作业帮急求高手翻译一段英语。
来源：学生作业帮 编辑：作业帮 分类：综合作业 时间：2024/05/21 21:10:46
急求高手翻译一段英语。
近年来，随着经济全球化进程的加快，跨国经营迅猛发展，跨国公司的数量也随之增长。由于跨国公司的人员来自不同文化背景，他们的价值观、语言、工作习惯可能存在很大的差异，导致员工之间、合作伙伴、公司与客户之间的冲突时有发生。跨国公司越来越认识到跨文化管理的重要性与必要性。
有效化解文化冲突。在跨过公司中，来自不同文化背景的人在政治、经济、个人信仰、价值观方面都存在差异，他们在工作热情、组织协调以及领导职权方面的认识都会有不同，形成文化冲突自然难以避免。
积极促进优势互补。跨国企业需要“全球化技能”来解决资源分配、决策制定、转移价格等问题，同时也需要“地方化技能”来解决地方适应、分散经营、转移能力等方面的问题。
充分利用异国资源。文化差异的存在并不是一味地影响跨国公司的经营和发展，如果实施了合理有效的跨文化管理，异域文化也能给公司的发展带来新的思维和力量。
多层次跨文化管理体制。从目前跨国公司的规模来看，跨文化管理大体分为三个层面，员工层面、管理者层面和企业整体层面。员工层面是企业跨文化管理的基础层面，主要是对员工进行跨文化培训，包括文化基础知识培训、文化冲突培训、文化适应性培训等。管理层面的差异和冲突常常表现为对相同管理问题的不同认识和不同处理。主要表现在注重企业的人治还是注重企业的法制，注重人际关系的协调还是注重科学有序，注重敬业还是注重敬人，注重效率的意义还是注重忠诚的意义等问题的理解与处理方面。企业整体层面的跨文化管理并不是一种独立的管理形式，需要在企业的人员培训、日常管理流程等各项具体的管理工作中得到实现。
跨文化管理，作为现代跨国企业一项重要的管理内容，不仅有利于其建立适合自身发展的企业文化，而且还能有效带动企业人力资源、财务、生产运作等各项职能管理，是一项综合性的、系统性的管理。因此，企业不能将跨文化管理仅仅停留在理念层面或者具体实施层面，而要在管理的各个方面落到实处，渗透到企业的每一个层面和每一个流程，并且在总体上作好统筹，使企业成为一个有机整体，能够快速适应多种文化交融的环境， 在全球化经济中获得长足的发展。
近年来，随着经济全球化进程的加快，跨国经营迅猛发展，跨国公司的数量也随之增长。由于跨国公司的人员来自不同文化背景，他们的价值观、语言、工作习惯可能存在很大的差异，导致员工之间、合作伙伴、公司与客户之间的冲突时有发生。跨国公司越来越认识到跨文化管理的重要性与必要性。
有效化解文化冲突。在跨过公司中，来自不同文化背景的人在政治、经济、个人信仰、价值观方面都存在差异，他们在工作热情、组织协调以及领导职权方面的认识都会有不同，形成文化冲突自然难以避免。
积极促进优势互补。跨国企业需要“全球化技能”来解决资源分配、决策制定、转移价格等问题，同时也需要“地方化技能”来解决地方适应、分散经营、转移能力等方面的问题。
充分利用异国资源。文化差异的存在并不是一味地影响跨国公司的经营和发展，如果实施了合理有效的跨文化管理，异域文化也能给公司的发展带来新的思维和力量。
多层次跨文化管理体制。从目前跨国公司的规模来看，跨文化管理大体分为三个层面，员工层面、管理者层面和企业整体层面。员工层面是企业跨文化管理的基础层面，主要是对员工进行跨文化培训，包括文化基础知识培训、文化冲突培训、文化适应性培训等。管理层面的差异和冲突常常表现为对相同管理问题的不同认识和不同处理。主要表现在注重企业的人治还是注重企业的法制，注重人际关系的协调还是注重科学有序，注重敬业还是注重敬人，注重效率的意义还是注重忠诚的意义等问题的理解与处理方面。企业整体层面的跨文化管理并不是一种独立的管理形式，需要在企业的人员培训、日常管理流程等各项具体的管理工作中得到实现。
跨文化管理，作为现代跨国企业一项重要的管理内容，不仅有利于其建立适合自身发展的企业文化，而且还能有效带动企业人力资源、财务、生产运作等各项职能管理，是一项综合性的、系统性的管理。因此，企业不能将跨文化管理仅仅停留在理念层面或者具体实施层面，而要在管理的各个方面落到实处，渗透到企业的每一个层面和每一个流程，并且在总体上作好统筹，使企业成为一个有机整体，能够快速适应多种文化交融的环境， 在全球化经济中获得长足的发展。
In recent years, with the development of economic globalization, transnational operation rapid development, and the number of multinational companies. Because of the multinational company personnel from different cultural backgrounds, their values, language, work habits may exist significant differences among employees, partners, and the conflict between the company and its clients. Multinational companies and to realize the importance of cross-cultural management and necessity.
Effectively dissolve conflicts. In multinational companies, people from different cultures in political, economic, and personal beliefs and values, there are differences in their enthusiasm, organization and coordination of understanding and leadership authority will have different cultural conflicts, the formation of natural unavoidable.
Actively promote complementary advantages. Multinational enterprises need to "globalization" to solve the resource allocation skills, decision making, the transfer price, also need to "localization" to solve the local adaptive skills and decentralized management, transfer, etc.
Make full use of the exotic resources. Cultural differences and not blindly influence multinational operation and development, if implemented a reasonable and effective cross-cultural management, the foreign culture can also give the development of the company brings new thinking and strength.
Multi-level cross-cultural management system. From the perspective of the multinational company, the scale of cross-culture management can be divided into three levels, staff and management level and the whole level. Employee is enterprise cross-cultural management level, is mainly based on employees, including cross-cultural training basic knowledge training and cultural conflict training, cultural adaption training, etc. Management level differences and conflicts often in the same management problems for the different understanding and different treatment. The company is mainly manifested in the notice on enterprise legal or man, pay attention to interpersonal coordination or on scientific and orderly, pay attention to professional or notice to worship the significance of efficiency, or notice of such issues as the loyalty of understanding and processing.
Enterprise overall level of cross-cultural management is not an independent management in enterprises, need daily management of personnel training, the process of management work.
Cross-cultural management, as a modern multinational enterprise is an important content of management, is not only beneficial to the development of enterprise culture for itself, but also can effectively drive enterprise human resources, finance, operations management, the function is a comprehensive and systematic management. Therefore, the enterprise will not only stay in cross-cultural management idea or specific implementation level, rather than in all aspects of the management of instructing, permeate every level of the enterprise and every process, and in general as well, make the enterprise be an organic whole, can rapidly adapt to the environment of culture blends in economic globalization, and gain considerable development.
Effectively dissolve conflicts. In multinational companies, people from different cultures in political, economic, and personal beliefs and values, there are differences in their enthusiasm, organization and coordination of understanding and leadership authority will have different cultural conflicts, the formation of natural unavoidable.
Actively promote complementary advantages. Multinational enterprises need to "globalization" to solve the resource allocation skills, decision making, the transfer price, also need to "localization" to solve the local adaptive skills and decentralized management, transfer, etc.
Make full use of the exotic resources. Cultural differences and not blindly influence multinational operation and development, if implemented a reasonable and effective cross-cultural management, the foreign culture can also give the development of the company brings new thinking and strength.
Multi-level cross-cultural management system. From the perspective of the multinational company, the scale of cross-culture management can be divided into three levels, staff and management level and the whole level. Employee is enterprise cross-cultural management level, is mainly based on employees, including cross-cultural training basic knowledge training and cultural conflict training, cultural adaption training, etc. Management level differences and conflicts often in the same management problems for the different understanding and different treatment. The company is mainly manifested in the notice on enterprise legal or man, pay attention to interpersonal coordination or on scientific and orderly, pay attention to professional or notice to worship the significance of efficiency, or notice of such issues as the loyalty of understanding and processing.
Enterprise overall level of cross-cultural management is not an independent management in enterprises, need daily management of personnel training, the process of management work.
Cross-cultural management, as a modern multinational enterprise is an important content of management, is not only beneficial to the development of enterprise culture for itself, but also can effectively drive enterprise human resources, finance, operations management, the function is a comprehensive and systematic management. Therefore, the enterprise will not only stay in cross-cultural management idea or specific implementation level, rather than in all aspects of the management of instructing, permeate every level of the enterprise and every process, and in general as well, make the enterprise be an organic whole, can rapidly adapt to the environment of culture blends in economic globalization, and gain considerable development.