professionals for design consultation, site reviews, contractor referrals, and construction monitoring.

自译:建筑与施工。

充分利用我们的专业施工团队提供的设计咨询、实地审查、承包商推荐和施工监控等。

参译:建筑与施工。

充分利用我们的专业施工团队提供的设计咨询、现场审核、承包商推荐和施工监控等服务。

分析:“设计咨询”、“实地审查”、“承包商推荐”和“施工监控”这些都是希尔顿专业施工团队提供的服务, 故“服务”这个范畴词不能省, 应该添加到译文中。

3.1.2 四字词语

四字词语的翻译一直是英汉翻译讨论的重点。英语中独特的形容词可以译成汉语四字词语, 这样既符合译入语习惯, 又使得语言工整有气势。

例1:

We have more than 48 million members in our award–winning customer loyalty program, Hilton HHonors.

自译:我们的成功的客户忠诚计划—希尔顿荣誉客会, 目前已拥有4800多万荣誉会员。

参译:而且我们屡获殊荣的顾客忠诚计划———希尔顿荣誉客会目前拥有约4600万名会员。

分析:Winning参译译为“屡获殊荣的”, 四字词语, 正式又有气势, 而且表达出来该计划经常获奖的含义。

例2:

Our system.Your success.

The Hilton Worldwide Performance Advantage is an integrated system of innovative solutions and advanced technologies that work together to drive increased business and keep costs down, without compromising quality.Together, these seven services provide access to the latest tools, technologies, forward-thinking strategies, and the most influential people in the industry to create an unrivaled competitive advantage.

自译:我们的系统造就您的成功。

希尔顿全球酒店管理集团绩效优势是一套综合系统。该系统将创新型解决方式和先进技术相结合来提高业务量同时降低运营成本, 当然, 前提是保证质量不打折扣。七大项服务相结合, 为您提供最先进的科技及工具、有远见的思想策略和业内最有影响力的合作伙伴, 打造出无敌的竞争优势。

参译:我们的系统造就您的成功。

希尔顿全球酒店集团绩效优势是一套综合系统, 该系统利用创新解决方案和先进技术来提高业务量并降低成本, 并同时保证质量不受影响。这七项服务相辅相成, 为您提供最先进的技术工具、高瞻远瞩的出色战略、业内最具影响力的优秀人才以打造无可匹敌的竞争优势。

分析:这段文字最显著的特点就是四字词语的使用。如文章中“相辅相成”、“高瞻远瞩”和“无可匹敌”这四个词语。参译运用四字词语去处理相当棒, 工整有气势, 又凸显了译入语优点。

例3:

About Hilton Grand Vacations

Hilton Grand Vacations is an innovative, flexible, global club program that sets the stage for a lifetime of unforgettable travels.From residential-style resort accommodations to exclusive travel advantages, Hilton Grand Vacations offers unparalleled Club membership privileges.

自译:关于希尔顿分时度假俱乐部。

希尔顿分时度假俱乐部是一项新颖灵活的全球性俱乐部计划。该俱乐部为打造一生难忘的旅行提供了舞台。从家具住宅风格的度假村住宿, 到奢华独享的旅行优势, 希尔顿分时度假俱乐部为您提供举世无双的会员尊贵特权。

参译:关于希尔顿分时度假俱乐部。

希尔顿分时度假俱乐部是一项创新独特、方便灵活的全球性俱乐部计划, 可为打造终生难忘的精彩旅行提供不可多得的迷人舞台。从住宅风格的度假村住宿, 到奢华独享的旅行优势, 希尔顿分时度假俱乐部可为俱乐部会员提供诸多无与伦比的尊贵特权。

分析:如橙色字所示, 该段翻译主要体现的是形容词译成四字词语。四字词语语言上有气势, 内容上更完整, 同时凸显译入语优点。

3.1.3 词性转换

例1:

Owner Information

Our Owner Services group is dedicated to recognizing, rewarding and communicating with you.Your satisfaction is our top priority.

自译:业主信息。

我们的业主服务团队始终致力于对您的认可、奖励和交流事宜。

让您满意是我们的第一要务。

参译:业主信息。

我们的业主服务团队专门负责与您的认可、奖励和沟通有关的事宜。

您的满意是我们的重中之重。

分析:

recognizing, rewarding and communicating with

这里用运用变译手法, 灵活地进行词性转换, 将英语动词转化为汉语名词。

例2:

Our Properties

We have thousands of properties already in operation and hundreds in development.See where each Hilton Worldwide brand is across the globe.

自译:酒店规模。

目前我们运营着数以千计的优质酒店, 另外有数百家酒店正在开发建设。欢迎查看希尔顿全球集团品牌在世界各地的分布情况。

参译:我们已运营有数以千计的卓越酒店, 还有数百家酒店正在开发之中。查看希尔顿全球酒店集团各品牌在全球各地的分布情况。

分析:

across the globe

自译和参译都注意到了词性转换的问题。将英语的动词“across”转换为汉语名词“分布情况”, 使得译文更加流畅, 符合汉语习惯。

例3:

Brand Portfolio板块

Brand Portfolio Home

Brands to fit every lifestyle and occasion.

From the pinnacle of luxury to comfortable extended-stay suites and affordable focused-service hotels, our twelve world-class brands delight our guests and reward our partners.And they're all supported by our best-in-class revenue delivery and customer service programs.

自译:我们的品牌可以满足每一种生活方式和场合需要。

从顶级豪华套间到舒适的可以长期住宿的套房和经济实惠的精选服务式酒店, 我们的十二大世界级品牌不仅为宾客提供最好的服务体验, 同时为我们的合作伙伴提供最丰厚的回报。所有的品牌都得到我们的一流收入交付和客户服务计划的大力支持。

参译:这些卓越品牌可充分满足各种生活方式和活动需求。

从无与伦比的顶级奢华住宿, 到舒适惬意的长期住宿套房和经济实惠的专注式服务酒店, 我们的十一大一流品牌可在为宾客提供满意住宿体验的同时, 为我们的合作伙伴提供丰厚回报。所有品牌均得到我们一流的收入交付和客户服务计划的大力支持。

分析:

delight our guests and reward our partners.

运用词性转换策略。将抽象的英语的动词转换为具体的汉语名词。如果译成“使我们的客户愉悦并使我们的伙伴得到奖励”则句子语义啰嗦不清, 也不符合汉语习惯。

3.2 长句翻译

如下例:

Hilton Performance Advantage Services

希尔顿绩效优势服务。

Hilton HHonorsTM

Hilton HHonors is the award-winning guestloyalty program for Hilton Worldwide's ten distinct hotel brands, honoring its approximately 40million members by allowing them to turn points into experiences worth sharing.

自译:希尔顿荣誉客会。

希尔顿荣誉客会是一项屡获殊荣的客户忠诚计划。该计划为希尔顿全球酒店管理集团旗下十大卓越品牌量身定制, 通过将积分转化为值得分享的旅行体验为近四千万会员提供丰厚奖励。

参译:希尔顿荣誉客会 (Hilton HHonorsTM) 。

希尔顿荣誉客会是由希尔顿全球酒店集团专为旗下十大卓越酒店品牌设立的屡获大奖的客户忠诚计划, 通过将积分转化为值得分享的精彩体验为近四千万会员提供丰厚奖励。

分析:

该句为长句翻译。关于希尔顿荣誉客会, 整个描述是一个长句, 中间用一个逗号连接。参译没有改变形式, 也翻译成了一句话。笔者翻译时则运用了拆分的方法, 将长句翻译为三个短句。这也是翻译中变译策略的一种体现。

3.3 语篇分析以及其他翻译问题

语篇分析:希尔顿中英文官网各个板块基本是一一对应的, 一段英文对应一段中文。没有很明显的语篇结构的变化。

值得注意的是, 英文官网中有些板块的内容没有相应的中文。比如“American Millitary”这一板块, 可能是涉及到敏感内容, 美国军队的相关内容很敏感, 涉及到一个国家军事安全性, 所以这一部分的英文官网没有被翻译成中文。

另外, 关于数字的翻译。汉语官网中出现了很多的数字误译, 经考虑应该是中文官网的更新速度过慢导致的。这对其他外国企业中文官网的建设是一大提醒, 应及时更新译入语官网的内容。

4 结论

从对比语言学的理论视角, 对希尔顿英文官网进行试译, 并将译文与网站参译进行对比和分析, 从词汇和句法角度发现一些问题, 并用适当的翻译策略解决。希望能给企业中文官网汉的建设供一些借鉴意义, 提升我国企业产品和文化上的外宣效果, 使企业文化, 中国企业文化走向世界。