外文翻译我国家族企业管理

中文4980字本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1原文：家族企业发展与人力资源管理 (1)1 家族企业发展阶段及其特征 (1)1.1 原始家族企业阶段 (1)1.2 纯粹家族企业阶段 (1)1.3 泛家族企业阶段 (2)1.4 现代家族企业阶段 (2)2 家族企业面临人力资源的发展瓶颈 (3)2.1 继承人的挑战 (3)2.2 引进职业经理人的挑战 (3)2.3 人才危机的挑战 (3)3 家族企业人力资源管理策略 (5)3.1 进行组织再造与业务流程重组 (5)3.2 明晰家族产权,加大激励与约束机制的制度创新力度 (5)3.3 培养继承人 (5)3.4 建立家族企业成员的退出机制 (6)3.5 引进职业经理人 (6)2 译文：The Development of Family Businesses and Management of Human Resource (8)1 A family business and its stage of development (8)1.1 The original family business stage (8)1.2 Purely family business stage (9)1.3 The Pan-Family Enterprises stage (9)1.4 Modern Family Enterprises stage (10)2 And the family enterprises are facing the development of human resources bottleneck (11)2.1 The challenges successor (11)2.2 The introduction of professional managers challenges (11)2.3 The challenges personnel crisis (12)3 And the family enterprise human resource management strategies (13)3.1 Recycling organizations and business process reengineering (13)3.2 Clarifying the family property (14)3.3 Train successors (14)3.4 Establishment of members of the family enterprises withdrawal mechanism (15)3.5 The introduction of professional managers (15)译文：家族企业发展与人力资源管理摘要从家族企业发展特征来看,家族企业面临着人力资源发展瓶颈,主要表现为培养继承人挑战、引进职业经理人以及建立人才激励约束机制的挑战。

外文翻译：家族企业战略管理：过去的研究和未来的挑战（节选）译文正文：包含家庭成员在战略实施过程中,家族企业有选择使用家族或非家族成员的自由。

兰兹伯格(1983)建议给所有的亲戚提供学习的机会,但公司只能录用那些最有能力的人。

从战略管理的角度来看可以作为一个起点，但也应考虑家庭成员纳入或排除在政治方面的事务(麦克米兰和琼斯,1986)。

总的来说,研究发现家庭成员是比非家族成员有更多的产出(羅森布莱特,deMik、安德森、和约翰逊,1985分;基尔和基尔,1987)。

然而,在劳动补偿的问题上,罗森布莱特得出这样的结论:家庭成员相信他们更劳累,薪酬较低。

然而基尔确认为家庭成员能得到更高的工资和额外的补贴。

这一问题矛盾还值得进一步研究,因为如果不能意识到和处理好认知与现实之间的明显差异，可能会导致战略实施出现问题。

相反，在基于家的企业工作者的研究中，赫克和沃克(1993)发现家庭成员和无关的工作者比相关的工作者(即，表兄弟)有更好的绩效。

他们提醒说通过家庭关系而就业的亲戚可能是最不能干的。

虽然它提供了家业企业的一个聘用战略，这样研究还有待于在大家庭企业中去证实。

我们也知道否认亲属就业机会导致的后果。

因为招聘决定是一个公司人力资源决策中最重要的部分，为了公司的业绩，进一步研究这个问题，显然需要的。

从一个战略管理方面，对于家族中妇女的研究是另一个卓有成效的区域。

各种各样的研究报告认为妇女不适合被考虑成为家族企业的首席执行官。

其他研究员建议，女性成员作为家庭生活的看守者比男性成员对家业的有更好的效果。

对于妇女自己来说，就应该获得适当的企业技能、训练和经验。

如何最好地训练和部署家庭女性成员的商业、政治影响以及职业发展机会和对家族企业绩效的影响,在这些领域都值得关注。

代际问题虽然他们是密切的继承关系，但我们已列为战略实施的一部分，而不是因为他们对公司日常的日常运作的潜在影响战略制定的代际问题。

许多在这方面所做的研究一直是父亲和儿子之间的关系，明显是片面的。

家族企业文化英文介绍AbstractFamily businesses have a long history and have become an integral part of the global economy. This document explores the unique culture of family businesses, focusing on values, traditions, and the dynamics of these organizations.IntroductionFamily businesses are enterprises that are owned and operated by members of a single family. These businesses often have a strong emphasis on tradition, heritage, and the passing down of values from one generation to the next. In this document, we will delve into the key characteristics of family business culture and its significance in the business world.Values and EthicsOne of the defining aspects of family businesses is their strong emphasis on values and ethics. These businesses are often guided by principles that have been passed down through generations, emphasizing honesty, integrity, and a strong work ethic.Tradition and ContinuityAnother important aspect of family business culture is the emphasis on tradition and continuity. Family businesses often have a long history, with some spanning several generations. This continuity creates a sense of stability and reliability, which can be attractive to both employees and customers.Personal RelationshipsFamily businesses are known for their emphasis on personal relationships. In these organizations, employees often feel like part of an extended family, creating a sense of camaraderie and loyalty. This can lead to a strong sense of community within the organization.Innovation and AdaptabilityWhile family businesses are often steeped in tradition, they are also capable of being highly innovative and adaptable. Many family businesses have successfully evolved with changing times, embracing new technologies and business practices to stay competitive in the market.Succession PlanningSuccession planning is a critical aspect of family business culture. The process of passing down leadership roles to the next generation can be complex and emotional, but it is essential for the long-term success of the business. Family businesses often put a strong emphasis on grooming the next generation to take over the reins.ConclusionIn conclusion, family business culture is a unique and important aspect of the business world. With its emphasis on values, tradition, personal relationships, and innovation, family businesses play a significant role in the global economy. By understanding and embracing the culture of family businesses, we can gain insights into how these organizations thrive and succe ed in today’s competitive business environment.This document provides an overview of the key aspects of family business culture, highlighting the values, traditions, and dynamics that make these organizations unique. From their strong emphasis on ethics and continuity to their focus on personal relationships and innovation, family businesses offer a compelling model for success in the business world.。

家族企业的英语作文Family business is a type of business in which asignificant majority of the ownership or control lieswithin a family. In a family business, two or more family members are involved, and the majority of ownership orcontrol lies within the family.There are several advantages of running a family business. First and foremost, family businesses often havea strong sense of loyalty and commitment to the business,as well as a long-term perspective. This can lead tostability and resilience, as family members are often more willing to weather tough times in order to preserve the business for future generations. Additionally, family businesses often have a strong sense of identity and values, which can help to differentiate them from their competitors.On the other hand, there are also challenges associated with family businesses. One of the most common challengesis the potential for conflict between family members. This can be particularly difficult to navigate, as it can be difficult to separate personal and professional relationships. Additionally, succession planning can be amajor challenge for family businesses, as it can bedifficult to balance the needs and desires of multiplefamily members.家族企业是一种在家族中拥有或控制大部分所有权的企业。

管理学著作Human Resources in the Family Business (Chapter
4,5)英汉翻译实践报告
在现代企业管理中,人力资源管理的重要性日益凸显,对于家族企业的人力
资源管理不仅关系到家族企业的发展现状,而且关系到其兴衰成败。

Human Resources in the Family Business(Chapter 4,5)(《家族企业的人力资源管理》(第4,5章))中系统介绍了家族企业人才招聘和选拔的相关内容。

通过翻译所选文本,译者分析管理学著作中模糊语的使用情况,系统阐述了模糊语的汉译策略。

而且,向读者传递信息、知识和意见的信息型语句在原文中占比较大,为此译者分析信息型语句的句式特点,并提出信息型语句的汉译策略。

此外,译者还论述了管理学著作中语言的可译性限度,并提出弥补语言可译
性限度的补偿策略。

希望此次翻译实践能够使国内家族企业借鉴国外相关经验,不断完善自身,同时为同类文本的翻译研究献微薄之力。

毕业论文外文翻译-家族式中小企业融资存在的问题及对策外文文献翻译-中英文论文对照翻译题目：家族式中小企业融资存在的问题及对策第一部分外文翻译原文Family SME financing problems and countermeasures1、The status of family SMEsFamily-owned SMEs in the development of our country experienced a small to large, from weak to strong in the process, along with the family business in China today the deepening of economic reform and development and growth, has gone through four stages: the first stage, From 1978 to 1987, after the December 1978 Third Plenary Session of the Party, the private sector began to sprout exploration; the second stage, from 1988 to 1991, in 1988 the state promulgated the "Provisional Regulations on private Enterprises", the private sector has been Legislative protection; the third stage, from 1992 to 1996, the spring of 1992, Comrade Deng Xiaoping's southern tour speech, encourage private sector development; the fourth stage, the 15th Party Congress in 1997 affirmed the non-public economy is an important component of the socialist market economy private enterprises to enter the stage of stable development.At present, China's family-owned SMEs in general to take the family system management mode, although this management model, although in favor of corporate governance, reducing the commission Enterprises - the agency costs, but this also increases the external transactions arising from the establishment of corporate identity costs. On the one hand our economy is in a transition period, various policies and regulations are not perfect, the community has not formed a unified identity for the familyof SMEs, which makes family-owned SMEs in the market development, customer acquisition financing and other aspects in particular more difficult. On the other hand due to the absolute control of the family by the family-owned small and medium enterprises, the decision arbitrary and authoritarian strong, the error rate is large, resulting in enterprise development to a certain stage on the lack of power, it is difficult to continue to develop.2、The main problem of family exist in the process of SME financing2.1 Family ownership structure and governance structure of SMEs unreasonableOur family ownership structure of SMEs in general showing unity, closed characteristics. According to statistics, the founder of the family business enterprise investment accounted for 75% of total share capital, its holding ratio as high as 70%, while the proportion of shares held by the founder's family also accounted for 10% ofthe company's total share capital, both in the family business of Holdings the proportion of 80%, the enterprise has absolute control. This single ownership structure and the closure of many family-owned SMEs generally do not pay attention to external financing, business development and capital accumulation is still relying on its own within the family obtain financing, which limits the expansion of enterprises.2.2 The family behind SME management modeCurrently, many executives are from family-owned small and medium enterprises within the family, but also because of the family's absolute control of the enterprise, many business owners arbitrariness in decision-making, so that companies will bring tremendous business risk to the enterprise zone to instability,which will undoubtedly increase the risk of funding provided. Meanwhile, in the internal distribution ofprofits, there is no established concept of sustainable development can play, often only taking into account the short-term interests, net of corporate profits spectroscopic eat, rarely from the perspective of enterprise development, consider using retained funds to supplement operating funds, and their accumulation of weak sense.2.3 The family-owned SME financial system is not perfectAs noted in the survey, more than 50 percent of family-owned SMEs in the financial system is not perfect, and many family-owned small and medium business managers lack professional financial management knowledge, lack of major financial decision analysis to develop a reasonable and legitimate, and even prepare several sets of accounts to check payable regulatory authorities. Because most investors to corporate lending main consideration is return on investment, and ROI analysis depends mainly on the view the company's financial statements, due to the corporate financial system defects, it is difficult to provide accurate accounting information, investors are unable to find out the enterprise the true face, nature does not give business loans.3、The Solution of family financing of SMEs3.1 Family fade colors, introducing diversification of investorsFirst of all to clarify property rights, according to the contribution principle, the principle of efficiency, fairness rationalize the relationship between members of the family property, clear the nature of the enterprise, the definition of enterprise property rights, reform of property rights. Forward to the public on the basis of clear property rights on the inside,diversify their ownership by absorbing social capital, the equity isfully owned by the family into a controlling stake, the investor capital, human capital and social capital is allocated in equal shares, to increase transparency and social trust.3.2 Change management model to promote institutional innovationMany of our family-owned small and medium enterprises in the employment context nepotism, meritocratic closer. This management model is not conducive to family-owned small and medium enterprises to introduce outstanding management personnel, resulting in a lack of family-owned small and medium business decision rationality, increasing the risk offamily-owned small and medium business, reducing the level of family credit for SMEs, resulting in banks and investors unwilling to its loans and investments. In view of this, family-owned SMEs should abandon the family management, the introduction of professional managerial system, the implementation of corporate restructuring in accordance with the requirements of modern enterprise system, the introduction of outstanding management talent, improve operational efficiency and reduce operational risks. So as to raise the level of credit to enhance financing capacity. At present, the rapid development of China's many family businesses employ people outside the family as a decision-making executives, such as the United States and other countries.3.3 Cegulate corporate financial system, improve financial managementAccording to the relevant regulations of the state, the establishment of financial and accounting system sound enterprises, not cooking the books, establish and improvefinancial reporting system to improve the credibility and transparency of the financial situation of the financial statements. These include: 1, raise funds, and the effectiveuse of funds, supervision and funding normal operation, maintenance, financial security, boost profits. 2, establish a sound financial management system, financial revenues and expenditures do a good job planning, control, accounting, analysis and assessment work. 3, to strengthen the management of financial accounting, in order to improve the timeliness and accuracy of accounting information.In short, to be truly effective in solving the difficult problem of family SME financing, companies need to go through joint efforts of financial institutions, to create a family-owned diversified financing channels for SMEs, social credit sound socio-economic environment for the family-owned SMEs the development provides a relaxed environment for raising capital.第二部位论文译文题目：家族式中小企业融资存在的问题及对策一、家族式中小企业的现状家族式中小企业在我国的发展经历了一个由小到大、由弱变强的过程，当今中国的家族企业随着经济体制改革的不断深化而发展壮大，经历了四个阶段:第一阶段，1978～1987年，1978年12月党的十一届三中全会以后，私营企业开始萌芽探索;第二阶段，1988～1991年，1988年国家颁布了《私营企业暂行条例》，私营企业得到了立法保护;第三阶段，1992～1996年，1992年春邓小平同志南巡讲话，鼓励私营企业发展;第四阶段，1997年党的十五大肯定了非公经济是社会主义市场经济的重要组成部分，私营企业进入稳步发展阶段。

关于家族企业的英语作文Here is an English essay on the topic of family businesses, with the content exceeding 1000 words as per your instructions. The title and any additional formatting have been omitted.Family businesses play a crucial role in the global economy, accounting for a significant portion of the world's economic activity. These enterprises, often passed down through generations, possess a unique set of characteristics that set them apart from their publicly-traded counterparts. The inherent strengths and challenges of family businesses make them a fascinating subject of study, with important implications for the future of the global business landscape.At the heart of a family business lies a deep-rooted sense of legacy and a commitment to preserving the family's vision and values. Unlike publicly-traded companies that are beholden to the whims of the stock market and the demands of external shareholders, family businesses are driven by a long-term perspective that prioritizes the preservation and growth of the family's wealth and influence. This long-term orientation often translates into a more cautious and prudent approach to decision-making, with a focus on sustainablegrowth and risk management rather than short-term profits.One of the key strengths of family businesses is their ability to foster a strong sense of loyalty and commitment among their employees. Because family members are often actively involved in the day-to-day operations of the business, they are able to cultivate a deep understanding of the company's culture and values. This, in turn, helps to create a sense of shared purpose and belonging among the workforce, leading to increased employee engagement, productivity, and retention.Moreover, family businesses are often more nimble and adaptable than their larger, publicly-traded counterparts. With fewer bureaucratic layers and a more streamlined decision-making process, family enterprises can often respond more quickly to changing market conditions and emerging opportunities. This agility can be a significant advantage in today's rapidly evolving business landscape, where the ability to pivot and adapt is often the key to success.Another important strength of family businesses is their commitment to social responsibility and community engagement. Because the family's reputation and legacy are inextricably linked to the success of the business, family enterprises often take a more active role in supporting local charities, sponsoring community events, and engaging in sustainable business practices. This commitment tosocial responsibility can not only enhance the company's reputation and brand image, but it can also foster a sense of goodwill and trust among the local community, which can be invaluable in building long-term relationships and securing future business opportunities.Of course, family businesses are not without their challenges. One of the most significant issues that family enterprises face is the potential for conflict and power struggles within the family. As the business grows and the number of family members involved increases, the potential for disagreements and power struggles over the direction of the company can become increasingly complex. This can lead to a breakdown in communication, a loss of trust, and ultimately, a threat to the long-term viability of the business.Another challenge faced by family businesses is the issue of succession planning. Transitioning the leadership of the company from one generation to the next can be a complex and delicate process, fraught with emotional and financial considerations. If not handled properly, this transition can lead to a loss of institutional knowledge, a disruption in the company's operations, and a potential decline in the business's performance.Additionally, family businesses may face challenges in attracting and retaining top talent, particularly if the company is perceived as being too insular or nepotistic. To overcome this challenge, familyenterprises must be proactive in developing robust talent management strategies, offering competitive compensation and benefits packages, and creating a culture that values meritocracy and professional development.Despite these challenges, family businesses remain a vital and vibrant part of the global economy. Their unique strengths, such as their long-term orientation, their commitment to social responsibility, and their ability to foster a strong sense of loyalty and engagement among their employees, make them an important counterweight to the short-term focus and shareholder-driven priorities of many publicly-traded companies.As the global business landscape continues to evolve, the role of family businesses will become increasingly important. These enterprises will need to adapt and evolve to meet the changing demands of the market, while also remaining true to the core values and traditions that have sustained them for generations. By striking the right balance between innovation and tradition, family businesses can continue to thrive and make a lasting impact on the world of commerce.。

外文翻译--家族企业进展与员工绩效管理
简介
这份文档翻译自一篇外文文章，旨在探讨家族企业的发展与员
工绩效管理之间的关系。

家族企业作为一种常见的商业模式，在全
球范围内都具有重要的经济地位。

本文通过对家族企业的绩效管理
实践的研究，探讨了家族企业在绩效管理方面的特点以及对员工绩
效的影响。

家族企业的特点
家族企业以家族为核心，由家族成员拥有和经营，其特点包括：- 高度的家族权力控制；
- 长期的企业承诺和连续性；
- 充满家族价值观和企业文化；
- 经营决策偏向家族利益。

员工绩效管理在家族企业中的重要性
员工绩效管理在家族企业中具有重要的作用，它可以帮助企业
实现以下目标：
- 确保员工的工作质量和效率；
- 提高员工士气和工作动力；
- 识别优秀员工并进行激励；
- 促进员工个人成长和发展。

家族企业绩效管理实践对员工绩效的影响
研究表明，家族企业在绩效管理方面存在一些特点，这些特点
可能对员工绩效产生积极或消极的影响，具体包括：
- 高度形式化的绩效评估制度可能降低员工的创新动力；
- 家族企业更关注长期发展，可能在激励措施上不如其他企业
灵活；
- 家族企业通常更加重视员工的忠诚度和团队合作能力。

结论
家族企业的发展与员工绩效管理紧密相关。

通过合理的绩效管
理实践，家族企业可以有效地提高员工绩效，进而推动企业的持续
发展。

然而，在实施绩效管理措施时，家族企业需要兼顾家族利益
与员工个人发展，以平衡企业长期发展和员工个人动机之间的关系，以实现双赢的局面。

外文翻译--家族企业战略管理：过去的研究和未来的挑战(节选)治理结构战略规划总之，家族企业面临着许多挑战和机遇。

在战略管理方面，家族企业需要注重家庭成员的纳入和排除、代际问题、治理结构和战略规划等方面的研究和实践。

只有通过有效的战略管理，家族企业才能实现长期的发展和家族文化的传承。

最后，兄弟姐妹之间的竞争也是家族企业中一个重要的问题。

我们可以研究兄弟姐妹之间的关系，以及他们对企业的影响，并探讨如何在竞争中实现家族企业的长期成功。

In summary, ___ succeed, and they may need to ___, they should also ___ and balance short-term and long-term performance.Overall, it'___ them. While family members may be more productive, it'___. By doing so, family businesses ___.Overall, research in family businesses is ___ issues, ___.Ultimately, ___, ___.Overall, Dumas' ___ is often the focus of research, the ___ businesses, ___ research in this area could shed light on the best ___.___ is a critical aspect of family business management. It involves ___ to take over the leadership of the business when the current ___ early on in the life of the business. It is ___ skills, experience, and ability to lead the business. Once potential successors have been identified, they should be ___.Sibling rivalry can be a major source of conflict in families, but it is ___, empathy, and positive ns, parents can help their children ___ with one another. It is ___ love and n may be a natural part of sibling nships, it is ___' response that can make all the difference___, parents can help their children build strong bonds that will last a lifetime.In n, while family businesses may have ___, most research in this area ___ to nal management. This is due to the ___ and values. nal management can help address these issues and ensure the business's long-term success.In summary, researchers ___ of the family that owns it. The second approach ___ the firm's needs and the ___ to the firm. The third approach considers the n of three sets of life cycles: the firm, the family, and key individuals. Holland and Oliver (1992) found evidence that supports the three-stage model proposed by Ward (1987) in a study of 41 ___.。