篇一：工商管理专业毕业论文英语版
工商管理的毕业生，通常来讲毕业的岗位比较多，有人说工商管理专业是个万斤
油专业，什么都能干，那就意味着什么都不能干。 但是我校的特色是与工程相结合，因此我校的工商管理专业相对其他专业肯定会有一定的优势。因此，孕育出工商管理
的一个岗位，就是房地产工作岗位。
与其他的学校相比，我们专业会学习一点与建筑相关的知识，可以为将来工作打
下一定的基础，这将是我们学校的优势。就业后主要是从事房地产销售与推广、市场
调查、物业管理、策划等相关工作。
待遇方面应该不太好，毕竟是刚开始工作，但是如果是从事售方面的工作的话，
这个就很难说了，因为销售的行业可以提成的，那个的会有很多的，上升空间因人而
异。 Graduates in business administration, usually graduate jobs is more, some people
say that business management specialty is a ten thousand jins of oil, what can do,
that means can't do anything. But our specialty is combined with a project, so our
business management relative to other professional will have certain advantages.
Therefore, a job in business administration, is real estate work.
Compared with other schools, we will learn a little construction related professional
knowledge, can work to lay a certain foundation for the future, this will be the
advantage of our school. If employment after engaged in real estate sales and
promotion, market research, property management, planning and other related work. Benefits should be not too good, after all is just begin to work, but if is engaged in
the sale work, this is hard to say, the industry because of the sales commission, that there will be a lot of upside vary from person to person.
随着我国经济的发展，金融保险类专业人才的社会需求也在不断增长。工商管理
是一门应用性很强的专业，也可以从事与银行和证券公司，该行业有很大 的发展空
间。
证券行业上半年人才需求同比增长了200%。 业内人士分析认为，从高、中、低各个层面来看，目前金融行业人才需求呈现“两头热、中间冷”的特点，中端职位证券分析师、理财规划师等人才需求上半年基本与去年同期持平。而证券经纪人、市场营销类的低端人才和银行客户经理、基金经理、投融资经理等高端职位人才的需求缺口均比较大。其中，高端人才的需求格外强劲，一些热门职位包括基金经理、高级投资咨询顾问、投融资经理、金融分析师等，同比增长都达到50%以上。
数据显示，今年上半年金融行业最热门的五大职位是证券经纪人、期货经理、基金经理、银
行客户经理和投融资经理。其中，企业需求最大的职位是证券经纪人和期货经理，同比需求都突破了100%;行业内最紧缺的职位是基金经理，同比增长接近100%，北京地区紧缺最明显，供需比达到1:10;同时由于外资银行的注入和商业银行的快速发展，银行客户经理成了上半年最具发展潜力的职位。
银行业里有工商银行、建设银行、农业银行等在内的国有四大银行及招商银行等股份制商行、城市商业银行、外资银行驻国内分支机构，商业银行业的收入相对较低，有的商业银行、股份制银行就业环境也比较明主。
As China's economic development, finance and insurance professionals in the social class is also growing demand. Business management is a highly specialized application, you can also engage with banks and securities firms, the industry has much room for development.
Securities industry demand for talent in the first half grew by 200%. Industry insiders believe that, from the high, medium and low individual perspective, the current financial industry talent demand presented "two hot, intermediate cold" feature, in the end positions securities analysts, financial planners and other essential personnel needs in the first half of last ago quarter. And securities brokers, low-class marketing talent and bank account manager, fund managers, investment managers and other high-end jobs talent financing gap in demand are relatively large. Among them, the exceptionally strong demand for high-end talent, some popular positions, including fund managers, senior investment consultant, investment and finance managers, financial analysts, etc., an increase has reached 50%.
Data show that the first half of the financial industry's top five most popular posts are securities broker, futures managers, fund managers, account managers and investment and financing bank manager. Among them, the largest business needs posts are securities brokers and futures managers, representing 100% of needs are exceeded; industry's most scarce jobs fund managers, an increase of nearly 100 percent, the most obvious shortage in Beijing, supply and demand ratio of 1: 10; same time as the injection of foreign banks and commercial banks of rapid development, has become the first half of bank customers the most development potential manager jobs.
Banking has ICBC, China Construction Bank, Agricultural Bank and other major banks, including state-owned joint-stock firms and investment banks, city commercial banks, branches of foreign banks in the domestic, commercial banking income is relatively low, and some commercial banks, joint-stock banks are relatively bright primary employment environment.
工商管理专业另一个就业方向就是考公务员。由于工商管理专业偏重管理方法、经济
分类等知识，适合在政府经济职能部门做和人打交道比较多的管理工作。，所以有些
学生本科毕业后就选择考公务员。如果要报考公务员应该报考经济类的。就本科毕业
生而言，公务员不太好考，只能报考县级以下的地税局，相对而言研究生占优势。你知道，在中国这个比较特殊的国家，考公务员不单单靠实力就可以的。如果通过了考试，你就有了一份相当稳定的工作，主要是在企事业单位和政府部门从事管理。许多学生找工作时最关心的就是自己将要从事的那个行业的就业率和薪酬问题。刚开始工作薪资不会很高，普遍是1500-3000元／月。有的毕业生可能因为工资达不到自己的预期就拒签，这在每个行业都很常见，之所以有人找不到工作，大都因为有这种眼高手低的态度。根据相关资料，公务员到机关工作的占3.54%，其他事业单位占
2.73%。其中就业分布最多的是广东、北京、上海、江苏、山东等城市，就业率达64%。考公务员没有专业限制的单位，如果哪个单位需要工商管理累的公务员你就可以报考。
Another direction of employment in business administration is the civil service exam. As emphasis on management methods in business administration, economic classification of such knowledge for economic functions of government departments to do more to deal with people management. Therefore, some students choose civil service exam after graduation. If you want to apply for civil service should apply for the economy class. For graduates, the civil service is not very good test, below the county level can only apply to the Inland Revenue, relatively speaking graduate dominant. You know, in China, the more specific national civil service exam can not rely solely on the strength of. If you passed the exam, you have a pretty stable job, mainly in enterprises and government departments engaged in management. Many students looking for work, most concerned about is that they were going to engage in industry employment and remuneration. Just started working salary is not high, generally is 1500-3000 yuan / month. Some graduates may be because wages are expected to reach their refusal, which are common in every industry, the reason why some people can not find work, mostly because of this uealistic attitude. According to information, the civil service to the organs accounted for 3.54%, 2.73%, accounting for the other institutions. Distribution of employment among the largest in Guangdong, Beijing, Shanghai, Jiangsu, Shandong and other cities, the employment rate of 64%. No professional civil service exam restrictions units which units if required MBA tired you can apply for the civil service.
当今社会，高校毕业生就业形势越来越严峻，每年都有数以百万计的大学生面临的工作压力。作为一个工商管理专业的学生，如果你已经在上面选择没有兴趣，去研究另一个选择。你选择一些方向，这样商务管理，市场营销，人力资源，财务管理，会计，企业投资等。当你决定要进入社会，你会学到更多的实用技能。然而，作为一个研究生，你要采取一种更为先进的研究或学习的机会。关于这种选择的原因，一些人为了继续他们的教育，有些人为了减轻工作压力，有些人想呆在学校的几年。如果你想成为一个大学老师，那你肯定是个研究生！
MBA是作为一种专业硕士学位，与一般硕士研究生有所不同。首先是培养目标不同，MBA是培养能够胜任工商企业和经济管理部门高层管理工作需要的务实型、复合型和应用型高层次管理人才，而其他硕士研究生是培养具有扎实理论基础和较强的科研和教学能力的高层次科研型和教学型人才；其次是培养对象不同，MBA的招生对象一般为大学本科毕业、大专毕业生、具有三年以上工作实践经验的国家机关事业单位干部和工商企业管理人员及技术人员，而其他硕士研究生可以招收应届毕业生，也可以招收在职人员；第三是培养方式不同，MBA教育从本质上讲是一种职业训练，特别强调在掌握现代管理理论和方法的基础上，通过商业案例分析、实战观摩、分析与决策技能训练等培养学生的实际操作技能，使学生接受知识与技能、个性与心理、目标与愿望等方面的挑战，更具有职业竞争的实力，而其他研究生则侧重于理论学习、学术研究。
尽管MBA与其他研究生在上述方面存在区别，但在招生录取和在校的教学管理方面却是相同的：都必须参加全国统一的招生考试，按国家划定的录取线统一录取；在取得学籍后按正规研究生标准进行教学管理；做学位论文并通过论文答辩后取得学位。
Today's society, college graduates’ employment situation becomes more and more serious, every year there are millions of undergraduates facing for work pressure.As a student majoring in business administration , if you have no interest in above choices , going on to postgraduate study is another pretty option .There are some orientations for you to select ,such as business management , marketing , human resource, finance management , accounting enterprise investment and so on. When you decide to enter the society , you will learn much more practical skill .Nevertheless ,being a postgraduate ,you are going to have a opportunity to take a more advanced course of study or learning . With regard to the reason of this selection , some people in order to continue their education, some people in order to relieve the pressure of work, and some people want to stay a few more years in school . If you want to be a university teacher , then you must be a postgraduate! MBA,Master of Business Administration,is a valuable degree,a professional master's degree, different from the general graduate. The first is the different cultivation objectives, MBA is capable of practical training, business and economic management departments top management needs to composite and applied high level
management talent, while the other master is to train high-level scientific research and teaching talents with solid theoretical foundation and strong research and teaching ability; secondly training object is different, with more than three years working experience in MBA admissions object is bachelor's degree graduates, college graduates, the state organs and institutions cadres and managers in business and technical staff, and other graduate recruit fresh graduates, can also recruit staff; third is to develop in different ways, MBA education in essence is a kind of occupation training, with particular emphasis on the mastery of modern management theory and methods, through the business case analysis, field observation, analysis and decision making skills training, to develop students practical skills, to make the students accept the knowledge and skills, personality and psychology, goals and
aspirations of such challenges, more with the occupation competition strength, and other graduate students will focus on learning theory, academic research . Although MBA and other graduate students in the aspects of difference, but in the management of teaching and school eollment is the same: must participate in the national unified entrance examination, by the country the regulation of admission line of unified admission; in school according to the formal postgraduate standard teaching management; makes the dissertation and a dissertation after earning a degree.
篇二：工商管理毕业论文英文文献翻译(中英)
本科毕业设计（论文）
外文参考文献译文及原文
学 院 专 业 工商管理
年级班别 2009级（4）班
学 号 3209004550
学生姓名 李福珍
指导教师 吴小节
2013 年 6 月
目 录
1 绪论............................................................................................................................ 3 2 为什么中小企业需要表达和使用SD商业计划？当全球化在社会生态增长的极
限成为集成因素............................................................................................................ 5
3可持续性中小企业的大型和小型之间的差异所导致的优势差异......................... 6
3.1 流线型的组织进程和商业模式............................................................................. 7
3.2 中小企业暴露竞争力............................................................................................. 7 4 中小企业作为一个实验室沙箱提供了可持续发展战略和技术，然后跨国公司通
过收购中小企业实现传统的内部融资的增长............................................................ 8
5 中小企业利用创造性破坏和信息技术的影响制造网络优势................................ 8
中小企业可持续和价值创造的战略发展
塞缪尔B.摩尔，苏珊 L.曼玲
玛莎和斯宾塞爱商业学校，艾隆大学，美国
摘 要
可持续战略为中小企业合作创造了许多协同效应，以及系统的公共效益。通过对中小企业的商业案例提出可持续发展，考虑到中小企业相比于跨国公司的可持续发展优势，本文讨论几种不同为中小企业优化可持续发展的激励机制：（1）成为大公司有价值的可持续投资目标，（2）在大企业不太成功的市场空间建立可持续的中小企业的高度竞争网络，（3）通过可持续的做法在全球供应链上成为高效的供应商。
然而一些成功模式的中小企业可持续发展迅速，可能是中小企业的网络将成为必不可少的解决系统问题的基础，包括工业生态学，企业全球供应链弹性和可持续性。中小企业代表了大部分的企业，快速发展的通信技术允许不同的航线网络的形成。
关键词：持续性，中小企业，可持续供应链管理，弹性，工业生态学 1 绪论
1990年代以来，无论对于任何规模大小的企业来说，环境和社会因素已经成为越来越重要的战略考虑。21世纪新兴市场条件正在通过全球观察创造了新的视野。由于忽视商业和环境之间的―隐藏连接‖，业务缺少许多新的可持续发展(SD)的机会，那些能够阻止一个不可避免的社会崩溃的威胁 [2]。随着越来越多的公司认识到我们的―共同的旅程‖[3]，它强调创建可持续发展的必要性，全球的企业都在有意发展战略计划使他们的公司具有可持续竞争力。哈特和米尔斯汀坚称，创建一个可持续的企业应被视为现代的商业环境是一个因素和应被视为21世纪商业战略家的规划过程[4]。然而，即使这种观点可能不再适合。
现代的商业计划应该包括―极点和机会‖提出了全球社会和环境的变化的情况下，如果全球可持续社会和环境的观点被忽略，那么未来增长的局限性就可能发生。矛盾的是，当公司资源变得越高效，全球经济发展越迅速。生态足迹分析表明，根据这种―反弹效应‖[5]，人类的生态需求已经超过大自然可以供应[6]。这种―生态超载‖意味着我们正在耗尽自然环境的本金而不是―以此为生的利息‖[6]。尽管增长的极限，正如适用于所有生命体，企业成长必须至少跟上经济的步伐，但典型的增长方式和 ―增长‖的含义需要改变[7]。可持续的企业弹性是―面对动荡的改变，企业生存、适应、增长的能力‖，同时，―增加股东价值而不增加材料吞吐量‖[5]。可持续的企业的弹性通过绿色技术在工业生态框架内创建多个商机，减少原材料和能源的使用，和―发现创新途径恢复和重用泛滥成灾的废弃物代替原始资源‖[5]。在一个更可持续的环境中重新定义增长，不是指外国中小企业，那些几个世纪以来一直在运行的有限制的当地市场和成功地适应这些条件[8]。
可持续发展的企业战略定义为―调整企业与商业环境以致维持一个动态平衡的过程‖[9]。在中小企业战略规划框架内，通过添加一个可持续性的镜头，中小企业的发展寻求平衡弹性和增长,对于调整创造丰裕：:经济，环境，社会，和为后代保存价值[10]。整合可持续发展到他们的竞争战略,从而获得更大的盈利能力对中小企业通过采用故意的可持续发展的策略，可以帮助他们进行可持续变化优化的速度。
―很明显，自愿的、增量式环境的改进对个体公司的是不够用，大大抵消了全球经济的快速增长，中国、印度和其他亚洲经济体的快速增长可能会加剧这个问题‖[5]。
可持续发展战略为中小企业创建许多协同效应以及系统性利益共享。在对可持续中小企业的商业案例研究，和考虑中小企业可持续性优势和跨国公司形成鲜明对比，,本文讨论了几种不同的场景中小企业优化和使用可持续性创建竞争优势，而不是仅仅关注减少不可持续性[5]：
? 大公司成为有价值的可持续投资目标；
? 在跨国公司不成功的市场空间创建网络中小企业可持续发展；
? 在全球供应链中成为可持续的供应商。
通过这种探索,有一个关键的基本问题，这就需要更充分的调查，而哪些场景或组合的场景，可以为中小企业与工业生态学原理，企业适应力和全球可持续性提供最好的联盟？
2 为什么中小企业需要表达和使用SD商业计划？当全球化在社会生态增长的极限成为集成因素
忽略了可持续发展生产一个人为的狭窄视野的可能性，在全球市场上，当他们试图操作甚至连小公司都可以被约束，如果一个扩大视野的可持续性不包括在规划和基准性能(11、12)。中小企业在管理有限的全球环境和社会资源中起关键作用。一个广泛的、多维、多利益相关者视角，它形成了基于新兴的想法和趋势为基础的一个系统方法，实现一个有意的、主动的态势分析。一个考虑全面、贴近情境的分析，作为开发企业的策略的基础，必须结合新的全球利益相关者和不应该停滞或反动[13]。这样的分析可以达到顶峰，在发展的场景导致健全的战略计划，基于学习周期的缩短受益于花在计划过程的时间和精力[14]。
Senge et al说可持续性的使用识别促进敏捷的规划对话去创造竞争优势
[15]：
人们创建的以不同的方式一起工作。他们是锚定的是未来而不是过去，通过想象他们真正想要什么存在这世界上来规划未来，他们学习如何使用一个独特的能量的来源去活跃这个有创意的过程和有创意的张力，当一个真正的视觉存在和人们说的实话相一致。他们学习如何去让一切事先制定和对未来巨大的不确定性的大胆应对。这个组织，真正引入的深刻的(可持续的)改变从现在开始到世界各地展开，不会被困在―并不那么糟糕‖的场景中，将那些转换成扣人心弦的可持续性挑战的战略的机会。
一定数量的资源凸显了新兴的机会(16、17)可让中小企业积极参与可持续实践：
? 加速技术创新的周期；
? 快速全球化的网络通信；
? 扩展和相互联系的供应链；
? 快速变化的市场。
一个更重要因素需要牢记的是至少占全球80%的企业被认为是中小企业，拥
篇三：工商管理专业英语有关英语论文及翻译
Benchmarking of human resource management in the Public sector: Prospects, problems and challenges
DavidM Akinnu
Organisational/Industrial Psychology and Human Resources
Management
North West University
South Africa
Correspondence to: David M Akinnusi
e-mail: david.akinnusi@nwu.ac.za
ABSTRACT
This paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown
professionally.
Keywords: benchmarking, benchmarking process, human resource management, public sector, public sector management
In any organised human activity, human beings naturally take precedence over other resources, as it is they and they alone who are capable of directing and utilising other resources. Effective human resource management (HRM) has, therefore, become crucial and critical to the achievement of individual, organisational, community, national and international goals and objectives. Ironically, even though human beings are widely considered as the most important assets of any organisation or nation, their development, motivation and utilisation have not always occupied the central place in management (Bendix, 1996, p. 4-10). In the history of management thought, the neglect of the human side of enterprise brought the scientific school of management to its knees and led to the rise of the human relations and the behavioural schools of thought which firmly succeeded in putting human beings as the core of management (Carrell, Elbert & Hartfield, 1995). In the practical world, the commodification or de-personalisation of human beings during the industrial revolution was also associated with the rise of trade union movements, leading to government interventions and regulations and the emergence of labour relations and personnel administration as fields of study (Bendix, 1995, p. 7). In the 1990s, personnel management metamorphosed into human resource management in clear recognition of its strategic role in the overall performance of organisations (Authur, 1994; Cascio, 1995; Huselid, 1995; Gerber, Nel & van Dyk, 1998).
THE STATE OF HRM IN SOUTH AFRICA
The history of South Africa, rising from the ashes of the apartheid regime, is replete with cases of poor HRM, to the point of constricting
its development more than a decade after its independence (Deputy President, Phumzile Mlambo-Ngcuka, 2006). The Deputy President while launching the Joint Initiative for Priority Skills Acquisition (JIPSA) remarked that:Nothing short of a skills revolution by a nation united will extricate us from the crises we face. We are addressing logjams, some of which are systemic and therefore in some cases entrenched even in post-apartheid South Africa. The systemic nature of some of our challenges undermine our excellent new policies, at least in the short term, hence the need for interventions such as JIPSAto enhance implementation of our policies (http://www.info.gov.za/speeches/2006/06032810451001.htm)
Historically, South Africa has performed very poorly in practically all the criteria on the liability side of human resources balance sheet as measured by the World Competitiveness Ratings (1998, 1999). Some of these include equal opportunity, skilled labour, Aids, worker motivation, brain drain, unemployment, alcohol and drug abuse, values of the society, illiteracy, dependency ratio, human development index and competent managers. The field of labour relations (LR), like its human resources counterpart, reflects the country’s socio-political history which was characterised by deep divisions along racial and political lines, discrimination, unfair labour practices and gross distortions in the labour market systems, resulting in serious confrontations between the social partners and perennial industrial uest (Bendix, 1996, p. 71-104).
These stark realities have prompted the democratic government to enact a series of laws designed to bring radical changes in the areas of HRM and labour relations. Some of these include:
● Occupational Health and Safety Act No 85 of 1993
● Labour Relations Act 66 of 1995 and Labour Relations Amendment Act No 127 of 1998
● South African Qualifications Act No 58 of 1995
● Basic Conditions of Employment Act No 104 of 1997
● Employment Equity Act No. 55 of 1998
● Skills Development Act No 97 of 1998
● Skills Development Levies Act No. 9 of 1999
● Promotion of Equality and the Prevention of Unfair Discrimination Act 4 of 2000
● White Paper on Human Resource Management in the Public Service, 2000
The intention of these Acts was to create a healthy, humane, just and equitable workplace or society, free from discrimination and oppression and in which people and workers are educated and continuously trained to meet the challenges of nationaldevelopment and globalisation in a peaceful industrial climate. In 2006, the nation launched the Joint Initiative on Priority Skills Acquisition (JIPSA) to develop skills that are most urgently needed as part of the Accelerated and Shared Growth Initiative for South Africa (AsgiSA), which was to propel South Africa at a development trajectory of 6% GDP by 2010. The implementation and the realisation of these Acts and initiatives require, among other things, managers and, especially, human resource professionals, whose responsibility it is to effectively manage the human resources of their organisations. For its own part, the South African Board of Personnel Practice has proposed a bill, the Human Resource Profession Bill (2005), which intends to professionalise the practice of HRM in South Africa.
The focus of this paper is on HRM in the public sector, where the challenges are most acutely felt. The Government White Paper on Human Resource Management in the Public Service (2000) notes that national departments and provincial administrations employ approximately 1,2 million people, who account for more than 50% of all public expenditure.
It declares that “people are therefore the Public Service’s most valuable asset, and managing human resources effectively and strategically must be the cornerstone of the wider transformation of the Public Service”. Appropriately, Government has embraced the shift of focus from personnel administration to HRM. Therefore, Government’s vision of HRM in the Public Service is that it will “result in a diverse, competent and well-managed workforce, capable of, and committed to, delivering high quality services to the people of South Africa”. It further stressed that the practice of HRM would be underpinned by the following values which derive from the Constitution: fairness, accessibility, transparency, accountability, participation and professionalism.
However, the White Paper on Human Resource Management in the Public Service (2000) was quick to point out the inadequacies and out-dated practices of HRM in the public sector, describing various aspects of it in the following ways: (It is) over-centralised, excessively bureaucratic and rule-bound. It is focused on form rather than substance and results. Human resource planning is weak; post-filling and promotion criteria over-emphasize educational qualifications and seniority and little or no emphasis is placed on the requirements of the job to be done. Performance management is also underdeveloped.
All these inadequacies and the racial imbalance simply mean that Government’s avowed desire to transform public service delivery by putting people first (via the “Batho Pele principles”) would be greatly frustrated by an inefficient and ineffective management, in general, and lacklustre state of human resource management, in particular.
More than a decade after independence, the state of HRM in South Africa has not changed as drastically as expected at either the macro or micro level. This is due to a number of factors including the following