毕业设计（论文）外文翻译
题目: 企业文化和底线
英文题目: Corporate Culture and the Bottom Line 系别: 工商管理系
专业: 工商管理
班级: 07工商管理本科（1）班
学号: 8053107017
姓名: 林绿君
指导老师: 郑仁泉
填表日期: 2011年4月
企业文化和底线
作者：Eric Flamholtz
资料：欧洲管理杂志卷，2001年第268-275，3号，19
介绍
在过去的十年里，人们意识到企业文化对整个组织绩效有重大影响（西尔和马丁1990，科特和赫斯科特1992）。明里或暗里，人们已经认定企业文化会影响一个公司的整体财政绩效。尽管这样，却很少实证研究涉及企业文化的财政影响。在一个明显的例外中，科特和赫斯科特（1992）对不同的公司展开了宏观研究。在22种不同的工业中，将文化意识强的代表公司和文化意识弱的代表公司作比较（1992）。然而，非但他们没有做很多关于企业文化对单一公司的财政绩效影响的研究。一部分，这可能是由于找到一个适合的研究地点是困难性。不过，这却是我们对这种现象理解的代沟。相应地，这篇文章的目的是报告了一个领域研究的结果，企业文化对一个公司的“底线”和财政绩效的影响。它陈述了对一个单一公司的企业文化和财政绩效之间关系调查研究的一个相对突出的一个机会的结果。
文化的本性
企业文化的概念慢慢地在管理词典和思想中扎根。尽管对于这个概念的定义有很多。文化跟核心的组织价值观有关系是中心概念。反过来，价值对于一些组织，重大的决定和行为来说是重要的。所有组织都有影响人们在许多地区的行为方式的文化或价值观念，例如，对待客户的方式，执行的标准，革新等等。
越来越多的成功组织，至少一部分，已经将他们的成功归结为有效的文化管理。例如，星巴咖啡公司，在过去的十年间从仅仅为美国西雅图的两家零售点成长为遍布全世界的2500家商店。星巴咖啡公司视文化为组织成功的关键性因素。（舒尔茨和杨，1997；弗兰霍尔茨和兰德尔，1998）确切地说，公司的典范是：“我们对待我们员工的方式会影响他们对客户的方式，并且，反过来，我们的成功包括财政的绩效。这个信念引导公司进行许多人力资源进行实践，这些实践是公司为了增加员工的存在价值感而制定的。这些包括股票期权的广泛使用和给所有一星期工作时长超过20小时的雇员们提供一切利益的实施。
许多地区的企业文化影响着运转情况和决策的制定。然而，似乎有四个关键领域，在这四个领域中所有组织必须管理好自己的文化或价值：（1）对待客人的方式，（2）一个组织的人或人力资源的出来方式，（3）组织的执行标准，（4）责任性的概念。这些是所有组织的文化关注的重要区域。当然，组织效益所关注
的还有许多其它区域，而且这些区域对于一些特定的公司趋向于更非同寻常。另外的这些区域和他们领域一样可以包括创新方面的信念，企业的公民意识和改变意识。
文化和组织的绩效
潜在于文化影响绩效这个概念之中的典型范例是基于几个关键观念的。首先，文化影响目标的实现。更确切地说是，有强烈文化意识的公司同那些文化意识相对较弱的公司相比，前者实现其目标的可能性更大。所谓的“文化意识强的组织“被认为是拥有更大的组织成功机率（在市场价值或其它财政绩效衡量标准时得出的数据）也是因为对动机的坚信的链接。就像科特和克赫斯特所说，强烈的文化意识通常被认为对经营成绩有益，因为他们使员工们产生了一个不同寻常水平的动机（1992，p.16）。
除文化和财政绩效之间的假设关系之外，文化还开始被看做是其他组织的有效性或成功模范的成分(弗兰霍尔茨和兰德尔，1998，2000)作为六因素框架的部分，文化的角色已经被认为是组织有效性和，反过来，财政效益的解释（弗兰霍尔茨，1995；弗兰霍尔茨和兰德尔，1998，2000）确切地说，文化被看做是成功组织的一个重要的组织发展区域，或是关键的策略制定块。
反过来，进一步的实证研究支持着这个框架（弗兰霍尔茨和Aksehirli，2000）研究策略
这个研究作为在中型工业型企业进行的行为调查一个计划的部分而被进行。公司从事于一个被设计为增加整个组织的有效性的组织发展程序中，并且，也在相应地提高财政绩效。在这个过程中，很明显，在下文会更深入讨论到的文化管理对公司的组织发展是一个重要的区域。因此，作为正在进行的组织发展的副产品，其有可能评价一个公司的文化对它的财政绩效的影响。
研究对象描述：“邦纳公司”
这个研究地址（其实我们应该用它笔名，邦纳公司）是美国一家中型企业。邦纳公司代表了标准的“古老经济”它是一家为工业，载重汽车以及其它汽车行业制造零件的公司。是像福特汽车公司，纳威司达和德纳公司等的零件供应商。研究的理由
在一个经典的“卷起”战略中，通过收购，公司初步形成。这个战略是通过收购使得产业整合。它包括了几个不同的部门，其中每一部门都独立地代表了企业性质的公司，这些部门每年盈利都在25百万美元到1亿美元之间。总之，这20个部门总年利润大约是8亿美元。在这个研究进行的时候，这些部门组成了一套有合理联系的技术，像铸造和锻造。铸造厂的加工能力介于从“灰生铁”到“球墨铸铁”到“消失模”再到其他类似的技术。这些实体的商业性质的“生
产订单”
这些部门的相似点为对比呈现一个相对独特的机遇。邦纳公司是由一些独立的公司集合而形成的，所以没有共同的邦纳公司企业文化。每个独立的公司，或者说是像他们之前被称呼的那样“部门”，已经在美国的许多区域运作。在被邦纳公司收购之后，许多公司仍然用它们自己的公司名称和商标。一个组织的评估已经确认了有些邦纳的员工不知道哪个是母公司，并且甚至其他人似乎都不在乎。
尽管似乎有一个充分的理由去承担一个文化管理项目，但是实际的驱动因素是支持在企业策略中做一个基本的改变。特别是，之前的旧策略整合了一个无条理的产业，并且允许那些只有少许操作方针和系统的个体公司（部门）自主的
操作。新的策略是用来平衡公司重要的那块并且利用它的综合资源为那些大客户服务，像福特，纳威司达，德纳等。这需要在部门的销售和订单的完成中作共同的努力。
因此，这个研究是总体文化管理项目的一个组成成分，这个项目是为了营造一种共同的邦纳公司文化。组织的发展目标有：(1)为邦纳公司发展一种文化或一系列价值，亦或是一种渴望的文化，（2）衡量人们贯通那些被赞同提议的文化的公司，（3）衡量人们感知组织的运作方式和规定的文化实际上是一致的程度。（4）构思策略去加深规定的或渴望的文化在组织中确实普及了的程度。
整个文化管理项目在图像1中的图表表示出来了。正如在图1中所看到的，文化管理过程首先要以辨别企业文化的存在而开始的。这些都是跟某些重要方面有关的组织的当前真实价值，例如，对待客人的方式等。接下来是制定该组织的理想或期望文化。组织希望真正的文化是这些或是成为这些。另外，这种渴望文化可以看做是组织的策略文化，因为它旨在支持企业的整个战略发展。应该指出的是第一步和第二步的顺序可以颠倒，首先要认同期望文化，然后，就是当前文化的认同。在没有强烈的原文化的情况下，这个是必要的。文化管理过程的第三步是评价现有文化和期望文化是一致的并且认同任何“文化差异”的程度，即，现有文化和期望文化之间的显著性差异。这是以文化问卷的
方式完成的，文化问卷如以下描述。上文的三个步骤在这个研究中对我们来说是关键的。然而，要完整的话，还要包括剩余的步骤（4）改变文化行动的发展，和（5）监控评价文化管理项目的效能和决定未来必要的干涉的文化改变。
研究问题
这篇文章演说的一般的研究问题是：在组织企业文化和组织财政绩效有联系吗？在这个研究的情景中，还有更为具体的研究问题。我们对确定在（1）在部门中人们接受公司的特定文化的程度和（2）公司的财政效能之间的关系很兴趣。
更确切地说，作为该公司的形成性质的结果，没有共同或统一的“邦纳公司”文化，所以我们可以注意到邦纳的财政绩效文化的全面影响。
注：图表、致谢及参考文献已略去（见原文）
Corporate Culture and the Bottom Line
Author: Eric Flamholtz
Source: European Management Journal V ol. 19, No. 3, pp. 268–275, 2001
Introduction
During the past decade it has become recognized that ‘corporate culture’ has a significant impact on overall organizational performance (Siehl and Martin, 1990;Kotter and Heskett, 1992).Explicitly or implicitly,it has been presumed that corporate culture affects the overall financial performance of a firm. In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) ‘strong culture companies’ with ‘weak culture companies’ (1992, p. 19) from 22 different industries. However,neither they nor others have done much research on the effects of culture on financial performance of a single firm. In part, this might be due to the difficulties of gaining a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of the impact of corporate culture on the ‘bottom line,’ or financial performance, of a firm. It presents the results of a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm.
The Nature of Culture
The concept of corporate culturehas become embedded in management vocabulary and thought. Although there are many different definitions of the concept, the central notion is thatculture relates to core organizational values.In turn, values are things which are important to organizations and underpin decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas,such as treatment of customers, standards of performance,innovation, etc.
An increasing number of successful organizationshave, at least in part, attributed their success to effective culture management. For example, Starbucks Coffee Company, which has grown from just two retail stores in Seattle (USA) to more than 2500 stores world-wide during the past decade, views culture as a critical factor in the
organization’s success (Schultz and Y ang, 1997; Flamholtz and Randle, 1998).Specifically, the company’s paradigm is that: ‘the way we treat our people affects they way our people treat our customers, and, in turn, our success, which includes financial performance.’ This belief has led the company to a number of human resource practices that are designed to enhance people’s feeling of being valued by the company.These include the widespread use of stock options and the practice of providing full benefits to all employees who work more than 20 hours per week.
There are many areas in which corporate culture influences behavior and decision-making. However,there appear to be four key areas in which all organizations must manage their culture or values: (1) the treatment of customers, (2) the treatment of an organization’s own people or human capital,(3) standards of organizational performance, and (4) notions of accountability. These are the ‘key areas of cultural concern’ for all organizations. Naturally, there are also many other areas of organizational performance that are of concern, but these te nd to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others.
Culture and Organizational Performance
The basic paradigm underlying the notion that culture affects performance is based upon a few key ideas. The first is that culture affects goal attainment.More specifically, companies with ‘strong’ cultures are more likely to achieve their goals than those with relatively ‘weak’ cultures. So-c alled ‘strong-culture organizations’ are thought to have a higher degree of organizational success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often said to help business performance because they create an unusual level of motivation in employees (1992, p.16).
In addition to the hypothesized relationship betweenculture and financial performance, culture also has come to be viewed as component of other organizational effectiveness or success models (Flamholtz and Randle, 1998, 2000). It has been theorized that the role of culture, as part of a six factor framework,explains organizational effectiveness and,in turn,financial performance (Fla mholtz, 1995; Flamholtz and Randle,1998, 2000). Specifically, culture has been viewed as a critical organizational development area,or key strategic building block,of successful
organizations.This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli,2000).
Research Strategy
This study was conducted as part of a program of action research on a medium-sized industrial enterprise. The company was engaged in an organizational development program designed to enhance overall organizational effectiveness, and, consequently,financial performance. During the program,it became apparent that culture management, discussed further below, was a critical area for the company’s organizational development. As a result, it was possible to assess the impact of a company’s culture on its financial performance as a byproduct of the ongoing organizational development program.
Research Site Description: ‘Banner Corporation’
The research site (for which we shall use the pseudonym,‘Banner Corporation’) is a US-based, mediumsized industrial enterprise. Banner represents the classic ‘old economy.’ The company is a parts manufacturer for industrial, truck and other automotive businesses. It is a supplier of parts for such companies as Ford Motor Company, Navistar, and Dana Corporation.
Reasons for the Study
The company was formed primarily through acquisitions in a classic ‘roll up’ strategy, a strategy ofindustry consolidation through acquisitions. It consisted of several different ‘divisions,’ ea ch of which had been stand alone entrepreneurial companies,with revenues ranging from about $25 million annually to about $100 million. Altogether, the twenty divisions totaled about $800 million in annual revenue at the time of this study. These divisions consisted of a set of reasonably related technologies,such as foundries and forges. The foundries ranged from processing capacity for ‘grey iron’ to ‘ductile iron’ to ‘lost foam’ to other similar technologies. The nature of the business of such entities i s ‘job order manufacturing.’The similarities between the divisions present a relatively unique opportunity for comparison. The company had been formed from a set of stand-alone companies,so there was no common Banner Corporation corporate culture. Each of the individual companies,or ‘divisions,’ as they were termed, operated in various parts of the Unite d States. Many still kept their own names and logo after acquisition by Banner Corporation.An organizational assessment had determined that some employees of Banner did not know who the parent company was and others seemed not even to
care.
Although this might even have been a sufficient reason to undertake a culture management project, the actual driving reason was to support a fundamental change in corporate strategy. Specifically, the ‘old’ strategy had been to consolidate a fragmented industry and allow the individual companies (divisions) to operate autonomously, with a few corporate policies and systems. The ‘new’ strategy was to leverage the company’s critical mass and use its combined resources to serve large clients, such as Ford, Navistar,Dana, etc. This required a cooperative effort among the divisions of sales and order fulfillment.
Therefore, this research was a component of an overall cultural management program designed to create a common Banner Corporation culture. The organizational development objectives were to: (1) develop a culture or set of values, or a desired culture, for Banner Corporation, (2) measure the extent to which people throughout the company agreed with the proposed culture, (3) measure the extent to which people perceived that the organization was actually behaving in ways consistent with the stated culture, and (4) design strategies to increase the extent to which the stated or desired culture actually pervaded the organization.
The overall culture management program is shown graphically in Figure 1. As seen in Figure 1, the culture management process begins with the identification of the existing corporate culture. These are the current actual values of the organization with respect to certain key dimensions, such as treatment of customers,etc. The next step is to formulate the ideal or desired culture of the organization. These are whatthe organization wants the culture to actually be or become. In addition, this desired culture can be viewed as the organization’s ‘strategic culture’ because it is intended to support the overall strategic development of the enterprise. It should also be noted that steps 1 and 2 can be reversed, with the identification of the desired culture first and then identification of the current culture. This can be necessary in situations where there is no strong preexisting culture.
The third step in the culture management process is to assess the extent to which the current and desiredculture are consistent and identify any ‘cultural gaps,’ that is, significant differences between the current and desired culture. This is accomplished by means of a culture questionnaire, as described below.The three steps above are the key steps of concern to us in this research. However, for completeness, the remaining steps include: (4) the development of action programs to change the culture, and (5)
monitoring cultural changes to assess the effectiveness of the culture management program and determine the necessary future interventions.
Research Question
The general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the company and (2) the company’s financial performance. More specifically, as a result of the nature of the formation of this company, there was n o common or unified ‘Banner Corporation’ culture, so we were able to observe the full effects of a culture on Banner’s financial performance.
市场营销策略外文文献及翻译 Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails
工业设计原著选读 优秀的产品设计 第一个拨号电话1897年由卡罗耳Gantz 第一个拨号电话在1897年被自动电器公司引入，成立于1891年布朗强，一名勘萨斯州承担者。在1889年，相信铃声“中央交换”将转移来电给竞争对手，强发明了被拨号系统控制的自动交换机系统。这个系统在1892年第一次在拉波特完成史端乔系统中被安装。1897年，强的模型电话，然而模型扶轮拨条的位置没有类似于轮齿约170度,以及边缘拨阀瓣。电话，当然是被亚历山大格雷厄姆贝尔（1847—1922）在1876年发明的。第一个商业交换始建于1878（12个使用者），在1879年，多交换机系统由工程师勒罗伊B 菲尔曼发明,使电话取得商业成功,用户在1890年达到250000。 直到1894年，贝尔原批专利过期，贝尔电话公司在市场上有一个虚拟的垄断。他们已经成功侵权投诉反对至少600竞争者。该公司曾在1896年，刚刚在中央交易所推出了电源的“普通电池”制度。在那之前，一个人有手摇电话以提供足够的电力呼叫。一个连接可能仍然只能在给予该人的名义下提出要求达到一个电话接线员。这是强改变的原因。 强很快成为贝尔的强大竞争者。他在1901年引进了一个桌面拨号模型，这个模型在设计方面比贝尔的模型更加清晰。在1902年，他引进了一个带有磁盘拨号的墙面电话，这次与实际指孔，仍然只有170度左右在磁盘周围。到1905年，一个“长距离”手指孔已经被增加了。最后一个强的知名模型是在1907年。强的专利大概过期于1914年，之后他或他的公司再也没有听到过。直到1919年贝尔引进了拨号系统。当他们这样做，在拨号盘的周围手指孔被充分扩展了。 强发明的拨号系统直到1922年进入像纽约一样的大城市才成为主流。但是一旦作为规规范被确立，直到70年代它仍然是主要的电话技术。后按键式拨号在1963年被推出之后，强发明的最初的手指拨号系统作为“旋转的拨号系统”而知名。这是强怎样“让你的手指拨号”的。 埃姆斯椅LCW和DCW 1947 这些带有复合曲线座位，靠背和橡胶防震装置的成型胶合板椅是由查尔斯埃姆斯设计，在赫曼米勒家具公司生产的。 这个原始的概念是被查尔斯埃姆斯（1907—1978）和埃罗沙里宁（1910—1961）在1940年合作构想出来的。在1937年，埃姆斯成为克兰布鲁克学院实验设计部门的领头人，和沙里宁一起工作调查材料和家具。在这些努力下，埃姆斯发明了分成薄片和成型胶合板夹板，被称作埃姆斯夹板，在1941年收到了来自美国海军5000人的订单。查尔斯和他的妻子雷在他们威尼斯，钙的工作室及工厂和埃文斯产品公司的生产厂家一起生产了这批订单。 在1941年现代艺术博物馆，艾略特诺伊斯组织了一场比赛用以发现对现代生活富有想象力的设计师。奖项颁发给了埃姆斯和沙里宁他们的椅子和存储碎片，由包括埃德加考夫曼，大都会艺术博物馆的阿尔弗雷德，艾略特诺伊斯，马尔塞布鲁尔，弗兰克帕里什和建筑师爱德华达雷尔斯通的陪审团裁决。 这些椅子在1946年的现代艺术展览博物馆被展出，查尔斯埃姆斯设计的新的家具。当时，椅子只有三条腿，稳定性问题气馁了大规模生产。 早期的LCW（低木椅）和DWC（就餐木椅）设计有四条木腿在1946年第一次被埃文斯产品公司（埃姆斯的战时雇主）生产出来，被赫曼米勒家具公司分配。这些工具1946年被乔治纳尔逊为赫曼米勒购买，在1949年接手制造权。后来金属脚的愿景在1951年制作，包括LCW（低金属椅）和DWC（就餐金属椅）模型。配套的餐饮和咖啡桌也产生。这条线一直
Load and Ultimate Moment of Prestressed Concrete Action Under Overload-Cracking Load It has been shown that a variation in the external load acting on a prestressed beam results in a change in the location of the pressure line for beams in the elastic range.This is a fundamental principle of prestressed construction.In a normal prestressed beam,this shift in the location of the pressure line continues at a relatively uniform rate,as the external load is increased,to the point where cracks develop in the tension fiber.After the cracking load has been exceeded,the rate of movement in the pressure line decreases as additional load is applied,and a significant increase in the stress in the prestressing tendon and the resultant concrete force begins to take place.This change in the action of the internal moment continues until all movement of the pressure line ceases.The moment caused by loads that are applied thereafter is offset entirely by a corresponding and proportional change in the internal forces,just as in reinforced-concrete construction.This fact,that the load in the elastic range and the plastic range is carried by actions that are fundamentally different,is very significant and renders strength computations essential for all designs in order to ensure that adequate safety factors exist.This is true even though the stresses in the elastic range may conform to a recognized elastic design criterion. It should be noted that the load deflection curve is close to a straight line up to the cracking load and that the curve becomes progressively more curved as the load is increased above the cracking load.The curvature of the load-deflection curve for loads over the cracking load is due to the change in the basic internal resisting moment action that counteracts the applied loads,as described above,as well as to plastic strains that begin to take place in the steel and the concrete when stressed to high levels. In some structures it may be essential that the flexural members remain crack free even under significant overloads.This may be due to the structures’being exposed to exceptionally corrosive atmospheres during their useful life.In designing prestressed members to be used in special structures of this type,it may be necessary to compute the load that causes cracking of the tensile flange,in order to ensure that adequate safety against cracking is provided by the design.The computation of the moment that will cause cracking is also necessary to ensure compliance with some design criteria. Many tests have demonstrated that the load-deflection curves of prestressed beams are approximately linear up to and slightly in excess of the load that causes the first cracks in the tensile flange.(The linearity is a function of the rate at which the load is applied.)For this reason,normal elastic-design relationships can be used in computing the cracking load by simply determining the load that results in a net tensile stress in the tensile flange(prestress minus the effects of the applied loads)that is equal to the tensile strength of the concrete.It is customary to assume that the flexural tensile strength of the concrete is equal to the modulus of rupture of the
外文翻译 原文 World Trade and International Trade Material Source:https://www.doczj.com/doc/3e15868108.html, Author: Ted Alax In today’s complex economic world, neither individuals nor nations are self-sufficient. Nations have utilized different economic resources; people have developed different skills. This is the foundation of world trade and economic activity. As a result of this trade and activity, international finance and banking have evolved. For example, the United States is a major consumer of coffee, yet it does not have the climate to grow any or its own. Consequently, the United States must import coffee from countries (such as Brazil, Colombia and Guatemala) that grow coffee efficiently. On the other hand, the United States has large industrial plants capable of producing a variety of goods, such as chemicals and airplanes, which can be sold to nations that need them. If nations traded item for item, such as one automobile for 10,000 bags of coffee, foreign trade would be extremely cumbersome and restrictive. So instead of batter, which is trade of goods without an exchange of money, the United State receives money in payment for what it sells. It pays for Brazilian coffee with dollars, which Brazil can then use to buy wool from Australia, which in turn can buy textiles Great Britain, which can then buy tobacco from the United State. Foreign trade, the exchange of goods between nations, takes place for many reasons. The first, as mentioned above is that no nation has all of the commodities that it needs. Raw materials are scattered around the world. Large deposits of copper are mined in Peru and Zaire, diamonds are mined in South Africa and petroleum is recovered in the Middle East. Countries that do not have these resources within their own boundaries must buy from countries that export them. Foreign trade also occurs because a country often does not have enough of a particular item to meet its needs. Although the United States is a major producer of sugar, it consumes more than it can produce internally and thus must import sugar.
Interaction design Moggridge Bill Interaction design，Page 1-15 USA Art Press, 2008 Interaction design (IxD) is the study of devices with which a user can interact, in particular computer users. The practice typically centers on "embedding information technology into the ambient social complexities of the physical world."[1] It can also apply to other types of non-electronic products and services, and even organizations. Interaction design defines the behavior (the "interaction") of an artifact or system in response to its users. Malcolm McCullough has written, "As a consequence of pervasive computing, interaction design is poised to become one of the main liberal arts of the twenty-first century." Certain basic principles of cognitive psychology provide grounding for interaction design. These include mental models, mapping, interface metaphors, and affordances. Many of these are laid out in Donald Norman's influential book The Psychology of Everyday Things. As technologies are often overly complex for their intended target audience, interaction design aims to minimize the learning curve and to increase accuracy and efficiency of a task without diminishing usefulness. The objective is to reduce frustration and increase user productivity and satisfaction. Interaction design attempts to improve the usability and experience of the product, by first researching and understanding certain users' needs and then designing to meet and exceed them. (Figuring out who needs to use it, and how those people would like to use it.) Only by involving users who will use a product or system on a regular basis will designers be able to properly tailor and maximize usability. Involving real users, designers gain the ability to better understand user goals and experiences. (see also: User-centered design) There are also positive side effects which include enhanced system capability awareness and user ownership. It is important that the user be aware of system capabilities from an early stage so that expectations regarding functionality are both realistic and properly understood. Also, users who have been active participants in a product's development are more likely to feel a sense of ownership, thus increasing overall satisfa. Instructional design is a goal-oriented, user-centric approach to creating training and education software or written materials. Interaction design and instructional design both rely on cognitive psychology theories to focus on how users will interact with software. They both take an in-depth approach to analyzing the user's needs and goals. A needs analysis is often performed in both disciplines. Both, approach the design from the user's perspective. Both, involve gathering feedback from users, and making revisions until the product or service has been found to be effective. (Summative / formative evaluations) In many ways, instructional
Journal of Industrial Textiles https://www.doczj.com/doc/3e15868108.html,/ Optimization of Parameters for the Production of Needlepunched Nonwoven Geotextiles Amit Rawal, Subhash Anand and Tahir Shah 2008 37: 341Journal of Industrial Textiles DOI: 10.1177/1528083707081594 The online version of this article can be found at: https://www.doczj.com/doc/3e15868108.html,/content/37/4/341 Published by: https://www.doczj.com/doc/3e15868108.html, can be found at:Journal of Industrial TextilesAdditional services and information for https://www.doczj.com/doc/3e15868108.html,/cgi/alertsEmail Alerts: https://www.doczj.com/doc/3e15868108.html,/subscriptionsSubscriptions: https://www.doczj.com/doc/3e15868108.html,/journalsReprints.navReprints: https://www.doczj.com/doc/3e15868108.html,/journalsPermissions.navPermissions: https://www.doczj.com/doc/3e15868108.html,/content/37/4/341.refs.htmlCitations: - Mar 28, 2008Version of Record >>
Strategic transformations in Danish and Swedish big business in an era of globalisation, 1973-2008 The Danish and Swedish context In the difficult inter-war period, a state-supported, protected home market orientation had helped stabilise both Denmark’s and Sweden’s economies, but after WorldWar II priorities changed. Gradually and in accordance with the international economic development, restrictions on foreign trade were removed, and Danish and Swedish industry was exposed to international competition. As a consequence, several home market oriented industries –such as the textile and the shoe industry –were more or less outperformed, while in Sweden the engineering industry soon became the dominant leader of Swedish industry, with companies such as V olvo, Ericsson, Electrolux, ASEA and SKF. In the Danish case, the SMEs continued to be dominant but in combination with expanding export oriented industrial manufacturers such as Lego, Danfoss, Carlsberg and the shipping conglomerates ok and A.P. moller-Marsk. In Sweden and Denmark stable economic growth continued into the 1970s, but due to the problems during the oil crises, the economies came into fundamental structural troubles for the first time since World War II. In the beginning this was counteracted by traditional Keynesian policy measures. However, because of large budget deficits, inflation and increasing wages, both the Danish economy from 1974 and the Swedish economy from 1976 encountered severe problems. Towards the late 1970s Denmark’s and Sweden’s economic policies were thus increasingly questioned. It was clear that Keynesian policy could not solve all economic problems. Expansive fiscal policies in terms of continued deficits on the state budget could not compensate for the loss of both national and international markets and step by step the Keynesian economic policy was abandoned. The increased budget deficit also made it difficult for the state to support employment and regional development. These kinds of heavy governmental activities were also hardly acceptable under the more market oriented policy that developed first in Great Britain and the USA, but in the 1980s also in Denmark and Sweden (Iversen & Andersen, 2008, pp. 313–315; Sjo¨ gren, 2008, pp. 46–54). These changes in political priorities were especially noticeable in the financial market. After being the most state regulated and coordinated sector of the economy since the 1950s, then between 1980 and 1985 the Danish and Swedish financial markets underwent an extensive deregulation resulting in increased competition. Lending from banks and other credit institutes was no longer regulated, and neither were interest rates. The bond market was also opened as the issuance of new bond loans was deregulated in Sweden in 1983. When the control of foreign capital flows was liberalised in the late 1980s the last extraordinary restriction was now gone. Together with the establishment of the new money market with options and derivates, this opened up to a much larger credit market and the possibility for companies to finance investments and increase business domestically as well as abroad (Larsson, 1998, pp. 205–207). Another important part of the regulatory changes in the early 1980s were new rules for the Copenhagen and Stockholm stock exchanges. Introduction on the stock exchange was made much
原文来源：李海宏《Marketing Customer Satisfaction》[A].2012中国旅游分销高峰论坛.[C].上海 Marketing Customer Satisfaction 顾客满意策略与顾客满意营销 Since the 20th century, since the late eighties, the customer satisfaction strategy is increasingly becoming business has more customers share the overall business competitive advantage means. 自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。 First, customer satisfaction strategy is to get a modern enterprise customers, "money votes" magic weapon 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝 With the changing times, the great abundance of material wealth of society, customers in the main --- consumer demand across the material has a lack of time, the number of times the pursuit, the pursuit of quality time to the eighties of the 20th century entered the era of the end consumer sentiment. In China, with rapid economic development, we have rapidly beyond the physical absence of the times, the pursuit of the number of times and even the pursuit of quality and age of emotions today gradually into the consumer era. Spending time in the emotion, the company's similar products have already reached the same time, homogeneous, with the energy, the same price, consumers are no longer pursue the quality, functionality and price, but the comfort, convenience, safety, comfort, speed, jump action, environmental protection, clean, happy,
(文档含英文原文和中文翻译) 中英文翻译原文：
DESIGN and ENVIRONMENT Product design is the principal part and kernel of industrial design. Product design gives uses pleasure. A good design can bring hope and create new lifestyle to human. In spscificity,products are only outcomes of factory such as mechanical and electrical products,costume and so on.In generality,anything,whatever it is tangibile or intangible,that can be provided for a market,can be weighed with value by customers, and can satisfy a need or desire,can be entiled as products. Innovative design has come into human life. It makes product looking brand-new and brings new aesthetic feeling and attraction that are different from traditional products. Enterprose tend to renovate idea of product design because of change of consumer's lifestyle , emphasis on individuation and self-expression,market competition and requirement of individuation of product. Product design includes factors of society ,economy, techology and leterae humaniores. Tasks of product design includes styling, color, face processing and selection of material and optimization of human-machine interface. Design is a kind of thinking of lifestyle.Product and design conception can guide human lifestyle . In reverse , lifestyle also manipulates orientation and development of product from thinking layer.
毕业论文外文文献翻译 毕业设计（论文）题目关于企业内部环境绩效审计的研究翻译题目最高审计机关的环境审计活动 学院会计学院 专业会计学 姓名张军芳 班级09020615 学号09027927 指导教师何瑞雄
最高审计机关的环境审计活动 1最高审计机关越来越多的活跃在环境审计领域。特别是1993-1996年期间，工作组已检测到环境审计活动坚定的数量增长。首先，越来越多的最高审计机关已经活跃在这个领域。其次是积极的最高审计机关，甚至变得更加活跃：他们分配较大部分的审计资源给这类工作，同时出版更多环保审计报告。表1显示了平均数字。然而，这里是机构间差异较大。例如，环境报告的数量变化，每个审计机关从1到36份报告不等。 1996-1999年期间，结果是不那么容易诠释。第一，活跃在环境审计领域的最高审计机关数量并没有太大变化。“活性基团”的组成没有保持相同的：一些最高审计机关进入，而其他最高审计机关离开了团队。环境审计花费的时间量略有增加。二，但是，审计报告数量略有下降，1996年和1999年之间。这些数字可能反映了从量到质的转变。这个信号解释了在过去三年从规律性审计到绩效审计的转变（1994-1996年，20％的规律性审计和44％绩效审计;1997-1999：16％规律性审计和绩效审计54％）。在一般情况下，绩效审计需要更多的资源。我们必须认识到审计的范围可能急剧变化。在将来，再将来开发一些其他方式去测算人们工作量而不是计算通过花费的时间和发表的报告会是很有趣的。 在2000年，有62个响应了最高审计机关并向工作组提供了更详细的关于他们自1997年以来公布的工作信息。在1997-1999年，这62个最高审计机关公布的560个环境审计报告。当然，这些报告反映了一个庞大的身躯，可用于其他机构的经验。环境审计报告的参考书目可在网站上的最高审计机关国际组织的工作组看到。这里这个信息是用来给最高审计机关的审计工作的内容更多一些洞察。 自1997年以来，少数环境审计是规律性审计（560篇报告中有87篇，占16％）。大多数审计绩效审计（560篇报告中有304篇，占54％），或组合的规律性和绩效审计（560篇报告中有169篇，占30％）。如前文所述，绩效审计是一个广泛的概念。在实践中，绩效审计往往集中于环保计划的实施（560篇报告中有264篇，占47％），符合国家环保法律，法规的，由政府部门，部委和/或其他机构的任务给访问（560篇报告中有212篇，占38％）。此外，审计经常被列入政府的环境管理系统（560篇报告中有156篇，占28％）。下面的元素得到了关注审计报告：影响或影响现有的国家环境计划非环保项目对环境的影响;环境政策;由政府遵守国际义务和承诺的10％至20％。许多绩效审计包括以上提到的要素之一。 1本文译自：S. Van Leeuwen.(2004).’’Developments in Environmental Auditing by Supreme Audit Institutions’’ Environmental Management Vol. 33, No. 2, pp. 163–1721