英语口译公共演讲

1. We'd better develop our interest in English at the beginning of our study. To develop interest in English study is not very hard. We may have the feeling of satisfaction and achievement from our English study when we are able to say something simple in English, talk with others or foreigners in English and act as others' interpreters. 在英语学习之初,我们应该注重培养对英语学习的兴趣.培养对英语的兴趣并不难.当我们可以说点儿简单的英语,用英语与别人或与老外交谈,或作别人的翻译时,我们就可以从英语学习中得到满足感和成就感,这样,兴趣就培养起来了.请注意,这种满足感和成就感很重要! 2. Plans are always very essential, so we must make some elaborate and workable plans before study. And we should certainly carry out these plans to the letter. 制定英语学习计划太重要了,所以我们必须在学习前制定精细的和可操作的计划. 并且我们一定要严格执行这些计划.请注意:千万不要干没有计划的傻事,那等于在浪费生命. 3. Notes should be made whenever we study any book. We may follow this advice: Don't read book without making notes. As we know that notes are the summarization, the core content, our understanding and the abbreviations of the books. Our notes are much thinner than the books so that we can learn them by heart easier and can often review and read them. We may also record our notes on tapes so as to often listen to them easier, to deepen our impression and to lighten our burden of memory. Sometimes it is needful to draw some tables and illustrations that are very impressive, visual and concise. 无论学习什么,我们都要作笔记.我们可以参照下面的忠告:不作笔记就不要读书.如您所知,笔记是我们对所学课本的总结,中心内容,我们的理解和课本的缩略.笔记要比课本薄的多,我们可以较容易的记忆和经常复习他们.更胜一畴的做法是把笔记录成音,这样我们可以经常听一听来加深印象和减轻记忆负担. 4. Watching English movies, English TV programs, listening to English songs and learn English on some special occasions are also excellent and vivid English learning ways as we may combine English with some certain scenes to deepen our memory. 看英文电影,收看英语电视节目,听英文歌曲和在某些特定场景学习英语也是很棒和很生动的英语学习方式,因为这样我们可以把所学英语与某些特定的场景联系起来以加深记忆. 5. Never just memorize single English words. Learn by heart the whole sentences and the phrases that contain the new words so we may know how to use the words. 请不要孤立地背英语单词.请背记包含生词的句子或词组,这样我们才真正能运用这些词汇,而且印象更深. 6. If time permits, we may read Mini Chinese-English dictionary carefully from cover to cover, which may help us widen our sight and master knowledge in all aspects. 如果时间允许,通读小小汉英字典对于英语学习也帮助很大.他能帮助我们扩大视野并全方位地掌握所学知识. 7. Excellent personality is one of the decisive factors in English study. Persistence, patience, self-confidence and determination are badly needed. 优秀的性格也是英语学习的关键因素之一,坚持,忍耐,自信和坚定都是很重要的.当然如果兴趣培养得好, 可适当削弱这方面的要求. Part 2 Detailed methods(第2部分 具体方法) 1. Oral English:(口语学习) A. We study spoken English so as to make oral communications, so this order of importance of oral English study should be followed: Fluency, Accuracy, and Appropriateness. That is to say, we have to pay more attention to practical communicating ability instead of only laying emphasis on the grammatical correctness. 我们学习口语目的是为了与别人进行交流,所以英语口语中的几个要素的重要次序应为:流利-准确-恰当. B. Try to find some partners practicing oral English together and English corner is a good place as where we may exchange English study experience, widen our sight and improve interest in English. 努力寻找学伴一起练习口语.英语角是个不错的地方,在那我们不但可以练习口语,还可以交流英语学习经验,开拓视野,提高英语学习兴趣. C. If English partners are not easy to get, then we have to create an English environment ourselves by speaking English to ourselves. 如果找不到学伴或参加英语角的机会很少,那么就需要通过自己对自己将英语来创造英语环境.比如对自己描述所看到的景物,英语口述自己正在作的事情. D. This method is very effective and easy to insist on--interpreting Chinese-English novels or books. First we read the Chinese parts and then try to interpret them into English and then compare our interpretation with the original versions in the novels or books so that we can find out the mistakes, shortcomings and progresses in our interpretation. 这种方法非常有效且很容易坚持---口译汉英对照(或英汉对照)的小说或其它读物.首先我们先读汉语部分,然后逐句直接口译成英文,完成一小段后,去看书上的对应英文部分并与我们的口译进行比较,我们马上可以发现我们口译的错误,缺点和进步

如果是演讲吧那就可以选证之类的。

Corporate Social Responsibility ：企业社会责任。中文材料搜百度就可以了，英文的用GOOGLE也能找到很多。下面这个是我找到的和你题目最贴合的一篇文章了。Corporate social responsibility in China BY Stephanie Yan (China Daily) Updated:2005-05-13 10:34 What happens when businesses are driven not just by maximizing profits for their shareholders, but also by benefiting the wider community and environment in which they operate? Sparks fly. Amazing feats are achieved in local communities, factories, businesses, and even nations. The past quarter of a century has seen Western businesses investing heavily in China, all striving to adapt their business models to this huge market, while bringing capital, technology and management know-how to the country. Today, China is probably more integrated into the international community than at any point in its history, and the competitive economic landscape is changing rapidly. For multinational companies that take social and environmental responsibilities seriously, unprecedented opportunities abound for them to turn the corporate social responsibility (CSR) fad into a real opportunity for social change. Trends and initiatives Corporations wishing to sponsor community engagement projects will find no shortage of suitable candidates. For instance, IBM has pumped tens of millions of US dollars into learning centres at Chinese kindergartens, schools and universities, supplemented by teacher and scholar training programs. Ascott Group, an international firm that manages luxury-serviced apartments, has opted to help pupils in Guangxi, in collaboration with World Vision, by donating funds to provide immunizations and nutritional lunches for more than 400 children. The company also contributed funding to renovate the school kids' dormitories, which are drafty and often require students to share bunks, sometimes with up to three students in each. Some firms take a more hands-on approach to strengthening local charitable initiatives. Take the UPS Global Volunteerism Week. It has become a company norm to allow employees time off to undertake volunteer work in the community. During the volunteering week employees go out of the office and donate their time to help non-governmental organizations in their community activities such as painting, helping the elderly, and organizing auctions or in-kind donations. Life is uncomplicated for those who see corporate social responsibility as a philanthropic pursuit. Yet an increasing number of business and civil leaders tend to differentiate corporate citizenship from philanthropy. More attention has been focused on integrating corporate social responsibility practices into business objectives and, above all, redefining the role of a company in society and its environment. As a founding signatory to the Wolfsburg Principles on anti-money laundering for international private banks, HSBC implements comprehensive anti-money laundering standards across its entire business line. The firm uses careful identification procedures for opening accounts, close monitoring of transactions and a worldwide network of control officers for tracking and reporting. In addition, the company conducts money laundering awareness programs for every new member of staff and refresher training courses where relevant. More than 1,020 Chinese teenagers would not have been able to make their entrepreneurship dreams come true without Boeing China's support for the Junior Achievement business plan programme. Mentored by volunteer consultants from the business community, these young entrepreneurs developed their business ideas, and organized and operated actual business ventures. They also had a chance to participate in programs that cultivated leadership, team spirit and interpersonal skills. "As a member of China's community, Boeing's support is a gift to the children in China, because they carry forward the hope and future of this great country," said Boeing China President David Wang. Since 1999, Microsoft China has provided nearly 4.5 million yuan (US$542,000) to support computer skills training projects for laid-off and migrant workers in Liaoning, Sichuan, Guangdong and Shanghai. "Microsoft is committed to addressing the digital divide issue," said David Kay, deputy general manager of Microsoft China, "because we believe, as a technology company, our combined resources - including products, technologies, solutions and cash grants - can be most effectively utilized in tackling this issue." The company's recently launched Unlimited Potential grant programme is intended to further transform community centres that currently provide only basic access to technology into a technology-enabled centre for learning and collaboration. While things are relatively straightforward for multinational corporations following a consistent code of conduct directed by the parent company, the situation gets far more complex for those companies that outsource manufacturing in China so as to cut costs. This is the area that has attracted the attention of the media and civil society. Ever since the Western public outcry in the 1990s about sweatshops in Asia operated by big foreign firms, labour compliance has become a permanent reality in corporate boardrooms. Stephen Frost, a research fellow at the Southeast Asia Centre of the City University of Hong Kong and chief editor of CSR Asia magazine, is a long-term observer of the changing environment. He recalled that in the mid-1990s footwear manufacturers like Nike and Reebok started to issue global codes of conduct to ensure their suppliers complied with certain standards, such as not hiring children or recruiting prison labour, no gender discrimination, no harassment of workers, and so forth. "The whole idea was the brands asked the suppliers to comply, and they checked by inspections," explained Frost. "But later on, when the audit-based approach was found to be ineffective, the big firms turned to engage with the factory management together to deal with the problems." Adidas initiated occupational health safety training courses for its workforce and Reebok created a female workers' welfare programme. Nike and Target offered labour rights education programs to owners and managers of hundreds of small Chinese enterprises. In partnership with academic and non-governmental organizations, a consortium of export-processing companies including Ford Motor, Gap, HP, Liz Claiborne, Pfizer, MeadWestvaco, Motorola and Target recently launched a standing programme in China called Global Supplier Institute. Following a "beyond audit" strategy, the consortium will be offering training programs on management, health and safety, and HIV/AIDS, amongst other compliance curricula. Another leading United States retailer is taking these efforts a step further. May Department Stores, which owns retailers such as Hecht's, Lord & Taylor and Marshall Field's, has recently awarded 36 Chinese migrant women workers scholarships for degree education. This innovative empowerment scheme for female workers is believed to be the first of its kind in the country. Critical success factors For corporate social responsibility initiatives to be successful, a number of factors must come together, including strong partnerships, communication, core values and policy engagement. Most business and civil leaders believe that the most important contribution corporations can make to society is through the way they run their own businesses. "Co-operation is the basis of our CSR approach," said Mark Spears, Director of International Labour Standards for the Walt Disney Company. "We work together with a variety of stake-holders, including investors, other companies, licencees, suppliers, academic, civil society members and government agencies, as each of them contributes a vital perspective to the process." Successful collaboration is expected to leverage resources, skills, competencies, technology and networks, thereby maximizing social impact. The Asia Foundation has been an active convener facilitating multi-stake-holder dialogues and peer learning opportunities. In a forthcoming workshop on labour law enforcement, the Foundation will bring together about 70 representatives of multinational corporations, Chinese officials, academics, and non-governmental organization leaders. "Since we had a successful inaugural workshop in 2003, there's been growing interest for such a cross-sector forum where numerous initiatives get brokered and announced," said Allen Choate, vice-president of The Asia Foundation. "It's critical to have an ongoing vehicle for dialogues among CSR stake-holders." Smart design and funding will not ensure a successful corporate social responsibility project. It must be efficiently implemented and monitored. "You need to make the whole process transparent," noted Horace Ling, chief marketing manager of World Vision. "I can never emphasize enough on-going communication." It is risky to underestimate interest in pro-social schemes. When Ling first issued a customized newsletter, he put about 100 names on the list, but more than 500 people signed up. The newsletter circulation has now reached 2,500 every quarter. Internal communications are just as important. "You do need to encourage employees to actively participate in the socially responsible initiatives, as nobody personifies your commitment to the local community better than them," said John Hong, senior corporate affairs manager of Microsoft China. "Recognize their efforts, create conditions for their participation, and make it part of your corporate culture." Soccer in the Box, a community engagement project initiated by Bayer China, is a vivid example of how a company carries its tradition and culture in socially responsible campaigns. The company donates footballs and kits to children in impoverished regions, helping them to organize teams. Bayer AG was founded in a remote area of Germany in the 1860s, and in the early days the company established sports clubs to help retain employees. Today, there are 29 clubs for Bayer employees in Germany and some have become professional clubs in the high-profile National League. "So the soccer boxes help bring to the community our core culture," explained William Valentino, Bayer's corporate communications manager in Greater China. "It also helps spread our values, which is all about fair competition, teamwork, and education for social benefits." To ensure corporate social responsibility programs address practical problems that the government cares about and will endorse, there has to be an alignment with government priorities. The Global Business Coalition on HIV/AIDS has been a leader in just such a successful alignment. With more than 180 leading international businesses, the coalition's membership represents a workforce of nearly four million in 178 countries. The coalition recently launched an unprecedented joint action plan with the Chinese Ministry of Health to battle the HIV/AIDS pandemic. "To prevent and control HIV/AIDS is not only the obligation of the Chinese Government, but also the common responsibility of the entire society including the business sector," Vice-Premier Wu Yi was quoted as saying by People's Daily, at the joint summit. She promised the government will update laws and regulations, increase financial input and ensure free treatment and care for HIV patients. Michael Furst, vice-chair of the American Chamber of Commerce in China, is a proponent of the corporate sector's engagement in the policy dialogue. "The businesses need to be aware of the policy implications of what they are doing. Otherwise, CSR would likely remain a micro response to macro issues," he said. Furst added that multinational corporations sometimes have different political values than the local government where they operate, and thus effective cross-cultural communication is needed. That explains, in part, why local expertise is so vital in any policy research or advocacy activities. The Asia Foundation, for instance, worked with the Development Research Centre of the State Council in a research project on foreign direct investment in China. The partnership helped yield some inspiring fact-finding and policy recommendations for this heated subject. Key considerations and caveats Despite the positive scorecard on corporate social responsibility activities and achievements worldwide, and business executives' passion for social issues, the matter does not go without criticism. Firstly, there is a debate about the voluntary nature of social responsibility. The sceptical say corporate social responsibility is by default not designed to replace regulations, but to complement them. Enforcement difficulties may become an obstacle. But the counter argument maintains corporate social responsibility is important where regulations are not in place or insufficiently enforced. As legal instruments evolve, there needs to be a better integration of voluntary approaches and laws or government regulations. Secondly, while nobody questions the likelihood of a company suffering in the long run if it profits while inflicting harm on the community, the upside of pro-social investment is hard to quantify. Companies that do have such schemes in place have yet to find a good measure of their return on investment. Local firms, where multinationals source, are still expected to deliver price-competitive manufacturing while at the same time sharing the costs of pro-social measures. Operational cost increases become a target of complaint. Nowadays suppliers have to meet very stringent standards in terms of workplace conditions before they are able to bid for outsourced manufacturing. Lastly come concerns about expanding and sustaining corporate social responsibility programs. How should firms make sure schemes are not one-off projects, and will be sustained after a company stops providing financial and other support? Part of the solution might be empowerment - understanding the needs of local partners and beneficiaries, and focusing on building their capacity and capability, rather than creating dependence. While there is still a long way to go before all the innovative inroads turn into sustainable development, trends in pro-social projects in China are extremely positive. The movement has created a new era of public-private co-operation that is benefiting communities throughout the country, and leading to more socially responsible organizations throughout the world