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外文翻译职业求职简历

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外文翻译职业求职简历（精选11篇）由网友“N阶求导”投稿提供，下面是小编精心整理的外文翻译职业求职简历，希望能够帮助到大家。

外文翻译职业求职简历

篇1：外文翻译职业求职简历

本人概况

姓名：颜XXX 性别：女

民族：汉政治面目：团员

学历(学位)：本科专业：

联系电话：XXX 手机：

联系地址：北京XXX号邮编：XXX

EmailAddress：

教育背景

毕业院校：XX大学19XX.9--19XX.7科技

另：其他培训情况

辅修

现正进行注册会计师考试

工作经历

*19XX.4---至今XXXX技术有限公司

处理总经理所有日常事务/现场

*19XX.10---19XX.4XXX消防电子有限公司

外籍生产经理助理

负责瑞士、德国和香港地区的国际采购业务/翻译各种生产技术、商务合同文件/协助实施电子元器件国产化工作/组织、协调生产各部门会议，并承担翻译工作

我本人适应性强，责任心强，勤勉不懈，并具有良好的团队精神，

外文翻译职业求职简历范文

，

在从事多年翻译及谈判、助理工作后，积累了丰富的

请给我一次机会，我必将还您以夺目的光彩。

本人性格

开朗、谦虚、自律、自信（根据本人情况）。

篇2：外文翻译职业求职简历

本人概况

姓名：颜XXX 性别：女

民族：汉政治面目：团员

学历(学位)：本科专业：

联系电话：XXX 手机：

联系地址：北京XXX号邮编：XXX

EmailAddress：

教育背景

毕业院校：XX大学19XX.9--19XX.7科技

另：其他培训情况

辅修

现正进行注册会计师考试

工作经历

*19XX.4---至今XXXX技术有限公司

处理总经理所有日常事务/现场

*19XX.10---19XX.4XXX消防电子有限公司

外籍生产经理助理

我本人适应性强，责任心强，勤勉不懈，并具有良好的团队精神。在从事多年翻译及谈判、助理工作后，积累了丰富的.

请给我一次机会，我必将还您以夺目的光彩。

本人性格

开朗、谦虚、自律、自信(根据本人情况)。

篇3：外文翻译

广东工业大学

华立学院

本科毕业设计（论文）

外文参考文献译文及原文

系部会计学部

专业会计学

年级级

班级名称

学号

学生姓名

指导教师

年 5 月

1 外文文献译文 .......................................................... 1

2 外文文献原文 .......................................................... 9

2 内部环境

【本章摘要】内部环境包含组织的基调，它影响组织中人员的风险意识，是企业风险管理所有其他构成要素的基础，为其他要素提供约束和结构。内部环境因素包括主体的风险管理理念、它的风险容量、董事会的监督、主体中人员的诚信、道德价值观和胜任能力，以及管理当局分配权力和职责、组织和开发其员工的方式。

内部环境是企业风险管理所有其他构成要素的基础，为其他要素提供约束和结构。它影响着战略和目标如何制订、经营活动如何组织以及如何识别、评估风险并采取行动。它还影响着控制活动、信息与沟通体系和监控措施的设计与运行。

内部环境受到主体的历史和文化的影响。它包含许多要素，包括主体的道德价值观、员工的胜任能力和开发、管理当局管理风险的理念以及如何分配权力和职责。董事会是内部环境的一个关键部分，它对其他的内部环境要素有重大的影响。

尽管所有要素都很重要，但是对每个要素的强调程度会因主体而异。举例来说，一家员工较少、专注化经营的公司的首席执行官可能就不会制订正式的职责划分和具体的经营政策。但是，这家公司也会有为企业风险管理提供合适基础的内部环境。

风险管理理念

一个主体的风险管理理念是一整套共同的信念和态度，它决定着该主体在做任何事情――从战略制订和执行到日常的活动――时如何考虑风险。风险管理理念反映了主体的价值观，影响它的文化和经营风格，并且决定如何应用企业风险管理的构成要素，包括如何识别风险，承担哪些风险，以及如何管理这些风险。

成功地承担了重大风险的公司对企业风险管理的看法，似乎不同于由于在危险的地区创业而面临过严酷的经济或管制后果的公司。尽管有些主体会为了满足外部利益相关者――例如母公司或监管者的需要，而努力实现有效的企业风险管理，但是更常见的是因为管理当局认识到有效的风险管理有助于主体创造和保持价值。

当风险管理理念被很好地确立和理解、并且为员工所信奉时，主体就能有效地识别和管理风险。否则，企业风险管理在各个业务单元、职能机构或部门中的应用就可能会出现不可接受的不平衡状态。但是即使一个主体的理念被很好地确

立，在它的各个单元之间仍然会存在文化上的差别，从而导致风险管理应用方面的差异。一些单元的管理者可能准备承担更大的风险，而其他的则更为保守。例如，一个有闯劲的销售职能机构可能会集中关注实现销售，而没有仔细注意对法规的遵循问题，而缔约单元的人员主要集中关注确保符合所有的相关内部和外部政策与法规。孤立地看，这些不同的次级文化都能对主体产生负面影响。但是通过很好的合作，这些单元能够恰当地反映主体的风险管理理念。

企业的风险管理理念实质上反映在管理当局在经营该主体的过程中所做的每一件事情上。它可以从政策表述、口头和书面的沟通以及决策中反映出来。无论管理当局是强调书面的政策、行为准则、业绩指标和例外报告，还是更为非正式地大量通过与关键的管理者面对面的接触来进行运营，至关重要的是管理当局不仅要通过口头、而且还要通过日常的行动来强化这种理念。

风险容量

风险容量是一个主体在追求价值的过程中所愿意承担的广泛意义上的风险的数量。它反映了企业的风险管理理念，进而影响了主体的文化和经营风格。

风险容量在战略制订的过程中加以考虑，来自一项战略的期望报酬应该与主体的风险容量相协调。不同的战略会使主体面临不同程度的风险，应用于战略制订过程的企业风险管理帮助管理当局选择一个与主体的风险容量相一致的战略。

主体运用类似高、适中或低等类别，从质的角度考虑风险容量，或者运用数量化的方法，来反映和平衡增长、报酬和风险方面的目标。

董事会

一个主体的董事会是内部环境的关键部分，它对其要素有着重大影响。董事会对于管理当局的独立性、其成员的经验和才干、对活动参与和审察的程度，以及其行为的适当性都起着重要的作用。其他因素包括提出有关战略、计划和业绩方面的疑难问题和与管理当局进行商讨的程度，以及董事会或审计委员会与内部和外部审计师的交流。

一个积极的和高度参与型的董事会、托管委员会（board of trustees）或类似的机构，应该具有适当程度的管理、技术和其他专长，以及履行监督职责所需要

的思维方式。这对于一个有效的企业风险管理环境至关重要。而且，由于董事会必须准备去质疑和仔细审查管理当局的活动，提出不同的观点，并针对不当行为采取行动，因此董事会必须包含外部董事。

高层管理当局的成员可能带来他们对公司的深入了解，从而成为有效的董事会成员。但是必须有足够数量的独立外部董事，他们不但要提供合理的建议、咨询和指导，而且还要对管理当局形成必要的牵制和制衡。要想使内部环境有效，董事会中的独立外部董事必须至少占多数。

有效的董事会能确保管理当局保持有效的风险管理。尽管一家企业在过去可能没有遭受损失、没有暴露出明显的重大风险，董事会也不能天真地认定带有严重负面后果的事项“在这里不会发生”。应该认识到，尽管一家公司可能有合理的战略、胜任的员工、合理的经营流程和可靠的技术，但是它和所有的主体一样，对于风险而言都很脆弱，因此也需要有效运行的风险管理。

诚信与道德价值观

主体的战略和目标以及它们得以推行的方式建立在偏好、价值判断和管理风格的基础之上。管理当局的诚信和对道德价值观的要求影响这些转化为行为准则的偏好和判断。因为一个主体的良好声誉是如此有价值，所以行为的准则应该不仅仅只是遵循法律。经营良好的企业的管理者越来越接受这样的观点，那就是道德是值得的，道德行为就是良好的经营。

管理当局的诚信是一个主体活动的所有方面的道德行为的先决条件。企业风险管理的有效性不可能脱离那些创造、管理和监督主体活动的人的诚信和道德价值观。诚信和道德价值观是一个主体内部环境的关键要素，它影响着企业风险管理其他构成要素的设计、管理和监控。

树立道德价值观通常很困难，因为需要考虑多个方面的利益。管理当局的价值观必须平衡企业、员工、供应商、客户、竞争者和公众的利益。平衡这些利益可能是复杂而令人沮丧的，因为利益通常是互相矛盾的。举例来说，提供一种必需的产品（石油、木材或食品）可能会导致环境方面的关切。

道德行为和管理当局的诚信是公司文化的副产品，公司文化包含道德和行为准则以及它们的沟通和强化方式。正式的政策指明了董事会和管理当局希望发生

的情况。公司文化决定着实际发生的情况，以及哪些规则被遵循、扭曲或忽视了。高层管理当局――从CEO开始――在确定公司文化方面起着关键作用。作为主体中的居于支配地位的人员，CEO往往确定了道德基调。

特定的组织因素也会影响出现欺诈性和可疑的财务报告行为的可能性。这些因素可能还会影响道德行为。个人可能会因为主体给了他们这么做的强烈动机或诱惑，而参与不诚实的、非法的或不道德的行为。过分地强调结果，尤其是短期结果，可能会造成一个不恰当的内部环境。仅仅关注短期结果即使在短期也可能有危害。专注于底线――不顾成本的销售收入或利润――通常会引发不希望看到的行动和反应。例如，高压销售策略、谈判的残酷或者对回扣的暗示可能会引发具有即期（以及持久）影响的反应。

参与欺诈性和可疑的财务报告行为以及其他形式的不道德行为的其他动机可能包括高度依赖于所报告的财务或非财务信息――尤其是短期结果――的报酬。

从消除或减少不恰当的动机和诱惑到消除不良行为之间要走一段很长的路。就像所建议的那样，它可以通过从事合理而又有利可图的经营活动来实现。例如，只要业绩目标切合实际，业绩激励――配以适当的控制――就能成为一个有用的管理技术。设定切合实际的目标是一项正确的激励措施，它能降低产生相反作用的压力，以及欺诈性报告的动机。同样地，一个控制良好的报告体系能够起到防止错报业绩诱惑的作用。

可疑行为的另一个原因是忽视。道德价值观不仅必须沟通，而且必须辅以关于是非对错的明确指南。正式的公司行为守则对有效的道德项目十分重要，是它的基础。守则致力于一系列的行为问题，例如诚信与道德、利益冲突、不合法或不恰当的支付以及反竞争的（anticompetitive）协议等。向上沟通的渠道也很重要，它带来相关信息并使员工感到舒服。

仅仅有书面的行为守则、员工接受和理解的文件和适当的沟通渠道，还不能确保守则被遵守。对违反守则的员工所给予的处罚，鼓励员工报告所怀疑的违反行为的机制，以及针对知情而不报告违反行为的员工的惩戒措施，对于遵守守则而言也很重要。但是如果不能通过高层管理当局的行为和他们所作的表率提供更有效的保证的话，无论道德准则是否包含在书面的守则之中，对道德准则的遵守

都没有什么区别。对于是非对错――以及对于风险与控制，员工可能会形成与高层管理当局所表现出来的一样的态度。管理当局的行为所传达的信息很快就会被包含到公司文化之中。而且，有关CEO在面临一个艰难的.经营决策时从道德的角度讲“做了正确的事情”的认识，能够在整个主体中传达一个强有力的信息。对胜任能力的要求

胜任能力反映实现规定的任务所需要的知识和技能。管理当局通过在主体的战略和目标与它们的执行和实现计划之间进行权衡，来决定这些任务应该完成到什么程度。通常会存在能力与成本之间的权衡，比如说，没有必要去雇用一个电气工程师来更换灯泡。

管理当局明确特定岗位的胜任能力水平，并把这些水平转换成所需的知识和技能。而这些必要的知识和技能可能又取决于个人的智力、培训和经验。在开发知识和技能水平的过程中所考虑的因素包括一个具体岗位所运用判断的性质和程度。通常会在监督的范围和所需的胜任能力水平之间作出权衡。

组织结构

一个主体的组织结构提供了计划、执行、控制和监督其活动的框架。相关的组织结构包括确定权力与责任的关键界区，以及确立恰当的报告途径。举例来说，内部审计职能机构的结构设计应该致力于实现组织的目标，并且允许不受限制地与高层管理当局和董事会的审计委员会接触，而且首席审计官应当向组织中能保证内部审计活动实现其职责的层级报告工作。

主体建立适合其需要的组织结构。有的是集权型的，有的是分权型的。有的有着直接报告关系，而其他的则更接近于矩阵型组织。一些主体按照行业或产品线、按照地理位置或者按照特定的配送或营销网络来进行组织。而其他的主体，包括很多州和地方政府单位以及非营利机构，则按照职能进行组织。

一个主体的组织结构的适当性部分地取决于它的规模和所从事活动的性质。有着正式的报告途径和职责的高度结构化的组织，可能适合于拥有很多经营分部、包括外国业务的大型主体。然而，在一家小公司中，这种结构可能会阻碍必要的信息流动。不管采取什么样的结构，主体的组织方式都应该确保有效的企业

风险管理，并采取行动以便实现其目标。

权力和职责的分配

权力和职责的分配涉及到个人和团队被授权并鼓励发挥主动性去指出问题和解决问题的程度，以及对他们的权力的限制。它包括确立报告关系和授权规程，以及描述恰当经营活动的政策，关键人员的知识和经验，和为履行职责而赋予的资源。

一些主体将权力下放，以便使决策更接近于一线的人员。公司可以采取这种方式而变得更具市场驱动的特点，或者更关注质量――或许是消除缺陷、缩短周转时间或者提高客户满意度。通常通过将权力与受托责任（accountability）相结合来鼓励个人在限定的范围内发挥主动性。权力的委派意味着将特定经营决策的核心控制权交给较低的层级――给那些更靠近日常经营业务的人员。这可能包括授权以折扣价格销售产品，商谈长期供货合同、许可或专利，或者参加联盟或合营企业。

一个关键的挑战是仅仅针对实现目标所需要的范围来进行授权。这意味着确保决策是基于合理的风险识别和评估活动，包括在确定接受何种风险以及如何对它们加以管理的过程中，估计风险的大小和权衡潜在的损失与收益。

另一个挑战是确保所有的人员都了解主体的目标。每个人都知道他们的行为彼此之间有什么关联和对实现目标有什么作用，是至关重要的。

增加授权有时候有意伴随着组织结构的简化或“扁平化”，或者是其结果。为激发创造性、发挥主动性和加快反应速度而开展的有意识的组织变革，能够提高竞争力和客户满意度。这种增加授权可能会带来对更高的员工胜任能力水平以及更大的受托责任的隐含要求。它还要求管理当局采用有效的程序对结果进行监控，从而使决策能够根据需要被否决或接受。有了更好的、市场驱动的决策，授权能够增加非期望或非预期决策的数量。例如，如果一个区域销售经理决定授权在零售价的基础上折让35%来进行销售，以证实目前45%的折扣能够获取市场份额，管理当局可能需要了解情况才能否决或者接受让这种决策进行下去。

内部环境极大地受到个人对他们将要承担责任的认识程度的影响。对于首席执行官而言，也是如此，他在董事会的监督下对主体内部的所有活动负有终极责

任。

与有效的企业风险管理密不可分的各个方面的职能与责任的其他相关原则，将在“职能与责任”那一章中展开讲述。

人力资源准则

包括雇用、定位、培训、评价、咨询、晋升、付酬和采取补偿措施在内的人力资源业务向员工传达着有关诚信、道德行为和胜任能力的期望水平方面的信息。例如，强调教育背景、前期工作经验、过去的成就和有关诚信和道德行为的证据，以便雇用资质最好的个人的准则，表明了一个主体对胜任和可信任人员的承诺。当招录活动中包括正式的、深入的招聘面试和有关该主体的历史、文化和经营风格方面的培训时，也是如此。

培训政策能够通过对未来职能与责任的沟通，以及包含诸如培训学校和研习班、模拟案例研究和扮演角色练习等活动，来加强业绩和行为的期望水平。根据定期业绩评价所进行的调换与晋升，反映了主体对于提升合格员工的承诺。包括分红激励在内的竞争性的报酬计划能够起到鼓励和强化突出业绩的作用――尽管奖金制度应该严密并且有效地控制，以避免对报告结果的不实呈报产生不当的诱惑。惩戒行动所传递的信息则是对期望行为的偏离将不会得到宽宥。

随着贯穿于主体之中的问题和风险的变化和愈加复杂――部分原因在于急剧变革的技术和日益激烈的竞争，很有必要把员工武装起来以应对新的挑战。教育和培训，不管是课堂讲授、自学还是在职培训，都必须有助于个人跟上环境变革的步伐并能有效地应对。雇用胜任的人员和提供一次性培训是不够的。教育过程是持续的。

影响

一个主体内部环境的重要性和它对企业风险管理的其他构成要素所能产生的正面或负面影响，怎么强调都不过分。一个无效的内部环境的影响会很广泛，可能会导致财务损失、损害公众形象，或经营失败。

一般认为某能源公司有着有效的企业风险管理，因为它有强有力而受人尊敬的高层管理者、声望卓著的董事会、富有创新意识的战略、设计良好的信息系统

和控制活动、描述风险和控制职能的广泛的政策手册，以及全面的调整和监督途径。但是，它的内部环境却有重大缺陷。管理当局参与了十分可疑的经营业务，而董事会却视而不见。这家公司被发现曾经误报财务成果，损害了股东信心，遭遇了偿债危机，毁灭了主体的价值。最终这家公司陷入了历史上最大的破产案之一。

高层管理当局对有效企业风险管理的态度和关注必须明确而清晰，并渗透到组织之中。光说得正确是不够的。那种“按我说的去做，而不是按我做的去做”的态度，只会带来一个无效的环境。

2. INTERNAL ENVIRONMENT

Chapter Summary: The internal

environment encompasses the tone of an

organization, influencing the risk consciousness

of its people, and is the basis for all other

components of enterprise risk management,

providing discipline and structure. Internal

environment factors include an entity’s risk

management philosophy; its risk appetite;

oversight by the board of directors; the integrity,

ethical values, and competence of the entity’s people; and the way management assigns authority and responsibility, and organizes and develops its people.

The internal environment is the basis for all other components of enterprise risk management, providing discipline and structure. It influences how strategies and objectives are established, business activities are structured, and risks are identified, assessed, and acted upon. And it influences the design and functioning of control activities, information and communication systems, and monitoring activities.

The internal environment is influenced by an entity’s history and culture. It comprises many elements, including the entity’s ethical values, competence and development of personnel, management’s philosophy for managing risk, and how it assigns authority and responsibility. A board of directors is a critical part of the internal environment and significantly influences other internal environment elements.

Although all elements are important, the extent to which each is addressed will vary with the entity. For example, the chief executive of a company with a small workforce and centralized operations might not establish formal lines of responsibility and detailed operating policies. Nevertheless, the company could have an internal

environment that provides an appropriate foundation for enterprise risk management.

Risk Management Philosophy

An entity’s risk management philosophy is the set of shared beliefs and attitudes characterizing how the entity considers risk in everything it does, from strategy development and implementation to its day-to-day activities. Its risk management philosophy reflects the entity’s values, influencing its culture and operating style, and affects how enterprise risk management components are applied, including how risks are identified, the kinds of risks accepted, and how they are managed.

A company that has been successful accepting significant risks is likely to have a different outlook on enterprise risk management than one that has faced harsh economic or regulatory consequences as a result of venturing into dangerous territory. While some entities may work to achieve effective enterprise risk management to satisfy requirements of an external stakeholder, such as a parent company or regulator, more often it is because management recognizes that effective risk management helps the entity create and preserve value.

When the risk management philosophy is well developed, understood, and embraced by its personnel, the entity is positioned to effectively recognize and manage risk. Otherwise, there can be unacceptably uneven application of enterprise risk management across business units, functions, or departments. But even when an entity’s philosophy is well developed, there nonetheless may be cultural differences among its units, resulting in variation in enterprise risk management application. Managers of some units may be prepared to take more risk, while others are more conservative. For example, an aggressive selling function may focus its attention on making a sale, without careful attention to regulatory compliance matters, while the contracting unit’s personnel focus significant attention on ensuring compliance with all relevant internal and external policies and regulations. Separately, these different subcultures could adversely affect the entity. But by working well together the units can appropriately reflect the entity’s risk management philosophy.

The enterprise’s risk management philosophy is reflected in virtually everything management does in running the entity. It is captured in policy statements, oral and

written communications, and decision making. Whether management emphasizes written policies, standards of behavior, performance indicators, and exception reports, or operates more informally largely through face-to-face contact with key managers, of critical importance is that management reinforces the philosophy not only with words but also with everyday actions.

Risk Appetite

Risk appetite is the amount of risk, on a broad level, an entity is willing to accept in pursuit of value. It reflects the enterprise’s risk management philosophy, and in turn influences the entity’s culture and operating style.

Risk appetite is considered in strategy setting, where the desired return from a strategy should be aligned with the entity’s risk appetite. Different strategies will expose the entity to different levels of risk, and enterprise risk management, applied in strategy setting, helps management select a strategy consistent with the entity’s risk appetite.

Entities consider risk appetite qualitatively, with such categories as high, moderate, or low, or take a quantitative approach, reflecting and balancing goals for growth and return with risk.

Board of Directors

An entity’s board of directors is a critical part of the internal environment and significantly influences its elements. The board’s independence from management, experience and stature of its members, extent of its involvement and scrutiny of activities, and appropriateness of its actions all play a role. Other factors include the degree to which difficult questions are raised and pursued with management regarding strategy, plans, and performance, and interaction the board or audit committee has with internal and external auditors.

An active and involved board of directors, board of trustees, or comparable body should possess an appropriate degree of management, technical, and other expertise,

coupled with the mind-set necessary to perform its oversight responsibilities. This is critical to an effective enterprise risk management environment. And, because the board must be prepared to question and scrutinize management’s activities, present alternative views, and act in the face of wrongdoing, the board must include outside directors.

Members of top management may be effective board members, bringing their deep knowledge of the company. But there must be a sufficient number of independent outside directors not only to provide sound advice, counsel, and direction, but also to serve as a necessary check and balance on management. For the internal environment to be effective, the board must have at least a majority of independent outside directors.

Effective boards of directors ensure that management maintains effective risk management. Although an enterprise historically might have not suffered losses and have no obvious significant risk exposure, the board does not succumb to the mythical notion that events with seriously adverse consequences “couldn’t happen here.” It recognizes that while a company may have a sound strategy, competent employees, sound business processes, and reliable technology, it, like every entity, is vulnerable to risk, and an effectively functioning risk management process is needed.

Integrity and Ethical Values

An entity’s strategy and objectives and the way they are implemented are based on preferences, value judgments, and management styles. Management’s integrity and commitment to ethical values influence these preferences and judgments, which are translated into standards of behavior. Because an entity’s good reputation is so valuable, the standards of behavior must go beyond mere compliance with law. Managers of well-run enterprises increasingly have accepted the view that ethics pays and ethical behavior is good business.

Management integrity is a prerequisite for ethical behavior in all aspects of an entity’s activities. The effectiveness of enterprise risk management cannot rise above

the integrity and ethical values of the people who create, administer, and monitor entity activities. Integrity and ethical values are essential elements of an entity’s internal environment, affecting the design, administration, and monitoring of other enterprise risk management components.

Establishing ethical values often is difficult because of the need to consider the concerns of several parties. Management values must balance the concerns of the enterprise, employees, suppliers, customers, competitors, and the public. Balancing these concerns can be complex and frustrating because interests are often at odds. For example, providing an essential product (petroleum, lumber, or food) may cause environmental concerns.

Ethical behavior and management integrity are by-products of the corporate culture, which encompasses ethical and behavioral standards and how they are communicated and reinforced. Official policies specify what the board and management want to happen. Corporate culture determines what actually happens, and which rules are obeyed, bent, or ignored. Top management C starting with the CEO C plays a key role in determining the corporate culture. As the dominant personality in an entity, the CEO often sets the ethical tone.

Certain organizational factors also can influence the likelihood of fraudulent and questionable financial reporting practices. Those same factors are likely to influence ethical behavior as well. Individuals may engage in dishonest, illegal, or unethical acts simply because the entity gives them strong incentives or temptations to do so. Undue emphasis on results, particularly in the short term, can foster an inappropriate internal environment. Focusing solely on short- term results can hurt even in the short term. Concentration on the bottom line C sales or profit at any cost C often evokes unsought actions and reactions. High-pressure sales tactics, ruthlessness in negotiations, or implicit offers of kickbacks, for instance, may evoke reactions that can have immediate (as well as lasting) effects.

Other incentives for engaging in fraudulent or questionable reporting practices and, by extension, other forms of unethical behavior may include rewards highly dependent on reported financial and non-financial information, particularly for

short-term results.

Removing or reducing inappropriate incentives and temptations goes a long way toward eliminating undesirable behavior. As suggested, this can be achieved by following sound and profitable business practices. For example, performance incentives C accompanied by appropriate controls C can be a useful management technique as long as the performance targets are realistic. Setting realistic targets is a sound motivational practice, reducing counterproductive stress as well as the incentive for fraudulent reporting. Similarly, a well- controlled reporting system can serve as a safeguard against temptation to misstate performance.

Another cause of questionable practices is ignorance. Ethical values must be not only communicated but also accompanied by explicit guidance regarding what is right and wrong.

Formal codes of corporate conduct are important to and the foundation of an effective ethics program. Codes address a variety of behavioral issues, such as integrity and ethics, conflicts of interest, illegal or otherwise improper payments, and anticompetitive arrangements. Upward communications channels where employees feel comfortable bringing relevant information also are important.

Existence of a written code of conduct, documentation that employees received and understand it, and an appropriate communications channel by themselves do not ensure the code is being followed. Also important to compliance are resulting penalties to employees who violate the code, mechanisms that encourage employee reporting of suspected violations, and disciplinary actions against employees who knowingly fail to report violations. But compliance with ethical standards, whether or not embodied in a written code, is equally if not more effectively ensured by top management’s actions and the examples they set. Employees are likely to develop the same attitudes about right and wrong C and about risks and controls C as those shown by top management. Messages sent by management’s actions quickly become embodied in the corporate culture. And, knowledge that the CEO has “done the right thing” ethically when faced with a tough business decision, sends a powerful message throughout the entity.

Commitment to Competence

Competence reflects the knowledge and skills needed to perform assigned tasks. Management decides how well these tasks need to be accomplished, weighing the entity’s strategy and objectives against plans for their implementation and achievement. A trade-off often exists between competence and cost C it is not necessary, for instance, to hire an electrical engineer to change a light bulb.

Management specifies the competency levels for particular jobs and translates those levels into requisite knowledge and skills. The necessary knowledge and skills in turn may depend on individuals’ intelligence, training, and experience. Factors considered in developing knowledge and skill levels include the nature and degree of judgment to be applied to a specific job. Often a trade-off can be made between the extent of supervision and the requisite competence level of the individual.

Organizational Structure

An entity’s organizational structure provides the framework to plan, execute, control, and monitor its activities. A relevant organizational structure includes defining key areas of authority and responsibility and establishing appropriate lines of reporting. For example, an internal audit function should be structured in a manner that achieves organizational objectivity and permits unrestricted access to top management and the audit committee of the board, and the chief audit executive should report to a level within the organization that allows the internal audit activity to fulfill its responsibilities.

An entity develops an organizational structure suited to its needs. Some are centralized, others decentralized. Some have direct reporting relationships, while others are more of a matrix organization. Some entities are organized by industry or product line, by geographical location or by a particular distribution or marketing network. Other entities, including many state and local governmental units and not-for-profit institutions, are organized by function.

The appropriateness of an entity’s organizational structure depends, in part, on its

size and the nature of its activities. A highly structured organization with formal reporting lines and responsibilities may be appropriate for a large entity that has numerous operating divisions, including foreign operations. However, such a structure could impede the necessary flow of information in a small company. Whatever the structure, an entity should be organized to enable effective enterprise risk management and to carry out its activities so as to achieve its objectives.

Assignment of Authority and Responsibility

Assignment of authority and responsibility involves the degree to which individuals and teams are authorized and encouraged to use initiative to address issues and solve problems, as well as limits to their authority. It includes establishing reporting relationships and authorization protocols, as well as policies that describe appropriate business practices, knowledge and experience of key personnel, and resources provided for carrying out duties.

Some entities have pushed authority downward to bring decision making closer to front-line personnel. A company may take this tack to become more market-driven or quality-focused C perhaps to eliminate defects, reduce cycle time, or increase customer satisfaction. Alignment of authority and accountability often is designed to encourage individual initiatives, within limits. Delegation of authority means surrendering central control of certain business decisions to lower echelons C to the individuals who are closest to everyday business transactions. This may involve empowerment to sell products at discount prices; negotiate long-term supply contracts, licenses, or patents; or enter alliances or joint ventures.

A critical challenge is to delegate only to the extent required to achieve objectives. This means ensuring that decision making is based on sound practices for risk identification and assessment, including sizing risks and weighing potential losses versus gains in determining which risks to accept and how they are to be managed.

Another challenge is ensuring that all personnel understand the entity’s objectives. It is essential that individuals know how their actions are related to one

another and contribute to achievement of the objectives.

Increased delegation sometimes is intentionally accompanied by or the result of streamlining or “flattening” the organizational structure. Purposeful structural change to encourage creativity, taking initiative, and faster response times can enhance competitiveness and cu外文翻译范文stomer satisfaction. This increased delegation may carry an implicit requirement for a higher level of employee competence, as well as greater accountability. It also requires effective procedures for management to monitor results so that decisions can be overruled or accepted as necessary. Along with better, market-driven decisions, delegation may increase the number of undesirable or unanticipated decisions. For example, if a district sales manager decides that authorization to sell at 35% off list price justifies a temporary 45% discount to gain market share, management may need to know so that it can overrule or accept such decisions going forward.

The internal environment is greatly influenced by the extent to which individuals recognize that they will be held accountable. This holds true all the way to the chief executive, who, with board oversight, has ultimate responsibility for all activities within an entity.

Additional principles related to roles and responsibilities by parties integral to effective enterprise risk management are set forth in the Roles and Responsibilities chapter.

Human Resource Standards

Human resource practices pertaining to hiring, orientation, training, evaluating, counseling, promoting, compensating, and taking remedial actions send messages to employees regarding expected levels of integrity, ethical behavior, and competence. For example, standards for hiring the most qualified individuals, with emphasis on educational background, prior work experience, past accomplishments, and evidence of integrity and ethical behavior, demonstrate an entity’s commitment to competent and trustworthy people. The same is true when recruiting practices include formal,

in-depth employment interviews and training in the entity’s history, culture, and operating style.

Training policies can reinforce expected levels of performance and behavior by communicating prospective roles and responsibilities and by including such practices as training schools and seminars, simulated case studies, and role-playing exercises. Transfers and promotions driven by periodic performance appraisals demonstrate the entity’s commitment to advancement of qualified employees. Competitive compensation programs that include bonus incentives serve to motivate and reinforce outstanding performance C although reward systems should be structured, and controls in place, to avoid undue temptation to misrepresent reported results. Disciplinary actions send a message that violations of expected behavior will not be tolerated.

It is essential that employees be equipped to tackle new challenges as issues and risks throughout the entity change and become more complex C driven in part by rapidly changing technologies and increasing competition. Education and training, whether classroom instruction, self-study, or on-the-job training, must help personnel keep pace and deal effectively with the evolving environment. Hiring competent people and providing one-time training are not enough. The education process is ongoing.

Implications

It is difficult to overstate the importance of an entity’s internal environment and the impact C positive or negative C it can have on other enterprise risk management components. The impact of an ineffective internal environment can be far-reaching, possibly resulting in financial loss, a tarnished public image, or a business failure.

An energy company generally was thought to have effective enterprise risk management since it had high-powered and respected senior managers, a prestigious board of directors, an innovative strategy, well-designed information systems and control activities, extensive policy manuals prescribing risk and control functions, and

comprehensive reconciling and supervisory routines. Its internal environment, however, was significantly flawed.

Management participated in highly questionable business practices, and the board turned a “blind-eye.” The company was found to have misreported financial results and suffered a loss of shareholder confidence, a liquidity crisis, and destruction of entity value. Ultimately the company went into one of the largest bankruptcies in history.

The attitude and concern of top management for effective enterprise risk management must be definitive and clear, and permeate the organization. It is not sufficient to say the right words. An attitude of “do as I say, not as I do” will only bring about an ineffective environment.

篇4：外文翻译机械手

外文翻译机械手

毕业设计

文献翻译

院（系）名称工学院机械系

专业名称机械设计制造及其自动化

学生姓名

指导教师

周昕杨汉嵩

03 月 10 日

机械手

摘要：机械手是近几十年发展起来的一种高科技自动化生产设备。工业机械手是工业机器人的一个重要分支。它的特点是可通过编程来完成各种预期的作业任务，在构造和性能上兼有人和机器各自的优点，尤其体现了人的智能和适应性。机械手作业的准确性和各种环境中完成作业的能力，在国民经济各领域有着广阔的发展前景。随着工业自动化的发展, 出现了数控加工中心,它在减轻工人的劳动强度的同时, 大大提高了劳动生产率。但数控加工中常见的上下料工序, 通常仍采用人工操作或传统继电器控制的半自动化装置。前者费时费工、效率低; 后者因设计复杂, 需较多继电器,接线繁杂, 易受车体振动干扰,而存在可靠性差、故障多、维修困难等问题。可编程序控制器PLC控制的上下料机械手控制系统动作简便、线路设计合理、具有较强的抗干扰能力, 保证了系统运行的可靠性,降低了维修率, 提高了工作效率。机械手技术涉及到力学、机械学、电气液压技术、自动控制技术、传感器技术和计算机技术等科学领域，是一门跨学科综合技术。

关键词：机械手，工业机器人，半自动化装置，编程序控制器

一、工业机械手的概述

机械手是一种能自动化定位控制并可重新编程序以变动的多功能机器，它有多个自由度，可用来搬运物体以完成在各个不同环境中工作。在工资水平较低的中国，塑料制品行业尽管仍属于劳动力密集型，机械手的使用已经越来越普及。那些电子和汽车业的欧美跨国公司很早就在它们设在中国的工厂中引进了自动化生产。但现在的变化是那些分布在工业密集的华南、华东沿海地区的中国本土塑料加工厂也开始对机械手表现出越来越浓厚的兴趣，因为他们要面对工人流失率高，以及为工人交工伤费带来的挑战。

随着我国工业生产的飞跃发展，特别是改革开发以后，自动化程度的迅速提高，实现工件的装卸、转向、输送或操作钎焊、喷枪、扳手等工具进行加工、装配等作业自化，已愈来愈引起我们重视。

机械手是模仿着人手的部分动作，按给定的程序、轨迹和要求实现自动抓取、搬运或操作的自动机械装置。

在现实生活中，你是否会发现这样一个问题。在机械工厂里，加工零件装料的时候是不是很烦的，劳动生产率不高，生产成本大，有时候还会发生一些人为事故，

导致加工者受伤。想想看用什么可以来代替呢，加工的时候只要有几个人巡视一下，且可以二十四个小时饱和运作，人行吗？回答是肯定的，但是机械手可以来代替它。

生产中应用机械手可以提高生产的自动化水平和劳动生产率;可以减轻劳动强度、保证产品质量、实现安全生产；尤其是在高温、高压、低温、低压、粉尘、易爆、有毒气体和放射性等恶劣的环境中能够代替人进行正常的工作。想到这里我就很想设计一个机械手，来用于生产实际中。

为什么选着设计机械手用气动来提供动力：气动机械手是指以压缩空气为动力源驱动的机械手。用气压驱动与其他能源驱动比较有以下优点：1.空气取之不竭，用过之后排入大气，不需要回收和处理，不污染环境。（环保的概念）2.空气的沾性很小，管路中压力损失也很小（一般气路阻力损失不到油路的千分之一），便于远距离输送。3.压缩空气的工作压力较低(一般为4～8公斤/每平方厘米)，因此对动元件的材质和制造精度要求可以降低。4.与液压传动相比，它的动作和反应都快，这是气动突出的优点之一。5.空气介质清洁，亦不会变质，管路不易堵塞。但是也有它美中不足的地方：1.由于空气的可压缩性，致使气动工作的稳定性差，因而造成执行机构运动速度和定为精度不易控制。2.由于使用气压较低，输出力不可能太大，为了增加输出力，必然使整个气动系统的结构尺寸加大。

用气压驱动与用其他能源驱动比较有以下优点：

空气取之不竭，用过之后排入大气，不需回收和处理，不污染环境。偶然的或少量的泄漏不致对生产发生严重的影响。

空气的粘性很小，管路中压力损失也就很小，便于远距离输送。

压缩空气的工作压力较低，因此对气动元件的材质和制造精度要求可以降低。一般说来，往复运动推力在1~2吨以下采用气动经济性较好。

与液压传动相比，它的动作和反应都快，这是气动的突出优点之一。

空气介质清洁，亦不会变质，管路不易堵塞。

它可安全地应用在易燃、易爆和粉尘大的场合。又便于实现过载自动保护. 二p机械手的组成

机械手的形式是多种多样的，有的较为简单，有的较为复杂，但基本的.组成形式是相同的，一般由执行机构、传动系统、控制系统和辅助装置组成。

1. 执行机构

机械手的执行机构，由手、手腕、手臂、支柱组成。手是抓取机构，用来夹紧

和松开工件，与人的手指相仿，能完成人手的类似动作。手腕是连接手指与手臂的元件，可以进行上下、左右和回转动作。简单的机械手可以没有手腕。支柱用来支撑手臂，也可以根据需要做成移动。

2. 传动系统

执行机构的动作要由传动系统来实现。常用机械手传动系统分机械传动、液压传动、气压传动和电力传动等几种形式。

3. 控制系统

机械手控制系统的主要作用是控制机械手按一定的程序、方向、位置、速度进行动作，简单的机械手一般不设置专用的控制系统，只采用行程开关、继电器、控制阀及电路便可实现动传动系统的控制，使执行机构按要求进行动作．动作复杂的机械手则要采用可编程控制器、微型计算机进行控制。

三p 机械手的分类和特点

机械手一般分为三类：第一类是不需要人工操作的通用机械手。它是一种独立的不附属于某一主机的装置。它可以根据任务的需要编制程序，以完成各项规定的操作。它的特点是具备普通机械的性能之外，还具备通用机械、记忆智能的三元机械。第二类是需要人工才做的，称为操作机。它起源于原子、军事工业，先是通过操作机来完成特定的作业，后来发展到用无线电讯号操作机来进行探测月球等。工业中采用的锻造操作机也属于这一范畴。第三类是用专用机械手，主要附属于自动机床或自动线上，用以解决机床上下料和工件送。这种机械手在国外称为

“Mechanical Hand”，它是为主机服务的，由主机驱动；除少数以外，工作程序一般是固定的，因此是专用的。主要特点：

(1) 机械手（上下料机械手、装配机械手、搬运机械手、堆垛机械手、助力机械手、真空搬运机、真空吸吊机、省力吊具、气动平衡器等）。

(2) 悬臂起重机（悬臂吊、电动环链葫芦吊、气动平衡吊等）

(3) 导轨式搬运系统（悬挂轨道、轻型轨道、单梁起重机、双梁起重机）

(4) 工业机械手的应用

机械手是在机械化、自动化生产过程中发展起来的一种新型装置。近年来，随着电子技术特别是电子计算机的广泛应用，机器人的研制和生产已成为高技术领域内迅速发展起来的一门新兴技术，它更加促进了机械手的发展，使得机械手能更好

地实现与机械化和自动化的有机结合。

机械手虽然目前还不如人手那样灵活，但它具有能不断重复工作和劳动、不知疲劳、不怕危险、抓举重物的力量比人手大等特点，因此，机械手已受到许多部门的重视，并越来越广泛地得到了应用，例如：

(1) 机床加工工件的装卸，特别是在自动化车床、组合机床上使用较为普遍。

(2) 在装配作业中应用广泛，在电子行业中它可以用来装配印制电路板，在机械行业中它可以用来组装零部件。

(3) 可在劳动条件差，单调重复易子疲劳的工作环境工作，以代替人的劳动。

(4) 可在危险场合下工作，如军工品的装卸、危险品及有害物的搬运等。

(5) 宇宙及海洋的开发。

(6) 军事工程及生物医学方面的研究和试验。助力机械手:又称平衡器、平衡吊、省力吊具、手动移载机等，是一种无重力化手动承载系统，一种新颖的、用于物料搬运时省力化操作的助力设备,属于一种非标设计的系列化产品。针对客户应用需求，量身定制的个案创作。

一种模拟人手操作的自动机械，它可按固定程序抓取p搬运物件或操持工具完成某些特定操作。应用机械手可以代替人从事单调p重复或繁重的体力劳动，实现生产的机械化和自动化，代替人在有害环境下的手工操作，改善劳动条件，保证人身安全。20世纪40年代后期，美国在原子能实验中，首先采用机械手搬运放射性材料，人在安全室操纵机械手进行各种操作和实验。50年代以后，机械手逐步推广到工业生产部门，用于在高温p污染严重的地方取放工件和装卸材料，也作为机床的辅助装置在自动机床p自动生产线和加工中心中应用，完成上下料或从刀库中取放刀具并按固定程序更换刀具等操作。机械手主要由手部机构和运动机构组成。手部机构随使用场合和操作对象而不同，常见的有夹持p托持和吸附等类型。运动机构一般由液压p气动p电气装置驱动。机械手可独立地实现伸缩p旋转和N降等运动，一般有2～3个自由度。机械手广泛用于机械u造p冶金p轻工和原子能等部门。

能模仿人手和臂的某些动作功能，用以按固定程序抓取、搬运物件或操作工具的自动操作装置。它可代替人的繁重劳动以实现生产的机械化和自动化，能在有害环境下操作以保护人身安全，因而广泛应用于机械制造、冶金、电子、轻工和原子能等部门。机械手通常用作机床或其他机器的附加装置，如在自动机床或自动生

产线上装卸和传递工件，在加工中心中更换刀具等，一般没有独立的控制装置。有些操作装置需要由人直接操纵，如用于原子能部门操持危险物品的主从式操作手也常称为机械手。

机械手主要由手部和运动机构组成。手部是用来抓持工件（或工具）的部件，根据被抓持物件的形状、尺寸、重量、材料和作业要求而有多种结构形式，如夹持型、托持型和吸附型等。运动机构，使手部完成各种转动（摆动）、移动或复合运动来实现规定的动作，改变被抓持物件的位置和姿势......

机械手是在自动化生产过程中使用的一种具有抓取和移动工件功能的自动化装置，它是在机械化、自动化生产过程中发展起来的一种新型装置。近年来，随着电子技术特别是电子计算机的广泛应用，机器人的研制和生产已成为高技术领域内迅速发展起来的一门新兴技术，它更加促进了机械手的发展，使得机械手能更好地实现与机械化和自动化的有机结合。机械手能代替人类完成危险、重复枯燥的工作，减轻人类劳动强度，提高劳动生产力。机械手越来越广泛的得到了应用，在机械行业中它可用于零部件组装，加工工件的搬运、装卸，特别是在自动化数控机床、组合机床上使用更普遍。目前，机械手已发展成为柔性制造系统FMS和柔性制造单元FMC中一个重要组成部分。把机床设备和机械手共同构成一个柔性加工系统或柔性制造单元，它适应于中、小批量生产，可以节省庞大的工件输送装置，结构紧凑，而且适应性很强。当工件变更时，柔性生产系统很容易改变，有利于企业不断更新适销对路的品种，提高产品质量，更好地适应市场竞争的需要。而目前我国的工业机器人技术及其工程应用的水平和国外比还有一定的距离，应用规模和产业化水平低，机械手的研究和开发直接影响到我国自动化生产水平的提高，从经济上、技术上考虑都是十分必要的。因此，进行机械手的研究设计是非常有意义的。

Manipulator

Abstract： Robot developed in recent decades as high-tech automated production equipment. Industrial robot is an important branch of industrial robots. It features can be programmed to perform tasks in a variety of expectations, in both structure and performance advantages of their own people and machines, in particular, reflects the people's intelligence and adaptability. The accuracy of robot operations and a variety of environments the ability to complete the work in the field of national economy and there are broad prospects for development. With the development of industrial automation, there has been CNC machining center, it is in reducing labor intensity, while greatly improved labor productivity. However, the upper and lower common in CNC machining processes material, usually still use manual or traditional relay-controlled semi-automatic device. The former time-consuming and labor intensive, inefficient; the latter due to design complexity, require more relays, wiring complexity, vulnerability to body vibration interference, while the existence of poor reliability, fault more maintenance problems and other issues. Programmable Logic Controller PLC-controlled robot control system for materials up and down movement is simple, circuit design is reasonable, with a strong anti-jamming capability, ensuring the system's reliability, reduced maintenance rate, and improve work efficiency. Robot technology related to mechanics, mechanics, electrical hydraulic technology, automatic control technology, sensor technology and computer technology and other fields of science, is a cross-disciplinary integrated technology.

Keywords： Mechanical hand, industrial robots, semi automatic device, the programmable controller

First, an overview of industrial manipulator

Robot is a kind of positioning control can be automated and can be re-programmed to change in multi-functional machine, which has multiple degrees of freedom can be used to carry an object in order to complete the work in different environments. Low wages in China, plastic products industry, although still a labor-intensive, mechanical hand use has become increasingly popular. Electronics and automotive industries that Europe and the United States multinational companies very early in their factories in China, the introduction of automated production. But now the changes are those found in industrial-intensive South China, East China's coastal areas,

local plastic processing plants have also emerged in mechanical watches began to become increasingly interested in, because they have to face a high turnover rate of workers, as well as for the workers to pay work-related injuries fee challenges.

With the rapid development of China's industrial production, especially the reform and opening up after the rapid increase in the degree of automation to achieve the workpiece handling, steering, transmission or operation of brazing, spray gun, wrenches and other tools for processing and assembly operations since, which has more and more attracted our attention.

Robot is to imitate the manual part of the action, according to a given program, track and requirements for automatic capture, handling or operation of the automatic mechanical devices.

In real life, you will find this a problem. In the machine shop, the processing of parts loading time is not annoying, and labor productivity is not high, the cost of production major, and sometimes man-made incidents will occur, resulting in processing were injured. Think about what could replace it with the processing time of a tour as long as there are a few people, and can operate 24 hours saturated human right? The answer is yes, but the robot can come to replace it.

Production of mechanical hand can increase the automation level of production and labor productivity; can reduce labor intensity, ensuring product quality, to achieve safe production; particularly in the high-temperature, high pressure, low temperature, low pressure, dust, explosive, toxic and radioactive gases such as poor environment can replace the normal working people. Here I would like to think of designing a robot to be used in actual production.

Why would a robot designed to provide a pneumatic power: pneumatic robot refers to the compressed air as power source-driven robot. With pressure-driven and other energy-driven comparison have the following advantages: 1. Air inexhaustible, used later discharged into the atmosphere,

does not require recycling and disposal, do not pollute the environment. (Concept of environmental protection) 2. Air stick is small, the pipeline pressure loss is small (typically less than asphalt gas path pressure drop of one-thousandth), to facilitate long-distance transport. 3. Compressed air of the working pressure is low (usually 4 to 8 kg / per square centimeter), and therefore moving the material components and manufacturing accuracy requirements can be lowered. 4. With the hydraulic transmission, compared to its faster action and reaction, which is one of the advantages pneumatic outstanding. 5. The air cleaner media, it will not degenerate, not easy to plug the pipeline. But there are also places where it fly in the ointment:

1. As the compressibility of air, resulting in poor aerodynamic stability of the work, resulting in the implementing agencies as the precision of the velocity and not easily controlled. 2. As the use of low atmospheric pressure, the output power can not be too large; in order to increase the output power is bound to the structure of the entire pneumatic system size increased.

With pneumatic drive and compare with other energy sources drive has the following advantages:

Air inexhaustible, used later discharged into the atmosphere, without recycling and disposal, do not pollute the environment. Accidental or a small amount of leakage would not be a serious impact on production.

Viscosity of air is small, the pipeline pressure loss also is very small, easy long-distance transport.

The lower working pressure of compressed air, pneumatic components and therefore the material and manufacturing accuracy requirements can be lowered. In general, reciprocating thrust in 1 to 2 tons pneumatic economy is better.

Compared with the hydraulic transmission, and its faster action and reaction, which is one of the outstanding merits of pneumatic.

Clean air medium, it will not degenerate, not easy to plug the pipeline. It can be safely used in flammable, explosive and the dust big occasions.

Also easy to realize automatic overload protection.

Second, the composition, mechanical hand

Robot in the form of a variety of forms, some relatively simple, some more complicated, but the basic form is the same as the composition of the , Usually by the implementing agencies, transmission systems, control systems and auxiliary devices composed.

1. Implementing agencies

Manipulator executing agency by the hands, wrists, arms, pillars. Hands are crawling institutions, is used to clamp and release the workpiece, and similar to human fingers, to complete the staffing of similar actions. Wrist and fingers and the arm connecting the components can be up and down, left, and rotary movement. A simple mechanical hand can not wrist. Pillars used to support the arm can also be made mobile as needed.

2. Transmission

The actuator to be achieved by the transmission system. Sub-transmission system commonly used manipulator mechanical transmission, hydraulic transmission, pneumatic and electric power transmission and other drive several forms.

3. Control System

Manipulator control system's main role is to control the robot according to certain procedures, direction, position, speed of action, a simple mechanical hand is generally not set up a dedicated control system, using only trip switches, relays, control valves and circuits can be achieved dynamic drive system control, so that implementing agencies according to the requirements of action. Action will have to use complex programmable robot controller, the micro-computer control.

Three, mechanical hand classification and characteristics

Robots are generally divided into three categories: the first is the general machinery does not require manual hand. It is an independent not affiliated with a particular host device. It can be programmed according to the needs

of the task to complete the operation of the provisions. It is characterized with ordinary mechanical performance, also has general machinery, memory, intelligence ternary machinery. The second category is the need to manually do it, called the operation of aircraft. It originated in the atom, military industry, first through the operation of machines to complete a particular job, and later developed to operate using radio signals to carry out detecting machines such as the Moon. Used in industrial manipulator also fall into this category. The third category is dedicated manipulator, the main subsidiary of the automatic machines or automatic lines, to solve the machine up and down the workpiece material and delivery. This mechanical hand in foreign countries known as the “Mechanical Hand”, which is the host of services, from the host-driven; exception of a few outside the working procedures are generally fixed, and therefore special.

Main features:

First, mechanical hand (the upper and lower material robot, assembly robot, handling robot, stacking robot, help robot, vacuum handling machines, vacuum suction crane, labor-saving spreader, pneumatic balancer, etc.).

Second, cantilever cranes (cantilever crane, electric chain hoist crane, air balance the hanging, etc.)

Third, rail-type transport system (hanging rail, light rail, single girder cranes, double-beam crane)

Four, industrial machinery, application of hand

Manipulator in the mechanization and automation of the production process developed a new type of device. In recent years, as electronic technology, especially computer extensive use of robot development and production of high-tech fields has become a rapidly developed a new technology, which further promoted the development of robot, allowing robot to better achieved with the combination of mechanization and automation.

Although the robot is not as flexible as staff, but it has to the continuous duplication of work and labor, I do not know fatigue, not afraid of danger,

the power snatch weight characteristics when compared with manual large, therefore, mechanical hand has been of great importance to many sectors, and increasingly has been applied widely, for example:

(1) Machining the workpiece loading and unloading, especially in the automatic lathe, combination machine tool use is more common.

(2) In the assembly operations are widely used in the electronics industry, it can be used to assemble printed circuit boards, in the machinery industry It can be used to assemble parts and components.

(3) The working conditions may be poor, monotonous, repetitive easy to sub-fatigue working environment to replace human labor.

(4) May be in dangerous situations, such as military goods handling, dangerous goods and hazardous materials removal and so on.

(5) Universe and ocean development.

(6), military engineering and biomedical research and testing.

Help mechanical hands: also known as the balancer, balance suspended, labor-saving spreader, manual Transfer machine is a kind of weightlessness of manual load system, a novel, time-saving technology for material handling operations booster equipment, belonging to kinds of non-standard design of series products. Customer application needs, creating customized cases. Manual operation of a simulation of the automatic machinery, it can be a fixed program draws p handling objects or perform household tools to accomplish certain specific actions. Application of robot can replace the people engaged in monotonous p repetitive or heavy manual labor, the mechanization and automation of production, instead of people in hazardous environments manual operation, improving working conditions and ensure personal safety. The late 20th century, 40, the United States atomic energy experiments, the first use of radioactive material handling robot, human robot in a safe room to manipulate various operations and experimentation. 50 years later, manipulator and gradually extended to industrial production sector, for the temperatures, polluted areas, and loading and unloading to

take place the work piece material, but also as an auxiliary device in automatic machine tools, machine tools, automatic production lines and processing center applications, the completion of the upper and lower material, or From the library take place knife knife and so on according to fixed procedures for the replacement operation. Robot body mainly by the hand and sports institutions. Agencies with the use of hands and operation of objects of different occasions, often there are clamping p support and adsorption type of care. Movement organs are generally hydraulic pneumatic p p electrical device drivers. Manipulator can be achieved independently retractable p rotation and lifting movements, generally 2 to 3 degrees of freedom. Robots are widely used in metallurgical industry, machinery manufacture, light industry and atomic energy sectors.

Can mimic some of the staff and arm motor function, a fixed procedure for the capture, handling objects or operating tools, automatic operation device. It can replace human labor in order to achieve the production of heavy mechanization and automation that can operate in hazardous environments to protect the personal safety, which is widely used in machinery manufacturing, metallurgy, electronics, light industry and nuclear power sectors. Mechanical hand tools or other equipment commonly used for additional devices, such as the automatic machines or automatic production line handling and transmission of the workpiece, the replacement of cutting tools in machining centers, etc. generally do not have a separate control device. Some operating devices require direct manipulation by humans; such as the atomic energy sector performs household hazardous materials used in the master-slave manipulator is also often referred to as mechanical hand. Manipulator mainly by hand and sports institutions. Task of hand is holding the workpiece (or tool) components, according to grasping objects by shape, size, weight, material and operational requirements of a variety of structural forms, such as clamp type, type and adsorption-based care such as holding. Sports organizations, so that the completion of a variety of

hand rotation (swing), mobile or compound movements to achieve the required action, to change the location of objects by grasping and posture.

Robot is the automated production of a kind used in the process of crawling and moving piece features automatic device, which is mechanized and automated production process developed a new type of device. In recent years, as electronic technology, especially computer extensive use of robot development and production of high-tech fields has become a rapidly developed a new technology, which further promoted the development of robot, allowing robot to better achieved with the combination of mechanization and automation. Robot can replace humans completed the risk of duplication of boring work, to reduce human labor intensity and improve labor productivity. Manipulator has been applied more and more widely, in the machinery industry, it can be used for parts assembly, work piece handling, loading and unloading, particularly in the automation of CNC machine tools, modular machine tools more commonly used. At present, the robot has developed into a FMS flexible manufacturing systems and flexible manufacturing cell in an important component of the FMC. The machine tool equipment and machinery in hand together constitute a flexible manufacturing system or a flexible manufacturing cell, it was adapted to small and medium volume production, you can save a huge amount of the work piece conveyor device, compact, and adaptable. When the work piece changes, flexible production system is very easy to change will help enterprises to continuously update the marketable variety, improve product quality, and better adapt to market competition. At present, China's industrial robot technology and its engineering application level and comparable to foreign countries there is a certain distance, application and industrialization of the size of the low level of robot research and development of a direct impact on raising the level of automation in China, from the economy, technical considerations are very necessary. Therefore, the study of mechanical hand design is very meaningful.

篇5：毕业设计外文翻译

毕业设计外文翻译

外文原文

Overview of JSP Technology

Benefits of JSP

JSP pages are translated into servlets. So, fundamentally, any task JSP pages can perform could also be accomplished by servlets. However, this underlying equivalence does not mean that servlets and JSP pages are equally appropriate in all scenarios. The issue is not the power of the technology, it is the convenience, productivity, and maintainability of one or the other. After all, anything you can do on a particular computer platform in the Java programming language you could also do in assembly language. But it still matters which you choose.

JSP provides the following benefits over servlets alone:

• It is easier to write and maintain the HTML. Your static code is ordinary HTML: no extra backslashes, no double quotes, and no lurking Java syntax.

• You can use standard Web-site development tools. Even HTML tools that know nothing about JSP can be used because they simply ignore the JSP tags.

• You can divide up your development team. The Java programmers can work on the dynamic code. The Web developers can concentrate on the presentation layer. On large projects, this division is very important. Depending on the size of your team and the complexity of your project, you can enforce a weaker or stronger separation between the static HTML and the dynamic content.

Now, this discussion is not to say that you should stop using servlets and use only JSP instead. By no means. Almost all projects will use both. For some requests in your project, you will use servlets. For others, you will use JSP. For still others, you will combine them with the MVC architecture . You want the appropriate tool for the job, and servlets, by themselves, do not complete your toolkit.

Advantages of JSP Over Competing Technologies

A number of years ago, Marty was invited to attend a small 20-person industry roundtable discussion on software technology. Sitting in the seat next to Marty was James Gosling, inventor of the Java programming language. Sitting several seats away was a high-level manager from a very large software company in Redmond, Washington. During the discussion, the moderator brought up the subject of Jini, which at that time was a new Java technology. The moderator asked the manager what he thought of it, and the manager responded that it was too early to tell, but that it seemed to be an excellent idea. He went on to say that they would keep an eye on it, and if it seemed to be catching on, they would follow his company's usual “embrace and extend” strategy. At this point, Gosling lightheartedly interjected “You mean disgrace and distend.”

Now, the grievance that Gosling was airing was that he felt that this company would take technology from other companies and suborn it for their own purposes. But guess what? The shoe is on the other foot here. The Java community did not invent the idea of designing pages as a mixture of static HTML and dynamic code marked with special tags. For example, ColdFusion did it years earlier. Even ASP (a product from the very software company of the aforementioned manager) popularized this approach before JSP came along and decided to jump on the bandwagon. In fact, JSP not only adopted the general idea, it even used many of the same special tags as ASP did.

So, the question becomes: why use JSP instead of one of these other technologies? Our first response is that we are not arguing that everyone should. Several of those other technologies are quite good and are reasonable options in some situations. In other situations, however, JSP is clearly better. Here are a few of the reasons.

Versus .NET and Active Server Pages (ASP)

.NET is well-designed technology from Microsoft. ASP.NET is the part that directly competes with servlets and JSP. The advantages of JSP are twofold.

First, JSP is portable to multiple operating systems and Web servers; you aren't locked into deploying on Windows and IIS. Although the core .NET platform runs on a few non-Windows platforms, the ASP part does not. You cannot expect to deploy serious ASP.NET applications on multiple servers and operating systems. For some applications, this difference does not matter. For others, it matters greatly.

Second, for some applications the choice of the underlying language matters greatly. For example, although .NET's C# language is very well designed and is similar to Java, fewer programmers are familiar with either the core C# syntax or the many auxiliary libraries. In addition, many developers still use the original version of ASP. With this version, JSP has a clear advantage for the dynamic code. With JSP, the dynamic part is written in Java, not VBScript or another ASP-specific language, so JSP is more powerful and better suited to complex applications that require reusable components.

You could make the same argument when comparing JSP to the previous version of ColdFusion; with JSP you can use Java for the “real code” and are not tied to a particular server product. However, the current release of ColdFusion is within the context of a J2EE server, allowing developers to easily mix ColdFusion and servlet/JSP code.

Versus PHP

PHP (a recursive acronym for “PHP: Hypertext Preprocessor”) is a free, open-source, HTML-embedded scripting language that is somewhat similar to both ASP and JSP. One advantage of JSP is that the dynamic part is written in Java, which already has an extensive API for networking, database access, distributed objects, and the like, whereas PHP requires learning an entirely new, less widely used language. A second advantage is that JSP is much more widely supported by tool and server vendors than is PHP.

Versus Pure Servlets

JSP doesn't provide any capabilities that couldn't, in principle, be accomplished with servlets. In fact, JSP documents are automatically translated into servlets behind the scenes. But it is more convenient to write (and to modify!) regular HTML than to use a zillion println statements to generate the HTML. Plus, by separating the presentation from the content, you can put different people on different tasks: your Web page design experts can build the HTML by using familiar tools and either leave places for your servlet programmers to insert the dynamic content or invoke the dynamic content indirectly by means of XML tags.

Does this mean that you can just learn JSP and forget about servlets? Absolutely not! JSP developers need to know servlets for four reasons:

1. JSP pages get translated into servlets. You can't understand how JSP works without understanding servlets.

2. JSP consists of static HTML, special-purpose JSP tags, and Java code. What kind of Java code? Servlet code! You can't write that code if you don't understand servlet programming.

3. Some tasks are better accomplished by servlets than by JSP. JSP is good at generating pages that consist of large sections of fairly well structured HTML or other character data. Servlets are better for generating binary data, building pages with highly variable structure, and performing tasks (such as redirection) that involve little or no output.

4. Some tasks are better accomplished by a combination of servlets and JSP than by either servlets or JSP alone.

Versus JavaScript

JavaScript, which is completely distinct from the Java programming language, is normally used to dynamically generate HTML on the client, building parts of the Web page as the browser loads the document. This is a useful capability and does not normally overlap with the capabilities of JSP (which runs only on the server). JSP pages still include SCRIPT tags for JavaScript, just as normal HTML pages do. In fact, JSP can even be used to dynamically generate the JavaScript that will be sent to the client. So, JavaScript is not a competing technology; it is a complementary one.

It is also possible to use JavaScript on the server, most notably on Sun ONE (formerly iPlanet), IIS, and BroadVision servers. However, Java is more powerful, flexible, reliable, and portable.

Versus WebMacro or Velocity

JSP is by no means perfect. Many people have pointed out features that could be improved. This is a good thing, and one of the advantages of JSP is that the specification is controlled by a community that draws from many different companies. So, the technology can incorporate improvements in successive releases.

However, some groups have developed alternative Java-based technologies to try to address these deficiencies. This, in our judgment, is a mistake. Using a third-party tool like Apache Struts that augments JSP and servlet technology is a good idea when that tool adds sufficient benefit to compensate for the additional complexity. But using a nonstandard tool that tries to replace JSP is a bad idea. When choosing a technology, you need to weigh many factors: standardization, portability, integration, industry support, and technical features. The arguments for JSP alternatives have focused almost exclusively on the technical features part. But portability, standardization, and integration are also very important. For example, the servlet and JSP specifications define a standard directory structure for Web applications and provide standard files (.war files) for deploying Web applications. All JSP-compatible servers must support these standards. Filters can be set up to apply to any number of servlets or JSP pages, but not to nonstandard resources. The same goes for Web application security settings.

Besides, the tremendous industry support for JSP and servlet technology results in improvements that mitigate many of the criticisms of JSP. For example, the JSP Standard Tag Library and the JSP 2.0 expression language address two of the most well-founded criticisms: the lack of good iteration constructs and the difficulty of accessing dynamic results without using either explicit Java code or verbose jsp:useBean elements.

10.4 Misconceptions About JSP

Forgetting JSP Is Server-Side Technology

Here are some typical questions Marty has received (most of them repeatedly).

• Our server is running JDK 1.4. So, how do I put a Swing component in a JSP page?

• How do I put an image into a JSP page? I do not know the proper Java I/O commands to read image files.

• Since Tomcat does not support JavaScript, how do I make images that are highlighted when the user moves the mouse over them?

• Our clients use older browsers that do not understand JSP. What should we do?

• When our clients use “View Source” in a browser, how can I prevent them from seeing the JSP tags?

All of these questions are based upon the assumption that browsers know something about the server-side process. But they do not. Thus:

• For putting applets with Swing components into Web pages, what matters is the browser's Java version―the server's version is irrelevant. If the browser supports the Java 2 platform, you use the normal APPLET (or Java plug-in) tag and would do so even if you were using non-Java technology on the server.

• You do not need Java I/O to read image files; you just put the image in the directory for Web resources (i.e., two levels up from WEB-INF/classes) and output a normal IMG tag.

• You create images that change under the mouse by using client-side JavaScript, referenced with the SCRIPT tag; this does not change just because the server is using JSP.

• Browsers do not “support” JSP at all―they merely see the output of the JSP page. So, make sure your JSP outputs HTML compatible with the browser, just as you would do with static HTML pages.

• And, of course you need not do anything to prevent clients from seeing JSP tags; those tags are processed on the server and are not part of the output that is sent to the client.

Confusing Translation Time with Request Time

A JSP page is converted into a servlet. The servlet is compiled, loaded into the server's memory, initialized, and executed. But which step happens when? To answer that question, remember two points:

• The JSP page is translated into a servlet and compiled only the first time it is accessed after having been modified.

• Loading into memory, initialization, and execution follow the normal rules for servlets.

Table 1 gives some common scenarios and tells whether or not each step occurs in that scenario. The most frequently misunderstood entries are highlighted. When referring to the table, note that servlets resulting from JSP pages use the _jspService method (called for both GET and POST requests), not doGet or doPost. Also, for initialization, they use the jspInit method, not the init method.

Table 1. JSP Operations in Various Scenarios

JSP page translated into servlet Servlet compiled Servlet loaded into server's memory jspInit called _jspService called

Page first written

Request 1 Yes Yes Yes Yes Yes

Request 2 No No No No Yes

Server restarted

Request 3 No No Yes Yes Yes

Request 4 No No No No Yes

Page modified

Request 5 Yes Yes Yes Yes Yes

Request 6 No No No No Yes

中文翻译

JSP技术概述

一、JSP的好处

JSP页面最终会转换成servler。因而，从根本上，JSP页面能够执行的任何任务都可以用servler来完成。然而，这种底层的等同性并不意味着servler和JSP页面对于所有的情况都等同适用。问题不在于技术的能力，而是二者在便利性、生产率和可维护性上的不同。毕竟，在特定平台上能够用Java编程语言完成的事情，同样可以用汇编语言来完成，但是选择哪种语言依旧十分重要。

和单独使用servler相比，JSP提供下述好处：

 JSP中HTML的编写与维护更为简单。JSP中可以使用常规的HTML：没有额外的反斜杠，没有额外的双引号，也没有暗含的Java语法。

 能够使用标准的网站开发工具。即使对那些对JSP一无所知的HTML工具，我们也可以使用，因为它们会忽略JSP标签（JSP tags）。

 可以对开发团队进行划分。Java程序员可以致力于动态代码。Web开发人员可以将经理集中在表示层（presentation layer）上。对于大型的项目，这种划分极为重要。依据开发团队的大小，及项目的复杂程度，可以对静态HTML和动态内容进行弱分离（weaker separation）和强分离（stronger separation）。

在此，这个讨论并不是让您停止使用servlets，只使用JSP。几乎所有的项目都会同时用到这两种技术。针对项目中的某些请求，您可能会在MVC构架下组合使用这两项技术。我们总是希望用适当的工具完成相对应的工作，仅仅是servlet并不能填满您的工具箱。

二、JSP相对于竞争技术的优势

许多年前，Marty受到邀请,参加一个有关软件技术的小型(20个人)研讨会.做在Marty旁边的人是James Gosling--- Java编程语言的发明者。隔几个位置,是来自华盛顿一家大型软件公司的高级经理。在讨论过程中,研讨会的主席提出了Jini的议题,这在当时是一项新的Java技术.主席向该经理询问他的想法.他继续说,他们会持续关注这项技术,如果这项技术变得流行起来,他们会遵循公司的“接受并扩充(embrace and extend)”的策略.此时, Gosling随意地插话说“你的意思其实就是不接受且不扩充(disgrace and distend)。”

在此, Gosling的抱怨显示出，他感到这个公司会从其他公司那里拿走技术,用于他们自己的目的.但你猜这次怎么样?这次鞋子穿在了另一只脚上。Java社团没有发明这一思想----将页面设计成由静态HTML和用特殊标签标记的动态代码混合组成.。ColdFusion多年前就已经这样做了。甚至ASP(来自于前述经理所在公司的一项产品)都在JSP出现之前推广了这种方式。实际上,JSP不只采用了这种通用概念,它甚至使用许多和ASP相同的特殊标签。

因此,问题变成:为什么使用JSP,而不使用其他技术呢?我们的第一反应是我们不是在争论所有的人应该做什么。其他这些技术中,有一些也很不错,在某些情况下也的确是合情合理的选择.然而,在其他情形中,JSP明显要更好一些。下面给出几个理由。

与.NET和Active Server Pages (ASP)相比

.NET是Microsoft精心设计的一项技术。ASP.NET是与servlets和JSP直接竞争的技术。JSP的优势体现在两个方面。

首先,JSP可以移植到多种操作系统和Web服务器,您不必仅仅局限于部署在Windows 和IIS上尽管核心.NET平台可以在好几种非Windows平台上运行，但ASP这一部分不可以。您不能期望可以将重要的ASP.NET应用部署到多种服务器和操作系统。对于某些应用，这种差异没有什么影响。但有些应用，这种差异却非常重要。

其次，对于某些应用，底层语言的选择至关重要。例如，尽管.NET的C#语言设计优良，且和Java类似，但熟悉核心C#语法和众多工具库的程序员很少。此外,许多开发者依旧使用最初版本的ASP。相对于这个版本,JSP在动态代码方面拥有明显的优势。使用JSP,动态部分是用Java编写的,而非VBScript过其他ASP专有的语言,因此JSP更为强劲,更适合于要求组件重用的复杂应用。

当将JSP与之前版本的ColdFusion对比时，您可能会得到相同的结论。应用JSP，您可以使用Java编写“真正的代码”，不必依赖于特定的服务器产品。然而，当前版本的ColdFusion满足J2EE服务器的环境，允许开发者容易的混合使用ColdFusion和Servlet/JSP代码。

与PHP相比

PHP（“PHP：Hypertext Preprocessor”的递归字母缩写词）是免费的、开放源代码的、HTML嵌入其中的脚本语言，与ASP和JSP都有某种程度的类似。JSP的一项优势是动态部分用Java编写，而Java已经在联网、数据库访问、分布式对象等方面拥有广泛的API，而PHP需要学习全新的、应用相对广泛的语言。JSP的第二项优势是，和PHP相比，JSP拥有极为广泛的工具和服务器提供商的支持。

与纯Servlet相比

原则上，JSP并没有提供Servlet不能完成的功能。实际上，JSP文档在后台被自动转换成Servlet。但是编写（和修改）常规的HTML，要比无数println语句生成HTML要方便得多。另外，通过将表示与内容分离，可以为不同的人分配不同的任务：网页设计人员使用熟悉的工具构建HTML，要么为Servlet程序员留出空间插入动态内容，要么通过XML标签间接调用动态内容。

这是否表示您只可以学习JSP，将Servlet丢到一边呢？当然不是！由于以下4种原因，JSP开发人员需要了解Servlet：

（1）JSP页面会转换成Servlet。不了解Servlet就无法知道JSP如何工作。

（2）JSP由静态HTML、专用的JSP标签和Java代码组成。哪种类型的Java代码呢？当然是Servlet代码！如果不了解Servlet编程，那么就无法编写这种代码。

（3）一些任务用Servlet完成比用JSP来完成要好。JSP擅长生成由大量组织有序的结构化HTML或其他字符数据组成的页面。Servlet擅长生成二进制数据，构建结构多样的页面，以及执行输出很少或者没有输出的任务（比如重定向）。

（4）有些任务更适合于组合使用Servlet和JSP来完成，而非单独使用Servlet或JSP。

与JavaScript相比

JavaScript和Java编程语言完全是两码事，前者一般用于在客户端动态生成HTML，在浏览器载入文档时构建网页的部分内容。这是一项有用的功能，一般与JSP的功能（只在服务器端运行）并不发生重叠。和常规HTML页面一样，JSP页面依旧可以包括用于JavaScript的SCRIPT标签。实际上，JSP甚至能够用来动态生成发送到客户端的JavaScript。因此，JavaScript不是一项竞争技术，它是一项补充技术。

JavaScript也可以用在服务器端，最因人注意的是SUN ONE（以前的iPlanet）、IIS和BroadVision服务器。然而，Java更为强大灵活、可靠且可移植。

与WebMacro和Velocity相比

JSP决非完美。许多人都曾指出过JSP中能够改进的'功能。这是一件好事，JSP的优势之一是该规范由许多不同公司组成的社团控制。因此，在后续版本中，这项技术能够得到协调的改进。

但是，一些组织已经开发出了基于Java的替代技术，试图弥补这些不足。据我们的判断，这样做是错误的。使用扩充JSP和Servlet技术的第三方工具，如Apache Structs，是一种很好的思路，只要该工具带来的好处能够补偿工具带来的额外复杂性。但是，试图使用非标准的工具代替JSP则不理想。在选择一项技术时，需要权衡许多方面的因素：标准化、可移植性、集成性、行业支持和技术特性。对于JSP替代技术的争论几乎只是集中在技术特性上，而可移植性、标准化和集成性也十分重要。例如，Servlet和JSP规范为Web应用定义了一个标准的目录结构，并提供用于部署Web应用的标准文件（.war文件）。所有JSP兼容的服务器必须支持这些标准。我们可以建立过滤器作用到任意树木的Servlet和JSP页面上，但不能用于非标准资源。Web应用安全设置也同样如此。

此外，业界对JSP和Servlet技术的巨大支持使得这两项技术都有了巨大的进步，从而减轻了对JSP的许多批评。例如，JSP标准标签库和JSP 2.0表达式语言解决了两种最广泛的批评：缺乏良好的迭代结构；不使用显式的Java代码或冗长的jsp:useBean元素难以访问动态结果。

三、对JSP的误解

忘记JSP技术是服务器端技术

下面是Marty收到的一些典型问题（大部分问题不止一次的出现）。

 我们的服务器正在运行JDK1.4。我如何将Swing组件用到JSP页面中呢？

 我如何将图像放到JSP页面中？我不知道读取图像文件应该使用哪些Java I/O命令。

 Tomcat不支持JavaScript，当用户在图像上移动鼠标时，我如何使图像突出显示呢？

 我们的客户使用不理解JSP的旧浏览器。我应该怎么做？

 当我们的客户在浏览器中使用“View Source”（查看源代码）时，如何阻止他们看到JSP标签？

所有这些问题都基于浏览器对服务器端的过程在有所了解的假定之上。但事实上浏览器并不了解服务器端的过程。因此：

 如果要将使用Swing组件的applet放到网页中，重要的是浏览器的Java版本，和服务器的Java版本无关。如果浏览器支持Java 2平台，您可以使用正常的APPLET（或Java插件）标签，即使在服务器上使用了非Java技术也须如此。

 您不需要Java I/O来读取图像文件，您只需将图像放在存储Web资源的目录中（即WEB-INF/classes向上两级的目录），并输出一个正常的IMG标签。

 您应该用SCRIPT标签，使用客户端JavaScript创建在鼠标下会更改的图像，这不会由于服务器使用JSP而改变。

 浏览器根本不“支持”JSP----它们看到的只是JSP页面的输出。因此，如同对待静态HTML页面一样，只需确保JSP输出的HTML与浏览器兼容。

 当然，您不需要采取什么措施来阻止客户看到JSP标签，这些标签在服务器上进行处理，发送给客户的输出中并不出现。

混淆转换期间和请求期间

JSP页面需要转换成servlet。Servlet在编译后，载入到服务器的内容中，初始化并执行。但是每一步发生在什么时候呢？要回答这个问题，要记住以下两点：

 JSP页面仅在修改后第一次被访问时，才会被转换成servlet并进行编译；

 载入到内存中、初始化和执行遵循servlet的一般规则。

表1列出一些常见的情形，讲述在该种情况下每一步是否发生。最常被误解的项已经突出标示出来。在参考该表时，要注意，由JSP页面生成的servlet使用_jspService方法（GET和POST请求都调用该函数），不是doGet或doPost方法。同样，对于初始化，它们使用jspInit方法，而非init方法。

表1 各种情况下的JSP操作

将JSP 页面转换成servlet 编译Servlet 将Servlet 载入到服务器内存中调用jspInit 调用_jspService

页面初次创建

请求 1 有有有有有

请求 2 无无无无有

服务器重启后

请求3 无无有有有

请求 4 无无无无有

页面修改后

请求 5 有有有有有

请求 6 无无无无有

篇6：职业生涯规划外文文献

当你准备考虑怎样计划自己的职业时，很多人都不是很肯定职业计划的意思，对我们来说，我们认为确定职业计划是你在一个选择的领域内或职业中，有想出一个好的计划来帮你达到你的目标。

为什么决定要一个职业目标？一个职业目标将会帮助你决定的想要集中为谋生做的工作。它指导你，激励你并且帮助你完成你想要达到的目标。一个职业目标设定后，能帮助你集中认真的处理你的工作，并且为你以后想要过的生活做的事情做出决定。一个职业目标可能是一位具体的像工作那样的一位办事员或者老师，再者一个职业目标可能是你想要工作的一个特别的领域，例如运输或者教育。

事业目标也许帮助你发现你的天分、技能和能力。你从来不会想过你会拥有一些特殊的技能。许多工作可能性存在于你选择的任一事业。有事业目标可能引导你，宁可做你想要做的工作。好好地过你的生活，而不是无目的地从一个工作到另一个工作的漂移。一旦你选择了一种事业，它将会是对你有益处的战略计划，认真地考虑以后的职业生涯，以找到你需要采取的行动，来实现你的目标和步骤。未来是变化莫测的，但是，你应该做事业目标和仍然计划必要的步骤，以更好的实现你的目标。

2 期望与失望

每个目标都是一个被期望的或渴望想要得到的结果，我们称这为期望。我们的期望帮助保留我们的动力。当我们体会了我们的目标真正的含义，我们经常感觉喜悦和满意。我们大家有期望和失望。在考虑我们的目标设计的过程中，我们必须随时准备着有失望。事业规划简单地说是目标计划以设置目标的意图为工作和用某些方式来进行我们的工作的领域。你更多懂得它怎么运作，使你可能更好的达到预期的目标，由运用过程将给你带来一些方便。事业规划简单地应该是目标计划后，为工作和事业设置目标的意图。为了保持竞争力，你需要以可能灵活。敏捷的运用你的技能，并且不断的增加你自身的技能，以增强竞争力。你能做的一些事是：去学校和老师沟通，采取专题学术讨论会或研讨会，跟上行业杂志趋势和博学多才的学者谈话，了解社会的最新动向职业规划今天，它是根据我们的关心程度和时间安排为我们采取某种训练以熟悉全部的形式。当我谈到训练或技巧，我不是仅谈论到像组织和时间安排，虽然这些很重要。但是，压力处理，解决问题，风险采取，和克服耽搁，命名一些对达到你的目标有帮助的同等重要的事情。

3 事业规划的重要性

我们假设你选择的工作领域，

事业规划不是对那个领域进行基础的一次性的规划，而是一个持续的过程；实际上，你能称它终身过程，在人的一生中不断的在进行着。我们是在不断的事业规划中成长与学习。并且如同我们，我们的兴趣和需要总是不断的在改变，事业规划不是仅仅制造好的方案来使你的工作或事业更完美，而是帮助你做许多目标设计来调整你的工作走向，使你能更好的理解你的世界和工作的运作。

事业规划是预计，预言和计算所有有可能帮助你的目标的步骤，在这个过程中，你会一直做出不同的选择。当你选择一个而放弃另一个时，这叫机会成本。机会成本是当你做出选择而放弃另一件事情时，你将会错过这件事带给你的好处。在事业规划中，我们需要记住的是我们的机会成本和总考虑到将来我们的生活中可能发生的事情，那些事业成功的人知道自己的工作将会怎么发展。如同你比起看工作职位及艰苦的工作环境，更喜欢了解事业规划的流程。

事业规划是一个过程，是一个持续不断运行的周期运动。当你渴望你的事业有所变化，那么这个过程可能会重覆许多次。在计划你的事业时，设法找到能是为你辅导和协助你走正确路的人。事业规划和所有的目标调协和计划都是一样的.。区别是，你会将你的事业和工作目标从你可以得到的所有目标中分开来设计。

多数人不愿将他们的愿望和梦想联系实际，是因为他们不去实现他们的愿望和梦想以及不做一定的目标计划，目标是一个最终达到的梦想。

人们不为他们自己设计职业目标有很多原因。最大的原因是他们不了解什么是目标设置，目标设置的过程是技巧。我们大家在自己的生活中做一些目标来实现这些目标。但多数这些不是大的目标或改变生活的目标，像进入商业。改变的事业，或者变得富裕，写小说，或者去做一个高级检查员主管等，或者在你工作的领域里成为一个专家，避免这些事业规划中出现的错误。当你还是一个孩子，你向往的是做一个医生，宇航员或公主。而是当你逐渐变老，“等你长大了想做什么”的问题仍然会继续围绕着你，“我今年20岁”你可能想说“我怎么样才能知道我想要成为什么人？”

是否要等你真正进入大学或当你准备毕业时，才开始事业目标规划呢，其实现在正是时候开始考虑你的事业规划。当一些书籍无法告诉你怎么选择你的职业方向时，Donald Asher在他的书里讲述了一些怎么样避免共同的事业规划差错，以及怎么得到一个喜欢的工作。

(1) .不要混淆什么是你喜欢做的工作与什么是你善长做的工作。如果你柔滑的声音，你不需要在婚礼上才唱你的生命之歌，或者如果你在用香料方面有一种离奇的功能，你也不一定要成为厨师。首先开始你的事业兴趣搜集，先拿出两张纸，分别在每张纸上写下你喜欢做的工作和善长做的工作。选择其中一个最合适的工作。虽然它也许要求更多深入的探索，纸上写的什么是你最喜欢最重要的。为什么？由于如果你喜欢做某件事，你将为它做更多的事，而不仅仅为一张规划而支付薪金的支票。你将经常做这个工作，并且会在训练中投资，当做这件事情遇到困难时，你也会不顾一切的想去克服它，想去完成它。你将会一直做这个工作，到你善长这个工作。而且还远远不止这些。

篇7：翻译求职简历

个人基本信息

姓名：XXX

性别：xxx 民族：汉政治面目：团员

学历(学位)：本科专业：英语联系电话：12345678手机：1390001234

联系地址：北京市东城区XX大街10号邮编：100007

Email Address：

教育背景

**大学.9--.7英语专业本科

其他培训情况

辅修日语和导游

现正进行注册会计师考试

工作经历

.4---至今中美合资***技术有限公司

职位：翻译/总经理秘书

处理总经理所有日常事务/现场翻译美方执行总监的技术培训和业务拓展/陪同美方技术支持进行现场工作指导/安排组织公司管理层会议并作会务翻译

2003.10---2005.4中瑞合资北京***电子有限公司

职位：外籍生产经理助理

篇8：翻译求职简历

教育背景

.09 - .06

xxx大学

英语专业

本科

翻译作品

第13届汽车展览会、第八届电子科技展( 口译资料，录音附件)

《生活大爆炸》中文字幕翻译

口译/笔译相关经历

.12 - 2012.03

上海xxx有限公司

兼职英语翻译(笔译为主)

从国外媒体上寻找与摩配汽配相关的新闻并进行翻译和编辑，发布到公司网站上面的新闻版块

翻译公司主办的杂志上关于摩配行业的文章

其它社会实践

2008.09 - .08

xxx大学校报编辑员，负责每个月校报的编辑与排版和文章材料的撰写

2008.09 - 2010.03

xxx大学广播站，负责每周校园广播站的英文广播工作

技能证书

上海市高级口译证书

TEM-8八级

CET-6(586分)

特长爱好

热爱运动：篮球、羽毛球

乐于交际：论坛活跃分子，喜欢参加各种社团活动

篇9：翻译求职简历

个人基本资料

姓名：

国籍：中国

目前所在地：广州

民族：汉族

户口所在地：陆丰

身材： 152 cm 46 kg

婚姻状况：未婚

年龄： 23 岁

培训认证：

求职意向及工作经历

人才类型：普通求职

应聘职位：外贸跟单：外贸跟单、英语翻译：翻译、采购专员：

工作年限： x

职称：无职称

求职类型：全职

可到职日期：随时

月薪要求： --3500

希望工作地区：广州

个人工作经历：

公司名称： ×××外贸公司

起止年月：20xx-08 ～ 20xx-05

公司性质：外商独资

所属行业：信息咨询，事务所，人才交流

担任职务：翻译跟单

工作描述：负责为客户寻找供应商,跟进客户订单,运用办公软件做装箱单和发票等.

离职原因：搬家

公司名称： THM外贸公司起止年月：20xx-07 ～ 20xx-02

公司性质：私营企业所属行业：纺织，服装

担任职务：翻译跟单

工作描述：

离职原因：

教育背景

毕业院校：江西××学校

最高学历：大专

毕业日期： 20xx-07-01

所学专业：商务英语

20xx-09 20xx-07 江西××学院商务英语大专，CET-4、PET4

语言能力

外语：英语优秀

国语水平：优秀

粤语水平：一般

工作能力及其他专长

熟悉外贸流程，性格开朗，英语优秀，有良好的沟通能力。

熟悉办公软件及各大商品市场。

详细个人自传

月薪要求：2500元以上

个人联系方式

通讯地址：

联系电话： 158××××××××

手机： 134××××××××

电子邮件：×××××@×××××

翻译求职简历模板相关

篇10：职业撰稿人求职简历

姓名：

出生日期：

证件类型：身份证

证件号码：

婚姻状况：未婚

工作年限：应届毕业生

性别：男

身高： 175公分

所在城市：

手机/小灵通号码：

其他常用邮箱：

求职意向

自我评价：

为人处世严谨，待人真诚，爱好文学，对生活有自己的观点

工作类型：全职

职位：编辑/作家/撰稿人售后/客服专员（非技术）市场/营销专员项目经理/主管

地点：上海市深圳市北京市

工资要求：面议

教育经历

10月 -- 07月：济南大学专业：生物科学，技术学历：大专

(还可添加其他的`教学经历，这边就省略不写了)

技能专长

计算机能力：熟练

详细描述：

熟练掌握计算机的基本知识，常用办公软件的应用，了解计算机的基本硬件配置，能进行日常计算机的组装维护.

外语水平：英语等级三级

篇11：职业经理人求职简历

基本信息

赵XX(男，30岁，本科学历，10年以上工作经验)

婚姻状况：已婚

民族：汉族

参加工作时间： 2000-02

身高： 172

现居住地：石家庄市

户口所在地：石家庄市

联系电话：0311-86888888

--------------------------------------------------------------------------------

求职意向

期望工作性质：全职

期望工作地点：河北省

期望从事行业：快速消费品(食品/饮料/日化/烟酒等),制药/生物工程,化工,仪器/仪表/工业自动化/电气,机械制造/机电/重工

期望从事职业：人力资源总监,人力资源经理/人力资源主管,行政经理/行政主管/办公室主任,生产经理/车间主任,计划/调度

到岗时间：面谈

期望月薪： 5000元－7999元（税前）

--------------------------------------------------------------------------------

教育经历

毕业学校：河北纺织工业学校时间： 1997-09至 2000-06

专业：文秘学历：中专

专业描述：计算机应用及维护公文写作企业管理电工电子英语公共关系学心理学经济政治学

毕业学校：河北信息科技专修学院时间： 2004-07至 2008-07

专业：人力资源管理学历：本科

专业描述：人力资源相关课程

--------------------------------------------------------------------------------

工作经验

公司名称：河北永泰化-柯瑞特化工有限公司

职位名称：人事部经理／生产部副部长工作时间： 2005-10至2008-05

工作描述：任人力资源部经理、生产部副部长。

1、负责公司的人力资源六大模块工作

人力资源规划：

人力资源管理所有工作都应该围绕着企业经营目标及方针展开，人力资源管理六大模块又不会独立存在，而是互相关联．基于以上观点，我根据企业每年初的经营目标，进行人力资源规划，其中包括了：组织机构分析＼人员配置计划＼年度招聘计划＼培训计划＼薪酬计划＼考核调整计划＼年度费用预算等为企业人力资源工作的开展，提供了依据．

培训系统的建立：

根据年初的经营目标及培训需求调查，制订年度培训计划，并监督实施。根据工作的需要，开发适合的课程。初步建立教师队伍及课程体系。

绩效考核体系的建立：

现在企业的考核体系，在行政考核方面有着过多的主观色彩，并且部门互评更是如此．为了解决这个难题，我总结多年工作经验，采取了＂关键绩效考核法＂．强调两个原则：以顾客为导向的原则，以工作产出为导向的原则．放弃那种部门互评的传统方式，采取单向评价可追溯的机制．此种方法遵循了PDCA的循环上升的原则，又结合了ISO9001标准里面过程控制的方法．其中<信息沟通单>为企业提供了不断改进的机会．具体实施办法，采用的是目标责任制方式．随着<信息沟通单>的减少你会发现企业的`业务流程在逐渐成熟．

组织机构的优化：

通过对企业工作流程的分析，不断优化企业组织架构。

薪酬制度的完善：

通过对员工满意度调查及企业外部信息的收集，不断的完善企业的薪酬制度，确保企业的工资水平在市场上具有竞争性，对内具有激励性。

根据企业战略，确定企业的人才战略。

通过收集考核和培训方面的信息，确定企业的核心员工及员工成长的机会。

员工关系：

通过与员工的有效沟通，做好员工思想工作。

处理员工投诉。

随着〈新劳动合同法〉的出台，增加了企业的用工风险，通过本人对〈新劳动合同法〉的学习，对企业的人事工作流程再造，为企业例合理规避用工风险提供依据

企业文化建设：

企业文化是一个企业的灵魂,它是一种企业员工的价值取向,是一种没有形成书面的，但大家又自觉遵守的思想，任何一个企业的文化都不能偏离企业的经营目标及方针。在我们企业，为了更好的完成工作，提高员工的自主思维能力，我们提倡着一种“猴子与香蕉＂的企业文化．猴子代表着工作中产生的问题，香蕉代表着解决问题的办法．

当员工在工作中出现问题时，首先会报告给领导，让领导来解决．这样领导只是充当了救火兵的角色．当我们推出此文化以后，向员工进行了大力宣导＂当你出现问题时，一定要拿着一解决方案来找我，如果没有只能证明你不称职＂，此企业文化提出后收到了良好的效果．在日常工作，当员工出现问题时，总要想一个解决办法，由领导进行审核决策．这样既提高了工作效率，又有益于员工的自我提高．

2、生产管理

负责生产车间的现场管理

生产计划的制定和执行

日常各部门的协调

生产厂员工的行为管理。

负责各车间的绩效考核工作。

根据生产订单，每日观注原材料库存。

及时与销售部沟通出货情况。

建立生产部数据信息收集系统。

管理靠制度，制度的执行靠表单．统一公司所有制度的执行，必须留下相关的记录，并定期进行检查，将检查结果记录考核成绩．文件的制定采用统一的格式．

管理好一个部门很简单：靠三个文件1岗位职责2管理制度3工作标准．

公司名称：石家庄国人环保制品有限公司

职位名称：行政副总兼办公室主任工作时间： 2000-02至2005-09

工作描述：任总经理办公室秘书，负责公司内外各种事务的处理；负责公司文件的起草、打印、颁发以及档案的保管。同时我具有ISO9000质量认证内审员资格，协助管理者代表进行质量管理工作，

任行政副总兼办公室主任。负责组织公司各种会议、公司各种制度制订执行、文件的起草和打印、公司的后勤工作等。负责公司的人力资源管理，包括：年度人力资源战略规划书的编制、依据<劳动法>编制企业的工作流程,为企业合理规避人事风险,提供参谋作用.岗位说明书编制、人事档案的管理、公司年度招聘、培训、不断完善绩效考核机制，激励员工努力工作、不断更新薪资福利制度，使其能发挥最大的激励作用，为公司重大人力资源决策提供支持，了解员工的思想动态，及时发现问题，解决问题；帮助部门经理经上人员进行职业生涯设计。

公司名称：河北星源汽配集团有限公司

职位名称：行政人事总监工作时间： 2008-07至2009-02

工作描述：单位性质：私营企业单位行业：高分子、汽车行业

单位简单描述：主要生产橡胶汽车配件，占地300亩，500人。

工作职位：行政人事总监

工作职责

根据企业战略，制订与之相匹配的人力资源策略；

根据年度经营目标，制订企业的人力资源规划，并监督实施；

建立完善的人力资源管理体系，保证企业的人力资源政策具有激励性；

处理员工关系及纠纷；

利用培训和考核机制，确定企业的核心人员，做好企业人才储备；

组织和推进企业文化建设，使企业形成良好的企业文化氛围。