财管专业毕业论文选题翻译

好的翻译只能脱裤子放屁重复学习同样的知识技能。。。。必要时建议直接找翻译公司，省事，可以找北京译顶科技。，

英语专业翻译方向毕业论文选题参考：地方名胜古迹汉译英探析语境在翻译中的作用商标的翻译广告语言的翻译论英汉互译中的语义等值问题中西文化差异与不可译性英汉谚语的理解和翻译浅谈颜色词在英语中的翻译英语比喻性词语中文化内涵及翻译英语意义否定表现法及其汉译浅谈新闻标题的翻译伟大的翻译家严复英语长句汉译简评《简•爱》的几种汉译本英语专业本科论文所涉及的专业方向 （一）英语语言习得理论研究 该方向着重研究英语语言学及语言习得的相关理论与实践，可着重讨论某一种语言现象产生的原因及具体表现或某一语言理论在实际生活、教学中的运用。学生可以进行：1．英语修辞研究；2．文体研究；3．英汉比较研究；4．各类语体研究；5．语法研究；6．词汇研究等。 （二）教学理论与教学法该方向主要研究英语教学的理论与实践以及相关的教学指导原则和具体的方法，选题应着重探讨英语教学的方法，可具体到某一课程的教学理念、策略和方法的应用及效度，现代教育技术在英语教学中的应用与探索。学生可以进行：1．英语学习策略研究；2．英语学习焦虑研究；3．英语测试研究；4．英语教学法研究；5．英语教学策略研究；6．计算机辅助英语教学研究等。 （三）商务英语文本研究该方向着重研究商务英语文本文体，语言特点及相关的翻译实践问题。学生可以进行：1．商务英语语言特征研究；2．商务英语文体研究；3．商务英语翻译理论研究；4．商务英语翻译时间探讨；5．商务英语翻译标准探讨等。 （四）翻译理论与实践该方向着重研究英汉互译过程中的口、笔译理论、翻译标准、原则、方法及技巧。论文选题可选择评论赏析某一翻译家或某一本（篇）著名的译作，或论述某一种翻译理论的技巧在实践中的运用，也可讨论某一翻译现象中所反映的文化内涵。学生可以进行：1．翻译理论研究；2．翻译家研究；3．翻译史研究；4．文学翻译研究；5．非文学翻译研究；6．翻译过程研究；7．翻译批评研究；8．翻译的接受与影响研究；9．翻译教学研究；10．翻译标准研究；11．典籍翻译研究等。 （五）英美人文与历史研究 该方向主要研究英美国家的社会、文化、人文、历史各个方面的具体内容，既可宏观也可微观地研究或比较英美国家的某一历史阶段的社会问题或文化现象或评论某一历史事件或历史人物，或跨文化交际方面的相关内容。学生可以进行：1．英美社会制度、社会问题研究；2．英美历史问题、历史人物研究；3．英美文化现象研究；4．西方宗教研究；5．西方影视作品研究；6．跨文化交际研究等。 （六）英美文学研究该方向主要研究英美文学史及各时期的文学流派，作家，作品的文体与写作风格。论文可选择做某一文学理论或作家作品的分析、评论，比较中西文学作品或作家，分析作品中的主题或人物角色。学生可以进行：1．文学流派研究；2．作家研究；3．作品评论或分析；4．文学批评理论研究；5．中西文学作品的比较研究等。

Progress in Developing and Implementing Business Enterprise Architectureand Transition Plan:The Army’s enterprise architecture is aligned with the Department’s federated approachto business system modernization. We established business area domains in conformance withthe Department’s overall domain structure. Each domain is responsible for developing abusiness system transition plan and a systems architecture that aligns with the Department’sEnterprise Transition Plan and Business Enterprise Architecture. Mature architectures have beendeveloped for the financial management and logistics fields. We are adopting the DoD-widehuman resources solution in the form of the Defense Integrated Military Human oversight of the Army’s Chief Information Officer, we implemented a disciplinedportfolio management process that requires each business domain to perform a completeinventory of all business systems within its purview and to register the systems in a single Army-wide portfolio. According to the Army’s Chief Information Officer, the portfolio managementeffort enabled the Army to reduce the total system inventory by 1,500 systems from 3,200 to1,700 systems. An additional 300 Army-wide business systems have been marked forretirement, pending the development and implementation of modern adopting the Department’s business domain construct and federated approach tomodernizing business systems; creating business system transition plans; aligning architectureswith the Business Enterprise Architecture; and managing business systems investments through adisciplined portfolio management process, the Army will be able to comply with Section 332 ofthe Fiscal Year 2005 National Defense Authorization Act. We already have scrutinized morethan 100 major business system modernization efforts and received approval from the DefenseBusiness Systems Management Committee (DBSMC) to continue these importanttransformational Deputy Under Secretary of the Army is responsible for ensuring effective executionof our enterprise architecture and modernization efforts across all business domains. This seniorofficial also is the Army’s Defense Business Systems Management Committee at the Deputy Under Secretary level enables the Army to implement sustainablebusiness process improvements and to develop compliant business this context the Army has developed and is implementing a comprehensive financialimprovement and audit readiness plan to guide financial modernization activities. Thisintegrated plan outlines 1,947 specific actions needed to improve financial accountability andreporting, and assigns responsibility for completion of these tasks to 20 organizations within theArmy and DoD. We have completed 673 of these tasks with independent verification by theArmy Audit Agency. The Army’s financial improvement plan is a component of the DoDFinancial Improvement and Audit Readiness Plan and the Enterprise Transition Department’s Inspector General reviewed our audit readiness plan and found that theplan sufficiently captures all actions necessary to resolve problems in obtaining an audit plan provides a foundation to improve accountability and financial reporting within theArmy, and has yielded tangible, sustainable results. The Inspector General reviewed our auditplan and identified areas needing improvement. We have substantially resolved the InspectorGeneral’s concerns, and are currently awaiting their final report, which we expect will reflectfavorably on the efficacy of our plan. The plan provides a foundation to improve accountabilityand financial reporting within the Army, and has yielded tangible, sustainable example, we anticipate, based on preliminary reports, that the Army Corps ofEngineers will receive a qualified audit opinion of its fiscal year 2006 Civil Works financialstatements when the Inspector General releases its opinion in March 2008. Civil Works is alarge financial entity within the Army comprising $ billion in annual appropriations, $ in total assets and $ billion in total property, plant and equipment. The Army Corpsof Engineers has the largest property, plant and equipment asset base of any agency within theExecutive Branch receiving a favorable audit opinion, and is the seventh largest in terms ofannual appropriations. We have corrected the conditions linked to the qualified opinion of thefiscal year 2006 financial statements, and expect to receive an unqualified opinion for fiscal continue to implement corrective actions identified in our improvement plan. InNovember 2006 we reported to the Committee the completion of 150 of the plan’s tasks duringfiscal years 2005 and 2006, resulting in improved financial management across the Army. Withthe successful implementation of the funds control module, we finished an additional 95 tasksduring fiscal year 2007, for a total of 673 tasks completed since the plan’s inception. As a resultof these changes, obligations for $26 billion in annual supply transactions were delivered in realtime, auditable electronic commerce processes were implemented, and accountability of generalequipment and real property was Army’s financial improvement and audit readiness plan is important to ensuringcompliance with USC 2222. USC 2222 prohibits the Department from obligating funds forpreparing, processing or auditing financial statements until the proposed activities are consistentwith the Department’s financial improvement plan, and are likely to provide sustainedimprovements to internal controls. All 1,947 tasks contained in our financial improvement planare designed to provide sustainable improvements when implemented. Each action is focused oncorrecting deficient processes and systems, and will result in long-term benefits when completed,including generation of reliable and complete financial management information开发和实施进展企业架构和过渡计划:军队的企业架构是对齐的与部门的联邦的方法业务系统的现代化。我们建立了符合业务领域的领域这个部门的总体产业结构。各个领域是负责开发业务系统过渡计划和系统架构,与部门的效能企业过渡计划和商业企业架构。成熟的建筑被建立了财务管理和物流领域。我们采用DoD-wide人力资源解决方案形式的军事防御综合人力资源系统。在忽略的陆军首席信息官,我们实施了遵守纪律投资组合管理的过程,该过程要求每个执行完整的业务领域所有的业务系统的库存在其权限和登记系统在一个单一的军队——广泛的投资组合。根据军队的首席信息官、有价证券管理等努力让军队来降低整个系统的库存系统从3200年到1500年1700系统。额外的300 Army-wide受过业务系统退休,在开发和实施现代化的替代品。采用部门的业务领域和联邦方法构建现代化的商务系统;创建业务系统过渡计划,调整结构上与商业企业架构、投资管理业务系统通过训练有素的投资组合管理过程,军队将能够符合第332节的在2005财年国防授权法案。我们已经仔细检查超过100的主要业务体系现代化的努力和获得批准的防御商业系统管理委员会(DBSMC)继续这些重要的转换程序。副在陆军大臣负责确保有效地执行我们的企业架构和现代化的努力在所有业务领域。这名高级官方也是陆军防卫商业系统管理委员会的代表。副部长治理水平使军队实施可持续业务流程改进和发展符合商业系统。在这种背景下,军队已经开发并实施综合的金融中心改进和审计准备的计划,以指导金融现代化的活动。这概述了1947年的具体综合方案所需的行动和改善公司的财务责任报告,并指定负责完成这些任务,在20个组织军队和国防部。我们已经完成了673个这样的任务和独立的验证军队审计机构。军队的财务改善计划是美国国防部的一个组成部分金融改进和审计计划和企业转型准备计划。这个部门的检察长回顾了我们准备计划和审计发现捕获所有计划充分必要行动来解决问题,在获得审计意见。该计划将提供一个基础,提高财务报告内的责任军队,并取得了切实的,可持续的结果。回顾了我们的总检察长审核计划,确定区域需要改进。我们有本质上解决了检查员将军的担忧,正在等待他们所作的最后报告,我们期望将反映良好的疗效上我们的计划。该计划将提供一个基础,提高可靠性军队内部的财务报告,并取得了切实的,可持续的结果。例如,我们预期,根据初步报告,军工程师将会收到一个合格的审计意见的2006财年土木工程建设金融中心陈述当检察长释放了它的意见在2008年3月。土木工程是一个大型金融实体组成的军队内部的每年59亿美元的拨款,美元美元的总资产元,267亿美元的总财产,厂房和设备。这个兵团工程师有最大的财产,厂房和设备资产基地的任何机构内进行行政部门收到良好的审计意见,第七大的条款年度拨款。我们有改正的条件与保留意见2006财政年度财务报表,期待得到一个不合格的观点,因为会计年度2007。我们继续实施纠正措施确定在我们的改进方案。在据报道,2006年11月,我们委员会150年计划完成的任务的期间2005年和2006年财政年度,从而提高财务管理整个军队。与成功的完成资金控制模块,我们结束了额外的95的任务在2007财年,总数为673以来的完成任务计划开始。结果这些变化、义务为每年260亿美元的供应将被用真正的交易时间,电子商务实施审计过程,问责的将军设备和房地产进行了改进。军队的金融改进和审计准备计划是很重要的保障符合USC 2222。USC 2222禁止部门的资金约束准备、处理或审计财务报表,直到该活动是一致的与部门的财务改善计划,并且有可能提供持续改善内部控制。所有1947个任务包含在我们的财务改善计划设计目的是为了提供可持续改善执行。你的每一个动作都集中在纠正流程和系统的缺陷,将导致长远利益完工后,包括代可靠、完整的财务管理信息

Second, to analyze, from the perspective of financial management, the main problem of family business through the aspects of funding, investment, operations management and incentive mechanism. Finally, to suggest a series of improvement strategies for family business management, including enhancing funding environment, instruct appropriate investment strategies, develop financial management system and establish effective incentive mechanism.