关于团队建设的英文短文 团队建设用英语怎么说RT
\u674e\u534e\u60f3\u7ec4\u5efa\u56e2\u961f\uff0c\u4ed6\u7684\u7236\u6bcd\u4e0d\u540c\u610f\u3002\u5047\u5982\u4f60\u662f\u4ed6\u7684\u670b\u53cb\u4f60\u8981\u5199\u4e00\u7bc7\u4ecb\u7ecd\u56e2\u961f\u5408\u4f5c\u597d\u5904\u7684\u82f1\u8bed\u4f5c\u6587Hi Anna,
I'm glade to hear from you. I have benefited a lot from teamwork and I'd like to share my own experience.
I have taken part in an after-school volleyball sports team. In the beginning, it was difficult for me to concentrate on our pratice because I felt I was better than most of my teammate. I could jumb higher, hit the ball harder, and even run faster. But when we started losing games to our competitions, I realized that I couldn't win games by myself! Our coach also explained to us the importance of teamwork and encouraged us to put our egos aside and work with teammates. I decided that I have to put extra effort in praticing with my teammates, so that I could understand what I could do to help our team win instead of showing how high I could jump. The result of our teamwork was unbelievable, we won 7 games straight and advanced to the conference final!
I think teamwork is not just for sports but also for many things in our daily life. I hope I can share more of my teamwork experieneces with you next time.
Keep in touch.
Yours,
Li Hua
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Team development.
Team creation.
Team initiation.
团队建设是指为了实现团队绩效及产出最大化而进行的一系列结构设计及人员激励等团队优化行为。EMBA、MBA等常见经管教育均对团队建设有所关注。
Team building refers to a series of team optimization behaviors, such as structural design and personnel motivation, in order to maximize team performance and output.
提升团队的快乐能量、向心力及更加优化的合作模式。
Improve the team's happy energy, centripetal force and more optimized cooperation mode. Common management education,
团队建设主要是通过自我管理的小组形式进行，每个小组由一组员工组成，负责一个完整工作过程或其中一部分工作。
such as EMBA and MBA, pay attention to team building. Team building is mainly carried out in the form of self-managed groups. Each group consists of a group of employees, who are responsible for a complete work process or part of the work.
团队精神
简单来说就是大局意识、协作精神和服务精神的集中体现。团队精神的基础是尊重个人的兴趣和成就。核心是协同合作，最高境界是全体成员的向心力、凝聚力，也就是个体利益和整体利益的统一后而推动团队的高效率运转；
形成并不要求团队成员牺牲自我，相反，保证了成员共同完成任务目标，而明确的协作意愿和协作方式所产生的真正的内心动力。没有良好的从业心态和奉献精神，就不会有团队精神。
正确的团队理念包含凝聚力、诚实正直、眼光长远、承诺价值创造等使团队成员在一个命运共同体中，共享收益，共担风险。
The correct concept of team management includes cohesion,honesty,long-term vision,commitment to value creation,etc.send team members to share benefits and risks in a community of common destiny.
设计适合本企业的团队组织结构，改造企业现有的不合理的团队组织结构，是企业建设的重中之重。
It is the top priority of enterprise construction to design the team organization structure suitable for the enterprise and transform the existing unreasonable team organization structure.
团队组织结构合理与否将直接影响团队的成败，进而决定企业的成败。
Whether the team organizational structure is reasonable or not will directly affect the success and failure of the team,and then determine the success and failure of the enterprise.
在团队建设中，搭建合理的团队组织结构，注重团队成员的性格特点，实现优势互补，减少团队内耗，可以进一步发挥团队的整体水平。
In team building,building a reasonable team organizational structure,paying attention to the personality characteristics of team members,achieving complementary advantages and reducing the internal loss of the team can further play the overall level of the team.
在团队运行过程中，团队要确定谁适合于从事何种关键任务，以及谁对关键任务承担什么责任，以使权责清晰，延续交叉。
In the process of team operation,the team should determine who is suitable for what kind of key tasks,and who should answer the key tasks and what responsibilities should be undertaken.In order to make the agency responsibilities clear and continue to cross.
认真研究和设计整个企业生命周期的薪酬体系，使其具有吸引力，薪酬水平虽贡献水平的变化而变化，单不受人员增加的限制，即能够保证按贡献付酬和不因人员增加而降低薪酬水平。
Carefully study and design the salary system of the whole enterprise life cycle to make it attractive.
Although the salary level changes with the change of contribution level,it is not limited by the increase of personnel,that is,it can guarantee to pay according to contribution and not reduce the salary level through the increase of personnel.
How to build a team?
The moment you start doing anything at all with another person, you've established a team. Begin a conversation, pick up the phone, brainstorm an idea and you're in teamwork.
Start with Your Ability to RelateEvery possibility, from landing the contract to the romantic evening hinges on your ability to relate. But neither profit nor pleasure are the primary motivation for teamwork. Productive teamwork moves you toward challenge, through change, with more confidence. Working well on any team generates energy and enthusiasm for life.
Some are More Skilled than OthersThis ability is learned. You do not need complex interaction formulas. You don't have to be easy-going, well-educated, hard-nosed, or even especially intelligent to build a team. You don't have to be anything other than yourself. You can be effective with people using common sense and a few fundamental principles.
1. Vision
Vision means being able to excite the team with large, desired outcomes.
Large outcomes mean devising goals that attract missionaries. The first step in vision is to project such a goal. This goal must be bigger than a pay check. It must contain challenge, appeal to personal pride, and provide an opportunity to make a difference and know it. Then the goal can become a powerful vision.
Next, team leaders position the goal by picturing success. Initial questions might be, "What will it look like when we get there?", "What will success be like, feel like?," "How will others know?" When a large, missionary-friendly goal has been pictured and clearly communicated, the vision is complete.
2. Commitment
Commitment can be a dangerous concept because of its attendant assumptions. Some may assume, for example, that commitment means long hours, while to others it may mean productivity. When expectations are defined, success rates soar. When leaders assume that everyone "should" be committed, as a matter of course, we overlook the difficulties many have with certain commitments.
If people cannot initially commit, it doesn't mean they don't care. More often, it means they do care, and they are caught up in a process of doubt. This process precedes every meaningful commitment. Effective leaders catalyze this process, so that the critical mass of people can pass through this stage efficiently on their way to genuine commitment and innovative strategies.
This pre-commitment process is the same for team leaders and members. When we ponder a new commitment, we climb up to a kind of mental diving board. Commitments contain unknowns, and some warn of possible failure. It is common for people to neither jump nor climb back down the "ladder," but rather to stay stuck at the end of the board, immobilized in pros, cons, obstacles, and worries. In this state of mind, the obstacles begin to rule, obscuring the vision, blunting motivation.
When leaders do not understand the commitment process they tend to seek accountability without providing support. Without a means to process doubts and fears, people often feel pressured to commit, but can't. One option, often unconscious, is to pretend to commit, to say "yes" and mean "maybe" at best. The pretended commitment is a form of wholly unnecessary corporate madness.
The solution to this set of problems is two fold: establish an atmosphere of trust, and within that atmosphere encourage inclusion.
3. Trust
Trust is the antidote to the fears and risks attendant to meaningful commitment. Trust means confidence in team leadership and vision. When trust prevails, team members are more willing to go through a difficult process, supported through ups, downs, risk and potential loss.
Trust is most efficiently established when leadership commits to vision first, and everyone knows those commitments are genuine. The process for leaders to commit is the same as for everyone else: assess pre-commitment doubts, questions, unknowns and fears. This involves three simple steps:
• List the unknowns.
• Assess worst case scenarios and their survivability.
• Research the unknowns.
The list of unknowns reveals some answers and further questions. Some of these questions lend themselves to research (others' experience, a small pilot plan), and some have no apparent answers from our pre-commitment position. These latter comprise the bottom line or irreducible risk. We learn the outcome only after commitment. Every major commitment contains some irreducible risk, some lingering unknowns. We therefore make every major commitment in at least partial ignorance.
Leadership now understands the potential loss and gain involved in the new vision. At this point, leadership can commit itself, and prepare to include other team members. That preparation must include a plan for leadership to share visibly both risk and reward with the other team members who will be coming on board.
With leadership's commitment to a clear vision, and a genuine plan to share risks and rewards, the atmosphere for trust is in place. We are now ready to include others in our team effort.
4. Inclusion
Inclusion means getting others to commit to the team effort, helping others through their "diving board doubts" to genuine commitment. Since leaders now understand this process first hand, we need only communicate with the potential team members to
complete inclusion.
The best setting to obtain buy-in and build trust is in small groups that facilitate thorough give and take. The basic tasks are to communicate the vision, make sure it is understood, communicate leadership's commitment (including sharing risk and reward, and how), and elicit and address peoples' doubts.
Leaders will need three communication skills to achieve inclusion. These are the non-assumptive question, good listening, and directed response.
1. Non-assumptive questions ("What do you think?", "Can you tell me what is happening with this report?") invite real answers because they are inclusive, not intrusive. Questions containing assumptions ("Why are you skeptical?", "Why is this report so incomplete?") invite defensiveness. When converting an atmosphere of change and possibly skepticism to trust, added defensiveness is counter-productive.
2. Listening means separating the process of taking in information from the process of judging it. Kept separate, both processes are valuable. Mixed, especially when the receiver is a designated leader, the sender is invited to stop communicating or to change the message midstream.
3. Directed response. Effective team leaders demonstrate responsiveness. Since leaders have already processed their own pre-commitment doubts, many questions can be answered on the spot. Some require research and a time line for response. And some, which relate to the bottom line, irreducible risk, require a truthful "I don't know. I'm in the same soup
as you."
5. Help Exchange
The final step in creating the team is to establish a corroborative, balanced strategy for reaching the committed vision. This plan will consist of all of the tasks and help exchange necessary to realize the overall vision. Your teammates themselves are in the best position to supply this information. Since by this time you have laid the groundwork for trust, and established good buy-in, your teammates are likely to be enthusiastically cooperative.
At this point, the leadership role is to catalyze consensus, not to issue orders. Consensus means that team members agree to, whether they necessarily agree with, a particular approach. Consensus occurs easily when most feel their ideas were heard and considered, whether or not the team ultimately chooses those ideas. Obtaining consensus again requires use of leadership communication skills: non-assumptive questions, good listening, and
directed response.
Effective teams often produce lively discussions of divergent viewpoints before reaching consensus. Diverse views can mean unresolved argument, or they can mean increased team intelligence and ultimate consensus. The difference is a well built team.
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