AL翻译公司兼职翻译的管理模式研究

上海交通大学硕士学位论文AL翻译公司兼职翻译的管理模式研究姓名：李志勇申请学位级别：硕士专业：工商管理(MBA)指导教师：唐宁玉20050109AL20082010ALALALALYQALALALYQTHERESEARCHOFMANAGEMENTMODEOFPART-TIMETRANSLATORSINALTRANSLATIONCOMPANYABSTRACTWiththedevelopmentofChineseforeignexchangeandcooperationandencouragedbytheoncomingOlympicGames2008BeijingandExpo2010Shanghai,thereisagreatopportunityinfrontofChinesetranslationindustry.However,thehugeChinesetranslationmarketalsoattractsnumerousdomesticandforeigncompanies,whichisachallengetoChinesetranslationindustry.Facedwithsuchopportunityandchallenge,translationcompaniescansucceedcriticallybasedonthefullandeffectivemanagementofpart-timetranslatorsinthekeencompetition.TheexistingtranslatorgroupofALTranslationCompany(hereinafterreferredtoasAL)cannotsatisfythebusinessobjectandstrategicobjectofthecompany,sotheauthorstudieditsmanagementmodeofpart-timetranslators,withthemodeofYQTranslationCompany(hereinafterreferredtoasYQ)studiedasareferentialandcomparablecase,inordertofindtheimprovementforAL.Inthisthesis,theauthorfirstintroducedALanditsmanagementmodeofpart-timetranslators.ThenhetookasurveyamongAL’spart-timetranslatorsandatalkwiththeAL’spart-time-translatormanagertofindtheeffectivenessofAL’scurrentmanagementmodeofpart-timetranslatorsinrespectofbothpart-timetranslatorsandtranslationcompany.Basedonthestudy,theauthorfurtheranalyzedAL’smanagementmodeofpart-timetranslatorinatheoreticalwayandcontributedhisideas.Attheendofthesis,theauthorsuggestedALestablishaTranslationSupportCentertoprovidepart-timetranslatorsorpart-time-translatorteamswithtechnicalhelpssoastoguaranteethetranslationqualityandupgradethequalitylevelofALbydevelopingandnourishingthesupportcenterandthusreplenishthelow-efficienttrainingofpart-timetranslators.KEYWORDS:part-timetranslator,managementmode,translationcompany200512320041232004123MBAAL120082010200250%100%2021/1MBAAL2ALYQALALALALALALALALYQALYQALALYQALALMBAAL3ALMBAAL4AlliedBusinessIntelligence(ABI)200522720020059000700002007171102008201010~153000400300~4005001.2.3.MBAAL580%13000“”23MBAAL6/MBAAL7ALAL1998ALALALAL2001AL2004AL2002200109.430005%1000-300028%100067%1.2100002%5000-100007%1000-500018%100073%AL200217.817.8/200=8.9%AL21151131180501AL845027532581MBAAL8AL54%10%6%4%10%16%Figure3-1CompositionofPart-timeTranslatorsinAL(accordingtoLanguages)133825820-356535-601966184026996810645IT211687917915-25223323-540512Figure3-2EducationLevelsofPart-timeTranslatorsFigure3-3AgesofPart-timeTranslators12200410MBAAL9Figure3-4SexComparisonofP-TTranslatorsFigure3-5YearsinTranslationIndustryFigure3-6FieldsofProficiencyFigure3-7TypesofTranslatorsALITITWTOMBAAL102AL1AL2ALAL1ALAL6AL11AL2MBAAL11380-120/40-80/100-120/50-80/120-140/60-100/120-140/60-100/150-180/100-120/150-180/100-120/40-45%20-60/400-800/8800/ALAL100/50/105/60/120/80/120/80/150/100/150/100/20%AL50%ALAL400/ALMBAAL12ALALALALALAL4ALALALMBAAL13Figure3-8CurrentManagementModeofPart-timeTranslatorsinALALALALALALALALMBAAL1412AL60524848/60=80%AL150%50%81.3%AL56.3%43.7%62.5%0.42%AL77.1%AL6.3%ALAL70-75%ALALALAL1AL842004531AL160MBAAL15Figure3-9DifficultyofTestforEmploymentFigure3-10ImpressionofALonJobApplicantsAL87.5%68.8%20.8%47.9%ALALALFigure3-11AttitudesofPart-timeTranslatorstowardsAppraisalMBAAL16Figure3-12ItemstoBeAddedintotheAppraisal25%AL75%570.8%20.8%20.8%41.7%47.9%10.4%10%-20%79.2%AL37.5%83.3%12.5%3/4ALALAL20%ALMBAAL17Figure3-13AcceptanceofPaymentandFigure3-14ResponsetoPunitiveRequestforHigherLevelDeductionofPaymentFigure3-15ReasonsforRequiringHigherPayment45.8%39.6%70.8%AL70.8%85.4%68.8%1/3AL2/3AL62.5%25%23:25MBAAL18Figure3-16RecognitionofIncreasingFigure3-17WillingnesstoReceiveTrainingTranslationLevelFigure3-18AnticipatedContentofTrainingFigure3-19AnticipatedEffectofTraining81.3%31.3%33.3%20.8%64.6%MBAAL1975%62.5%29.2%43.8%33.3%22.9%27.1%6.3%66.7%45.8%33.3%16.7%72.9%22.9%4.8%66.7%33.3%/AL50009ALALALFigure3-20InfluentialAttitudestowardstheConsistencyofTranslationQualityMBAAL20Figure3-21AttitudestowardstheCooperationforProjects81.3%AL87.5%64.6%AL62.5%AL79.2%ALALALALALALYQALMBAAL21ALALALALALALALALALALALALALALALALALALMBAAL22ALALALYQALALYQ3ALYQALYQ2000YQ200422002120581000050%5000-1000032%1000-500012%10006%20023236/120=30%YQ42114020YQ3ALMBAAL23Figure4-1ComparisonofCompositionsofFigure4-2ComparisonofCompositionsofEmployeesbetweenALandYQCustomersbetweenALandYQFigure4-3ComparisonofOperationbetweenALandYQYQYQ230252525/30=83.3%80%MBAAL2420%YQYQgoogleYQ80%YQYQ40%YQYQ312%80%92%100%64%64%32%4%84%16%12%YQ20%YQYQALFigure4-4AttitudestowardsAppraisalYQALMBAAL25YQ64%AL25%68%5-10%88%10-15%32%84%ALYQYQFigure4-5ReasonsforRequiringHigherPaymentYQAL64%YQYQ72%YQ32%YQYQYQALYQAL40%12%YQALYQMBAAL26YQ500013YQALYQALYQALALYQFigure4-6ComparisonofAcceptanceofRecruitmentManagementbetweenALandYQMBAAL27Figure4-7ComparisonofAcceptanceofPerformanceAppraisalbetweenALandYQFigure4-8ComparisonofAcceptanceofPaymentManagementbetweenALandYQFigure4-9ComparisonofAcceptanceofTrainingbetweenALandYQMBAAL28Figure4-10ComparisonofAcceptanceofCooperationbetweenALandYQYQALYQALYQYQYQYQALYQYQYQYQALYQMBAAL29MBAAL30ALALYQALYQALALYQALYQALYQ