Uses the SCR post-processing technology to reduce the vehicle to discharge with the diesel engine By diesel car's energy conservation and environmental protection superiority
(英语系毕业论文)国际商务谈判及其谈判风格摘要自从中国加入世界贸易组织后，国际贸易比以往任何时候都变的更加频繁。所以商务谈判技巧将会是对国际贸易很重要的工具。一次成功的交易需要几个谈判过程，第一阶段是谈判者为谈判做准备，执行最初的方法。然后，有纪律有组织的谈判计划对一个团队的成功很重要。最后，必须考虑实际的谈判行为。尤其是在国际商务谈判中，进出口贸易的支付方式和工具很重要。没有钱就无所谓交易，我们追求的是各自的利益。最流行和最安全的支付方式是惯用的不可取消的即期信用证。在国际商务谈判的过程中，我们必须熟悉不同的谈判风格。我们要了解八个主要国家的谈判风格：美国谈判风格，德国谈判风格，法国谈判风格，英国 谈判风格，俄罗斯谈判风格，日本谈判风格，澳大利亚谈判风格，中国谈判风格。来自不同国家的不同的有不同的价值观，习惯和态度。和不同的人用不同的策略对于谈判的成功很有必要。关键词： 国际商务谈判 谈判者 谈判的风格 不同文化 下决定AbstractSince china's entrance into the WTO， international business became more frequent than ever Then business negotiation skills will be an important tool for the foreign A successful business needs several negotiation processes; the first one is a period during which the negotiator must prepare for the negotiation， and execute the initial approach， and then the negotiation plan provides discipline and organization that can be critical to a team’s At last the actual conduct of the negotiation must be Especially in international business negotiations， methods and tools of payment in exporting and importing are No money， no What we pursuit is The most popular and a safer method of payment is by a confirmed irrevocable little of credit at There are other ways of In the process of the international business negotiation we should be familiar with different negotiating We have eight main countries negotiating styles: American negotiating style， German negotiating styles， French negotiating styles， British negotiating styles， Russian negotiating styles， Japanese negotiating styles， Australian negotiating styles， Chinese negotiating Different people from different countries have different values， habits， and Using appropriate strategies with different people would be necessary for a successful Keywords: international business negotiations; negotiator; negotiating stylesdifferent cultures; make decisions CONTENTSAbstract in Chinese……………………………………………iAbstract in English ………………………………………………ii1 Introduction to Negotiations……………………………………1 Impressive Behavior………………………………………………2 Punctually…………………………………………………………3 Appearance…………………………………………………………4 Enthusiasm …………………………………………………………5 Teamwork…………………………………………………………6 Respect………………………………………………………………22 Negotiation Process 1……………………………………………1 Forming the negotiation Team……………………………………3Negotiation Process 2……………………………………………2 Creating the information base……………………………………3 Creditability Study……………………………………………… 4 Feasibility Study……………………………………………………5 The Negotiating Brief……………………………………………… 6 The Negotiating Plan………………………………………………53 Negotiation Process 3……………………………………………1 The Opening and Its Review………………………………………2 The Follow Up ……………………………………………………3 Identifying the Bargain……………………………………………4 Concluding the Bargain……………………………………………1 How to negotiation ……………………………………………2 Negotiation Tips……………………………………………………3 Methods and Tools of Payment in Exporting and Importing…115 Different Negotiation Styles of Different Cultures…………1American Negotiation Style……………………………………2 German Negotiating Style…………………………………………3 French Negotiating Style…………………………………………4 British Negotiating Style…………………………………………5 Russian Negotiation Style…………………………………………6 Japanese Negotiation Style ………………………………………7 Australian Negotiating Style………………………………………8 Chinese Negotiating Style…………………………………………18(英语系毕业论文)在经济全球化下中西方文化差异与跨文化管理摘 要伴随着世界经济的快速增长，跨国公司的飞速发展， 全球商业活动的猛烈激增，同时伴随着在文化多样化环境下的相关管理问题的出现，跨国公司的人员必须与来自不同文化背景的人打交道，这种文化差异时而会造成误解和冲突，甚至会阻碍进一步的商务合作。本论文目的在于引起人们对商业中跨文化问题重要性的重视。该文的论点是文化差异确实存在于商业与管理领域中，特别是东西方国家的文化差异，并且在商业活动中起到了重要作用。它在很大程度上影响到商业进程和公司的日常管理。通过细心地观察和总结，我们会发现在跨文化管理中起到辨证作用的某些规律性的模式和规则。一方面，文化差异是一种障碍，另一方面，在跨文化环境下，只有很好地掌握文化差异才有可能使其成为商务沟通和管理的桥梁。著名人类学家， 霍夫斯泰德所提出的理论贯穿全文，基于其中几个模型我们分析了上述主题。文化差异表现在很多方面，通过比较的方式，不同国家的文化差异特征显而易见，同时我们还了解到每一种文化差异都有其理论根源。伴随着中国加入 WTO，在这种特殊挑战的巨大压力下，越来越多的商务和管理问题出现了，跨国公司的经理们不得不面临这种特殊的挑战。在最后部分，本文基于中国的传统文化，分析了当今中国企业管理的现状与特征，并提出了建议性的未来发展方式。关键词： 文化差异； 管理； 沟通； 商业环境； 跨国公司ABSTRACTWith the swift growth of world’s economy， the rapid development of the transnational corporation and the increasing business activities in a global scale， together with the related management in a culturally diversified environment， people in transnational corporation have to deal with those from different cultural background， which may cause the misunderstanding， sometimes even conflict or may hinder the further cooperation in the This thesis is aiming at drawing people’s attention to the importance of the cross-cultural problems in The argument of my paper is that the cultural differences， especially the disparity between the eastern and western countries， really exist and furthermore play an important role in doing It will greatly influence the advancement of our business and the daily run of a Our careful observation and summarizing being done， we could find some regular pattern and rules which have dialectical functions in cross-cultural Cultural difference will not only be， on the one hand， an obstacle， but will serve as a bridge in the business communication and management in cross-cultural environment on the other hand if it would be better The theories advanced by a famous anthropologist， Hofstede， are running through my thesis that has closely analyzed the subject based on several Through comparison， the features of cultural differences are obviously So is the root of the cultural difference in each With China’s entry into WTO， increasing problems have to be dealt with in business and management， which are under severe pressure from the special challenges that all the managers in the transnational corporations have to Finally， the thesis analyses the condition and character of today’s enterprise management in China on the base of the Chinese traditional culture and suggests some approaches to further Key Words: Cultural Difference; Management; Communication; Business Environment; Transnational Corporation Contents1 The globalization of business 12 Culture theory and its function in business communication and management 1 The definition and nature of culture 2 Level of culture 1 National culture 2 Business culture 3 Occupational culture and organizational culture 43 The introduction of mainstream culture theories and their application in business dimension 1 Hofstede’s Model of National Culture applied in business area 1 Power distance 2 Uncertainty avoidance 3 Individualism/ Collectivism 4 Masculinity/ Femininity 5 Long-term and short-term orientation 2 Kluckhohm’s Model of value Orientations used in business area 1 Human nature 2 Relationship with nature 3 Time 4 Being/ Doing 104 Cultural Differences and its performance in other countries 1 Cultural Differences and Their Roots 2 From business point of view to see the Cultural differences in Sino-Western countries 1 Doing business in China 2 Doing business in America and France 3 Doing business in Arab countries 155 Cross- culture management 1Culture and Management in other countries 2Culture and Management in China 1 China’s background information 2 Managerial behavior in China 3 Implications for managers 19Conclusion 21Bibliography 22(英语系毕业论文)文化差异在中美雇员协作中的问题分析摘 要全球经济一体化背景下，各国企业交流日益紧密，企业在经营管理活动中不可避免地会遇到由文化差异而引起的雇员协作问题，正确处理文化差异带来的文化冲突具有积极的现实意义。因此本文就联想并购IBM的PC与笔记本电脑部门为引，探讨了中西文化的差异性。本文首先简要介绍霍夫斯泰德的价值维度和霍尔的高语境和低语境取向理论；再由联想并购IBM的PC事件，提出中美雇员协作中所遇到的文化冲突方面的问题；然后比较中美文化差异，分析中美雇员协作冲突的原因；最后对不同文化背景下团队成员协作过程中的问题，从掌握文化差异、多文化培训和进行文化整合建立共同价值观三方面给出具体对策及解决途径。本文建议当处理由不同背景文化而引起的协作冲突时，要以尊重不同文化，认识文化差异，以及寻求有效的跨文化培训为基本。关键词：中美文化； 雇员； 协作； 差异； 文化培训 AbstractWith global economic integration， companies from different countries are involved in increasingly close interchange and， unavoidably， run into the problem of culture difference in the corporation of employees and properly handling the culture collide is of positive practical In order to resolve the problems of the cooperation between the Chinese and American Employees， this paper expounds the cultural theories of Hofstede’s value Dimensions and Hall’s High/Low-Context Orientation at Then it describes Lenovo Acquire IBM’s PC Division as a particular case， and points out the problems between American and Chinese employees when they corporate in the same Through the analysis of the cause of the differences between Chinese and American cultures， it explores the reasons of the coworker Based on the concrete analysis of different cultural background， it gives correct guidance to culture conflict， so as to achieve culture harmonization and The result shows that it requires cultivating common corporate values， seeking common ground and reserving differences， expanding communication channels and conducting cross-cultural In the end， the author suggests that it is very important for people from different cultures to respect another culture， to realize the cultural difference， and to find effective intercultural training programs for the cross-cultural Key words：American & Chinese culture; employees; cooperation; differences; intercultural training programsContentsIntroduction………………………………………………………… Rationale for the Study…………………………………………… 1 Hofstede’s value Dimensions…………………………………… 2 Hall’s High-Context and Low-Context Orientation………… Introduction of Lenovo’s Acquisition of IBM’s PC Division… 1 Lenovo and IBM……………………………………………… 1 Lenovo……………………………………………………… 2 IBM………………………………………………………… 3 The new Lenovo——Acquisition of IBM’s PC Division…… 2 The Problems for Employees in the New Lenovo…………… 1 Differences in Team-work value……………………………… 2 The relationship between employer and employees…………… 3 Differences in verbal style…………………………………… Reasons for the Problems among Employees………………… 1 Chinese Culture and American Culture……………………… 1 Chinese Culture……………………………………………… 2 American Culture…………………………………………… 2 Analysis in Details……………………………………………… 1 Harmonious Relationship versus Individualism……………… 2 Power versus Equality……………………………………… 3 Implicit versus Explicit Communication …………………… Solutions for the Problems among Employees ……… 1 Manage Cultural Differences on Threes Distinct Levels…… 2 Intercultural Training………………………………………… 1 The Emergence of Intercultural Training Programs………… 2 Object for Cultural Training………………………………… 3 Culture Skills and Training Techniques……………………… 3 Cultural Integration and value Building…………………… 1 Cultural Integration………………………………………… 2 value Building………………………………………………17Conclusions and Suggestions……………………………………17Bibliography…………………………………………………………19
Electronic brakeforce distribution or EBD or EBFD is an automobile brake technology that automatically varies the amount of force applied to each of a vehicle's brakes， based on road conditions， speed， loading， Always coupled with anti-lock braking systems， EBD can apply more or less braking pressure to each wheel in order to maximize stopping power whilst maintaining vehicular [1][2] Typically， the front end carries the most weight and EBD distributes less braking pressure to the rear brakes so the rear brakes do not lock up and cause a [3]How ABS worksUnder heavy braking， vehicle wheels may lock- The anti-lock braking system (ABS) monitors wheel speeds and releases pressure on individual wheel brake lines， rapidly pulsing individual brakes to prevent lock- During heavy braking， preventing wheel lock-up helps the driver maintain steering Modern ABS has four individual brake lines for each wheel， enabling different braking pressure on different road For example， less braking pressure is needed to lock a wheel on ice than a wheel which on bare If the left wheels are on asphalt and the right wheels are on ice， during an emergency stop， ABS detects the right wheels about to lock and reduces braking force on the right wheels， helping to avoid lock-up and loss of vehicle How EBD worksAs per SAE technical paper #920646 - Buschmann et "The job of the EBD as a subsystem of the ABS system is to control the effective adhesion utilization by the rear The pressure of the rear wheels is approximated to the ideal brake force distribution in a partial braking To do so， the conventional brake design is modified in the direction of rear axle overbraking， and the components of the ABS are EBD reduces the strain on the hydraulic brake force proportioning valve in the EBD optimizes the brake design with regard to: adhesion utilization; driving stability; wear; temperature stress; and pedal "EBD may work in conjunction with ABS and Electronic Stability Control ("ESC") to minimize yaw accelerations during ESC compares steering wheel angle to vehicle turning rate using a yaw rate "Yaw" is the vehicle's rotation around its vertical center of gravity (turning left or right) If the yaw sensor detects more/less yaw than the steering wheel angle should create， the car is understeering or oversteering and ESC activates one of the front or rear brakes to rotate the car back into its intended For example， if a car is making a left turn and begins to understeer (the car plows forward to the outside of the turn) ESC activates the left rear brake， which will help turn the car The sensors are so sensitive， and the actuation is so quick that the system may correct direction before the driver ABS helps prevent wheel lock-up and EBD helps apply appropriate brake force to make ESC work
