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Changing technology and markets have stimulated the team approach to management. Inflation, resource scarcity, reduced personnel levels and budget cuts have all underscore the need for better coordination in organizations. Team management provides for this coordination. Team management calls for new skills if personnel potential is to be fully realized. Although a team may be composed of knowledgeable people, they must learn new ways of relating and working together to solve cross-functional problems.
不斷變化的技術(shù)和市場激發(fā)了團(tuán)隊(duì)管理方法。通貨膨脹、資源稀缺、人才水平降低以及預(yù)算縮減突出了組織內(nèi)部增加協(xié)作的必要性。團(tuán)隊(duì)管理可以提供這種協(xié)作。團(tuán)隊(duì)管理需要新的技能來完全實(shí)現(xiàn)個人的潛能。即使由精英人才組成的團(tuán)隊(duì)，也必須學(xué)習(xí)共同合作的新方法，來解決跨部門問題。
When teams consist of experienced employees from hierarchical organizations who have been conditioned to traditional organizational culture, cooperation may not occur naturally. It may need to be created. Furthermore, the issue is not just how the team can function more effectively, but how it integrates with the overall organization or society that it supposedly serves.
如果團(tuán)隊(duì)由多層級部門的老員工組成，由于這些人已經(jīng)習(xí)慣了傳統(tǒng)的組織文化，因此協(xié)作可能不會自然發(fā)生。這時就需要創(chuàng)造協(xié)作。另外，不僅僅要關(guān)注如何讓團(tuán)隊(duì)工作更有效，還要注重團(tuán)隊(duì)同其服務(wù)的整體組織和社會之間的整合。
A group of individuals is not automatically a team. Therefore, team building may be necessary in order to improve the group's performance. Casey, an expert in this field, suggests that the cooperation process within teams must be organized, promoted and managed. He believes that team corporation results when members go beyond their individual capabilities, beyond what each is used to being and doing. Together, the team may then produce something new, unique and superior to that of any one member. For this to happen, he suggests the multi-cultural managers exhibit understanding of their own and other's cultural influences and limitations. They should also cultivate such skills as toleration of ambiguity, persistence and patience, as well as assertiveness.
一群個體不會自動組成一個團(tuán)隊(duì)。因此，為了提高這些人的表現(xiàn)，就要構(gòu)建團(tuán)隊(duì)。該領(lǐng)域?qū)＜覄P西表示，團(tuán)隊(duì)內(nèi)的協(xié)作過程必須進(jìn)行組織、推進(jìn)和管理。他認(rèn)為在團(tuán)隊(duì)成員超越個人能力、超過每個人的工作以后，團(tuán)隊(duì)合作才有成效。這樣團(tuán)隊(duì)才能共同創(chuàng)造嶄新、獨(dú)特、優(yōu)于個人成果的東西。為了達(dá)到這一目的，他建議道，多文化管理者要去理解他們自己和其他人的文化影響以及局限性。他們應(yīng)該培養(yǎng)出容忍歧義、鍥而不舍、耐心和堅(jiān)持等能力。
If a team manager exemplifies such qualities, then the team as a whole would be better able to realize their potential and achieve their objectives.
如果團(tuán)隊(duì)管理者具備這些能力，那整個團(tuán)隊(duì)就會更好地意識到他們的潛能，更好地實(shí)現(xiàn)他們的目標(biāo)。
Questions 16 to 18 are based on the passage you have just heard.
問題16到問題18依據(jù)你剛剛聽到的對話進(jìn)行提問。
Questions 16. What should team members do to fully realize their potential?
問題16. 團(tuán)隊(duì)成員要如何完全實(shí)現(xiàn)他們的潛能？
Questions 17. What needs to be considered for effective team management?
問題17. 有效的團(tuán)隊(duì)管理要考慮什么？
Questions 18. What conclusion can we draw from what Casey says?
問題18. 我們能從凱西的話中得出什么結(jié)論？
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