作者: 赖小琪
昨天收到一个翻译网站发给我的一封邮件, 我以为他们又要给我推荐翻译工作, 心里还想着要把它推掉了, 因为最近忙得我几乎想自杀了, 根本没有时间. 然而打开一看, 才发现原来是网站的编缉发给我的私人信件, 大致内容是说一方面感谢我一直以来为他们的网站贡献了这么多翻译的文章, 另一方面是下周二是他们的网站成立5周年, 他们想开展一个翻译经验交流会, 会议的地点在北京. 他们知道我去不了,所以想叫我写一篇翻译心得, 和其他的译员的文章构成一个学习专栏, 让有翻译兴趣的读者参考. 虽然我很忙, 但是想到编缉对我如此的信任, 所以我也就抽空写下今天这篇文章.
翻译的内容可谓是包罗万象, 而翻译经验更是因人而异, 很难用只言片语来把它系统地总结出来. 在这里我就用 “简历翻译” 为例, 漫谈一下最近的感受. 前两天有几个深大的和其他学校的朋友发了他们的简历给我, 叫我帮他们译成英文. 他们的专业基本各不相同, 有人力资源管理的, 有会计学的, 有信息工程的, 也有国际贸易的. 然而由于我太忙, 所以把它们交给了几个深大英语比较厉害的师弟师妹以及我以前教过的学生. 他们译完了以后陆续发到了我的邮箱, 我逐一检查了他们的成果. 让我感到欣慰的是, 他们的水平都进步了很多, 我对他们翻译的东西也大致满意. 然而, 如果要细细探究, 还是存在着一定的问题. 我想这些问题是很多翻译简历的人都会遇到的毛病, 所以我想在这里谈谈这些问题.
在看那些师弟师妹翻译的简历时, 我发现了一个很有趣的现象: 如果你对着简历的中文来看下面的英文翻译. 你会觉得他们都译得很好, 甚至很准确, 然而如果你把他们译的英文单独抽出来并成一份完整的英文简历, 然后再通篇看一次, 你就会发现很多问题. 第一个问题是: 结构失衡. 由于中英文的差异, 中文的简历的结构编排可能与英文的不同. 虽然两者都侧重于突然最出采的地方, 但是有些部分可以放在中文简历中, 但是到了英文简历就可能变得多余了. 举个例子, 某人在简历中写下这么一句话: 在 “华夏杯全国作文竞赛”中获得一等奖. 这时候, 译者就要小心斟酌: 这个奖项有没有必要写到简历中去? 假如这个学生的专业是中文系, 而他要应聘某报社记者的职位, 诚然我们最好把这个奖译进去;而如果这个学生的专业是软件开发, 他要应聘的职位是开发员, 那么这个奖项则没有什么必要写进去, 因为简历重在 “简洁而突出”, 你没有必要把杂七杂八的东西全往里塞, 太多了反而失去了重点, 让面试者头晕脑转. 另外,如果译者确定了这个奖必须要译而且准备译时, 他可能会产生一个疑问: 这个 “华夏杯” 该怎么译? 最常见的做法就是译成 “Huaxia Cup”. 然而如果应聘者应聘的是外企, 你译成这样他们会懂吗? 他们不仅不懂, 反而会觉得很奇怪. 所以, 按照我个人的经验来看, 我们没有必要把某个比赛前面的一定特定称谓译出来, 我只要译成比赛的内容就行了, 这也是面试者所关注的东西. 比如说上述的 “华夏杯全国作文竞赛一等奖”, 只要译成 “Gained the First Prize in National Composition Competition”即可.
第二个问题: 完成按照简历原文逐字逐句翻译. 如果编写简历的人有扎实的中文基础, 把简历写得既简洁又准确, 这样逐字逐句翻译问题倒不大. 然而如果写中文简历的人本身中文就不过关, 简历中有很多病句, 而且很罗嗦, 这时如果译者还按照它的原文来译, 那可就麻烦了. 一来译者会译得相当吃力, 总感觉译来译去也译不出原味;二来就译者最后译出来了, 一读起来也是很奇怪的. 所以, 在译者做翻译之前, 他需要把中文简历细读一遍并作相应的修改, 然后再译, 译完再通读全英文的简历, 如果通顺得体了. 这才算完工了! 这时译者不仅要担当翻译的任务, 还要担当修改简历的 “重任”!
第三个问题是没有灵活运用翻译软件. 经验不足的译者往往不善于运用翻译软件, 如google翻译. 译者看到不懂的术语, 要么就望文生义, 按自己的 “感觉”来译, 结果肯定是错的. 另外有些译者可能比较聪明, 会把整个中文术语放到翻译软件中来译, 这样在通常问题还是不大的, 一般也能找出正确的译法. 然而需要注意的是, 翻译软件至今仍然不成熟的, 当一个术语名称过长, 前面有太多的修饰语时, 翻译软件可能会漏译甚至错译. 这时, 译者需要有一种专业的敏感性和判断力, 在遇到不确定的翻译时, 必须采取相应的步骤把错误降到最低. 最常用的方法是 “回归法”. 何谓回归法? 我举个例子. 比如说你要翻译软件帮你翻译 “我的老师”, 翻译软件最后显示的是 “my teacher”. 这时假如你不确定它译得对不对, 那么你可以反过来让翻译软件把“my teacher”译成中文, 如果最后显示出来的结果是 “我的老师”, 那么一般来讲可信度就高. 因为翻译软件当译到自己也不确定的术语时, 它会随机找一些字面意义一样的词来代替, 这时就可能产生错误. 如果你把错的答案就它倒过来译时, 它很多时候是无法译回原文的, 而是译成别的字眼了, 这时我们就说它无法 “回归”.
这时有人会问, 如果翻译软件译出来的答案是错的, 但是却成功地 “回归”了, 那该怎么办呢? 如果真的是这样的话,还有一个办法可以减低错误, 那就是把软件翻译出来的答案在百度中搜索. 一般来讲, 如果是某个行业的英文专业术语, 一放到搜索引擎中进行搜索时, 很多链接中会显示出这个术语. 如果你看不到有网页把这个术语完整的显示出来, 那就说明你的翻译有问题. 这时, 最好的解决办法是在百度 “知道”向相关行业的人咨询或者有专业的翻译网站中发贴咨询, 一些资源的国家翻译员多数会帮你解决问题. 另外,翻译软件在对某些词组或句子进行翻译时可能会失去语法的束缚, 硬生生地逐字翻译. 这就需要译者有扎实的语法功底和良好的语感, 把翻译了来的东西进行重新排列, 组合和修改.
说到这里, 我想再提一下关于某些会议发言的翻译中极需要译者注意的一个问题: 中英文化差异. 一个成功的译者需要把握两门语言间的微妙联系与区别, 在进行翻译时可以准确得体地把原文的意思表达出来. 有些句子中文可以讲出来, 但是英文却讲不得. 一个翻译界典型的例子就是中文演讲者在演讲结束时最常说的一句话: “由于本人水平有限, 演讲有不足之处请大家多多包涵!” 这时, 要是译员在进行口译时直接译成: “As my level is not very limited, please excuse me if there are some drawbacks in my speech!”, 这将贻笑大方! 外国的听众可能就会有疑问: 既然你的水平不高, 为什么还来给我们演讲呢? 外国人可不推崇 “谦虚” 这一传统的中华美德. 所以最后不管演讲者说了多少谦虚的话, 译者都要统一译成 “Thank you very much for your listening!” 然而遗憾的是, 在各地一些需要交替传译的会议或者演讲却频频闹出上面的笑话. 这个例子只是冰山一角, 具体到某一篇演讲时, 译员需要审慎地判断 “何时译, 何时不译, 何时直译, 何时意译”.
由于时间有限, 而且本人也在翻译的路途中探索学习, 经验有限,所以暂时搁笔. 如果有朋友还有别的心得的, 请在后面留言, 我很乐意分享你的体会!
Case Review and Analysis
Introduction
With the trend of globalization, more and more companies become internationalized and conduct their business abroad. In order to successfully manage their international business and maximize the profits, companies should know how to utilize their human resources effectively and efficiently. Therefore, it is crucial for company to implement effective and efficient human resources management. The case to be analysed discusses the erie and wuhan joint venture in china from a human resource point of view, specifically the issues the general managers had to confront in combining two different kinds of cultural and work related values.
Summary
This article discusses the success of Stanley Wong as a general manager and a divisional manager for Wuhan Erie Polymers (WEP), which is a joint venture between Erie Speciality Chemicals Inc. a US firm and Wuhan a Chinese firm, and the attributes he brings to the joint venture and his pivotal importance to the firm. Mr. Wong is transferring back to Gary, Indiana to be with his family and the article depicts the process and critical importance of selecting the right candidate to replace Mr. Wong.
Mr. Wong can be seen as the heartbeat of WEP; originally he oversaw the plant construction, obtained necessary permits and sought tax reliefs. And after the plant was operational he focused his attention on developing and training managers with the aim of building a strong organisational culture that incorporated both Chinese and American values. Mr. Wong regularly attended social functions to help build a positive image for the organisation and after his promotion to divisional general manager his responsibilities grew to motivating staff, establishing objectives and overseeing employment planning for the China division.
Mr. Wong faced many difficult challenges in trying to integrate Erie and Chinese values at WEP. Chinese organisations have a long list of traditional values which if they were ignored could disrupt the harmony in the organisation. Mr. Wong placed trust in his employees and encouraged them to make decisions and through his careful negiotate through the values of both firms Mr. Wong has managed to create a stable environment for both sets of employees. It is now essential that he selects the right candidate to continue with his good work, one who understands the cultures and customs of the organisation so as not to disrupt his years of hard work.
The article then lists 6 proposed candidates whom the human resources department has sent to Mr. Wong so he can nominate a successor for his position. To help him gain a better understanding of the characteristics and qualities needed to achieve the organisational goals Mr. Wong drew up a list of the major functions of the firm, his noted the desired characteristics of his potential successor and he evaluated the candidates against the job requirements.
Analysis
First of all, the international firm should decide where its employees should come from, whether it is the home country, the host country or third countries. The question that these firms must ask themselves revolves around the home and host country context. Should we recruit locally or from our home country? Practically, different firms with different cultural contexts will make different decisions. In the case we are studying, the Wuhan Erie Polymers Joint Venture tends to employ most of its employees in China, especially those in the middle-level and lower-level positions. There are reasons for it. As Wuhan Erie Polymers Joint Venture is located in China, recruiting staff locally has tremendous benefits. The local staff has already gained a sound understanding of the local culture, laws and economic conditions. Therefore, it is far easier for the staff to adapt to the work environment and guarantee productivity.
In the case read emphasis on autonomous decisions and constructive confrontation ran counter to the Chinese belief in totally obeying superiors and maintaining a harmonious interpersonal relationship. So, how do they incorporate values of the organization to match that of the host country? To tackle this issue, Wong tried to get the best out of each culture and meantime get rid of the negatives respectively. He encouraged his staff to develop a sense of empowerment in accordance with Erie’s emphasis on autonomy while asking them to avoid direct confrontation and maintain a harmonious relationship in accordance to Chinese culture. This approach taken by Wong seems like an appropriate solution since it does not force anyone to change their fundamental values which would have been an immensely hard task and maybe even impossible to accomplish. So in general we would agree that this is a good way to go about the problem. However when an attribute in regards to organizational values is not compromisable as it is of outmost importance for the appropriate functioning of the firms way of doing business than extensive training and information is likely to be crucial in order to make the concerned employees accept the changes they have to confront.
The international firm’s HR managers should also know to provide training and development for the staff so as to improve their working efficiency. Such training should be specifically relevant to the skills that are needed in the staff’s jobs. It can motivate the staff’s passion for work and boost their moral. Companies must ask themselves how do you enhance the competencies of your personnel as a general manager? Erie’s management team consisted mostly of expatriates. Therefore, Wong organized cross-cultural skills training for them, making them get a better understanding of Chinese culture and adapt to the local work environment quickly. A successful HR manager, should also know to inspire the staff to progress and develop needed skills in socializing on top of improving their professional skills.
The staff’s ability to deal with their company counterparts and local institutions is crucial for the company to keep track of the latest industry development and get assistance more conveniently from local government or other organizations. Wong not only engages in a lot of social activities with business counterparts and government officials, but also encourages his staff to participate in such events. What are the advantages and why should a manager motivate their employees to participate in industry specific social activities? Essentially, it helps to develop a large networking for the company. This kind of knowledge gained through these kinds of activities can be internalized and so benefit the company as whole as well as making individual employees better informed about industry related issues and getting a network of contacts that can be very useful when some competence or knowledge needed that is not to be find inside the firm. Moreover engaging in such events could lead to finding out about interesting business opportunities and keeping up with competitors.
Conclusion
This review brings together a summary and analysis of the case The Wuhan Erie Polymers Joint Venture. To review our findings from the case, it is critically important for firms to thoroughly evaluate where they should get attain their employee personnel from. Additionally, companies must attempt to incorporate the values of the organization from the home country to match that of the culture of their host country. Furthermore, we investigated how general managers of these MNEs can enhance the competencies of their personnel through cross-cultural skills training. Lastly, using social activities within the firm can motivate employees to inform themselves of industry related issues and opportunities. |
