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Resumen: This study used the thinking-aloud method to investigate the working processes of translating an expository from english to Chinese. Five translation students and five translation expert participated in this study. They were asked to translate a paragraph of expository text in a published book and verbalized their thoughts while translating the text from English into Chinese. This paper reports and discusses some results af the in-progress date analysis of the study. After studying the cognitive moves present in the expert and the novice translating processes, differences were found between the students and the experts in terms of outside resourses, negotation of competing pressures, etc. The study is significant in identifying the key elements and strategies that characterize expert working processes, which in turn will shed lights on translator and teaching. This study in another step forward from my previous study of investigating the cognitive processes of translating. The reason for adding this dimension of expert vs. novice comparison is primarily pedagogical. If differences were indeed found between experts and novices, such information could be used to develop pedagogical tools for translation students. In this way, the experts can set a model for the students not only in what they can produce in translation but also how they have produced such translation. In other words, it can provide a source for cognitive apprenticeship, which may affect students beyond the limits of the conventional teaching method of having students study "good" translated texts. Second, by looking al how experts and students might use certain skiils diferently, it is possible to identify some feautures that exclusively characterize experts and that may be teachable but not yet taught explicitly to students. In short, the expert-novice comparision would have much to offer to translation instruction in terms of both what to teach and how to teach.

Resumen: El mentado "control de calidad" que todos esperamos de los bienes que consumimos diariamente rara vez se aplica al producto final traducido, especialmente cuando ésta ha sido realizada por varias personas. El trabajo como profesionales de la traducción, tanto en el ámbito educativo (cátedra de Traducción Literaria, Traductorado de Inglés, UNLP) como en el del trabajo específico de traducción, nos ha permitido comprobar que existen, consciente o inconscientemente, distintas instancias de revisión o "filtros" por los cuales una traducción pasa -o, mejor aún, debería pasar- antes de llegar al cliente. En este trabajo nos proponemos presentar un panorama sucinto con algunos ejemplos que ilustren cuánto puede gravitar a favor o detrimento de la calidad del trabajo realizado la aplicación consciente y coherente de criterios de revisión en traducciones grupales.

Resumen: Las exigencias actuales de los usuarios de traducciones han terminado por erradicar el tradicional perfil del traductor profesional solitario y lo obligan a adquirir las destrezas de un gerente o líder de proyectos capaz de conformar equipos de trabajo que respondan a las necesidades de los clientes en materia de calidad, volumen de trabajo y plazos, incluidos otros requerimientos especiales vinculados con, por ejemplo, el diseño gráfico. El objetivo de esta ponencia es presentar: a) las competencias que debe desarrollar un traductor en su carácter de líder o integrante del equipo de trabajo; b) los criterios de organización interna del equipo; c) las relaciones que deben establecerse con el cliente antes de prestar el servicio, durante su desarrollo y a su término, y d) los cinco pasos que considero necesarios para garantizar al cliente un servicio de calidad.

Resumen: Aun cuando, en la imaginación colectiva, el héroe solitario galope derribando barreras con sus balas de plata, la realidad demuestra que suele estar acompañado de un grupo de gente brillante. Y que los grandes logros son el resultado del esfuerzo de un equipo más que del genio aislado. Claro que no es fácil formar grupos productivos o de alto rendimiento. Según el especialista Patrick Lencioni, ha cinco "disfunciones" habituales: ausencia de confianza, miedo al conflicto, falta de compromiso, evasión de la responsabilidad y poca atención a los resultados. En el DVD de este número, Lencioni les describe en detalle y explica cómo superarlas. Alex Rovira, en cambio, pone el foco en la dimensión personal y reflexiona sobre lo que convierte a una persona en un integrante eficaz de un equipo.

Resumen: El fortalecimiento de la Comisión y la profundización en la investigación y el trabajo cotidiano dieron como resultado un grupo de trabajo muy activo que no detiene su marcha y crece a tal punto que en 2014 se dividirá en subgrupos para que la labor sea más operativa y eficaz.

Resumen: The Results-Only Work Environment concept allows people to work whenever and wherever. Is it a dream or nightmare? Here is a project manager's view on implementing the system.

Resumen: We presented a paper entlited Proofreading chinese and english translation: changing in changing times al the ATA annual conference in Atlanta last year, which aroused strong responses and stimulating discussion. therefore, as a follow-up, this paper will expand on this topic with an attempt to discuss the (controversial, but necessary) relationship between four essential parties: the translator, the proofreader, the translation agency, and the client. sensitive as the topic may be, this may be beneficial to all to bring to the open and confront some of the underlying but unspoken issues that have troubled and obstructed productivity among talentedpeople. Rather than "Keeping the cat in the bag", unveiling the mystery (or reality) will foster further stimulating discussion at the workshop among the four parties at the conference. We hope this will improve the quality of the chinese translation stateside. We also hop this will strengthen the contention that working with domestic or resident translators and proofreaders is beneficial to the translation agency and the ultimate client and a worthy investment towards quality. Within the relationship of the four parties, lie several sub-relationships: the relationship between the translation agency and the translator; between the translator and the proofreader; between the translator and proofreader and the translation agency; and the translator and proofreader and the translation agency and the client. How shall we deal with these relationship? Is it possible al all to create a congenial relationship among the parties or is it just an "idealistic" dream as some may call it? If it is possible, what are the approaches we may take to set up a congenial and workable relationship between the different parties? We understand that this topic of relationship will also involve business opportunities, confidentiality issues, professional ethics, and related cultural matters. How shall we look at and deal with these issues? How shall the parties, whith joint efforts, work towards a common goal -turning out quality translation work? These are the questions and issues we would like to address and hope to spawn productive and stimulating discussions with the audience.

Resumen: A discussion of philosophies and strategies that will ensure quality work, on-time delivery, happy clients, and motivated employees, which all leads to a positive impact on your bottom line. Company owners and managers rightfully spend most of their time and effort on satisfying client demands. But developing and implementing philosophies and strategies in áreas such as processes and procedures, human resources, customer service, and communication are critical to long-term health, stability, and growth. The following discusses philosophies and strategies that will ensure quality work, on-time delivery, happy clients, and motivated employees, which all leads to a positive impact on your bottom line.

Resumen: A small translation business in a huge, deadline-driven industry faces many challenges, but investing in the future of the profession pays dividends. An in-house translator with one of ITI ́s Corporate members talk to ITI Bulletin.

Resumen: A group of translators in Brighton have created a dedicated co-working space for linguists. Helen Veitch reports on the birth of the Brighton Language Collective.

Resumen: Sally Hill shares the results of a survey into how translators secure their clients, and makes a case for the power of professional and personal networks.

Resumen: Los estudios realizados en el marco de la llamada Teoría de la Administración señalan la necesidad de fortalecerse profesionalmente con nuevas habilidades y destrezas. El desarrollo de dichas habilidades y destrezas implica un cambio cultural que permite a las empresas y a los individuos ser más competitivos a un menor costo. El artículo de Gabriela Maleh poropone a los traductores aplicar en los servicios que brindan los conceptos surgidos en el campo de la técnica de la administración con vistas a alcanzar una mayor eficiencia y una óptima calidad en sus trabajos.

Resumen: Project churn happens, even with the best planning, even in the best of companies, even with well-intentioned managers. When such repetitive, disruptive project change does occur, what is its impact to cost, schedule, and resources? How can one prepare for it? Can it be harnessed? This artícle presents a practical approach for quantifying and managing project churn. This i can help project managers plan for and even embrace change rather than just brace for it. The article describes how identifícation and control are often real responses to common of project churn. Moreover, it seeks to help language professionals to better set stakeholder expectations by factoring change into pricing, cost, and schedule planning.