有很多同学在大学的时候都非常爱好翻译和口译.doc

有很多同学在大学的时候都非常爱好翻译和口译，立志以后要从事相关职业。如果你也有这样的想法，那你需要好好阅读下面的文章，告诉你关于做翻译和口译需要做好准备的10件事。1. Read extensively, especially in your non-native language(s).广泛阅读，尤其是非母语类阅读。Read high quality newspapers (e.g. the New York Times, Wall Street Journal) EVERY DAY for at least a year.每天阅读优质报纸（例如：纽约时报、华尔街日报），并且至少坚持一年。Read high quality news magazines (e.g. the Economist), cover to cover.一页一页地阅读优质新闻杂志，例如经济学人。Read your favorite topics in your non-native language(s).阅读非母语类的你最感兴趣的话题。Read other well-written material that will help broaden your general knowledge.阅读其他能够拓展你知识面的优秀资料。2. Watch the TV news and listen to radio news and podcasts on current events in all working languages.收看收听所有工作语言的最新时事电视新闻、广播新闻和播客。Dont just listen to news stories; analyze them.别只听新闻内容，还要有所分析。Keep abreast of current events and issues.随时了解最新时事和问题。Record news programs and interviews so you can listen to them later.录下新闻节目和访谈，以便日后细听。3. Live in a country where your non-native language is spoken.在非母语的国家生活。A stay of at least six months to a year is recommended.推荐至少呆上半年至一年时间。Live with and/or frequently interact with native speakers of your non-native language.与母语为你的非母语的人生活，或者经常跟他们进行交流。Take content-related courses (e.g. macroeconomics, political science) in your non-native language (not just pure language courses).参加非母语类相关内容的课程（例如：宏观经济学、政治学），而不是纯语言类的课程。Work in a setting that requires high level use of your non-native language.在严格要求使用非母语的环境中工作。4. Strengthen your general knowledge of economics, history, the law, international politics, and scientific concepts and principles (in that order).强化你在经济、历史、法律、国际政治以及科学概念和原理方面的知识（按此顺序）。Take college-level courses, review high school texts, etc.学习大学级别的课程，复习高中课文等。Strengthen your knowledge in a specialized field (preferably in a technical field, such as computers).加强你在某一专业领域的知识（尤其是科技领域，比如计算机）。5. Fine-tune your writing and research skills.训练你的写作和研究技能。Take challenging composition courses (not just creative writing courses, but classes in journalism, technical writing, etc.) so you can “speak”journalese, UNese, legalese, etc.参加有挑战性的写作课（不是那种纯粹的创新写作课程，而是关于新闻写作、科技类写作的课程），这样你才能了解新闻文体、联合国文体、法律文体等等。Copy (by hand) sections of textbooks and periodicals in your non-native language(s).用非母语手写抄下课本的节选和期刊的文摘。Make a note of unfamiliar or troublesome grammatical points and work towards mastering them.列出不熟悉或难搞定的语法点，然后努力攻克它们。Practice proofreading.练习纠错能力。6. Improve your public speaking skills.提高你的公开演讲能力。Take rigorous speech courses.参加严格的演讲课程。Practice writing and making presentations in front of other people in both your native and foreign language(s). (Have native speakers of your non-native language edit your speeches.)用母语和外语在他人面前练习写作和演讲。请将你正在学习语言的作为母语的人纠正你的演讲。7. Hone your analytical skills.磨练你的分析能力。Practice listening to speeches and orally summarizing the main points.练习收听演讲并口头概括要点。Practice writing summaries of news articles.练习提炼新闻文章的要点。Practice decipheringdifficult texts (e.g. philosophy, law, etc.).练习分析艰涩文章（例如：哲学、法律等等）。Practice explaining complicated concepts understandably.练习明确阐述复杂概念。Identify resources for background research (e.g. library, Internet, etc.).找出基础研究的资料来源。（例如：图书馆、网络等等）。8. Become computer savvy.做电脑达人。Familiarize yourself with navigation and file management under current Windows operating systems (most of the software tools used in the localization industry today are not compatible with the Apple operating system).熟悉最新Windows操作系统中的导航功能和文件管理。目前，大部分本地化产业所使用的软件工具都无法与苹果操作系统相媲美。Develop an understanding of the features Windows offers for multilingual processing, such as language-specific keyboard layouts, regional settings for units of measurement.了解Windows多语言处理的功能特征，例如特定语言的键盘布局、测量单位的区域设置。Learn to use advanced functions of Word, Excel, and other Microsoft Office applications in both your native and non-native languages.学会用母语和非母语使用Word、Excel以及其他办公软件的高级功能。Become an expert in search engines and online research by using these tools on a daily basis.通过每天使用上述工具成为搜索和网络调查方面的能手。9. Learn how to take care of yourself.学会照顾好自己。Eat sensibly, exercise regularly, and get sufficientsleep. These are all habits required of a good translator/interpreter.理性饮食、规律运动并保证睡眠充足。以上都是成为优秀笔译员/口译员的必备习惯。10. Be prepared for lifelong learning.做好终生学习的准备。Be patient. Bringing your language skills and analytical skills up to the level required of a professional translator or interpreter is not a task that can be accomplished in a few short years. Only with a lot of sustained hard work can anyone truly succeed in these challenging and exciting fields.要耐心。专业笔译员或口译员的语言技能和分析能力并非一两年就能达到的。只有付出持之以恒的辛勤努力，你才能在这些既充满挑战又令人兴奋的领域里获得成功。Management consultingTo the brainy, the spoilsAs the world grows more confusing, demand for clever consultants is boomingMay 11th 2013|NEW YORK|From the print editionELITE management consultancies shun the spotlight. They hardly advertise: everyone who might hire them already knows their names. The Manhattan office that houses McKinsey & Company does not trumpet the fact in its lobby. At Bain & Companys recent partner meeting at a Maryland hotel, signs and name-tags carried a discreet logo, but no mention of Bain. The Boston Consulting Group (BCG), which announced growing revenues in a quiet press release in April, counts as the braggart of the bunch.In this section To the brainy, the spoils PowerPoint Rangers Bargain boats Get a lifelog Chasseurs dambulances Worth paying for? The lust for Latino lucre Microsoft bluesReprintsRelated topics A.T. Kearney BCG DeloitteConsultants have a lot to smile about (see table). The leading three strategy consultancies have seen years of double-digit growth despite global economic gloom. In 2011, the last year for which Kennedy Information, a consulting-research group, has comparable revenue numbers, Bain grew by 17.3%, BCG by 14.5% and McKinsey by 12.4%. All three are opening new offices.Big trends that befuddle clients mean big money for clever consultants. Barack Obamas gazillion-page health reform has boosted health-care consulting; firms would rather pay up than read the blasted thing. The Dodd-Frank financial reform has done the same for financial-sector work. Energy and technology are hot, too.Companies are reluctant to talk about their use of consultants, and consultancies are relentlessly tight-lipped. Bain is said to use code-names for clients even in internal discussions. Such secrecy makes this a hard industry to analyse.It also lets stereotypes flourish. McKinseyites are said to be “vainies” (who come and lecture clients on the McKinsey way). BCG people are “brainies” (who spout academic theory). And the “Bainies” have a reputation for throwing bodies at delivering quick bottom-line results for clients.In fact, the big three all learn from each other. All three now use their alumni networks to gather intelligence and generate businesssomething McKinsey is famous for. All three stake some of their fees on the success of their projects, a practice once associated with Bain. And all three show off their big ideas to the wider public, as BCGs founder was once among the few to do.Consulting is no licence to make easy money. Cynics sneer that clients spend millions on consultants only to give the boss an excuse to do what he planned to do anyway. But that would be implausibly wasteful in these days of tight budgets. Consultants today cannot just deliver a slideshow and pocket fat fees. Even the elite three now make most of their revenue from implementing ideas, from finding ways to improve clients internal processes and from other tasks not traditionally considered “strategy consulting”.As the elite firms move down into implementation and operations, they are meeting big new rivals hoping to move up into the loftier realms of strategy. Over the weekend of May 4th-5th partners at Roland Berger, a mid-tier consultancy, met to discuss a possible buyer for their firm. The most likely candidates are thought to be PwC, Deloitte and Ernst & Young, three of the “Big Four” accounting firms (the other is KPMG).The big accountancy firms now do more consulting than McKinsey, BCG and Bain. Much of this involves manpower-intensive tasks such as technology integration. But their strategy and operations practices are ambitious, too. In January Deloitte bought Monitor, a brainy strategy firm, out of bankruptcy. In 2011 PwC bought PTRM, a respected operations consultancy. All four have scooped up smaller firms too. A successful Big Four bid for Roland Berger would reopen an old question: can the Big Four crack the elite tier?It is too early to know whether the brainboxes of Monitor will fit comfortably into the Deloitte juggernaut. When EDS, a computer-equipment and services provider, bought A.T. Kearney, a midsized strategy firm, cultures clashed calamitously. A.T. Kearney bought itself free in 2006.Nonetheless, Mike Canning, the head of Deloittes strategy consulting in America, says the Monitor integration is going smoothly, and that clients are showing new interest in Deloitte. Is Deloitte competing with McKinsey, Bain and BCG for work? “Day in, day out, on a regular basis,” says Mr Canning. Dana McIlwain of PwC echoes that: “We are definitely competing today, and only more so in the future.”Bob Bechek, Bains boss, puts it differently: competition with the Big Four is up “very slightly in the past few years, but I mean like a couple of percentage points”. He salutes the Big Four: they do what they do well and profitably. But he argues that the heavy-lift, repeatable work at which they excel is a different kind of business. Strategy consultants concoct novel solutions to unique problems, which is hard.Rich Lesser, BCGs boss, acknowledges the challenge from the Big Four, but is confident. Having new rivals is nothing new, he says. Tom Rodenhauser of Kennedy Information reckons that the Big Four “are cracking the C-suite, but theyre not first on the speed-dial for strategy work”.The elite firms are keen not to seem complacent. While boasting about opening offices in Bogot or Addis Ababa they acknowledge that emerging-world bosses are not blown away by flashy names. The consultants aim to win trust with quick projects that show bottom-line results, before looking to book longer engagements.Clients in the rich world are changing, too. Fifteen years ago Indra Nooyi, then the head of strategy (now the boss) at PepsiCo, was a demanding client for consultants, having been one herself at BCG. She was a rarity at the time. No longer: the consultancies have seen many of their alumni go on to fill senior positions at big companies.Some, such as McKinsey, make it easy for big firms to poach their people, by putting potential employers directly in touch with consultants who tick the right boxes for a vacancy. The idea is that this outplacement service makes McKinsey a more attractive place to work. It also keeps the talent churning, constantly refreshing the firms intellectual capital.Clients are increasingly demanding specific expertise, not just raw brainpower. McKinsey and BCG, in particular, are hiring more scientists, doctors and mid-career industry types, and reducing the proportion of new MBAs in their ranks.Vainie: “Vidi, vici”The firms spend big sums on “thought leadership”: ie, papers, books and conferences. This is not all airy-fairy theory. McKinsey has invested heavily in proprietary data. Its boss, Dominic Barton, says: “With the push of a button we can identify the top 50 cities in the world where diapers will likely be sold over the next ten years.” The firm invests $400m a year on “knowledge development”, and Mr Barton touts its “university-like capabilities” to impart it to its consultants.It is fashionable to complain that consultants “steal your watch and then tell you the time”, as one book put it. But customers clearly value what the consultants offer. Otherwise, the elite three and the Big Four would not be growing so fast.Things are harder for the next tier, however. Old firms such as A.T. Kearney and Booz & Company (which considered but abandoned the idea of a merger in 2010) are seen by some potential clients as too small to bestride the globe but too big to be nimble. They will watch Roland Bergers fate with interest.Correction:In the original version of this article the table mistakenly claimed that Boston Consulting Group has 6,200 employees. It actually has around 9,000 employees of which about 6,200 are consultants. This was corrected on May 14th. Our apologies.From the print edition: BusinessStillinBooksandArts;BookReview;TaxreforminAmerica;Asimplebarenecessity;文艺；书评；美国税改;必须做的一件事;TheBenefitandtheBurden:TaxReformWhyWeNeedItandWhatItWillTake.ByBruceBartlett.效益与负担：税改我们为什么需要税改，推行税改需要什么。布鲁斯巴特利特著。Fewsubjectsmatchtaxreformforeconomicimportanceandutterlackofsexappeal.Withagovernmentbleedingredink,anageingpopulationandgrowthlagging,reformisbackonAmericaspoliticalagenda.BruceBartlett,asupply-sideeconomist,taxexpertandformeradvisertoPresidentReagan,isamongthosebestequippedtohelpnavigatethemurkyterrain.MrBartlettheldinfluentialeconomicpositionsduringthecountryslastgreatspasmofreforminthe1980s,butheisnowheldanapostatebymanyRepublicans,forwhomtheonlyacceptabletaxchangesarecuts.Hisbalanced,well-researchedprimeronAmericastaxsystem, “TheBenefitandtheBurden”,willnotendearhimfurthertoideologues,butitisarefreshingentretoadifficultsubject.很少有话题能像税收改革那样具有经济意义，也很少有话题能像税收改革这样枯燥无味。政府赤字还在增加，人口老龄化还在加剧，经济增长依然迟缓，税收改革又重新回到美国的政治议程。一些人秣马厉兵帮助美国共渡难关，供应学派经济学家布鲁斯巴特莱特就是其中的一位，他是一位税务专家，曾在里根政府里担任顾问。在上世纪80年代的美国改革阵痛中，巴特莱特先生确立了他在经济领域的重要地位，然而现在许多共和党人视他为“叛徒”，因为唯一可以接受的税改方案因他而被删除。他那本结构平衡、条分缕析介绍美国税制的普及读本福利及税负不再使他更受理论家的追捧，但把这本书当作一个困难话题的“开口小菜”倒是不错。Thebooksno-nonsenseapproachtotaxpolicyprovessurprisinglyengaging.MrBartlettwalksreadersthroughdiscussionsonincomeandspendingbasicconceptsmadebafflingwithinthecontextofthetaxcode.HeoffersadoseofhistoryandtheusefulperspectiveofaseasonedWashingtonhand.Americaslabyrinthinetaxrulesarehardlytheproductofintelligentdesign,heexplains.Thepopulardeductionforhome-mortgageinterestthathelpedcreatesuburbanAmerica,forexample,wasnotadoptedtoboosthome-ownershipbutincludedquiteinnocentlyina1913income-taxlawthatsparedinterestofanykind.WhereeconomicshasusefulthingstosayabouttaxMrBartlettisquicktociteresearch.Andheispreparedtoletempiricalanalysisspeakforitself.该书对税收政策的讲述比较严肃，后经证明这是一种引人入胜的方式。巴特莱特先生让读者领会了财政收支问题，在税收法典中这些基本概念常让人感到困惑。他提供的是一剂历史良药，他提供给读者的是身经百战的政府官员才能具备的有用视角。巴特莱特先生解释说，美国的税收规则如迷宫一般，几乎不是智慧设计的产物。例如，帮助美国郊区快速发展的按揭贷款利息扣除的流行做法，就没有被采用以提高住房的自有率，但却被十分天真地写到美国1913年所得税法当中，按照该方法，各类利息都可以免除。经济学中谈及税收的有用章节都会很快被巴特莱特先生引用。他准备让经验分析自己证明这一切。MrBartlettscritiqueofAmericastaxsystemisthatitcreatesadeceptivepictureoftheinfluenceofgovernment,andisfartoocostly.OnrevenuesasashareofGDP,AmericasgovernmentlookssmallrelativetoitsEuropeanpeers.Thedifferenceisillusory.EuropeanhealthspendingshowsuponthegovernmentsledgerswhereasAmericastaxpreferencesforhealthinsurancedonot.Butthegovernmentinterventionisthereallthesame.In2012thedeductionforemployer-providedinsurancecostsome$434billion,orroughly3%ofGDP.Includethese“taxexpenditures”inthebudget,MrBartlettsays,andAmericasstatelooksasbloatedasanyinEurope.Netsocialspendingrisesto27.2%ofGDPabovethelevelinItalyandDenmarkandhigherthantheOECDaverage.巴特莱特先生对美国税制提出批评，认为它制造了一种政府影响力的假象，而且成本太高。看上去美国税收收入与GDP之间的比率比欧洲国家要低。两者之间的区别是不真实的。欧洲国家的保健支出在政府账上显示为增加，而美国健康保险的税收优惠却没有增加。但美国和欧洲国家政府的介入一直是一致的。2012年，雇主提供的保险成本扣除数为4340亿美元左右，约占GDP的3%。巴特莱特先生表示，包括这些预算中“税收支出”在内，美国的状况看起来与欧洲任何国家一样庞大。社会净支出增加到GDP的27.2%，超过了意大利和丹麦，也高于经合组织的平均水平。Itisalsoneedlesslycostly,riddledwithquirksofthesortthatallowWarrenBuffett,anAmericanbillionaire,andtheRepublicanpresidentialcontender,MittRomney,topayaloweraveragetaxratethanmanypoorerhouseholds.Ratesshouldbecut,MrBartlettargues,butonemustalsobroadenthetaxbase,leavingfewloopholesthroughwhichrevenuemightescape.Thevalue-addedtax(VAT)thatiscommoninEuropeisabetterway.VATisataxonconsumption;firmsreceivecreditsfortaxpaidonbusinesssupplies.Thestructureimprovescomplianceande