This site uses cookies.
Some of these cookies are essential to the operation of the site,
while others help to improve your experience by providing insights into how the site is being used.
For more information, please see the ProZ.com privacy policy.
engleski na hrvatski holandski na engleski engleski na srpski srpskohrvatski na engleski srpski na engleski holandski na hrvatski holandski na srpskohrvatski srpskohrvatski na holandski hrvatski na holandski
This person has a SecurePRO™ card. Because this person is not a ProZ.com Plus subscriber, to view his or her SecurePRO™ card you must be a ProZ.com Business member or Plus subscriber.
Poeni na PRO-nivou: 591, Odgovori na pitanja: 376, Postavljena pitanja: 22
Portfolio
Predati primerci prevoda: 2
engleski na holandski: Leaders - Stages General field: Društvene nauke Detailed field: Ljudski resursi
Izvorni tekst - engleski XXX will cultivate Stage IV Leaders
Stage I: Egocentric Leaders - Characteristic of young people, and perhaps 20% of adults, this is a stage of undeveloped spirituality. Members of this group are generally incapable of loving others. They may pretend to be loving (and think of themselves that way) but their relationships with their fellow human beings are all essentially manipulative and self-serving. They are unprincipled; governed by little but their own will. And since the will from moment to moment may shift, there is a lack of integrity in their being. Some may be quite disciplined in the service of expediency and their own ambition and so may rise to positions of considerable prestige and power. Some, occasionally, convert to Stage II.
Stage II: Achieving Leaders - These are people who mature to the point of valuing others--their self-identity has expanded to include family, peers, organization, faith group or nation. Stability is a principle value for people in this stage. They seek to conform to the rules of their faith and organization and may feel disconcerted or threatened if someone seems to be playing the game outside the established rules of the organization. Their pursuit of excellence is characterized by fairness, decency and respect for others. They routinely succeed in their organization goals because they genuinely value others. Their achievements are a reflection of their self-discipline. As they rise in organizational power and influence in their later phases of Stage II development, they develop and strengthen others as well. In these later phases, their achievements are accomplished with and through others.
Stage III: Servant Leaders - This stage of development is marked by an even greater expansion of self to embrace all people, regardless of race, gender, class or creed. Stage III leaders routinely use their power and influence to serve and develop others. In Robert Greenleaf's terms, those around them become healthier, wiser, more autonomous and independent--and more likely to become servant leaders. These leaders are routinely entrusted with leading teams within important institutional assets, and with entire organizations. This is a stage of growth that questions rigid belief systems and transcends conventional rules and roles
People at this stage of development exhibit a high need for achievement, yet not at the cost of others in their organization or in society at large. They have a high need for independence and low need for conformity. They have a high propensity for mature risk-taking, a strong sense of self-efficacy and a love of ambiguity. Accordingly, they thrive in times of turbulence and complexity. They have adopted a systems view of the world. In the more advanced phase of this stage they gain stronger awareness of the interconnectedness of all life. In their organizations they nurture understanding of and responsibility for the larger social systems within which the individual and organization operates.
Servant leadership alone is no longer adequate to the high challenges prevailing today. Our institutions must be led by a more advanced generation of "Renewing Leaders" or "Stage IV" leaders.
Stage IV: Renewing Leaders - Stage IV leaders embody the characteristics and values of servant leaders but have matured to a more comprehensive and subtle level of development. They exhibit a capacity for extraordinary functioning and performance. At the heart of this kind of performance is their capacity for tacit knowing that can be accessed and used for breakthrough thinking, strategy formation, operational excellence and innovation, including envisioning and creating the kind of organization or society we desire.
They hold the conviction that there is an underlying intelligence within the universe that is capable of guiding us and preparing us for the futures we must create. They combine their cognitive understanding of the world around them with a strong personal sense of possibility--the possibility of actualizing hidden potentials lying dormant in the universe, a view that carries with it the power to change the world as we know it.
Prevod - holandski XXX ontwikkelt Fase IV leiders
Fase I: Egocentrische leiders - Kenmerkend voor jonge mensen en, misschien, 20% van alle volwassenen - dit is een fase waarin spiritualiteit nog niet ontwikkeld is. Leden van deze groep zijn in het algemeen niet in staat om van anderen te houden. Zij kunnen doen alsof zij liefdevol zijn (en zichzelf als zodanig zien), maar hun relatie met andere mensen uit hun omgeving is in wezen manipulatief en draait alleen om eigenbelang. Zij hebben geen principes; zij laten zich bijna altijd door hun eigen wil leiden. En omdat de wil van een mens van het ene op het andere moment kan omslaan, is er bij deze leiders weinig integriteit te merken. Sommigen kunnen behoorlijk gedisciplineerd zijn wanneer het gaat om het dienen van eigen belangen en het najagen van hun eigen ambitie en weten zich daardoor naar een functie met aanzienlijke prestige en macht te werken. Anderen gaan soms over naar Fase II.
Fase II: Presterende leiders - Dit zijn mensen die uiteindelijk zo veel groeien dat zij anderen gaan waarderen--hun eigen identiteit heeft zich ontplooid en omhelst nu familie, collega's, organisatie, geloofsgemeenschap of volk. Stabiliteit is een basiswaarde van mensen in deze fase. Zij streven ernaar om de regels van hun eigen overtuiging en organisatie na te leven en kunnen van hun stuk worden gebracht, of zich zelfs bedreigd voelen wanneer zij denken dat iemand anders de grenzen van de vastgestelde regels van de organisatie te buiten gaat. De manier waarop zij de top willen bereiken kenmerkt zich door eerlijkheid, fatsoen en respect voor anderen. Meestal slagen ze in het behalen van de doelen van hun organisatie doordat zij anderen werkelijk waarderen. Hun prestaties zijn een weerspiegeling van hun zelfdiscipline. Naarmate hun organisatorisch vermogen en hun invloed tijdens de latere stadia van hun ontwikkeling binnen deze fase II groter worden, lukt het ze uiteindelijk om anderen om zich heen ook te ontwikkelen en sterker te maken. In deze latere stadia bereiken zij hun eigen prestaties samen met en via anderen.
Fase III: Dienende leiders - Deze ontwikkelingsfase kenmerkt zich door een steeds grotere groei van de eigen persoon, tot het punt waarop men bereid is om alle mensen, ongeacht hun ras, geslacht, klasse of gezindte, in de armen te sluiten. In de regel maken fase III leiders gebruik van hun macht en invloed om anderen te dienen en ze te helpen ontwikkelen. Zoals Robert Greenleaf het zegt, worden mensen om deze leiders heen gezonder, wijzer, zelfstandiger en onafhankelijker - en maken ze meer kans om zelf dienende leiders te worden. In de regel krijgen deze leiders de leiding over teams met belangrijke institutionele kwaliteiten, alsook de leiding over de organisatie als geheel. Dit is een groeifase waarin men vragen durft te stellen over het nut van starre geloofssystemen en conventionele regels en rollen terzijde durft te schuiven.
Mensen die deze fase van ontwikkeling hebben bereikt vertonen een hoge drang naar prestatie, maar niet ten koste van anderen binnen hun organisatie, of van de maatschappij in het algemeen. Zij vertonen een grote drang naar onafhankelijkheid en hebben weinig behoefte aan inschikkelijkheid. Zij vertonen een sterke neiging om grote risico's te nemen, hebben een sterk gevoel van eigen kracht en vinden het heerlijk om de boodschap van een ander innerlijk op meer dan één manier te verwerken. Als gevolg daarvan doen zij het heel goed in tijden van onrust en complexiteit. Zij hebben een filosofie over algemene systemen in de maatschappij aanvaard. In een verder gevorderd stadium van deze fase worden zij zich sterker bewust van de onderlinge verbondenheid van het leven als geheel. Binnen hun eigen organisatie stimuleren zij het begrijpen van en verantwoordelijkheid nemen voor de grotere maatschappelijke systemen waarbinnen een mens zowel als individu als organisatie functioneert.
Dienende leiderschap alleen kan niet langer op tegen steeds grotere uitdagingen die de overhand krijgen in de hedendaagse maatschappij. Onze instituties moeten worden geleid door een progressievere generatie: "Vernieuwende leiders”, ofwel "Fase IV" leiders.
Fase IV: Vernieuwende leiders - Naast alle kenmerken en waarden van de dienende leiders, zijn fase IV leiders nog een stap verder gegaan door zich te ontwikkelen naar een uitgebreider en subtieler niveau. Zij zijn uitermate geschikt voor buitengewoon functioneren en presteren. Zij zijn eigenlijk in staat om op deze wijze te presteren doordat zij van nature aanleg hebben voor individuele kennis die 'in het hoofd zit' en moeilijk overdraagbaar is; dit soort onbewuste kennis kan worden bereikt en gebruikt voor welbewust denken, strategievorming, operationele uitmuntendheid en innovatie, inclusief het bedenken en creëren van een organisatie of maatschappij die ons allen aanspreekt.
Zij zijn ervan overtuigd dat er een onderliggend rationeel wezen binnen ons universum bestaat dat in staat is om ons allen te sturen en ons voor te bereiden op de toekomst die wij zelf moeten creëren. Zij combineren hun verstandelijke begrip van de wereld om hen heen met een sterk persoonlijk idee van mogelijkheid--de mogelijkheid om verborgen potenties die binnen het universum blijven sluimeren te verwezenlijken - een opvatting die de kracht met zich mee draagt om de wereld zoals wij die kennen te veranderen.
hrvatski na engleski: Newspaper article General field: Ostalo Detailed field: Istorija
Izvorni tekst - hrvatski Mještani Silbe s posebnim iskaznicama
I bjegunci su našli zaklon u Lunu, gdje su kod nekih seljana prespavali jednu noć: »Drugoga se dana vrijeme smirilo. Naš je plan stići do predvečerja na Silbu, koja mi je veoma dobro poznata. Tako je i bilo. Koristili smo se nešto jedrom a nešto veslima.
Putem smo nabasali na veliko jato dupina. Bez neprilika stigosmo kasno poslije podne u jednu valicu
na zapadnoj strani otoka. Dok su drugovi ostali kraj barke, sišli smo Ivo i ja u mjestance Silbu da napunimo
boce svježom vodom.
Naime, dumijana nam je vode puknula od jučerašnjeg nevremena, pa je trebalo imati nešto rezerve. Bio je
to prilično riskantan potez, jer Silba je pogranična zona gdje se stanovništvo služi posebnim iskaznicama.
Imali smo sreću da nas mjesna milicija nije zaustavila. Silba je jedino mjesto na istoimenom otoku, mjesto mornara i ribara, napredno ali siromašno...
Moglo je biti 9 sati navečer kad se ‘Galeb’, spreman da
zaplovi pučinom, uputio pravcem Italije. Svjetionik Grujica ostao nam je nadesno. Zatim smo udarili ravno
prema Anconi, kuda nam je bio cilj.
More je mirovalo. Trebalo je veslati jer zbog opreza jedro se nije smjelo dizati. Imao sam dosta iskustva iz
partizanskog ilegalnog rada upravo na ovome terenu. Barku bez jedara nemoguće je zapaziti, pa ni iz blizine
od stotinu metara...
Putna nam je dvije litre i još k tome jedna litra rakije.
Usvaja se moj prijedlog da se neveslači uzdržavaju od pića...
Oko dva sata u noći zapuhao je jak vjetar u krmu, prilično jak ali konstantan. San je zavladao ljudima i oni se zavališe na dnu barke i zaspaše. Ostao sam jedini budan da upravljam čamcem.
Trebalo je pametno manevrirati barkom, jer su se valovi igrali njome kao ljuskom oraha. Dozvoliti jednome valu gigantu udarac u bok, značilo bi naći se ne više na suhom već u moru. Vjetar je bio dosta jak, ali ipak nije odgovarao veličini valova.
Radilo se o ‘mareti’, koja je česta pojava na otvorenoj pučini. Držim da smo prevaljivali sigurno 6 milja na sat, zahvaljujući ne samo jedru, nego pogotovu valovima koji su nas gurali naprijed. Obuzeli su nas osjećaji ništavnosti na toj prostranoj pučini.
Oko nas samo more i nebo. Prepustio sam se udesu, dok su drugovi, mirno ležeći utonuli u dubok san.«
»Jedan se parobrod ukazao na pučini«
»Oko 6 sati ujutro primjećujemo nekoliko milja udaljen od nas jugoslavenski nautički brod ‘Jadran’.
Nešto kasnije jedan se parobrod ukazao na pučini, vjerojatno dolazeći iz Trsta, presjekavši nam pravac, produžio je prema jugoistoku. U 10 sati ukazuje nam se talijansko kopno.
Veselo raspoloženje. Računamo da ćemo oko 14 sati već biti negdje sasvim blizu kraja. Nije još prošlo 12 sati kada je Pero uzviknuo: ‘Približava nam se mas!’ Mislio je on na jugoslavenski patrolni brod. Što bi okom trepnuo, brod je već bio pokraj nas. No, umjesto 'masa’, ja sam čitao ‘Esperanza’, talijanska petrolijera.
Mahali smo im. Evo kraja našeg opasnog putovanja. Meni je ipak bilo žao što nismo potpuno prešli Jadran.
‘Esperanza’ je prišla tik uz nas i zaustavila mašine. Rekli smo im tko smo. Pitaju nas hoćemo li s njima u
Veneciju. Pristajemo. Popesmo se na brod, a zatim digoše naš čamac. Susret s talijanskim mornarima bio je veoma srdačan. Spremiše nam izvrstan ručak, po talijanskome običaju paštašuta s mesom, voćem i crnim vinom. Ponudili su nas s crnom kavom i talijanskim cigaretama. Poslije jela dadosmo kapetanu zatražena objašnjenja i podatke. Mjesto gdje smo se ukrcali na petrolijeru bilo je petnaestak milja udaljeno od talijanske obale, nešto sjevernije od Ancone. Spuštala se večer kad smo nakon dugog manevriranja između venecijanskih gondola pristali uz kopno.
Tu noć smo prespavali na brodu.«
Prevod - engleski Silba islanders with special ID cards
Thus the renegades sought their shelter at the village of Lun, where they spent a night by some villagers. “On the second day, the weather became calm. Our plan was to arrive by the early evening at the island of Silba, the island I am very much familiar with. It happened just like I expected.
We hoisted the sails from time to time, but sometimes we paddled. On our way, we came over a big pod of dolphins. Without any trouble, we reached a little bay on the western side of the island in the late afternoon hours. While our companions remained by the barge, Ivo and I went to the village of Silba to fill the bottles with fresh water.
The water flask we had had broken in yesterday’s storm, so we needed some water reserves. It was a rather risky move because the island of Silba was a border zone in which the population was using special identity cards.
We were lucky that the village police did not stop us. Silba is the only village on the island with the same name, a home to sailors and fishermen, advanced but poor…
It was as good as 9 p.m. when ‘Galeb,’ ready to sail the open sea, headed towards Italy. We left the Grujica lighthouse behind, on our right side. Then we headed directly towards Ancona, which was our destination.
The sea was calm. We had to paddle because, as a precaution, we should not hoist the sails. I had a lot of experience in this area, from the time I sailed here with the partisans. A barge without the sails is impossible to notice, not even at a very close distance of some hundred metres…
Our food provisions were a meagre fare. We had only two litres of water left and one litre of brandy. My suggestion that those who were not involved in paddling should abandon drinking was accepted…
After midnight, at about two o’clock, a strong wind started to blow to the stern; it was a rather strong and constant wind. The men became overwhelmed by fatigue, so they lay down on the bottom of the barge and fell asleep. I was the only one awake, left to operate the barge.
The barge had to be wisely manoeuvred because the waves played with it as if it were a walnut shell. To allow a gigantic wave to hit the flank would mean bringing us all right into the sea. The wind was rather strong, but still it did not correspond to the size of the waves.
The waves were forming ‘mareta’ — foamy waves over the horizon — this is a common phenomenon in the open sea. I assume that we were travelling 6 miles per hour for sure, not only thanks to the sail, but also thanks to the waves that kept pushing us forward. The feeling of nothingness overwhelmed us on that enormous open sea.
Nothing but the sea and sky around us! I surrendered myself to the fate, while my colleagues, lying there so quietly, fell into a deep sleep.”
“A steam boat appeared on the horizon”
“At about 6 a.m., we noticed the Yugoslav ship ‘Jadran,’ several miles away from us.
Shortly afterwards, a steam boat appeared on the horizon, probably sailing from the direction of Trieste, and, while crossing our route, it continued to sail towards the southeast. At 10 a.m., the Italian mainland appeared.
Cheery mood! We guessed that, at about 2 p.m., we would be almost at the end of our journey. It was still not 12 p.m. when Pero started to shout: ‘The mas is approaching!’
What he meant was the Yugoslav patrol boat. The ship was beside us in the twinkle of an eye. But, instead of the ‘mas,’ I could read ‘Esperanza’ on it — it was the Italian patrol boat.
We started to wave. Here’s the end of our dangerous journey.
However, I was a bit disappointed that we had not been able to cross the entire Adriatic on our own. The ‘Esperanza’ approached us very closely and stopped its engines.
We told them who we were. They asked us if we wanted to join them on their way to Venice. We agreed. We then boarded the ship and they lifted our barge. The encounter with the Italian sailors was very cordial. They offered us a great meal, completely Italian — pasta with meat, fruit and red wine. They offered us black coffee and Italian cigarettes. After the lunch, we gave the required explanation and information to the captain. The place where we boarded the patrol ship was about fifteen miles away from the Italian coast, a bit to the north of Ancona. Night was falling by the time we docked, after the endless manoeuvring between the Venetian gondolas. We spent that night on the ship.”
engleski na holandski (Stichting Instituut van Gerechtstolken en -vertalers, verified) holandski na engleski (Stichting Instituut van Gerechtstolken en -vertalers, verified) holandski na srpskohrvatski (Stichting Instituut van Gerechtstolken en -vertalers, verified) srpskohrvatski na holandski (Stichting Instituut van Gerechtstolken en -vertalers, verified) engleski na holandski (University of Utrecht, Netherlands, verified)
holandski na srpskohrvatski (University of Amsterdam, verified) srpskohrvatski na holandski (University of Amsterdam, verified) engleski na holandski (Belgian Chamber of Translators and Interpreters) holandski na hrvatski (Belgian Chamber of Translators and Interpreters) holandski na srpskohrvatski (Belgian Chamber of Translators and Interpreters) hrvatski na holandski (Belgian Chamber of Translators and Interpreters) engleski na hrvatski (NGTV, ATA, ATIO) engleski na srpskohrvatski (NGTV, ATIO, University of Sarajevo)
Adobe Acrobat, Frontpage, Microsoft Excel, Microsoft Office Pro, Microsoft Word, Adobe Acrobat 6.0 Standard, Adobe CS2 - InDesign, Illustrator... (Win), FileZilla, Microsoft Excel, Microsoft Publisher 2003, Microsoft Word, Transit Satellite PE, Other CAT tool, Powerpoint, QuarkXPress, SDLX, STAR Transit, Trados Studio
Always looking for new possibilities and professional challenges and willing to continuously improve educational skills.
I am now interested in taking on new challenges and responsibilities. Professionally committed and responsible, I easily meet deadlines, think of multiple solutions, and am capable of managing various simultaneous projects.
Specialties
* Agriculture
* Food and food-processing
* Medicine
* Pharmacy
* Law
* European Community legislation
* Literary translation
* Simultaneous interpreter
Literary translations:
- Margaret Atwood – “Surfacing” (Serbian title: “Izranjanje”) - English – Serbian, Novi Sad, 2006
- Yves Beauchemin – “Juliette Pomerleau” (Serbian title: “Žulijet Pomerlo”) – French – Serbian, Novi Sad, 2006
- Noam Chomsky: Propaganda and the Public Mind - translated from English into Serbian; Serbian title: "Propaganda i javno mnjenje", publisher RUBIKON, Novi Sad, 2004
- Robert Alexander - The Kitchen Boy; from English into Serbian (Serbian title: "Poslednji ruski car") publisher RUBIKON, Novi Sad, 2005
- Hanna Kraan: Lang leve de boze heks; from Dutch into Serbian (Serbian title: "Zivela strasna vestica") publisher: RUBIKON, Novi Sad, 2005
- Antoine de Saint-Exuperie; Le Petit Prince (Mali Princ) - translation from French into Serbian, publisher RUBIKON, Novi Sad, 2004
Ključne reči: general medicine, dentistry, dental technology, pharmacy, medical technology, biology, agriculture, contracts, law, criminal law. See more.general medicine,dentistry,dental technology,pharmacy,medical technology,biology,agriculture,contracts,law,criminal law,immigration,European legislation,business relations,literature,subtitling,simultaneous interpretation. See less.
Ovaj profil je primio 121 posete u prethodnih mesec dana, od ukupno 44 posetilaca
