论文标题翻译
论文标题汉译英翻译三原则
课程教育研究 外语外文 ·20· follow her footstep and being deserted by her husband, we can conclude that Amanda’s miserable sufferings and tragic fate is doomed as long as she lives in the patriarchal society. And to make things even more pathetically, women in this play, including Laura, they didn’t realize the bondage and limitation the patriarchal society imposed on them. Williams’ reveal of the tragic fate of Amanda attract our attention to study feminism and advocate to build a equal society. Reference： [1]Beauvoir,Simone de. The Second Sex. Trans. Constance Borde and Sheila Malovany-Chevallier.Random House: Alfred A. Knopf,1949. [2]Bloom, Harold. Tennessee Williams. New York: Chelsea House Publishers,1987. [3]Showalter, Elaine.1995. The New Feminist Criticism[M]. New York: Pantheon Books. [4]Williams, Tennessee.1987. The Glass Menagerie[M]. New York: Penguin Group. [5]柏 棣.2007.西方女性主义文学理论[M].桂林：广西师范大学出版社。
论文标题和摘要的英文翻译
收稿 日期 ：２ １ ４—１ ０ ２—０ ９
索 引和检 索的主要 依据 。学术论 文 的标题 应 简
翻译 ，尤其是 英文摘要 在时 态和语 态等 方面的翻译方法进行 了探讨 。
关 键 词 ：论 文标 题 ；论 文 摘要 ；英 文 翻 译
中图分类号 ：Ｈ ５ ０９
文献标识码 ：Ａ
文章编 号 ：１０ ０ ９—０７ ４ ９一（０ ２ ０ ０ ９ ０ ２ １ ）４— ０ ３— ４
Ｅｎｇｉｈ ａ ｌ ｔｏ ｆＴｉｌｓ ａ ｄ ｓｒ ｃ ｓ ｌｓ Ｔｒ ｎｓａ ｉ ｎ ｏ ｔｅ ｎ Ａｂ ｔ ａ ｔ
第２ ８卷 第 ４期
２１ ０ ２年 ７月
昆明冶金高等专科学校学 报
Ｊ ｕ ｎ ｌｏ ｎ ｎ ｔｌｕ ｇ ｏｌ ｇ ｏ ｒ ａ ｆＫｕ ｍｌ ｇ Ｍｅａｌ ｒｙ Ｃ ｌ ｅ ｅ
Ｖｏ＿ ８ Ｉ２ Ｎｏ ４ ．
Ｊ１ ０ ２ ｕ ．２ １
ｄ ｉ１ ． ９ ９ ｊｉ ｎ １ ０ ０ ７ ． ０ ２ ０ ． ２ ｏ：０ ３ ６ ／ ．ｓ ．０ ９－ ４ ９ ２ １ ． ０ ０ ｓ ４
ｊｕｎ ｌ ｎ ｅ ｒｎ ｅｔ ｏ ｓ ｃ ａ ｄ ｉｔｒａｉ ａ ｒ ｉｇ ｎｒ ｓ ｏ ｉｅ ｎ ｂｔ ｃ ，ｔｅ ｐ ｐｒ ｏ ｒａ ａ ｄ ｒｆ ｅ ｃ ｏ ｄ ｍｅｔ ｎ ｎｅｎ ｔ ｎ ｌｗ ｉｎ ｏｍ ｆｔｌｓａ ｄ ａ ｓ ａｔ ｈ ａ ｅ ， ｅ ｉ ｏ ｔ ｔ ｒ ｓ
论 文 标 题 和 摘 要 的 英 文 翻 译
高 辉
（ 昆明冶金 高等 专科 学校 东盟 国际合作部 ，云南 昆明 ６ ０ ３ ） ５０ ３ 摘 要 ：随着我 国对外学术 交流 的 日益加 强 ，学术期刊 大多要 求文章标题 、摘要 、关键词应 有相应 的英文翻 译。
毕业论文外文翻译模版
一、摘要
本文主要介绍了毕业论文外文翻译模版，该模版包括了论文的标题、作者信息、摘要、关键词、引言、正文、结论等部分的翻译模板，可供毕业论文写作时参考使用。
二、标题
毕业论文外文翻译模版
三、作者信息
作者：[姓名]
学号：[学号]
指导老师：[指导老师姓名]
四、摘要
本文介绍了毕业论文外文翻译模版的具体内容和使用方法，帮助毕业论文作者完成外文翻译工作，提高论文质量和水平。详细内容包括论文标题、作者信息、摘要、关键词、引言、正文、结论等部分的翻译模板。
6. 正文的翻译模版：
正文内容丰富多样，翻译时需根据具体内容进，无需额外模版。
八、结论
毕业论文外文翻译模版的使用对于毕业论文写作具有重要意义，能够帮助作者完成外文翻译工作，提高论文的质量和水平。希望本文提供的翻译模版能够对广大学子在论文写作过程中有所帮助，更好地完成毕业论文的撰写工作。
五、关键词
毕业论文、外文翻译、模版、翻译模板、论文写作
六、引言
毕业论文外文翻译是毕业论文写作过程中的一项重要工作，对于提高论文的学术水平和国际影响力具有重要意义。本文提供了一套完整的翻译模版，可供广大学子参考使用，希望能够对大家的论文写作工作有所帮助。
七、正文
1. 论文标题的翻译模版：
中文标题：[中文标题]
英文标题：[英文标题]
2. 作者信息的翻译模版：
作者姓名：[姓名]
作者学号：[学号]
作者专业：[专业]
3. 摘要的翻译模版：
中文摘要：[中文摘要内容]
英文摘要：[英文摘要内容]
4. 关键词的翻译模版：
中文关键词：[中文关键词]
英文关键词：[英文关键词]
翻译论文标题时须注意的几点
英语知识论文标题一篇论文的精髓与灵魂，在论文翻译过程中，论文标题的翻译往往决定了此篇论文翻译的成败，天译时代根据10余年论文翻译的成功经验，总结出翻译论文标题时须注意以下几点： 1、论文标题翻译应抓住中心词汉语标题一般是中心词在后，前面加上一些修饰语，而英语标题则往往先提出中心词，然后再加修饰语，例如：Genetic Manipulation in Higher Organisms 翻译：高等植物的遗传控制Chromosome Variation of Polen Mother Cal Pollen-derived 翻译：小麦花粉植株花粉母细胞Plants in Wheat (Tritium aestivum L.) 翻译：染色体的变异2、论文标题翻译应简明扼要，高度概括一条标题既要力求简洁，又要能高度概括全篇内容。
为此，译标题应尽量删去多余的词，例如，汉语中标题常用“试论”、“出报”、“体会”、“浅谈”等词不是作者的谦逊和科学上留有余地，译成英语时常显多余，可以略去不译。
此外，以短语代替句子、省略冠词、使用缩略语等，也是力求简洁的办法。
3、论文标题翻译要正确使用大小写标题中大小写的使用方法，不同的国家，不同的刊物有不同的要求。
通常情况是，除冠词、连词和介词外，其余实词的头一个字母都要大写。
介词和连词，四个字母以上也可大写，七个字母以上者最好大写。
标题中每一行的第一个词一律大写，最后一个词是介词时，大小写均可。
此外，国内外也有不少学术刊物采取不同全部大写字母的排字方法。
作为一个会议口译译员，应该全面发展，不仅能搞同声传译工作，也要能搞即席传译工作，二者缺一不可。
由于同声传译比即席传译更加容易学习和掌握（这点恐怕同很多人的想象相反），所以，作为初学者，在掌握即席传译技术以前，最好先搞一段时间的同声传译工作。
也就是说，应该先到只使用同声传译的会议上去工作。
但是，在实际工作中，这种只使用同声传译的会议是很少的。
作文标题模板英语翻译
作文标题模板英语翻译英文回答：Essay Title Templates。
1. Analytical Essay:Analyze the significance of [topic] in [context].Examine the relationship between [concept 1] and [concept 2].Evaluate the effectiveness of [strategy] in achieving [goal].2. Argumentative Essay:Argue that [position] is justified because [reasons].Support the claim that [statement] is valid by providing evidence.Refute the argument that [counterclaim] by presenting counterevidence.3. Comparative Essay:Compare and contrast the similarities and differences between [subject 1] and [subject 2].Identify the key features that distinguish [item 1] from [item 2].Evaluate the relative advantages and disadvantages of [option A] versus [option B].4. Explanatory Essay:Explain the causes and consequences of [event].Describe the process of [how something works].Define the concept of [term] and provide examples.5. Narrative Essay:Share a personal experience that demonstrates [theme].Tell a story that illustrates the impact of [situation].Write a memoir that captures the essence of a pivotal moment.6. Reflective Essay:Reflect on the lessons learned from [experience].Analyze the personal growth or change that resulted from [event].Evaluate the impact of [influence] on [personalbeliefs or values].7. Scientific Essay:Formulate a hypothesis and test it through an experiment.Describe the results of a scientific study and draw conclusions.Analyze the implications of a scientific discovery for [field or society].8. Book Review Essay:Critique the strengths and weaknesses of a book by [author].Evaluate the literary merits and themes of [novel or play].Discuss the social or historical context thatinfluenced the creation of [work].中文回答：论文标题格式模板。
英语翻译论文题目
On Translation of English Neologism浅谈英语新词的译名
Chinese Translation Skills of English Business News英语经济新闻汉译技巧
An Analysis of Common Errors and the Standard Translation of Office Signs办公室标示语翻译中常见错误的分析及翻译规范
A Comparative Study of the Two English Versions of Teahouse《茶馆》两个英译本的比较研究
A Review of the Cultural Differences Between China and America -Based on the Comparison of Obama and Hu Jintao's Speeches从奥巴马与胡锦涛的演说审视中美文化差异
A Comparative Study of the Two Chinese Versions ofThe Art of Life《生活的艺术》两个汉译本的比较研究
On the Contextual Adaptation Theory Embedded in Film Title Translation
关于语境适应论在电影片名翻译中的嵌入
A Study on English Translation of Chinese Idioms from a Memetic Perspective模音论视角下汉语习语英译探究
On E-C Translation of Brand Names from Perspective of Functional Equivalence从功能对等理论看英文商标的汉译
毕业论文文献外文翻译----危机管理：预防,诊断和干预文献翻译-中英文文献对照翻译
第1页 共19页中文3572字毕业论文（设计）外文翻译标题：危机管理-预防，诊断和干预一、外文原文标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis andintervention 原文：原文：The Thepremise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, theway they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis andrecommend methods for prevention and intervention. Crisis acknowledgmentAlthough many business leaders will acknowledge thatcrises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisisin business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared untilit is too late.The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion ofcrisis management is like sustaining life without guaranteeinglife. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignorethe situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, forcompanies who prepare a proactive crisis plan” (Maynard, 1993) .It is said that “there are two kinds of crises: those that thatyou manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,could lead to the crisis taking a life of its own. In 1979, theThree-Mile Island nuclear power plant experienced a crisis whenwarning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who shouldhave taken the necessary steps to resolve the situation, therewere no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and itbecame a chronic event.In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air writtenin flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.The council of American-Islamic Relations threatened aa globalNike boycott. Nike apologized, recalled 38,000 pairs of shoes,and discontinued the line (Brindley, 1997). To create the brand,Nike had spent a considerable amount of time and money, but hadnever put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,it has taught the company a lesson in strategic crisis management planning.In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy anddiminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.Stages of a crisisMost crises do not occur suddenly. The signals can usuallybe picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize themin a timely fashion (Darling et al., 1996). A crisis can consistof four different and distinct stages (Fink, 1986). The phasesare: prodromal crisis stage, acute crisis stage, chronic crisisstage and crisis resolution stage.Modern organizations are often called “organic” due tothe fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successfulorganizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It wouldbe quite appropriate to examine the first three stages of acrisis before taking up the treatment, resolution or intervention stage.Prodromal crisis stageIn the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter how successful the organization, a number of issues andtrends may concern the business if proper and timely attentionis paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763,ample opportunitysuddenly and unexpectedly failed. There wasfor the bank to catch the signals that something bad was on thehorizon, but the company’s efforts to detect that were thwarted by an internal structure that allowed a single employee both to conduct and to oversee his own investment trades, and the breakdown of management oversight and internalcontrol systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonald’s fast food chain was given the prodromalsymptoms before the elderly lady sued them for the spilling ofa very hot cup of coffee on her lap - an event that resulted in a substantial financial loss and tarnished image of thecompany. Numerous consumers had complained about thetemperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simplerto pick up the signal, or to check the symptom, than facing the consequences.In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distress after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to lookaround for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths thatptoms,occurred as a result of the company’s ignoring thesymand the financial losses that followed, caused the company to realize that it would have been easier to manage the crisis directly in the prodromal stage rather than trying to shift theblame.Acute crisis stageA prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action wasWebster’s New Collegiate Dictionary, an acute stage occursacutewhen a symptom “demands urgent attention.” Whether the acutesymptom emerges suddenly or is a transformation of a prodromalstage, an immediate action is required. Diverting funds and other resources to this emerging situation may cause disequilibrium and disturbance in the whole system. It is onlythose organizations that have already prepared a framework forthese crises that can sustain their normal operations. For example, the US public roads and bridges have for a long time reflected a prodromal stage of crisis awareness by showing cracks and occasionally a collapse. It is perhaps in light of the obsessive decision to balance the Federal budget that reacting to the problem has been delayed and ignored. This situation has entered an acute stage and at the time of this writing, it was reported that a bridge in Maryland had just collapsed.The reason why prodromes are so important to catch is thatit is much easier to manage a crisis in this stage. In the caseof most crises, it is much easier and more reliable to take careof the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In andamage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensiveprice for initially refusing to recall computer chips that proved unreliable o n on certain calculations. The f irmfirm attempted to play the issue down and later learned its lesson. At an acutestage, when accusations were made that the Pentium Chips were not as fast as they claimed, Intel quickly admitted the problem,apologized for it, and set about fixing it (Mitroff et al., 1996). Chronic crisis stageDuring this stage, the symptoms are quite evident and always present. I t isIt is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for all do something about the situation. It may be the beginning of recovery for some firms, and a deathknell for others. For example, the Chrysler Corporation was only marginallysuccessful throughout the 1970s. It was not, however, until the company was nearly bankrupt that amanagement shake-out occurred. The drawback at the chronic stage is that, like in a human patient, the company may get used to “quick fixes” and “band “band--aid”approaches. After all, the ailment, the problem and the crisis have become an integral partoverwhelmed by prodromal and acute problems that no time or attention is paid to the chronic problems, or the managers perceive the situation to be tolerable, thus putting the crisison a back burner.Crisis resolutionCrises could be detected at various stages of their development. Since the existing symptoms may be related todifferent problems or crises, there is a great possibility thatthey may be misinterpreted. Therefore, the people in charge maybelieve they have resolved the problem. However, in practicethe symptom is often neglected. In such situations, the symptomwill offer another chance for resolution when it becomes acute,thereby demanding urgent care. Studies indicate that today anincreasing number of companies are issue-oriented and searchfor symptoms. Nevertheless, the lack of experience in resolvinga situation and/or inappropriate handling of a crisis can leadto a chronic stage. Of course, there is this last opportunityto resolve the crisis at the chronic stage. No attempt to resolve the crisis, or improper resolution, can lead to grim consequences that will ultimately plague the organization or even destroy it.It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.Preventive effortsThe heart of the resolution of a crisis is in the preventiveefforts the company has initiated. This step, similar to a humanbody, is actually the least expensive, but quite often the mostoverlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internalfunctions of a company such as finance, production, procurement, operations, marketing and human resources are sensitive to thesocio-economic, political-legal, competitive, technological, demographic, global and ethical factors of the external environment. What is imminently more sensible and much more manageable, is to identify the processes necessary forassessing and dealing with future crises as they arise (Jacksonand Schantz, 1993). At the core of this process are appropriate information systems, planning procedures, anddecision-making techniques. A soundly-based information system will scan the environment, gather appropriate data, interpret this data into opportunities and challenges, and provide a concretefoundation for strategies that could function as much to avoid crises as to intervene and resolve them.Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strategic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.出处：出处：Toby TobyJ. Kash and John R. Darling . Crisis management: prevention, diagnosis 179-186二、翻译文章标题：危机管理：预防，诊断和干预译文：本文的前提是，如果该公司做好准备得话，危机可以更有效地进行管理。
翻译方向论文题目大全
1.国际商务合同翻译技巧The Translation Techniques in the International Business Contracts2.论语境在翻译中的重要性Study on the Importance of Context in Translation3.商务英语中的模糊性翻译Thesis on the Vague Translation in the Business English4.广告英语特征及其翻译技巧Thesis on the Features and Translation Techniques of Advertising English5.文化与翻译-浅析文化负载词汇的翻译方法Culture & Translation-on the Translation of Culture Bound Expressions6.从文化角度看习语翻译A Cultural Insight into the Translation of Idioms7.浅谈英语书名汉译On English Book Title Translation8.谈商务英语及其翻译中的委婉表达方式Euphemistic Expressions in Business English and Their Translation9.从西湖景点的翻译看旅游英语的翻译策略Looks at the Traveling English Translation Strategy from the West Lake Scenic Spot Translation10.论英汉翻译中汉语方言的正迁移Positive Transfer of Chinese Dialect on English-Chinese Translation11.论英汉影视翻译中不同文化意象的处理On the Disposition of Different Cultural Images in Film Translation12.论网络交际英语的特征及其翻译A Study of Internet Communication English Features and Translation13.浅谈暗喻在英语广告及翻译中的应用The Application of Metaphor in English Advertisement and its Translation14.从关联理论角度论暗含连词在英汉翻译中的处理Chinese-English Translation of Implicit Conjunctions from the Perspective of Relevance Theory15.论英汉翻译中的望文生义Misinterpreting Words Literally in English and Chinese Translation16.论翻译中信息走失与文化补偿的原则及策略On principles and Strategies of Translation Loss and Cultural Compensation17.论英汉翻译中信息转换的补偿措施The Compensation of Information Conversion in English and Chinese Translation 18.论圣经中习语的不同翻译方法Different Translation Methods for Idioms in the Bible19.外贸英语句子的特点对翻译的影响Influence of Features of Trade English Sentence on Translation20.英汉姓名的文化内涵及其翻译方法Thesis on the Cultural Connotation of English and Chinese Names and ItsTranslation Methods21.浅谈英语谚语翻译Thesis on the Translation of English Proverb22.浅析文化语境对翻译的影响Study on Influence of Cultural Context on Translation23.从庞德英译汉诗《长干行》看其意象派风格Ezra Pound's Imagist Style in Translating a Chinese Poem As Seen from The River-Merchant's Wife：A Letter24.中国高校名称的翻译The Translation of the Names of Universities in China25.语境对英汉翻译措辞的影响The Influence of contexts on the Diction of English-Chinese Translation26.从好了歌评两种不同的翻译风格Thesis on the different translation style from the A Dream of Red Mansions27.中西社会风俗差异及其翻译On the Discrepancies of Translation between Western and Chinese Social Custom 28.中文电影片名的英文翻译分析The Analysis of English Translation about Chinese Film’s Title29.从编译理论看新闻翻译中的译者主体性On the Function of Translator's Subjectivity in Translation of News from Compiler Theory30.谈汉语流行词的中英文翻译Chinese Popular Neologisms and Their Translation31.《浮生六记》中特定文化词语的翻译On Translation of Culture-Specific Concepts in Six Chapters of a Floating Life 32.汉英方位词的文化对比与翻译—从“东西南北”与“east，west，south，north”谈起Cultural Contrast and Translation of Chinese and English Location Words－with Special Reference to “Dong, Xi, Nan, Bei”and “East, West, South, North”33.中文公共标识的英语翻译On Translating Chinese Public Signs into English34.英汉商标翻译原则Brand Translation Principle in English-Chinese35.英汉口译技巧Oral Interpretation Skills from English into Chinese36.论韦利的论语英译On Waley’s Translation of the Analects37.中英文化差异对翻译的影响Effects of Cultural Differences on Translation38.影视字幕翻译刍议On Translation of Subtitles of English-Language Films39.On Formal Correspondence of C/E Translation in Terms of Hypotaxis &.Parataxis从形合和意合看汉英翻译中的形式对应40.How to Decode and Translate the Ambiguous Structures歧义结构的解码与翻译41.Pragmatics and Advertisement Translation, with Special Emphasis on E/CCultural Differences英汉文化差异与广告的语用翻译42.Context and Business Discourse in English and Chinese43.On the Peculiar ways of Expression in Dicken’s Novels试论狄更斯小说独特的艺术手法44.Female Images in the Sun Also Rises 论《太阳又升起了》小说中女性形象45.Standarization of English: The Necessity and Feasility in an Age of Globaliztion全球化时代英语标准化的必要性和可能性46.On English Translation of Public Signs in Chinese 再谈汉英公示语翻译----以2010年亚运会主办城市广州为例47.Brief Appreciation on “Venice Merchant”48.The Mannered Language of English49.On the Properties of Idiomatic Expressions in English50.The Differences and Samilarities Between Structural Ambiguity in English andChinese51.Time Conception in Different Cultures52.On American Religion53.On Title Translation of English Film and Disc54.The Characteristics and the Rhetorical Roles of English ReduplicativesNeiterativesparisons of Multiplicity in Chinese and English and Its Translation56.A Study of Hmorous Utterances Form the Perspective57.The Current State and Prospects for English Teaching58.The usage of “And”59.A Survey on Culture and Social Life in USA60.Inheretance and Development of National Language and Culture61.Implicitness and Explicitness in Translation62.谈英语谚语的翻译63.谈英语幽默的翻译64.地方名胜古迹汉译英65.翻译中常见错误分析66.中英思维方式的差异对翻译的影响67.会话含义的推导与翻译68.词汇的文化内涵与翻译69.语境在翻译中的作用70.商标词翻译71.广告语言的翻译72.论英汉互译中的语义等值问题73.英汉文化差异对翻译的影响74.英汉谚语的理解和翻译75.浅谈颜色词在英语中的翻译76.中西文化差异与翻译障碍77.英语比喻性词语中文化内涵及翻译78.英语意义否定表现法及其汉译79.浅谈新闻标题的翻译80.从历届韩素音青年翻译奖竞赛看翻译人员所应具备的素质81.论品牌名称翻译的原则和方法82.影视作品字幕翻译的技巧83.归化与异化——《飘》不同译本的比较研究84.旅游景点翻译存在的问题与处理方法85.英语新闻的特点与翻译技巧86.中国特色时事词汇及其英译87.中国饮食文化翻译存在的问题与策略88.英汉委婉语的比较研究与翻译策略89.英汉产品说明书的特点与翻译技巧90.浅谈如何融翻译教学于英语教学91.《傲慢与偏见》不同译本比较研究初探92.文学作品中文化负载词的翻译技巧93.口译技巧、言外知识与语言基本技能三位一体的口译学习法94.论笔记中符号与缩略词对连续传译质量的作用95.论交替传译中笔记对“达”的影响96.论笔译教学与口译教学的结合97.网络英语的特点和翻译方法98.城市标识用语英译错误及翻译策略99.论商务文本的特点和翻译策略100.The Social and Cultural Factors in Translation Practice101.On Translation Methods of Numeral in Chinese and English102.The Comparison and Translation of Chinese and English Idioms and their Tranlations103.Cultural Equivalence in Translation104.On the Cross-cultural Pragmatic Failure in E/C Translationparative Study of Two Basic Translation Methods—Literal Translation and Free Translation106.Learning a Foreign Language Through Translation107.On Translating the Passive V oice in English for Science and Technology 108. A Comparative Study of Two English Version of The XXX109.Review on the Translation of Movie Titles110.Remarks on the Translation of Chinese Set-phrase111.Application of Contrastive Analysis in Long Sentences。
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1.学术论文英文题名写作的基本要求：
题名应简明、具体、确切,能概括文章的主旨,符合编制题录、索引和检索的有关原则并有助于选择关键词和分类号。
中文题名一般不超过20个汉字,必要时可加副题名。
题名中应避免使用非公知公用的缩略语、字符、代号以及结构式和公式。
英文题名的首字母及各个实词的首字母应大写。
2.学术论文英文题名的写作的注意事项：
除了以上基本要求,我们在写英文题名时还应注意以下几个问题。
(1)英文题名中的冠词有简化的趋势,凡可用可不用的冠词均可不用。
英文题名开头第一个字不得用The, And, An和A。
(2)中英文题名的一致性。
同一篇论文,其英文题名与中文题名内容上应一致,但不等于说词语要一一对应。
在许多情况下,个别非实质性的词可以省略或变动。
(3)英文题名中的大小写有以下3种格式:全部字母大写;每个词的首字母大写,但3个或4个字母以下的冠词、连词、介词全部小写;题名第一个词的首字母大写,其余均小写。
(4)英文题名的结构。
英文题名以短语为主要形式,尤以名词短语最常见,即题名基本由一个或几个名词加上其前置和(或)后置定语构成。
短语型题名要确定好中心词,再进行前后修饰,要注意采用正确的单词顺序,形容词应与其所修饰的名词紧密相邻。
总之,题名的用词十分重要,它直接关系到读者对文章的取舍态度,务必字字斟酌。
一、原创性和显著性是论文的生命
在国际核心刊物发表的论文，原则上都应当是“在国际上首次”描述的新的观测和实验事实，首次提出的概念和模型，首次建立的方程，也包括对已有的重大观测（实验）事实的新的概括和新的规律的提炼。
与原创性相联系，任何期刊都不希望发表已经见于其它杂志，或由其它语言发表、或以稍有不同的形式发表的论文。
太阳物理学权威刊物《太空物理学》(Solar，physics〉主编Harvey
曾专门谈到，曾有少数作者在主要结果用中文发表后又寄给《太空物理学》。
他强调，过去这是可以容忍的，但现在已不允许。
一个公认的原则是，作者不能把已在经过审稿的杂志发表的主要结果再以不同的形式投寄给其它杂志再发表。
发表在国际核心刊物的论文，不仅应该是原创性的，其结果还必须是显著的，井对学科发展有所推，动。
用Harvey的话来说，“至少有一、两个其他研究者会读这篇文章，并利用这些结果发表，他们自己的工作。
”对成果显著性的检验是论文被引用的多寡。
作者应当关心自己论文被引用的情况，注意国际学术界对自己工作的评价，包括得到肯定和批评的方面，特别是注意同行们对自己发表结果的不同的理解。
这是提高自己研究水平的重要途径。
二、要特别重视论文的题目、摘要、图表和结论
每一位作者都有阅读大量论文的经验。
读者阅读论文的习惯一般是首先浏览目录，只有对题目有，兴趣才愿意翻到有关论文；对一篇题目有兴趣的论文，读者又首先读论文摘要；如果对摘要还有兴趣，接着会去看论文的图表，因为图表往往最清楚地反映了论文的结果。
看过图表之后，如读者还有兴趣，会接着读论文的结论。
通常只有少数读者会读论文的全文。
作者应当清晰地知道，论文的题目将被数以千计的读者读到。
对题目的每一个字都要审慎地选择，用最少的词语最确切反映论文的内容。