2. 外语
  3. Teams have become the basic building — blocks of organizations. Recruitment ads routinely call for "team players". Business scho

Teams have become the basic building — blocks of organizations. Recruitment ads routinely call for "team players". Business scho

admin2019-10-13  35
问题    Teams have become the basic building — blocks of organizations. Recruitment ads routinely call for "team players". Business schools grade their students in part on their performance in group projects. Office managers knock down walls to encourage team-building. Numerous companies were either in the middle of restructuring or about to embark on it, and restructuring meant putting more emphasis on teams.
   Companies are abandoning functional silos and organizing employees into cross-disciplinary teams that focus on particular products, problems or customers, with more power to run their own affairs and more time to work with each other rather than reporting upwards. A network of teams is replacing the conventional hierarchy.
   However, teams are not always the answer — teams may provide more insight, creativity and knowledge, but teamwork may also lead to confusion, delay and poor decision-making.
   It is noted that teams are hindered by problems of coordination and motivation that erode the benefits of collaboration. High-flyers forced to work in teams may be undervalued and free-riders empowered. Groupthink may be unavoidable. Less than 10% of the supposed members agree on who exactly is on the team. Agreeing on its purpose is harder.
   Profound changes in the workforce are making teams trickier to manage. Teams work best if their members have a strong common culture. This is hard to achieve when, as is now the case in many big firms, a large proportion of staff are temporary contractors. Teamwork improves with time: 73% of the incidents in a civil-aviation database occurred on a crew’s first day of flying together.
   Companies need to think harder about managing teams to keep teams small and focused. A new study finds that the best way to ensure employees are "engaged" is to give them more control over where and how they do their work — which may mean liberating them from having to do everything in collaboration with others.
   However, organizations need to ask themselves whether teams are the best tools for the job. Team-building skills are in short supply: Deloitte reports that only 12% of the executives understand the way people work together in networks and only 21% feel capable of building cross-functional teams. Slackly managed teams can become hotbeds of distraction — employees routinely complain that they can’t get their work done because they are forced to spend too much time in meetings or in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual.
All the following statements are problems with teams except______.
选项 A、team membership is hard to determine
B、too many firms have a common culture
C、individuals’ abilities are ignored
D、team building can be risky
答案B
解析 文章第四段有Less than 10％ of the supposed members agree on who exactly is on the team，说明团队成员不好确定。该段还有High-flyers forced to work in teams may be undervalued and free-riders empowered，其中的high-flyers指的是persons of great ability and ambition(有能力、有志向的人)，而free riders的原意是“搭便车的人”，这里指“跟着混饭的人”。此句表明有些人的能力无法得到充分利用。第五段说明共同的文化有利于团队协作，但许多大公司并非如此。这表明大公司的雇员往往来自不同的文化。文章最后一段说明很多公司缺少团队管理技巧和专业人员，而且有些工作更适合于个人独立完成，这表明“团队建设”并不是一帆风顺的，而是有风险。
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