Translating specialised texts:an overview of key factors involved in translator training for specialized translation

Translators wishing to work on translating specialised texts are traditionally recommended to spend much time and effort acquiring specialist knowledge of the domain involved, and for some areas of specialised activity, this is clearly essential. For other types of translation-based, domain-specific of communication, however, it is possible to develop a systematic approach to the task which will allow for the production of target texts which are adequate for purpose, in a range of specialised domains, without necessarily having formal qualifications in those areas. For Esselink (2000) translation agencies, and individual clients, would tend to prefer a subject expert who also happens to have competence in one or more languages over a trained translator with a high degree of translation competence, including the ability to deal with specialised translation tasks. The problem, for the would-be translator, is persuading prospective clients that he or she is capable of this. This paper will offer an overview of the principles used to design training intended to teach trainee translators how to use a systematic approach to specialised translation, in order to extend the range of areas in which they can tackle translation, without compromising quality or reliability. This approach will be described within the context of the functionalist approach developed in particular by Reiss and Vermeer (1984), Nord (1991, 1997) inter alia.

Organisational learning, climate change and the tragedy of the commons in China

This paper ends with a brief discussion of climate change and suggests that a practical solution would be to transfer much of the current air, sea and long-haul trucking of intercontinental freight between China and Europe (and the USA) to maglev systems. First we review the potential of Asian knowledge management and organisational learning and contrast this against Western precepts finding that there seems to be little incentive to 'look after one's fellows' in China (and perhaps across Asia) outside of tight personal guanxi networks. This is likely to be the case in the intense production regions of China where little time is allowed for 'organisational learning' by the staff and there is little incentive to initiate 'knowledge management' by senior managers. Thus the 'tragedy of the commons' will be enacted by individuals, township, and provincial leaders upwards to top ministers - no one will care for the climate or pollution, only for their own group and their wealth creation prospects. Copyright © 2011 Inderscience Enterprises Ltd.