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gparticularlytoframeworksdevelopedwithinmunicationstudiesintheUSA.ChoosingtheworkofTing-Toomey(1999)asanexample,Isketchthekeyelementsofherconceptualisation,andthenreviewthestrengthsandweaknessesofthevariousframeworksdevelopedsofar.Afterthis,Iconsiderresearchintobusinessdiscourseandevaluatetheextenttowhichitoffersinsightsintoourunderstandingofinterculturalpetenceforbusinesscontexts.Iarguethatbothresearchapproachesandfociareneeded,andthateachisinadequateforourunderstandingofinterculturalpetenceforbusinesswithouttheother.

InthesecondpartofthetalkIreportastudythathastriedtobinebothperspectives:theGlobalPeopleProject,whichformedthefinalphaseoftheeChina-UKProgramme(echinauk./).TheeChina-UKProgrammewasamajorinitiativebetweenBritainandChina(2003–2016),involvinganumberofBritishandChineseuniversitiesworkingcollaborativelytodeveloponlineteachertrainingmaterials.Theprojectmembersexperiencedanumberofchallengesinworkingtogether–thesewerepartlylanguageissuesbutalsofarmorethanthat.IdescribesomeofthesechallengesandthenoutlinetheGlobalPeoplepetencyframework:aframeworkprisingfourclustersofpetencies,withauthenticexamplestoillustrateeachponentpetency.Idrawpeople'sattentiontotherangeofassociatedresourcesthatareavailablefreeofchargeontheGlobalPeoplewebsite,globalpeople..uk/.

Iconcludethepresentationwithsomethoughtsonthewayaheadforimprovingourunderstandingofinterculturalpetenceforbusiness.

Assessinginterculturalinteractionpetence/petencies:

Thestateoftheart.

PeterFranklin

KIeMInstituteforInterculturalManagement

Values,andCommunication

FacultyofEconomicsandSocialSciences

HTWGKonstanzUniversityofAppliedSciences

Afterabriefclarificationoftheterms'interculturalinteractionpetence'and'interculturalinteractionpetencies',thepresentationwillexaminethepossiblereasonsforassessingpeople'sinterculturalinteractionpetenceandpresentexamplesofproceduresandinstrumentsfordoingso.Particularattentionwillbepaidtotheuseofassessmenttodevelopinterculturalinteractionpetenceininternationalbusiness.InsightsintothepetenciesChinesemanagers(incontrasttonon-Chinesemanagers)appeartofocusonwhenusingonewell-knownassessmentinstrumentwillalsobediscussed.

GlobalCommunicationChallengesforBusinessandCorporations

MichaelB.Goodman,Ph.D.

BaruchCollege

CityUniversityofNewYork

Globalcorporationsandbusinessesfaceunprecedentedeconomic,social,andenvironmentalchallenges.ProfessorMichaelB.Goodmanexploresthecriticalsuccessfactorsforcorporatemunication.Healsoexploresthe'topten'waysmunicationbringsvaluetobusinesses,themanagementresponsibilitiesofsuccessfulcorporatemunicationdepartments,andtheroleofleadingchiefmunicationofficersinglobalcorporations.

AGlobalAgendaforInterculturalCommunication

MalcolmN.MacDonald

UniversityofWarwick

Threeissueshaveforsometimebeenprominentinthefieldofinterculturalmunication:therelationshipbetweenlanguageandculture(Risager,2006),the'languaging'subjects'creationandmaintenanceofsocialidentity(Phipps,2006),andtheimplicationsofboththeseforcitizenshipeducationinEurope(Alredetal,2006).Thispaperwillbeginbyreviewingtheclaimsthathavebeenmadefortherelationshipbetweenlanguageandcultureinlanguageeducation.Itwillthencritiquethesefoundationalclaimsbyconsideringareasinwhichlanguageandculturearenotnecessarilyhomologous.Secondly,itwillconsiderhowmorerecentinterculturalmunicationresearchhasproblematizedtheconceptualizationofcultureasresidingsolelyinthenationstate,andnowconceivesof'difference'asbeingnotonlycentraltotheactofmunicationbutalsotobeingandbeingitself(Monceri,2003,2016,Thurlow,2004).However,itwillproposethatthesearenotdichotomouspositions,butratheroneswhichdemandadialecticalapproach.Thirdly,thepaperwillconsideremergingareasofconcerninthefieldsuchastransnationalmobility,securityandderadicalisationandtheirimplicationsforcitizenshipeducation.Inconclusion,thepaperwillconsiderwhethertheagendaforinterculturalmunicationcaneverbetrulyglobal.Perhapsanyglobalagendawillbeforeverdoomedtofailure,sinceonecanneverultimatelyknowtheOther(Levinas,1969).Maybethebestwecanhopeforistomaintainaresponsibilitytowardstheotherinourface-to-faceinteractions(Critchley,1999,Derrida,2003)-suggestiveofamultiplicityofmorelocalizedsitesforinterculturalmunication.

Multi-mediaCourseDesignfortheTheoreticalConstructofInterculturalBusinessCommunicationSkills

WangLifei

SchoolofInternationalStudiesofUniversityofInternationalBusinessandEconomics

Thispaperfirstexplainsthetheoreticalponentsofinterculturalmunicationskillsandnotesthatthetheoreticalframeworkconsistsoffourcoreparts:businessstrategy,interculturalstrategy,municationstrategy,andinterculturalmunicationstrategy,amongwhichinterculturalmunicationstrategyisthemostessential.Underthistheoreticalframework,thepaperfurtherexplainsthatthecriteriatogradeinterculturalmunicationskillsrequiredinChina'sbusinessEnglisheducat

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