这个不用全部翻译的，只要选择自己需要的内容翻译。 翻译的外文文献可以是一篇，也可以是两篇，但英文字符要求不少于2万。选定外文文献后先给指导老师看，得到老师的确认通过后方可翻译。 翻译的外文文献应主要选自学术期刊、学术会议的文章、有关著作及其他相关材料，应与毕业论文(设计)主题相关，并在中文译文首页用“脚注”形式注明原文作者及出处，外文原文后应附中文译文。 扩展资料 外文翻译需要注意的问题 1、外文文献的出处不要翻译成中文，且写在中文译文的右上角（不是放在页眉处）；会议要求：名称、地点、年份、卷（期），等?。 2、作者姓名以及作者的工作单位也不用必须翻译。 3、abstract翻译成“摘要”，不要翻译成“文章摘要”等其他词语。 4、Key?words翻译成“关键词”?。 5、introduction?翻译成“引言”(不是导言)。 6、注意排版格式，都是单排版，行距，字号小4号，等（按照格式要求）。 7、各节的标号I、II等可以直接使用，不要再翻译成“第一部分”“第二部分”，等。? 8、里面的图可以拷贝粘贴，但要将图标、横纵指标的英文标注翻译成中文。? 9、里面的公式、表不可以拷贝粘贴，要自己重新录入、重新画表格
一般是的，借助翻译软件还是很快的有些学校是说翻译的中文数字达到一定的数量，这样对应的英文就可能不是一整篇，不过这也无所谓，找一篇英文少一点的，随便翻译就可以了
对呀，不够够了字数也可以不用全翻译
得看具体要求，是语法错误还是补实验。总之，比没送外审好多了。找北京译顶科技，性价比高，我就是在那边做的。想了解详细些不妨统一去知道了解下
是的，一般都是要翻译的了。
我空间博文有一些方法介绍，你可以去瞅瞅，具体点我名称，找到我的空间找出论文名称关键词的英文翻译，在谷歌学术中搜索
Chinese and Western cultural differences in human resources management[Abstract] With the acceleration of the process of economic globalization, Chinese and Western cultural differences in corporate human resources management has been a wider range and higher-level exchanges and integration. Multi-cultural context of coexistence to resolve the cultural differences and cultural conflicts arising from the enterprise human resources management, enterprise development. This article mainly from the cultural differences on the impact of human resources management and cultural differences in human resources management applications to discuss the proposal.[Key words] cultural differences impact on human resources management proposalsFirst, cultural differences on the impact of human resources managementWith the global economic and cultural ties in depth, in order to fierce competition in the market to obtain a competitive advantage and initiative, a growing number of companies go out of the country, the global search for the efficient allocation of resources at the same time, in Western cultural differences to corporate human resources management put forward a new topic for discussion. Enterprise human resources management to a large extent by a national culture, including values, ways of thinking and the impact of social customs and constraints. Cultural impact on business recruitment, promotion, performance appraisal methods, such as a series of human resources management policy. For example, in the design of the remuneration of transnational corporations, it is necessary to consider the views of different countries. Chinese people to increase their wages with benefits linked to the foreign public with the price index, inflation and other factors linked. Similarly, in the promotion of cadres, the Chinese people attach importance to the political quality of the qualifications and interpersonal relationships, while the volume of foreign and line only. Therefore, the human resources of transnational corporations need to enterprises as a whole, to managers of local culture and familiarity with local culture, to adapt to local culture, the condition that the selection of fusion and Western cultural differences for enterprise human resource management is a double-edged sword, because of cultural differences led to the management of ideas and exchanges on the differences, so that enterprises develop human resources management strategy difficult. Practice has proved that as a result of different cultural backgrounds of people values and behavior patterns of different cultural friction, is the failure of operation and management of transnational corporations and the implementation of its global strategy in trouble one of the root causes. Traditional human resources management, the members have common values, a single management of the environment, in the multi-national corporations, the members have different cultural backgrounds, management organizations difficult. Chinese and Western cultural differences but also in human resources management functions more diversified, and human resources management to promote the realization of a change in the way to improve the human resources management in the enterprise , cultural differences in human resource management application in the proposal1. Integrated corporate culture, strengthen communication, the establishment of common valuesDifferent countries have different cultural values, and as an orthodox, they have their own according to their own thinking and the concept of law, to the enterprise's human resources management has led to great difficulties. Therefore, human resource managers to find the combination of points of different cultures, absorbing the essence of both culture and give full play to the advantage of commonality and individuality of each other, in order to adopt effective measures to establish a step-by-step characteristics of the enterprises, but also to adapt to the environment of the new enterprise culture, and gradually establish a common values. And by organizing various activities, to continue to strengthen exchanges between staff and cooperation to fully understand each other's cultural backgrounds, values and so on, to enhance cross-border employees, as well as staff-to-business identity, so that their staff's personal culture can truly into the corporate culture, their own thoughts and actions with the company's purposes and business combine in order to give full play to the Chinese and Western cultural differences in human resources management in . Actively engaged in cross-cultural communication and trainingMultinational corporations should be taken to strengthen the cultural communication means, such as the enterprise in favor of establishing a common language to communicate; greater use of task orders, memoranda, and other forms Checklist simple, fast and accurate transmission of information; to collect the views of staff and reasonable, so to enable the employees speak their minds; organization of Chinese and Western seminars to strengthen exchanges. At the same time, human resource managers to enhance cross-cultural training. The so-called cross-cultural training, refers to a variety of cultural backgrounds in the organization, carried out by groups aimed at eliminating or reducing a variety of cultural differences arising from a variety of obstacles, and cultural conflict in training activities. The purpose of cross-cultural training is by making employees aware of the different cultures and learn to respect each other's culture and improve the staff's sensitivity to different cultures as well as in the work of international environment and reduce cross-cultural communication as a result of misconduct brought about by the mistakes and daily work as a result of cultural differences arising from a clash of cultures. Cross-cultural training is considered by many multinational companies to reduce the cultural conflicts, to achieve effective cross-cultural management of one of the main instruments. The main content of cultural awareness, cultural sensitivity training, language learning, cross-cultural communication and conflict management, cultural adaptability training, the local environment . The management of localization strategiesTransnational corporations localization of human resources management refers to the overseas subsidiaries of transnational corporations, whether managers or general staff, usually in the host country for recruitment, selection and appointment. The substance of the multinational corporations in the production, marketing, management, personnel and other operating aspects of all-round integration process of the host economy, but also bear the responsibility of the host country citizens, and will integrate into the corporate culture and rooted in local culture. The use of local people can be eliminated by the cultural background and language gap caused all sorts of misunderstandings, and can use them in the local good interpersonal relationships, quickly open up the market, improving the competitiveness of enterprises; is conducive to reduce the overseas dispatch of multinational corporations and transnational business operation the high cost; narrow local subsidiary and the parent company of the location of the differences between the levels; and can choose the one best suited to the posts of staff. Is also beneficial to the host country's economic security, increase job opportunities, manage change, to accelerate in line with international standards. Therefore, we should actively promote the cultivation of local talent and ConclusionIn short, human resource managers of multinational companies to manage staff should be in full knowledge of the corporate culture and foreign culture on the basis of thorough, systematic and comprehensive study of enterprises in the western culture of human resources management, so that the different culture to achieve the best combination to play its greatest advantage. Only to build their own cross-cultural management strategies, effective realization of enterprises in the management of the Western cultural differences in order to increase its presence in multinational operations in the likelihood of success, to enhance their :[1] Song Yan: Analysis of corporate human resources, cross-cultural management. Scientific and technological information for development and economic, in 2007 the first three[2] LIU Jing-jing: On cross-cultural human resources management. Business Administration, in 2007 the first five[3] Chun-kit: a joint venture operating in the development of cross-cultural differences. Enterprise Zone, 2004 No. 11[4] Li-Jun Zhao Deng Wu Xiaodong sister: International Enterprise Human Resources Management cross-cultural adaptation research. Techno-economic, 2005 12[5] Peng ZHANG Peng-cheng: multinational cross-cultural management. Beijing Institute of Finance and Trade Management Journal, 2001 4仅供参考，请自借鉴。希望对您有帮助。补充：出处：呵呵。只能帮你这些了，还是希望对你有点帮助吧。
论文中的外文翻译难道不就是翻译你自己写的东西么？又不是让你直接拿外文写作。而且写论文急什么急？
你现在在学校么？建议你到学校的图书馆去查（一般每个学校都会买网站使用权，这些特定的网站才有学术型的论文或者期刊的，一般我们自己网进不去这些网站），上中国知网，你将你论文题目输入，选择相似查找，和你论文题目一样或者相似的论文就会罗列出来了，然后你根据自己需要选择就可以。
1,不论是文末的参考文献还是行文中引文的外文文献,一般均用原始文献的名称、作者及出处.亦可视情在括号中译出中文文献名. 2,如果是纸质文献,还需注明期刊期号（某年某期）或书籍原出版社及出版时间.如果是来自网络,当注明网址. 3,如果采用的是中译本的外文文献,则直接用中译本作为参考文献. 4,行文中引用外文文章,有两种办法,一是直接引用外文,（此办法多半用于比较专业的学术论文,读者均具有理解能力）或者在外文后用括号译成中文.另一种是直接译成中文,然后在译文后用括号给出原文,或者在注释中给出原文.视情而定. 5,如果是给专业刊物投稿,最好了解一下该刊物对于参考文献列表以及注释的有关规定,按要求做.
这个一般不用。如果要是发文章的话，有的编辑部要求文献中英两种都有。
这个不用全部翻译的，只要选择自己需要的内容翻译。
翻译的外文文献可以是一篇，也可以是两篇，但英文字符要求不少于2万。选定外文文献后先给指导老师看，得到老师的确认通过后方可翻译。
翻译的外文文献应主要选自学术期刊、学术会议的文章、有关著作及其他相关材料，应与毕业论文(设计)主题相关，并在中文译文首页用“脚注”形式注明原文作者及出处，外文原文后应附中文译文。
扩展资料：
外文翻译需要注意的问题
1、外文文献的出处不要翻译成中文，且写在中文译文的右上角（不是放在页眉处）；会议要求：名称、地点、年份、卷（期），等 。
2、作者姓名以及作者的工作单位也不用必须翻译。
3、abstract翻译成“摘要”，不要翻译成“文章摘要”等其他词语。
4、Key words翻译成“关键词” 。
5、introduction 翻译成“引言”(不是导言)。
6、注意排版格式，都是单排版，行距，字号小4号，等（按照格式要求）。
7、各节的标号I、II等可以直接使用，不要再翻译成“第一部分”“第二部分”，等。
8、里面的图可以拷贝粘贴，但要将图标、横纵指标的英文标注翻译成中文。
9、里面的公式、表不可以拷贝粘贴，要自己重新录入、重新画表格。
参考资料：百度百科-毕业论文
不需要， 参考文献部分不用翻译，就跟你引用了英文期刊文章，在参考文献部分用英文形式呈现一样。
对呀，不够够了字数也可以不用全翻译
是的，一般都是要翻译的了。
即便我们退一万步来讲，最后确实修改后依然不符合这个期刊的要求，退稿之后那我们也是可以选择其他期刊的，所以不用担心论文发表不了，这个时候心态重要，相信自己！我学姐推荐的北京译顶科技那边做的不错，你可以考虑一下。可以加速去知道下。
看你是什么级别的毕业论文了，名校博士的话别说是一篇文章，一本书也可能得全部翻译。而渣校本科生可能也就翻译个三五千字的小文献，大型的那种几十万字的文章也就翻译个重点段落就可以了。