毕业论文文献翻译团队建设的艺术文献外文翻译中英文论文对照翻译.docx

毕业论文文献翻译团队建设的艺术文献外文翻译中英文论文对照翻译.docx

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毕业论文文献翻译团队建设的艺术文献外文翻译中英文论文对照翻译

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团队建设的艺术外文翻译

原文

TheArtofTeamBuilding

Thesuccessofacompanydependsonthepeoplethatworkthere.Thestaffmustworkandcollaborateasateamwithafocusonthecompany'smissionstatements.Anyconflictwithinthestaffcanleadtopotentialquarrelsanddisunity,hamperingthesuccessofthecompany.Today'smodernsoftwarefirmconsistsofseveralworkandprojectteamsthatmustcooperateandshareresourcesifaqualityjobistobeproducedwithinbudget.

Teambuildingisanorganizationaldevelopmentinterventionstrategythatinvestigatesthepersonalitiesandbehaviorcharacteristicsoftheteammembership.Teambuildingconsistsofaseriesofexercisesthatcollectdataandfeedback.Thisservesasinputintoproposedimprovementsforthecompany'sprocess-bothatanindividualandteamlevel.Itisapowerfultool,butisnotalwayspractical.

Thedocumentinvestigatesthecycleofteambuildingandprovidesaquantityoftoolsthatwouldbeusefulintheteambuildingprocess.Thesetoolscollectdatathatcanprovidethesourceofconflicts.

TeamsinToday'sWorkplace

Ateamisdefinedasacollectionofpeoplewhorelyongroupcollaborationsuchthateachofitsmembersexperiencesanoptimumofsuccesslevelreachingofofbothpersonalandteambasedgoals（Dyer,1977）.

Supposeonewastotakealookatatypicalbusinessoperation-arestaurant,golfcourse,homebuilder,oilpatch,orsoftwarefirm.Wewillnotethatthisbusinessoperation（assumingitisnotahomebasedbusiness）consistsofofstaffmemberswhoworktogethertoprovideaservice.Eachmemberofthestaffstrivestowardsmeetingpersonalandcompanygoals.Inteamwork,everybodymakestheirowncontributionsandperformstheirtasks.Thestaffmembersalsointeractandcommunicatewitheachother.

Therefore,theconceptofteamgoesbeyondprofessionalsports.Theyexisteverywhereinsociety.Atwork,theremaybeseveraldifferentworkgroups（requirements,qualityassurance,testing）.Eachoneisateam.Projectteamsconsistofpeoplefromdifferentgroupsbroughttogetherforaspecificactivity.Aworkermaybeamemberofmorethanoneteamatwork.Eventhefamilyisconsideredateam（Dyer,1977）.Teamdynamicsrunthroughthefamilyinthesamewayasatwork.

However,successinanyteamenvironmentisachallenge.Becauseindividualshavedifferentbehaviorandthinkingstyles,thisleadstoconflict.Poorhandlingofconflictleadstodisunity,quarrels,jealousy,andreducedmorale.Theprocessofteambuildinginvestigatesthepersonalcharacteristicsofteammembers.Theresultistherecommendationofchangesinthecompany'sprocessandteaminteractionsuchthattheteamscanperformtogether.

Ifwelookatthesoftwareindustry'sreputationofbeinglateandoverbudget,teambuildingwouldserveasagoodtoolinsoftwareprocessimprovement.Itisalsoagoodtoolwhennewteamsarebeingformedfornewprojects.Successfulperformingteamsareparamounttoproducingaqualitysoftwareprojectwithinbudget.Intoday'stypicalsoftwarecompany,eachphaseofthesoftwaredevelopmentprocessisperformedbyoneormorepeoplewiththeappropriateexpertise.Eachofthese"teams"meldtogethertoformoneteamresponsibleforthatproject.

TheStagesofthePerformanceTeam.

Anyteam-includingthefamily-mayencounteroneormoreofthefollowingstages.

•Forming:

Theformingstageisa"getacquainted"stage.Itisanexcitingtimeaspeoplegettoknoweachother.

•Storming:

Thisstageisaveryemotionalstage.Thedifferentpersonalitytypes,thinkingstyles,androlesmayconflict.Thisleadstosomeveryheatedargumentsaswellasreducedmoraleanddisunity.Someteamsevenfallapart.

•Norming:

Themembershipappreciateseachother'sdifferences.Theystarttogetsettleddown.

•Performing:

Themembersarededicatedtogettingthejobdone,withoutdisruptioncausedbypoorteamdynamics.Conflictsarehandledconstructively.Theteamcanenteranyofthesestagesatanytime.A"performingteam"caneasilyreturntothestormingstageoverwhatmaynotbeamajorconflict.Aproperteambuildingprogramwillnotguaranteeaperformingteam,butcanhelpateamlearnofeachmember'sstrengthsandweaknessesandaccountforthemincollaboration.TeamBuildingObjectives.

Indeterminingobjectivesforaspecificteambuildingprocess,itshouldbesensitivetothespecificteambasedprocessimprovementgoalsthattheteamasawholehaveidentified.Themostcommonobjectivesofteambuildingareasfollows（PhillipsandElledge,1989）.

•Allowingtheworkunittoengageinacontinuousprocessofselfimprovement.•Providingaforumfortheteamtoevaluatestrengthsandweaknesses.

•Determiningproblemsinateam'sbehaviorandsuggestingcorrectiveactionstobetaken.

•Developingspecificteamprocessessuchasconflictmanagement.

•Improvinginterpersonalcommunicationskills.

•Determiningrolesandresponsibilitiesofthemembership.

•Evaluationofproblemsolvingstrategies.

TheCycleofTeamBuilding.

Teambuildingcanbepreciselydefinedas"alongrangeprogramforunitingpeopleintosharedeffortsforimprovingtheeffectivenessofaworkinggroup."（Dyer,1977）.Itcanrevitalizethecompany'ssocialinteractionsystem,butisonlyusefulifitcanbeprovedthattheworkunitisnolongerfunctioningproductively（Tontini,1979）.

Anexternalconsultantbeacquiredforthisprocess,particularlyifamanagerfeelsthatheorshemaybepartoftheproblem.Theconsultantmaybeeitherexternaloranstaffmemberexternaltotheaffectedworkunit.Aconsultantisalsoneutral,eliminatingbiasandanyattitudesbetweenmanagementandstaff.Themanagermaydotheprocesshimself,buthemustknowexactlywhatactionstotakeandhowtodoit.

Dyerdefinesacycleofsixstagesthatconstitutetheteambuildingprocess.Thesewillbedescribedinfurtherdetail.

ProblemIdentification

Teambuildingshouldnotbedonejustforthesakeofit.Theteambuildingprocessshouldbeundertakenifevidencepointstoineffectiveteamworkasthesourceoftheproblem（PhillipsandElledge,1989）.Beforethedecisiontoimplementteambuildingismade,themanagementmustidentifysymptomswithintheorganization.Dyeridentifiesthefollowingassymptomsofineffectiveteamwork-whichcouldpointtotheneedfortheteambuildingprocess.

•Thereisalossofproductivityoroutput.

•Thereisanincreaseinstaffgrievances,hostilityorconflict.

•Thestaffexperiencesconfusionastotheirassignments.

•Thedecisionsareeithermisunderstoodorimproperlyexecuted.

•Staffmeetingsareineffective-havinglowparticipationrates.

•Thereisalackofinterestorinvolvementamongthestaffmembership.

•Anewgroupisformedthatmustquicklydevelopintoaworkingteam.

•Highdependencyisplacedonmanagement.

•Thereisanincreaseincustomercomplaints.

•Thereisadecreaseinqualityand/oranincreaseincosts.

DataGathering.

TheTeamBuildingprocessconsistsofgatheringrelevantdataaboutateamandapplyingittoassisttheteaminimprovingitsprocess.Incollectingthedata,itisimportanttounderstandthatthegoalofteambuildingistoidentifytheunderlyingcausesofproblems（PhillipsandElledge,1989）.Thereareseveralmethodsthatareusefulfordatacollection.

Theoneononeinterviewisoneofthesimplestmethodstoelicitdatafromateammember.Theconsultantcanreceivealargequantityofdetailedinformationintheoneononeinterview.Theintervieweecanopenhisheartandprovidehisviewofthesituation.Nonverbalbehaviorcanbetakenintoaccount.Theconsultantgetstoknowtheintervieweewellthroughrapport.

Themajordrawbackoftheinterviewisitscost.Theymustbeplannedandtaketimetoperform.Thedataanalysisismoredifficulttoperform.Whenthedataispresentedforfeedback,membersmaynotconfessthattheywereresponsibleforthatcomponentofthedata.

Theinterviewconsistsofopenendedquestionsthatcoverthewhatsandwhysoftheproblem.Theyshouldalsocoverhowonecanbemoreeffectiveatwork.Interviewsshouldbearrangedthroughseniormanagementortheteamcaptain.

Inopendatasharingtheconsultantconductsaforumwiththeentiregroup.Thistypeofforumcaninvolvethesamequestionsasthosehewoulduseonaoneononeinterview.Withtheproblemspresentedinfrontoftheentireteamasopposedtoeachindividualseparately,itforcesthegroupasawholetocommittothechangestheyneedtomake.Thereislessresistancetothedataidentified.Theopenforumisaneconomicalalternativetotheinterview,howeverthereisalackofpersonalattentionandusefulrapportthatonlyinterviewingcanbring.

Thequestionnaireisacommontoolfordatagatheringbeforeformalteambuildingexercisesbegin.Questionnairesusuallyconsistofaseriesofstatementswhichthecandidateranksonanordinalscale.Somemultiplechoicequestionsmayalsobeincluded,butopenendedquestionsareseldomused.

Thequestionnaireisefficientandproducesnumericaldata.Thesamequestionnairecanbefilledbeforeandaftertheteambuildingprocess,allowingastatisticalanalysisofhoweffectivetheteambuildingwas.However,questionnairesdonotallowtheconsultantthechancetoconductfurtherinvestigationoftheparticipantsformoredetailedinformation.Biasduetoshynessorimpropercompletioncanoccur.

Ifitisavailable,theconsultantmayinvestigateharddataonthegroup'sperformance.Thedatamaycovermetricslikeproductivity,absenteeism,andquality.Harddataisthemosteffectiveevidenceoftheneedtoimprove.Itisreal,concreteandistheresponsi