Skills-in-Business-Begotiation英語專業(yè)論文

PAGEPAGE20中國某某信息學校學生畢業(yè)設計(論文)題目：SkillsinBusinessBegotiation姓名：0000班級、學號：000班、00號系(部)：經(jīng)濟管理系專業(yè)：商務英語指導教師：000開題時間：2008-4完成時間：2008-11-122009年11月目錄畢業(yè)設計任務書…………………1畢業(yè)設計成績評定表……………2答辯申請書……………………3-5正文……………6-22答辯委員會表決意見……………23答辯過程記錄表…………………24課題(論文)提綱0引言1國際商務與商務談判2談判前的方法和策略2.1重視環(huán)境因素2.2信息的收集2.3確定談判的態(tài)度2.4準備多套談判方案3談判中的方法和策略3.1建立和諧氣氛3.2巧妙提問3.3使用模糊語言3.4曲線進攻3.5話語適中3.6針鋒相對3.7使用幽默語言3.8馬拉松戰(zhàn)術3.9感情激將法4談判后的遺留問題解決5結論二、內容摘要全球經(jīng)濟化趨勢的增強,使得各國企業(yè)彼此之間的合作也越來越緊密了，而談判又是社會經(jīng)濟活動中的一項重要內容，它作為經(jīng)濟活動的起點，對企業(yè)商務交易的成功，對市場經(jīng)濟的繁榮有著非常重要的作用。要使企業(yè)能良好發(fā)展，在商務談判過程我們就必須得爭取獲得最大的利益,這就是談判目標，而作為談判人員我們需要使用恰當談判技巧來實現(xiàn)，恰當?shù)厥褂眉记刹粌H可以保護自身的利益給企業(yè)帶來效應，還可以維護更長久的交易關系。在談判前我們要注意收集信息和確定談判態(tài)度等來為談判充分做好準備，而在談判時我們就要靈活地使用那些談判策略，像巧妙提問，曲線進攻，使用馬拉松戰(zhàn)術等。參考文獻[1]姜利軍；彭江.商務談判[M].北京：中國物質出版社，1988:12[2]劉園.國際商務談判[M].北京：對外經(jīng)濟貿易大學出版社，1999:1[3]建修.商務談判36計[M].北京:當代中國出版社,2002:11[4]喬淑英;王愛晶等.商務談判[M].北京：北京師范大學出版社,2007:2[5]潘肖玨;謝承志.商務談判與溝通技巧[M].上海：復旦大學出版社,2006:8[6]葉柏廷.決戰(zhàn)談判桌[M].內蒙古：內蒙古文化出版社,1997:11[7]仇志榮.對外商務談判中的問題與對策[M].北京:中國經(jīng)濟出版社，1994:8SkillsinBusinessNegotiationChenHonglingAbstract:Withthedevelopmentofglobaleconomictrend,thecooperationbetweenenterprisesfromdifferentcountrieshasbacamemoreclosely,andnegotiationasastartingpointthathasaveryimportantrole,nomatterforthesuccessofbusinesstransactionorfortheprosperityofmarketeconomy,andalsoitisaveryimportantpartofthesocio-economicactivities.Ifwewanttomaketheenterprisededevelopwell,weshoudtryourbesttogetmostprofitsintheprocessofnegotiation,that’sthenegotiatingobjectives,whiletobeanegotiator,weneeduseproperskillstoachievethisobjectives,whichnotonlycanhelpusprotectowninterests,butalsocankeepthefurthercooperationship.Inpre-ngotaitionweshouldcareahouttheinformationgatheringandnegotiationattitudetofullypreparefornegotiation,andwhenwenegotiationweshouldflexiblyusethisskills,suchas,askingquestionskillfully,agressingindirectly,Marathon-styletactics,ect.Keywords:skills;businessnegotiation;ruduction：Asthetendencyoftheworld’seconomyglobalizationbecomestrongerandstronger,cooperationandrelationshipbetweencountrieshavebecomemoreandmorecloser.WiththeongoingofchinaopeningandreformpolicyandsucceedinentryWTO,theforeigntradehavebeeningdevolopedwithflyspeed.Asacenterofthetrade,businessnegotiationmadeagreatimpactiononoperationofenterprise,andalsoanimportantpartofconductingaforeingntrade.nomatterwhatlineorwhatproducts,buyerwanttoimportgoodstheyneedtonegotiate,atthesametime,sellerwanttoexportgoodstheyneedtonegotiate.Itisthedealingbetweensupplierandcustomersinordertoreachagreementonprice,quantity,quality,paymentandothertermsandconditionsofasale.obviously,it’sverycomplexandtryingprocessandimportanterthanwhatweimage,soit’snecessarytohavemasterystrategiesandtacticeswhichisthekeytogetatransaction.1.InternationalbusinessandbusinessnegotiationTherearemanyinternationalbusinessbetweencountriesinthiseraofeconomicglobalizationaanditreferstoanybusinessactivitythatcrossnationalboundaries.Whatweexchangenotonlyincludeproducts,butalsoinvolvefund,technic,information,service,ect.andaswekownthatourfinalpurposetodothisbusinessactivityistogetatransactionandtogetbenefits,thenhowwecandothat?allthatweneedtothroughbusinessnegotiation,nomatterwhatkindofbusinessortransactionifwewanttogetmutuallyagreement.Asanimportantandnecessarypartofinternationalbusiness,businessnegotiationhasaspecialfunction,itisanactionofdifferentpartyexchangetheirinormationinordertogetatrasactionandnegotiateforimportantclauseofthebusines.Throughnegotiationwewillimprovetherelationshipsbetweeneachotherandexchangeviewpointtoreachmutualbenefit.Butthekeyishowwecansolvethenegotiationproblems,andthenweneedtousesomespecialnegotiationskillstohelpus.Negotiationskillsisthefloorboardoftheuseofmatters,measures,strategiesandtacticeswhichbeadoptbynegoatorsinordertoachievethegiventargetinprocessofneotiation.Ithasadirectimpactonresultofnegotiationandrelatedtotheinterestsofthepartiesandtheeconomicefficiencyofenterprises.Theproperuseofthenegotiationskillsisanimportantprerequisiteforthesuccessofbusinessnegotiations.Itwasapowerfulmeanstoavoidweaknessandgaintheinitiativeinthenegotiation,alsoisaneffectivetoolforenterprisetomaintaintheirowninterests.Generally,theprocessofinternationalbusinessnegotiationismadeupofthreedifferentstage(pre-negotiation,negotiation,andpost-negtiation),andeachstateisdifinedasaspecificpartoftheprocessandcoverallactionsandcommunicationbyeithersidepertainingtonegotiationsmadeduringthatpart,anywaypre-negotiationandnegotiationareparticularlyimportantforasuccessfulbusinessandmoreneedtouseskills.2.skillsinpre-negotiationThepre-negotiationstagestartsfromthefirstcontactbetweenthetwosideswhoseinterestedindoingbusinesswitheachotherisshownfromthisstageon,bothsidesbegintounderstandone’sneedandevaluatethebenefitsofenteringintotheprocessofnegotiation.Thisstagemoreusuallyimportantthantheformalnegotiationintheinternationalbusinessrelationship,asifyounotpreparewellthereisnobigchancetogetyougoal,andthatneedn’ttonegotiate.Trustandconfidenceineachotherareforgreathelp,bothsidenowstarttoformtheirskills,forfacetofacenegotiationaswellastrytoforeseeandtakeprecautionagainstpossibleeventstofullypreparedbeforethenegotiation,negotiatorsshouldhavetotakethefollowingfouraspectsintoconsideration.2.1EvironmentalfactorsTheenvironmentalfactorsrefertopolitics,religious,belief,legal,system,business,practices,social,customs,financialstateandclimate,whichwillaffectthenegotiationinadirectorindirect,itmayinsomewaydeterminethesuccessorfailureofthenegotiation.Sobeforenegotiationyoushouldkowntheprobablethingsabovethat,likewhentheydobusinesswhatpracticestheyoftenuse,isthereanyinfluenceonyourtransactionthattheyeconomicsystemwillcaused,what’swordcann’tsaywhenwecommunicate,whatistheirreligious,whichareveryimportantthatcann’tlookdowntoaviodtakingmistakeandmaketheopponentuncomfortableandleaveabadimpression.2.2GatheringinformationNegotiationisaoccasionofcommunicate.Ifyouwanttogettheinitiativeduringtheprocessofnegotiation,youmustprepareallinformation(credit,financeect.)youmayneedinadvance,anddonotforgettoreseachandanalyzeit.Certainly,thatnotsayallinformationsareabletouse,youmustmakesurethatwhatyougetarereliable.Thenhowtoefficientgettheusefulinformationhasbecomeoneofmostdifficultyfornegotiation,andthechannelofgatheringtheinformationseemstobeoneofcrucialfactorstoasuccessfulnegotiation.2.3TheattitudeofnegotiationTherearemanykindsofnegotiationinbusinessactivity,wecannotdoawaysgivethesameattitudetoallnegotiation,whichweshouldbasisontheimportantextendofthenegotiationcontentandresult.Ifthenegotiationobjectisveryimportantforcompany,suchaslongtermcooperationclients,butthecontentandresultnottoomuchimportant.thenyoucantaketheconcessionattitudetonegotiate,thatistosayyoucansatisfiedyouclientsunderthesituationofnolossingandbadinfluence,whichseemsmorebenefitforfurthercooperation.Ifbothclientsandresultareimportantforthecompany,youshouldkeepafriendlycooperationattitudeandtryyoubesttogetwin-winsituation,maybeyoucanturntheconflicttothethirdpart.Butiftheclientisimportant,andtheresultisnotimportant.Wellthen,ifyoudonotneedtoconsidertheopponent,theonlywhatyoushouldtodoistryyoubesttopersuadetheclientstotrustyouandgetadealforyoudesire.2.4PrepareseveralnegotiationplansInthebegainningwhatplanthenegotiatingpartiestakeoutarealwaysbenefittothemselves,whilebothsidewishtogainmorebenefitsthroughnegotiations,sotheresultswillcertainlynottheoriginalplan,buttheresultafterconsultation,compromise,andmodificationsbytwosides.What’smore,ifyounotprepareotherplans,youhavenoideaofconcessionanditiseasytofallintoatrapthatsettedbyyouopponet.Alsoaftereachotherargueisofteneasygetlostintheoriginalwillingandatthistimeyouwilldisorderyourthinkingevendonotkownwhat’syoupurpose,thenthebestwayistoprepareseveralnegotiationplans,firstcomeupwiththemostadvantageousproposal,ifnoagreement,comeupwiththesecond,likethatcomeupagain.3.SkillsinnegotiationAtthisstagebothsidescanfacetofacecommunicate,andnegotiateforprice,quality,quantity,termsofpaymentandshippmentect.Andalsotheplacewhereistheconllisionanddissensionappear,becausethereisbenefitsorprofitstheywanttoargue,howevernegotiation’sdirectaimistogetanagreementbothsidessatisfied,sotheyneedtocooperationinspiteofthefactthateachsidemayviewthesituationinitsownway.Ontheotherhand,asitdirecteffecttheendofthenegotiation,soweshouldtakemorecareofitandusesomeskills.3.1BuildaharmoniousatmosphereThatwouldbebetterifyouchoosethetopicontheitemsofcommeninterestforinitialdiscussionsuchassport,tastedfoodect,andshowthehappyexperience,andinthisbusymoderpeoplehavenotenoughtimetorelax,thosewillletbothenjoythismomentnotjustforthetaskstogetbenefit.Besides,youcanexpressthewishofcooperation,inthiscasetogiveasubconsciouscooperationimpressiontocounterworker,canalsobeofinteresttotheothersidetoprovidesomebusinessinformation,orforsomeveryimportantissuesarenotsimpletoexplore,ifreachaconsensusbetweenthetwosidesoftheheartthatwilloccurswonderfulchanges.3.2AskthequestionskillfullyAskthequestionskillfullyisakeyforanegotiationsuccessorfailure,throughaskquestionyouwillnotonlygaintheinformationwhichpeacetimecannotget,butalsowillhelpyoutoconfirmthejudgementmadebefore.Exportersshouldaskquestiononon-limitsway(replynotuse“yes”or“no”)tokowntheimpoters’demand,sincethisquestioncanmadetheimpotersspeaktheirdemandfreely.Forinstance,“Canyoutellmemoreaboutyourcompany?”or“Whatisyouropinionaboutourproposal?”.Duringthisprocess,wehavetonotetheanswerthatmightbeuselater,afteroffer,theimporteralwayswillask“Cannotyoudobetterthanthat?”,forthisyoudon’tneedtomakeaconcession,butshouldrespondedbyasking“Whatismeantbybetter?”or“Betterthanwhat?”,thisquestionwillleadthetheimporterexplainwheretheywerenotsatisfied.Iftheopponentusefuzzyworldansweryouasked,wecannotacceptbutneedrequirethemmakeaspecificanswer,thatissaythatyoucanaskeachinarowuntilknowthecircscompletely.Itisnoteworthythatyoushouldgetthepermitbeforeyouask,especiallyIntheearlystagesofnegotiations.Ithastwoadvantages,First,iftheotherpartyagreetoourquestions,itwillbemorecooperativeinansweringquestions;Second,iftheotheransweris“Yes”,thispositiveresponsewillcreateapositiveatmospherefornegotiationsandbringagoodstart.3.3VaguelanguageTheuseofvaguelanguagehasalotofflexiblitytoputouttheinformationvague,avoidover-determined.Forexample,“Iamafraidthattheproposalyouputforwardjustnowisnottoomuchyoupresentationmakesmefeelalittletoo—youkownwhatImean”,“isnottoomuch,youkownwhatImean”allthisarevaguelanguage,ithasvariousmeaningandnoclearboundaries,sothattheycanneatlyunderstandandnobigpossibilitytoleadthenegotiationgetintodeadlock.What’smore,italsowillcostlesstopassenoughinformationtomakerightadjustments.Wecanusethisvagueword,suchas,ifperhaps,maybe,seem,asif,asfarasIcantell,I’mafraid,itissaid,sortoftosomeextent,ect.thiswordcanhelpusgetthroughthesituationofpredicament,makethenogotiationgosmoothly,maybesometimesithasameanofrefuse,butitisnotaunduehurttotheothers’heart.3.4Curveattack

SunTzusaid,“in-lineasstraight”.CroweDaviswhoisaGeneralalsosaid,“ashortcuttoreachthegoalisthemosttortuousroad”.Itcanbeseenthatifwewanttosuccessweshouldgoaheadroundabout,otherwise,directlytowardthetargetwouldleadtotheothersideofthealertandconfrontation,andweshouldtoseizetheinitiativebyguideother’sthinking,forexample,bythewayofaskingquestions,letthemsaytheansweryouwanttohearonavoluntarybasis,Onthecontrary,themoreyoueagertoreachthegoals,themorelikelytoexposeyouintentions,instandbeenimposedbytheotherparty.3.5SilentandsoundmoderateNegotiationsisnotonlythelanguageofcommunication,butalsoactsofcommunication,youshowsomethingoutalwayswhatyouthinkinyouheart.Bodylanguage,posture,etc.,aslinguisticforms,butalsodeliveravarietyofinformation.Businessnegotiationsometimesneednegotiatorshaveaglibtongue,sometimesneedkeepsilent,assaidsilenceisgolden.seeingfromthelinguisticstandpoint,thesilenceisalsoalanguage,oranodorshaketheirheads,orshruggingwaved,ordumb.Justrightofsilenceisnotonlyalanguagearts,andsometimesevencandoit“silenceoutweighsnoisethistime”toreachahigherrealmoflanguagearts.Allthisrequirethenegotiatorsgrasptheprincipleofmoderatedegreewhichismainlymanifestedindegreeoflistening,intensity,depth.Firstofall,wemustpayanattentiontotheacceptablelevelforlistener.Goodatlistenbetterthanwhocansay,sowhenweexpressourideawewouldinfiltratesomesatisfiedwordsintoyoursentenceorsometermsclosetotheirconditions,thenlistenersareinclinedtolisten,andlistencarefully,andalsonecessarytoleavesomesuspenseandstimulateother’sinterestinlanguagesurprisingly,otherwisethelistenerwillnotkeepupwiththeideaofthenegotiations,cannottouchthepulseofthenegotiations,noagreementisreachedyet.Followedbytheintensity,thatrefersthestrengthoftalkingortheedgeofusingwordinthenegotiations.Strongrepresenttheperformanceofpowerfulvoicebutnothigh-throatbigvoice,weakrepresenttheperformanceofsuitableandgentlevoice.Inthisway,thetonesoundscadenced,andalsomaketheemotionalofcontentmorecolorful.Last,thedepth,itreferstolanguageandcontentinacomprehensiveanddeeplevel.Thedepthofflexiblechangeswhenwediscusscanreflectdifferentintention.Onlythelengthofthelackingdepthistoogeneralitity,nopracticalsignificance.3.6Give

tit

for

tatInbusinessnegotiations,weoftenfoundsomeintractablepeople,suchas“stingyperson”,theytendtoquoteveryhigh,andthenrefusedtomakeconcessionsinaverylongtime,ifyoucannotcontainyouselftomakeconcessions,theywilltrytoforceyoutomakeoneandanotherconcession.Americanpsychologistswhodidsometestsforsuchkindofpeople,letthemrespectivelynegotiatewiththedifferentrivalswhomakedifferentdegreeconcessions.Theresultshowthatthebestwaytocopewiththisintractableemulantsistoothforatoothandtitfortat,andalsomakeourselfbeaintractablepeopleatthesametime.However,itisimportanttonotethatwedothisnotthegoalbutameanstoachieve,soitalsoneeduseproper.3.7UsehumorwordWhenwecommunicatewithourclients,humorlanguagecanmakeseriousandnervousatmospheremoreeasytoaccept,itcansuddenlybecomeactiveagain,evenifinthewarofwordsofargumentsandfiercecompetitivebargaining.Humoralsocanbebenefittorefutefallacies,andpersuadetheotherstotrustyou.Itcanbesaidthatthemajorfunctionsofhumoristocreatagoodatmospherefornegotiation,andexpressingemotion.Sothatnegotiatorswillhaveapsychologicalenjoyingandbegladtoimprovetheefficiencyofthenegotiations.Forexample,I’moftheopinionthatourmeetingisfruitfulbutthereisonlyonepointthatIfeeldisappointed(pause)isthatthereisnosingleissueatallthatneedsdebatingbetweenus.Infact,inbusinessnegotiations,thehumorreflectstheeleganceofnegotiators,andwhohasahigherculturalcultivationandstrongabilitytocontrolthelanguage.3.8Marathon-styletacticsItrefersthatyoushouldletthemfeelphysicaltired,thenleadaslackspiritandareducedenthusiasmforwork,sowewillbeabletotaketheopportunitytoachieveourgoals.Specificpracticesaresummarizedasfollows,first,intheearlystartofnegotiationsininternationalbusiness,youshouldarrangeanumberoffunactivitiesforopponent.Forinstance,firstyoucantakethemclimbmountain,thenvisitsomeview,oncemoretohaveadinner,aftergotoshowplace.Ibelievethatfewpeoplecanbracethisjourney,totheysurprisenextdaywenoticethebargainingwillholdimmdiately.Second,inthisprocesswecanrepeatoneorseveralissuestwoorthreetimes,letthemfeelwearyandwilleasytomakemistakesunconsciously,andwhatweshoulddoistorecordthemistakeandsomefavorableinformation.Anyway,thistacticonlyalwaysbeusefortheaggressiveandirritablenegotiators,psychologicalstudieshaveshownthatthiskindofpeopleoftenlackpatienceandendurance,oncethemomentumhasbeenstrangled,self-confidencewillbelostandsoondefeated.Whilewewantbecareofusingthistactic,itistooeasytodiscoverourpurposeandleadtheothersides’uncomfortable.3.9EmotionproddingEmotionproddingmostlydependongetother’smercybyshowtheirweakness,saysomemourninglanguageinordertoachievecooperation.Thisisstrategyistouseemotionalassault,byonespecialeventtotriggerthecommonfeelinginpeoples’heartandburstitouttocreatanatmosphere,somenegotiationgroupevenengagepeoplewhoaregoodatthispoor-mouthskilltohelpthem.Meanwhilethatisaextremestrategyandonlyjustbeacceptedbykindlyandeasybemovedopponents,forthatnoteasytakingopponentsthereisnoreallyeffect.4.TheproblemandsettlementleavebehindnegotiationTheendofnegotiationdonotmeanatransactionhavecompleted,theremanyworksinpost-negotiation,anditisalsoimportantforabusiness,wecannotrelaxourmind.AthoughtherearesomeskillsIintroduced,thatisnotsayifyouusethatyouwillsucceedinnegotiation.Negotiationisverycomplicatedsubjectanddeterminedbymanyfactors,notjustonlyneedproperuseskills,andthenegotiators’qualitieswecann’tlookdown,goodrepresentativescanmakethenegotiationmoreeasytosuccess,actuallytheymusthavethefollowingbasicqualities,shrewdness,resourcefulness,endureance,adaptability,gregariousness,theablitytoarticulate,alsorequirethenegotiatorsareveryprofessionalwhohaveawidevarietyoftechnicalandethicalskills,anotherimportantrequestthatallnegotiatorsmustpreservetheirsolidarity,andresponsiblefortheircompanywhenactingonitsbehalf.Negotiatorsalsomustfullyunderstandthatnegotiationshouldbemutuallybenefit,andisbasedonthetwosides(ormultiple)toseekcommeninterests.Inthisprocess,eachpartiesareeagertomeettheneedsoftheirdirectandindirect,butmusttakeother’sneedintoaccountatthesametime,becauseitistheonlywaytoultimatesuccessofthenegotiation.Mutualbenefitisthateachpartiesshouldidentifyownneedsfirst,andthenexploreother’sneedandthenworktogethertotofindtheconditionandfeasibleapproachthatwillmeetbothsides’need.Inthenegotiation,bothsideshavetofightfortheirownintereststomaximizetherelationshipofconfrontation,butalsotherehasimpotantrelationofcooperation.5.ConclusionUnderaconditionoftheopeneconomicsystem,manyenterprisesareintheprocessofopeninginternationalmarketing,businessnegotiatorsmasteredavarietyofinternationalbusinessnegotiationskills,andflexibletouse,companieswillbeabletosuccessduringnegotiatewitheachother’sbusiness,thenallowingcompaniestoinahighlycompetitivemarketandrapiddevelopment.References:[1]姜利軍；彭江.商務談判[M].北京：中國物質出版社，1988:12[2]劉園.國際商務談判[M].北京：對外經(jīng)濟貿易大學出版社，1999:1[3]建修.商務談判36計[M].北京:當代中國出版社,2002:11[4]喬淑英;王愛晶等.商務談判[M].北京:北京師范大學出版社,2007:2[5]潘肖玨;謝承志.商務談判與溝通技巧[M].上海：復旦大學出版社,200:8[6]葉柏廷.決戰(zhàn)談判桌[M].內蒙古：內蒙古文化出版社,1997:2[7]仇志榮.對外商務談判中的問題與對策[M].北京：中國經(jīng)濟出版社,1994:8基于C8051F單片機直流電動機反饋控制系統(tǒng)的設計與研究基于單片機的嵌入式Web服務器的研究MOTOROLA單片機MC68HC（8）05PV8/A內嵌EEPROM的工藝和制程方法及對良率的影響研究基于模糊控制的電阻釬焊單片機溫度控制系統(tǒng)的研制基于MCS-51系列單片機的通用控制模塊的研究基于單片機實現(xiàn)的供暖系統(tǒng)最佳啟停自校正（STR）調節(jié)器單片機控制的二級倒立擺系統(tǒng)的研究基于增強型51系列單片機的TCP/IP協(xié)議棧的實現(xiàn)基于單片機的蓄電池自動監(jiān)測系統(tǒng)基于32位嵌入式單片機系統(tǒng)的圖像采集與處理技術的研究基于單片機的作物營養(yǎng)診斷專家系統(tǒng)的研究基于單片機的交流伺服電機運動控制系統(tǒng)研究與開發(fā)基于單片機的泵管內壁硬度測試儀的研制基于單片機的自動找平控制系統(tǒng)研究基于C8051F040單片機的嵌入式系統(tǒng)開發(fā)基于單片機的液壓動力系統(tǒng)狀態(tài)監(jiān)測儀開發(fā)模糊Smith智能控制方法的研究及其單片機實現(xiàn)一種基于單片機的軸快流CO〈,2〉激光器的手持控制面板的研制基于雙單片機沖床數(shù)控系統(tǒng)的研究基于CYGNAL單片機的在線間歇式濁度儀的研制基于單片機的噴油泵試驗臺控制器的研制基于單片機的軟起動器的研究和設計基于單片機控制的高速快走絲電火花線切割機床短循環(huán)走絲方式研究基于單片機的機電產品控制系統(tǒng)開發(fā)基于PIC單片機的智能手機充電器基于單片機的實時內核設計及其應用研究基于單片機的遠程抄表系統(tǒng)的設計與研究基于單片機的煙氣二氧化硫濃度檢測儀的研制基于微型光譜儀的單片機系統(tǒng)單片機系統(tǒng)軟件構件開發(fā)的技術研究基于單片機的液體點滴速度自動檢測儀的研制基于單片機系統(tǒng)的多功能溫度測量儀的研制基于PIC單片機的電能采集終端的設計和應用基于單片機的光纖光柵解調儀的研制氣壓式線性摩擦焊機單片機控制系統(tǒng)的研制基于單片機的數(shù)字磁通門傳感器基于單片機的旋轉變壓器-數(shù)字轉換器的研究基于單片機的光纖Bragg光柵解調系統(tǒng)的研究單片機控制的便攜式多功能乳腺治療儀的研制基于C8051F020單片機的多生理信號檢測儀基于單片機的電機運動控制系統(tǒng)設計Pico專用單片機核的可測性設計研究基于MCS-51單片機的熱量計基于雙單片機的智能遙測微型氣象站MCS-51單片機構建機器人的實踐研究基于單片機的輪軌力檢測基于單片機的GPS定位儀的研究與實現(xiàn)基于單片機的電液伺服控制系統(tǒng)用于單片機系統(tǒng)的MMC卡文件系統(tǒng)研制基于單片機的時控和計數(shù)系統(tǒng)性能優(yōu)化的研究基于單片機和CPLD的粗光柵位移測量系統(tǒng)研究單片機控制的后備式方波UPS提升高職學生單片機應用能力的探究基于單片機控制的自動低頻減載裝置研究基于單片機控制的水下焊接電源的研究基于單片機的多通道數(shù)據(jù)采集系統(tǒng)基于uPSD3234單片機的氚表面污染測量儀的研制基于單片機的紅外測油儀的研究96系列單片機仿真器研究與設計基于單片機的單晶金剛石刀具刃磨設備的數(shù)控改造基于單片機的溫度智能控制系統(tǒng)的設計與實現(xiàn)基于MSP430單片機的電梯門機控制器的研制基于單片機的氣體測漏儀的研究基于三菱M16C/6N系列單片機的CAN/USB協(xié)議轉換器基于單片機和DSP的變壓器油色譜在線監(jiān)測技術研究基于單片機的膛壁溫度報警系統(tǒng)設計基于AVR單片機的低壓無功補償控制器的設計基于單片機船舶電力推進電機監(jiān)測系統(tǒng)基于單片機網(wǎng)絡的振動信號的采集系統(tǒng)基于單片機的大容量數(shù)據(jù)存儲技術的應用研究基于單片機的疊圖機研究與教學方法實踐基于單片機嵌入式Web服務器技術的研究及實現(xiàn)基于AT89S52單片機的通用數(shù)據(jù)采集系統(tǒng)基于單片