染雾国际商务英语毕业论文 篇一
标题：国际商务英语的重要性与应用
摘要：本文旨在探讨国际商务英语在现代商业领域中的重要性与应用。首先，本文介绍了国际商务英语的定义和背景。然后，分析了国际商务英语对跨国企业的重要性，包括促进跨文化交流、提高国际竞争力和拓展国际市场。接下来，本文探讨了国际商务英语在不同商业领域的应用，如国际贸易、市场营销和跨国投资。最后，本文总结了国际商务英语的价值，并提出了对未来发展的建议。
关键词：国际商务英语，重要性，应用，商业领域
引言
随着全球化进程的加速，国际商务交流日益频繁。在这个跨文化的商业环境中，国际商务英语扮演着重要的角色。国际商务英语是指在国际商务活动中使用的英语语言和交流技巧。它不仅仅是一种语言能力，更是一种跨文化交流的工具和技巧。本文将探讨国际商务英语的重要性和应用，并举例说明其在不同商业领域的实际应用。
国际商务英语的重要性
1. 促进跨文化交流
在国际商务领域，不同国家和地区的商业伙伴之间存在着语言和文化差异。国际商务英语作为一种跨文化交流工具，可以帮助企业家和商务人士更好地理解和沟通。通过掌握国际商务英语，企业可以避免语言障碍，促进合作和交流，加强商业关系。
2. 提高国际竞争力
在全球市场竞争激烈的今天，企业需要具备国际竞争力才能在市场中立于不败之地。国际商务英语作为一种国际通用语言，可以帮助企业与全球客户和合作伙伴进行有效沟通，解决问题和抓住商机。同时，具备国际商务英语能力的员工也更具竞争力，可以为企业开拓国际市场、寻找合作伙伴和开展国际贸易。
3. 拓展国际市场
国际商务英语是开展国际贸易和拓展国际市场的重要工具。通过掌握国际商务英语，企业可以与国际客户和合作伙伴进行有效的沟通和谈判，开展国际贸易活动。此外，国际商务英语还可以帮助企业了解国际市场需求和趋势，制定适应市场的营销策略。
国际商务英语的应用
1. 国际贸易
国际贸易是国际商务英语的一个重要应用领域。国际贸易涉及到跨国货物和服务的交换和销售。在国际贸易中，企业需要与国际供应商、买家和物流公司进行沟通和谈判。国际商务英语能够帮助企业顺利开展国际贸易活动，并解决贸易中的语言和文化障碍。
2. 市场营销
在全球市场竞争激烈的环境中，市场营销是企业提高竞争力和拓展市场份额的重要手段。国际商务英语在市场营销中扮演着至关重要的角色。通过掌握国际商务英语，企业可以与国际客户进行有效的沟通和交流，了解市场需求和趋势，并制定相应的市场营销策略。
3. 跨国投资
跨国投资是企业在国际市场扩展业务的一种重要方式。国际商务英语在跨国投资过程中发挥着重要作用。通过掌握国际商务英语，企业可以与外国政府、合作伙伴和投资机构进行有效的沟通和谈判，了解投资环境和法律法规，并降低投资风险。
结论
国际商务英语在现代商业领域中具有重要的价值和应用。它促进了跨文化交流，提高了企业的国际竞争力，拓展了国际市场。在国际贸易、市场营销和跨国投资等领域，国际商务英语发挥着不可忽视的作用。因此，企业和个人应该重视国际商务英语的学习和应用，并不断提升自身的国际商务英语能力。
国际商务英语毕业论文 篇二
标题：国际商务英语的教学方法和策略
摘要：本文旨在探讨国际商务英语的教学方法和策略。首先，本文介绍了国际商务英语教学的背景和现状。然后，分析了传统教学方法的局限性，包括侧重于语法知识和缺乏实际应用。接下来，本文提出了基于任务的教学方法和沉浸式教学方法，并分析了它们的优点和适用性。最后，本文总结了教学策略的选择和实施的重要性，并提出了对教学方法和策略的未来研究的建议。
关键词：国际商务英语，教学方法，教学策略，任务型教学，沉浸式教学
引言
随着全球化和国际商务的不断发展，国际商务英语的教学变得越来越重要。然而，传统的教学方法在教授国际商务英语方面存在一定的局限性。本文将探讨国际商务英语的教学方法和策略，并提出适用于国际商务英语教学的新方法。
传统教学方法的局限性
传统的教学方法在国际商务英语教学中存在一定的局限性。首先，传统教学方法过于侧重于语法知识的传授，而忽视了实际应用能力的培养。学生只掌握了语法规则，却无法在实际的商务环境中有效地运用英语进行交流和沟通。其次，传统教学方法缺乏真实场景的模拟和练习，无法帮助学生建立与国际商务相关的实际经验。这使得学生在实际工作中遇到困难时难以应对。
基于任务的教学方法
基于任务的教学方法注重培养学生在实际任务中运用英语的能力。它通过模拟真实的商务场景，让学生参与到实际的商务活动中，如商务谈判、市场调研和国际会议。在完成任务的过程中，学生需要运用英语进行沟通和交流，提高他们的实际应用能力。这种教学方法能够激发学生的学习兴趣，增强他们的学习动力，并培养他们的团队合作和解决问题的能力。
沉浸式教学方法
沉浸式教学方法是指将学生置于真实的商务环境中，通过身临其境的体验来学习国际商务英语。这种教学方法可以通过组织实地考察、商务实习和国际交流等方式实现。在沉浸式教学中，学生将会面临真实的商务挑战，需要运用英语进行交流和解决问题。这种教学方法能够提高学生的语言能力、跨文化交流能力和解决问题的能力，并增强他们的自信心。
教学策略的选择和实施
选择和实施适合国际商务英语教学的教学策略至关重要。教师应该根据学生的实际情况和学习目标选择合适的教学方法和策略。在教学过程中，教师应该注重培养学生的实际应用能力，引导学生积极参与到实际的商务活动中。同时，教师还应该鼓励学生进行自主学习和合作学习，提供良好的学习环境和资源。
结论
国际商务英语的教学方法和策略对于学生的学习效果和实际应用能力的培养具有重要意义。传统的教学方法存在一定的局限性，需要引入基于任务的教学方法和沉浸式教学方法来提高学生的实际应用能力。选择和实施合适的教学策略对于教学效果的提高和学生的发展至关重要。未来的研究可以进一步探讨不同教学方法和策略的有效性和适用性，以及如何将它们应用到国际商务英语教学中。
国际商务英语毕业论文 篇三
国际商务英语毕业论文范文(英文)
2. Literature Review 2.1 The integration of ERP systems into management accountingExpectations for ERP systems to change management accounting were introduced by Kaplan and Cooper (1998, pp. 11-24), especially with the fourth of their four-stage model for cost and performance measurement systems. When a company had first stage systems, those systems were basically inadequate for all purposes, even for financial reporting. When they make improvements, the first stage companies tend to add financial systems to meet regulatory requirements. As a result, they evolve into second stage systems where financial reporting systems dominate; these companies are financial reporting driven. The companies with third stage systems have customized, managerially relevant cost management, financial reporting, and performance measurement systems, however, these systems are standalone. ERP systems only occur with the fourth stage systems where the ERP systems integrate cost management, financial reporting, and performance measurement (Kaplan and Cooper, 1998, p. 299).
An ERP system has a common data structure that permits data to be entered and accessed from anywhere in the world (Kaplan and Cooper, 1998, p. 275). An activity-based costing system is an integral part of an ERP system, and thus managers have information about present and future activities at operational levels when making decisions (Kaplan and Cooper, 1998, pp. 275-277, 285). With activity-based information, monetary distortions can be reduced. Feedback with activity information improves learning. Thus, in managing at the activity level, costing, budgeting, performance measurement, bonuses, resource spending, forecasting, budgeting, production, etc. can beimproved in terms of efficiency and effectiveness. An ERP system will allow the company to obtain cost and performance information more frequently, even daily, rather than waiting a month (Kaplan and Cooper, 1998, p. 279).
Kaplan and Cooper (1998, pp. 301-306) state that the integration with ERP systems allow all managerial processes, including budgeting, what-if analysis, and transfer pricing to be also based on activities rather than only dollars. Activity-based budgeting gives companies the opportunity to authorize and control resources based on accurate demand information. Accuracy increases because activity-based budgeting is based on facts, and less upon power, influence, and negotiating ability. Furthermore, the activity-level focus of budgeting leads to more accuracy in forecasting the demands for all direct and, especially indirect activities.
At the same time as Kaplan and Cooper’s (1998) important book, Davenport (1998, p. 122) wrote “the business world’s embrace of enterprise systems may in fact be the most important development in the corporate use of information technology in the 1990s.” Davenport (1998, p. 127) expected companies to change with the implementation of ERP systems:
In addition to having important strategic implications, enterprise systems also have a direct, and often paradoxical, impact on a company’s organization and culture. On the one hand, by providing universal, real-time access to operating and financial data, the systems allow companies to streamline their management structures, creating flatter, more flexible, and more democratic organizations. On the other hand, they also involve the centralization of control over information and the standardization of processes, which are qualities more consistent with hierarchical, command-and-control organizations with uniform cultures.
The paradox with ERP systems – streamlined, flatter, and more flexible and democratic (i.e., more control at the frontline) and centralization of control over information and the standardization of processes (i.e., more control at the centre) -- makes Davenport (1998, p. 131) ask how will ERP systems affect companies? Another equally relevant question would be, how will ERP systems affect management accounting? Taken together, Kaplan and Cooper (1998) and Davenport (1998) suggest that ERP systems will change companies, but these researchers do not specify the nature of these changes. They certainly do not explicitly specify how ERP systems will impact on management accounting. Nevertheless, it is possible to infer that changes will occur to management accounting from the integration among cost management, financial reporting, performance measurement, and all other systems. Thus, it is not surprising that there has been some exploratory research prompted by Kaplan and Cooper (1998) and Davenport (1998) on the impact of ERP systems on management accounting.
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2.2 The practical application of ERP systems – capital budgeting.
As previously outlined, a field study conducted by Cook et al. (2000), described the operation of activity-based capital budgeting as a pision of a US telecommunications company. In their study Cook et al. found that the activity information was linked to the financial accounting system, thus behaving like an ERP system for the purpose of capital budgeting. This approach went beyond the traditional capital budgeting by linking the traditional incremental monetary revenues and costs with underlying activities. The authors concluded that by separately identifying the level of revenues and costs associated with process activities, the uncertainty with such activities and related revenues and costs can be closely examined. They added that this activity-level capital budgeting gives managers far more information and understanding than possible from the traditional financial simulation of aggregated income-statement approach. Their arguments were convincing but could not be verified.
Hope and Fraser (2001; 2003) disclosed that some companies have ceased traditional budgeting processes. Four reasons have been put forward by Hope and Fraser (2001) as to why existing budgeting processes are failing:
- few companies are satisfied with their budgeting processes
- far too much time is spent on budgeting and too little time is spent on strategy
- Financial capital is now a small part of market value
- Budgeting is expensive and adds little value either to the company or its users (Hope and Fraser, 2001, pp. 7-8).
They claimed that hierarchical companies have devolved to networks, where the planning capacity and control inherent in budgeting can be accomplished by other means (Hope and Fraser, 2003, p. 108). ERP systems, which they label enterprise-wide information systems, are important for eliminating budgeting, particularly when accompanied by the balanced scorecard, shareholder value models such as EVA, activity-based costing and management, rolling forecasts, and benchmarking (Hope and Fraser, 2001, pp. 5-6).
Some of the companies identified by Hope and Fraser (2003) -- for example, the Scandinavian bank, Svenska Handelsbanken, -- abandoned budgeting before ERP systems. This suggests that, for those companies, ERP systems would not have been essential for effectiveness without budgeting. Perhaps, ERP systems will allow contemporary companies, with ERP system, to be effective without budgeting. The impact of ERP systems on budgeting is still an empirical question.
It was noted from the findings of Cook et al. (2000) and Hope and Fraser (2001, 2003) that there was a lack of empirical studies on the impact of information technology on capital budgeting. Additional empirical t
