36. “Businesses and other organizations have overemphasized the importance of working as a team. Clearly, in any human group, it is the strong individual, the person with the most commitment and energy, who gets things done.”
“企業(yè)和其他組織過分強(qiáng)調(diào)了團(tuán)隊工作的重要性。很明顯，在任何人類團(tuán)體里，都是的個人，那個具有最多義務(wù)和能量的人，把事情完成的。”
The author’s assert brings in the controversail and complex question that is being discussed a lot now : teamwork or individual energy and commitment, which one is more important to a company or other types of organizaitons? The author claims that teamwork has been overemphasized. To the contrary, I believe that is the author who makes an overemphasis by saying "It is the strong individual, the person with the most commitment and engergy, who gets things done.
1. 每個個人都是組織的一個組成成員。每個人都各司其職。尤其是在科學(xué)技術(shù)如此進(jìn)步的今天很少有人能象作者所說的那樣獨(dú)立完成一項(xiàng)任務(wù)。事實(shí)上每個人都是完成了工作的一個部分一個方面，而合在一起才有了團(tuán)隊的成功。
2. 一個公司一個組織并不是所有成員的簡單加總.如果是這樣的話,那么也就沒有必要形成一個團(tuán)隊了每個人獨(dú)立完成就好了.事實(shí)上一個團(tuán)隊可以把個體有機(jī)的組織在一起,使整體的運(yùn)做更有效率更有成效,這才識組織存在的原因.
3. 誠然集體的每個任務(wù)都是許多個別員工的努力組成的.但是這其中的每個人都不是完全獨(dú)立的.沒有設(shè)計人員,生產(chǎn)人員無法生產(chǎn),而沒有生產(chǎn)人員,銷售人員亦無法銷售.
regimentation團(tuán)隊精神 each does his or her own duty technology organic organically
View1: efficiency comes from work divisions. In today’s business world, it is unpractical for one person to accomplish an entire program. Actually, only every competent person finishes one part of the mission, entirely whole program get done.
View2: An organization is not simply put competent people together but combine them to form a organic integrity, thus induce higher efficiency an productivity.
The relationship between teamwork and individual strength, energy, and commitment is complex; whether they operate in a complementary or antagonistic manner depends on: (1) the goals toward which the traits are directed, (2) the degree of emphasis on teamwork, and (3) the job of the individual within an organization.
A person’s ability to work effectively in a team is not in consistent per se with personal strength, energy, and commitment. If exercised in a self-serving manner—for example, through pilfering or back stabbing—these traits can operate against the organization. Conversely, if directed toward the firm’s goals, these traits can motivate other team members, thereby advancing common goals. World War II generals Patton and Rommel understood this point and knew how to bring out the best individual qualities in their troops, while at the same time instilling a strong sense of team and common purpose.
Nevertheless, over-emphasizing teamwork can be counterproductive for an organization. A successful team requires both natural leaders and natural followers; otherwise, a team will accomplish little. Undue emphasis on teamwork may quell initiative among natural leaders, thereby thwarting team goals. Also, teamwork can be overemphasized with a commissioned sales force of highly competitive and autonomic individuals. Overemphasis on teamwork here might stifle healthy competition, thereby defeating a firm’s objectives. In other organizational areas, however, teamwork is critical. For example, a product-development team must progress in lock-step (鎖步) fashion toward common goals, such as meeting a rollout (: the public introduction of a new aircraft; broadly: the widespread public introduction of a new product) deadline.
In sum, individual strength, commitment, and energy can complement a strong team approach; as long as individual autonomy is not undermined, all can operate in a synergistic manner to achieve an organization’s goals.
“企業(yè)和其他組織過分強(qiáng)調(diào)了團(tuán)隊工作的重要性。很明顯，在任何人類團(tuán)體里，都是的個人，那個具有最多義務(wù)和能量的人，把事情完成的。”
The author’s assert brings in the controversail and complex question that is being discussed a lot now : teamwork or individual energy and commitment, which one is more important to a company or other types of organizaitons? The author claims that teamwork has been overemphasized. To the contrary, I believe that is the author who makes an overemphasis by saying "It is the strong individual, the person with the most commitment and engergy, who gets things done.
1. 每個個人都是組織的一個組成成員。每個人都各司其職。尤其是在科學(xué)技術(shù)如此進(jìn)步的今天很少有人能象作者所說的那樣獨(dú)立完成一項(xiàng)任務(wù)。事實(shí)上每個人都是完成了工作的一個部分一個方面，而合在一起才有了團(tuán)隊的成功。
2. 一個公司一個組織并不是所有成員的簡單加總.如果是這樣的話,那么也就沒有必要形成一個團(tuán)隊了每個人獨(dú)立完成就好了.事實(shí)上一個團(tuán)隊可以把個體有機(jī)的組織在一起,使整體的運(yùn)做更有效率更有成效,這才識組織存在的原因.
3. 誠然集體的每個任務(wù)都是許多個別員工的努力組成的.但是這其中的每個人都不是完全獨(dú)立的.沒有設(shè)計人員,生產(chǎn)人員無法生產(chǎn),而沒有生產(chǎn)人員,銷售人員亦無法銷售.
regimentation團(tuán)隊精神 each does his or her own duty technology organic organically
View1: efficiency comes from work divisions. In today’s business world, it is unpractical for one person to accomplish an entire program. Actually, only every competent person finishes one part of the mission, entirely whole program get done.
View2: An organization is not simply put competent people together but combine them to form a organic integrity, thus induce higher efficiency an productivity.
The relationship between teamwork and individual strength, energy, and commitment is complex; whether they operate in a complementary or antagonistic manner depends on: (1) the goals toward which the traits are directed, (2) the degree of emphasis on teamwork, and (3) the job of the individual within an organization.
A person’s ability to work effectively in a team is not in consistent per se with personal strength, energy, and commitment. If exercised in a self-serving manner—for example, through pilfering or back stabbing—these traits can operate against the organization. Conversely, if directed toward the firm’s goals, these traits can motivate other team members, thereby advancing common goals. World War II generals Patton and Rommel understood this point and knew how to bring out the best individual qualities in their troops, while at the same time instilling a strong sense of team and common purpose.
Nevertheless, over-emphasizing teamwork can be counterproductive for an organization. A successful team requires both natural leaders and natural followers; otherwise, a team will accomplish little. Undue emphasis on teamwork may quell initiative among natural leaders, thereby thwarting team goals. Also, teamwork can be overemphasized with a commissioned sales force of highly competitive and autonomic individuals. Overemphasis on teamwork here might stifle healthy competition, thereby defeating a firm’s objectives. In other organizational areas, however, teamwork is critical. For example, a product-development team must progress in lock-step (鎖步) fashion toward common goals, such as meeting a rollout (: the public introduction of a new aircraft; broadly: the widespread public introduction of a new product) deadline.
In sum, individual strength, commitment, and energy can complement a strong team approach; as long as individual autonomy is not undermined, all can operate in a synergistic manner to achieve an organization’s goals.