大学生财务管理的英语作文_专业万能英语作文2篇

关于”生财务管理“的英语作文范文2篇，作文题目：Student financial management。以下是关于生财务管理的专业英语范文，每篇作文均为万能范文带翻译。

高分英语作文1：Student financial management

Closing balance sheet assets beginning of the year: current assets inventory cash cash cash receivable bank notes cash receivables less: allowance for bad debts of suppliers received in advance and other receivables deferred and prepaid expenses inventory, including: construction lease in other current assets total current assets long term investment long term investment fixed assets fixed assets cost less: accumulated depreciation net value of fixed assets disposal fixed assets Construction in progress intangible assets land ownership other intangible assets total intangible assets other assets organizations have accrued deferred income tax debit other deferred expenses and deferred exchange losses total other assets total balance sheet liabilities and owner's equity beginning and end of the period: current liabilities short term loan accounts payable prepayment inter company current accounts accrued payroll tax payable other accounts payable Accrued expenses welfare fund current liabilities Total long-term liabilities Total long-term loans long-term liabilities other liabilities Deferred income tax income credit other deferred prepayments and deferred exchange profits total other liabilities Total other liabilities: Investor's equity legal capital paid in capital Chinese investment foreign investment less: return investment capital reserve fund expansion fund current profit retained earnings investor's equity liabilities total Amount + owner's equity.

中文翻译：

期末资产负债表资产年初：流动资产库存现金现金现金应收银行票据现金应收账款减：备抵预收供应商坏账其他应收款递延及待摊费用存货其中：施工租入其他流动资产总流动资产长期投资长期投资固定资产固定资产成本减：累计折旧固定资产净值处置固定资产在建工程在建无形资产土地占有权其他无形资产合计无形资产其他资产组织已计提递延所得税借方其他待摊费用和递延汇兑损失总额其他资产总额资产负债表负债和所有者权益期初期末：流动负债短期贷款应付账款预收款项公司间往来账款预提工资税应付其他应付款预提费用福利基金流动负债总额长期负债长期贷款总额长期负债其他负债递延所得税收入贷方其他递延预付及递延汇兑利润合计其他负债合计：投资者权益法定资本实收资本中国投资外国投资减：归还投资资本公积基金扩张基金当期利润留存收益投资者权益负债总额+所有者权益。

万能作文模板2：学生财务管理

Not all managers of strategic human capital are equally suitable for all business environments. The strategic skills required to control costs in a fierce price competition are not the same as those needed to increase revenue in a fast-growing enterprise or to balance investment and cash flow in order to survive in highly cyclical businesses. Skills can usually be transferred to a new environment, except for general management skills However, if the company's strategic needs do not match the skills of managers, when the telecom industry is challenged by new entrants, for example, few former Bell system managers can successfully transition to a fast-growing, entrepreneurial and growing environment, even though they are considered to be among the best managed companies in the United States in the last century Considering the mature industry and highly unionized labor force, GE's home appliance and lighting business needs to pay careful attention to cost.

Its aircraft engines, power systems, industrial systems and transportation systems businesses are cyclical and require careful capital management. Ge finance, plastics, healthcare systems. NBC is a growth area.

Whether it is organic growth, globalization or acquisition, by coding Ge managers' profiles, we can determine their strategic skills and manage them according to their line management in ge Experience, using standard & Poor's industry reports, classifies these people into cost controllers, growers, or cycle managers, and then we incorporated the strategic challenges faced by each new company (the former Ge manager was hired) into the nine executive transitions we studied, including strategic skill matching, which meant, for example, that a smart cost cutter was hired to one Cost management will be the key driving force for success in one company; another will constitute a mismatch. When the strategic needs match the strategic experience of Ge executives, the company's annualized abnormal rate of return is, while the unmatched matching company's return rate is (see chart "impact applicable"), NBC, (",").

中文翻译：

战略人力资本并非所有的管理者都同样适合所有的商业环境在激烈的价格竞争中控制成本所需的战略技能与在快速增长的企业中提高收入或平衡投资与现金流以在高度周期性的业务中生存所需的战略技能并不相同技能通常可以转移到新的环境中，是除一般管理技能之外最具可移植性的人力资本类型，但如果公司的战略需求与管理者的技能不匹配，当电信行业受到新进入者的挑战时，例如，很少有前贝尔系统的经理能够成功地过渡到快速发展的、创业的、成长的环境中，尽管他们是上世纪年代被认为是美国管理最好的公司之一的经验丰富的老兵，考虑到成熟行业和高度工会化的劳动力，通用电气的家电和照明业务需要谨慎关注成本。其飞机发动机、电力系统、工业系统和运输系统业务是周期性的，需要对资本进行谨慎管理GE金融、塑料、医疗系统，NBC是增长的领域，无论是有机增长，还是全球化或收购，通过对GE经理的简历进行编码，我们能够确定他们的战略技能，并根据他们在GE的直线管理经验，使用标准普尔行业报告，将这些人分为成本控制者、种植者或周期经理，然后，我们将每一家新公司面临的战略挑战（前通用电气经理被聘用）编入了我们研究的九个高管转型中，其中包括战略技能匹配，这意味着，例如，一位精明的成本切割师被雇佣到一家公司，成本管理将成为成功的关键驱动力；另一家则构成了不匹配。当战略需求与通用电气高管的战略经验相匹配时，公司的年化异常回报率为，而不匹配的配对公司的回报率为（见图表“影响适用），NBC，，（“，”）。

满分英语范文3：生财务管理

Basic guidelines for financial management of non profit organizations ementhttp://wwwmanagementhelporg/finance/npfnce/npfncehtmBoardSource Knowledge C input of http://wwwboardsourceorg/knowledgeaspoardsource Knowledge center management of Nonprofit Organizations: practice and Prinz iplehttp://booksgooglecom/bookshl=zhCN&lr=&id=F6ZDMAZ8C&oi=fnd&pg=PR&dq=non+profit+financial&ots=9ZOTmky0Wx&sig=YfmZyKlLguVDg Conclusion: towards a new method Helmut K'anhai erLSEhttp://booksgooglecom/bookshl=zhCN&lr=&id=qwAfgGnFgC&oi=fnd&pg=PR7&dq=non+profit+financial&ots=ktvRyHXAGn&sig=V4Sq7IDUGO4gLJE3v7ixiCoEpaper This paper puts forward the argument that the management of non-profit organizations is often not understood, because we start from the wrong assumption, and the premise of how these organizations operate, this paper develops A non-profit model, which is composed of a number of organizations with multiple bottom lines, needs a variety of different management methods and styles: an overall concept that emphasizes the diversity of internal and external directions of an organization; a normative dimension that includes not only economic aspects; the importance of values and governance; and a strategic development level; it regards the organization as a involving, often involving, basic The other is to deal with the operational level of the third part of the organization's daily operation. This paper introduces the basic outline of an analysis method, which tries to adapt to the different management challenges faced by non-profit organizations. These challenges come from the third Guge scholar, paper http://scholargooglecn/schhphl=zhCN&lr=.

中文翻译：

非营利组织财务管理基本指南ementhttp://wwwmanagementhelporg/finance/npfnce/npfncehtmBoardSource的知识C输入http://wwwboardsourceorg/knowledgeaspoardsource知识中心管理非营利组织：实践和普林茨iplehttp://booksgooglecom/bookshl=zhCN&lr=&id=F6ZDMAZ8C&oi=fnd&pg=PR&dq=non+profit+financial&ots=9ZOTmky0Wx&sig=YfmZyKlLguVDgMkLjgMGOOGLEManaging非营利组织结论：朝向a新方法Helmut K安海erLSEhttp://booksgooglecom/bookshl=zhCN&lr=&id=qwAfgGnFgC&oi=fnd&pg=PR7&dq=non+profit+financial&ots=ktvRyHXAGn&sig=V4Sq7IDUGO4gLJE3v7ixiCoEpaper这篇论文提出了这样一个论点，即非营利组织的管理往往是不被理解的，因为我们从错误的假设出发，对这些组织是如何运作的这个前提，本文发展了一个非营利形式的模型，它是由多个具有多个底线的组织组成的联合体，需要各种不同的管理方法和风格：一个强调组织内外方向多样性的整体概念一个不仅包括经济方面的规范维度价值观和政治的重要性是一个战略发展层面，它将组织视为一个涉及经常涉及基本原则的问题和机遇的系统，另一个是处理组织第三部分日常运作的运作层面，本文介绍了一种分析方法的基本轮廓，该方法试图适应非营利组织所面临的不同管理挑战，这些挑战来自于第三届谷歌学者，论文http://scholargooglecn/schhphl=zhCN&lr=。