Work teams and groups are the same thing.

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•For each question 15-20，mark one letter(A，B，C or D)on your Answer Sheet for the answer you choose．

Is your group really a team？

Teams are all the rage in the workplace today，and every organization speaks of the importance of teams．But just because a group of people work together does not necessarily make them a team．There are essential elements that identify teams，and nurturing them will help you become a good team leader．

Let's begin with a definition of what a team really is．Teams are groups of individuals who accomplish designated objectives by working interdependenlIy，communicating effectively，and making decisions that impact their day to day work．So the first question to ask yourself is，‘How close does my team come to this definton？’If it doesn't measure up to the definition，then you are not really leading a team．You are probably managing a work group．There is absolutely nothing wrong with a work group．A work group can achieve great results with your close supemision．The idea，however，in today's changing organization and our competitive global marketplace，is to develop teams that can work autonomously without your close direction and support．

In a team．members share decision-making and often build consensus，with two-way communication between manager and members．There are joint work assignments and accountability on both the individual and team levels．In a work group，the manager is the decision-maker，and there is a one-way，top-down pattern of communication。Each member has individual work assignments，and each person is held accountable and appraised by the manager.

Whether you operate as a work group or a team depends on three factors．Firstly，the skill and motivational level of members．Skilled and motivated employees need to be able to make decisions on their own and communicate upwardly when they need to．This is a model for working as a team．Secondly，the nature of the work．Some work situations do not call for members to make decisions together，nor is there a need for much two way communication among team members and their manager．But if there is a need for both，you have a team．Thirdly，the manager's belief that indMduals can work autonomously and interdependently．This attitude is essential for today's workplace。When managers do not hold this belief，they will favor the work group over the team．

To get a group of individuals to function as a team，it is necessary to highlight the following issues．As for team members．everyone of them needs to know what he or she is supposed to accomplish and how it fits in with what other team members do.And they must be allowed to make decisions that impact their work products and semices．When we give people ownership over what they are doing，they perform. much better．Last but not least．team members cannot hold back on any comments that will help the team grow and prosper．As for the team leader，he or she should have the technical knowledge of what the team is doing，as well as be able to motivate and inspire the team．A qualified leader should always be ready to acknowledge team members’accomplishment．Members need ongoing reminders that their efforts are valued and appreciated so that they can sustain high levels of performance．

Which statement concerning teams is true？

A．Nowadays teamwork is a popular concept．

B．All the companies put great emphasis on teams．

C．A good team involves close supewision of the team leader．

D．There's nothing in common between a team and a group．

Cross Cultural Conflict Resolution in Teams

Team members work in increasingly diverse environments: in terms of age, gender, language, and nationality. Beyond these differeces, there are also deeper cultural differeces the way conflict is approached.

The use of teams represents and important change in the way we work. The theory is that through the interdependency of the parts greater prodctiviry is achieved by the whole. Experience has been less kind. One reason that teams fail to meet performance expectations is their paralysis through unresolved conflict.

Teams Dynamics

Over time successful teams develop culturally distinct pathways to communicate, Problem solving, make decisions, and resolve conflict. Most literature on teams suggests that they realize high performance levels by passing through four distinct development phases: 'forming' 'storming', 'norming' and 'performing'.

The development of team norms does not take place in a vacuum, but is embedded in the wider social, political and economic context of the day. Another reality is that team members to not have access to the same power. Sources of power differ, as do expectations about how and when it will be used. It is suggested that a successful team will:

be comfotable dealing with conflict

be committed to resolving disputes close to the source

resolve disputes based on interests before fights and puwer

learn from experience with conflicts.

This ties in with research on the effects of interpersonal conflict in teams. A team member's commitment to team and the team mission decreases if conflict goes unresolved, but can increase if conflict is well-managed and resolved. If unhealthy conflict goes unresolved for too long, team members are likely to quit or to search for alternatives.

Defining Culture

Social anthropology, as the academic field responsible for the study of culture, has yet to settle on a difinition of culture. However, for our practical purposes, culture is defined as the shared set of valued, beliefs, norms, attitudes, behaviors, and social structures that define reality and guide everyday interactions.

This definition implies that culture is an attribute of a group, and also contemplates the fact that there many be as much variation within the group as between diferent groups. We often associate culture with a national group, however, culture includes ethnic groups, clans, tribes and organizations. Teams within organizations also have beliefs, attitudes and behaviors that constitute unique cultures.

Although there are many similarities between cultures, it is important not to minimize real differences that to exist.

A useful tool for considering the cultures of different groups in the bell curve. The majority of a group culture will confirm to a dominant set of beliefs, attitudes and behaviors, but there will be members of the cultural group that differ in significant ways from the norm.

Individualistic and Collectivist Dimensions of a Culture

An important dimension of culture is the extent to which members identify with the group (in this case the team) rather that themselves as individuals. Individualistic cultures place a high value on "autonomy, Initiative, creativity, and authoriy in decision making." Individual interests trump group interests, and any group commitment is a function of a perceived self-benefit. Collectivist cultures, on the other hand, value the group above the individual. Group conformity and commitment is maintained at the expense of personal interests. Harmony, getting along and maintaining 'face' are seen as crucial.

The dominant culture in the USA, Canada, Western Europe, Australia, and New Zealand is individualistic, while collectivism predominates the rest of the world.

A．Y

B．N

C．NG

lding. Groups develop into "teams" when their common purpose is understood by all of the members. Within effective teams each member plays an assigned role using his or her talent to the best advantage. When members integrate their skills to accentuate strengths and minimize weakness team objectives are usually achieved. When on the other hand groups play as individuals, they usually fail. Most wins or loses are the result of "teamwork". In sports, feedback is often immediate. If teamwork is lacking, good managers can identify where the problems are, and initiate corrective action in order to change things until the desired results are achieved.

Like other athletic counterparts, group organized to perform. business, community and governmental functions can achieve far more when they work as "teams". Unfortunately, many leaders fail to recognize and apply the same principles, as they would while coaching a sport. In a work organization they do not understand how to transform. their group into a productive team. One reason may be that feedback in the form. of results is not as quick or dramatic as in athletics. Problems can go unnoticed and corrective action if taken can be slow in coming.

Effective teamwork knows no level. It is just as important among top executives, as it is among middle managers, first line supervisors or the rank and file. The absence of teamwork at any level will limit organization effectiveness and can eventually kill an organization.

It can be inferred(推断出)that the main idea of this passage is ______.

A．cooperation in sports

B．productive team

C．advantages of being in a team

D．effective teamwork

Cross Cultural Conflict Resolution in Teams

Team members work in increasingly diverse environments: in terms of age, gender, race, language, and nationality. Beyond these differences, there are also deeper cultural differences that influence the way conflict is approached.

The use of teams represents an important change in the way we work. The theory is that through the interdependency of the parts greater productivity is achieved by the whole. Experience has been less kind. One reason that teams fail to meet performance expectations is their paralysis through unresolved conflict.

Teams Dynamics

Over time successful teams develop culturally distinct pathways to communicate, problem solving, make decisions, and resolve conflict. Most literature on teams suggests that they realize high performance levels by passing through four distinct development phases, 'forming', 'storming', 'norming' and 'performing'.

The development of team norms does not take place in a vacuum, but is embedded in the wider social, political and economic context of the day; Another reality is that team members do not have access to the same power. Sources of power differ, as do expectations about how and when it will be used. It is suggested that a successful team will:

be comfortable dealing with conflict

be committed to resolving disputes close to the source

resolve disputes based on interests before rights and power

learn from experience with Conflicts.

This ties in with research on the effects of interpersonal conflict in teams. A team member's commitment to the team and the team mission decreases if conflict goes unresolved, but can increase if conflict is well-managed and resolved. If unhealthy conflict goes unresolved for too long, team members are likely to quit or to search for alternatives.

Defining Culture

Social anthropology, as the academic field responsible for the study of culture, has yet to settle on a definition of culture. However, for our practical purposes, culture is defined as the shared set of values, beliefs, norms, attitudes, behaviors, and social structures that define reality and guide everyday interactions.

This definition implies that culture is an attribute of a group, and also contemplates the fact that there may be as much variation within the group as between different groups: We often associate culture with a national group, however, culture includes ethnic groups, clans, tribes and organizations. Teams within organizations also have beliefs, attitudes and behaviors that constitute unique cultures.

Although there are many similarities between cultures, it is important not to minimize real differences that do exist.

A useful tool for considering the cultures of different groups is the bell curve. The majority of a group culture will confirm to a dominant set of beliefs, attitudes and behaviors, but there will be members of the cultural group that differ in significant ways from the norm.

Individualistic and Collectivist Dimensions of a Culture

An important dimension of culture is the extent to which members identify with the group (in this case the team) rather than themselves as individuals. Individualistic cultures place a high value on "autonomy, initiative, creativity, and authority in decision making." Individual interests trump group interests, and any group commitment is a function of a perceived self-benefit. Collectivist cultures, on the other hand, value the group above the individual. Group conformity and commitment is maintained at the expense of personal interests. Harmony, getting along and maintaining 'face are seen as crucial'.

The dominant culture in the USA, Canada, Western Europe, Australia, and New Zealand is individualistic, while collectivism predominates the rest of the

A．Y

B．N

C．NG

2 The Information Technology division (IT) of the RJ Business Consulting Group provides consulting services to its

clients as well as to other divisions within the group. Consultants always work in teams of two on every consulting

day. Each consulting day is charged to external clients at ￡750 which represents cost plus 150% profit mark up. The

total cost per consulting day has been estimated as being 80% variable and 20% fixed.

The director of the Human Resources (HR) division of RJ Business Consulting Group has requested the services of

two teams of consultants from the IT division on five days per week for a period of 48 weeks, and has suggested that

she meets with the director of the IT division in order to negotiate a transfer price. The director of the IT division has

responded by stating that he is aware of the limitations of using negotiated transfer prices and intends to charge the

HR division ￡750 per consulting day.

The IT division always uses ‘state of the art’ video-conferencing equipment on all internal consultations which would

reduce the variable costs by ￡50 per consulting day. Note: this equipment can only be used when providing internal

consultations.

Required:

(a) Calculate and discuss the transfer prices per consulting day at which the IT division should provide

consulting services to the HR division in order to ensure that the profit of the RJ Business Consulting Group

is maximised in each of the following situations:

(i) Every pair of consultants in the IT division is 100% utilised during the required 48-week period in

providing consulting services to external clients, i.e. there is no spare capacity.

(ii) There is one team of consultants who, being free from other commitments, would be available to

undertake the provision of services to the HR division during the required 48-week period. All other

teams of consultants would be 100% utilised in providing consulting services to external clients.

(iii) A major client has offered to pay the IT division ￡264,000 for the services of two teams of consultants

during the required 48-week period.

(12 marks)

n than one person alone. For example, politicians, businessmen, workers, and【56】criminals know that they must join organizations in order to be【57】. Since there is usually strength in numbers, labor unions have a more【58】influence on wages and company policy than individual workers【59】.A person may also belong to social clubs and athletic teams【60】he or she can meet other people who are interested in the same activities.【61】you have a hobby, such as playing chess, collecting coins or stamps, or playing a musical instrument, you should join a club which has【62】meetings to talk about your activity; the other【63】will help you learn more about it. of course, a group must be well【64】, or it might be a failure. All the members should work together on projects and choose good leaders to【65】their activities. In this way, the organization will benefit everyone in it.

(36)

A．still

B．even

C．somehow

D．however

n than one person alone. For example, politicians, businessmen, workers, and【B1】criminals know that they must join organizations in order to be【B2】. Since there is usually strength in numbers, labor unions have a more【B3】influence on wages and company policy than individual workers【B4】. A person may also belong to social clubs and athletic teams【B5】he or she can meet other people who are interested in the same activities.【B6】you have a hobby, such as playing chess, collecting coins or stamps, or playing a musical instrument, you should join a club which has【B7】meetings to talk about your activity; the other【B8】will help you learn more about it. Of course, a group must be well【B9】, or k might be a failure. All the members should work together on projects and choose good leaders to.【B10】their activities. In this way, the organization will benefit everyone in it.

【B1】

A．still

B．even

C．somehow

D．however

g to service-based organizations, increased global competition, and the importance of knowledge workers all have contributed to a dynamic and complex work environment. To survive, organizations must embrace flexibility and adaptability. They must have a systems view that help them to integrate the meaning of common everyday【M1】______ occurrences into overall interrelationships, interdependencies, and patterns of change to allow them to achieve this needed adaptability. Very often, organizations accompany these goals【M2】______ through the implementation of teams. A team is a collective of dependent individuals who together【M3】______ have shared objectives, mental models, and procedures that guide their perceptions, thinking, and behaviors toward a common goal. The process which teams achieve this commonality is called【M4】______ collaboration. Dissimilarly, cooperation has been discussed as a【M5】______ team skill competency that includes offering help to those team members who need it, pacing activities to fit the needs of the team, and behaving so that actions are not misinterpreted. Collective organizations immerse themselves to the virtues of collaboration【M6】______ and cooperation by reducing the hierarchy of social stratification on which traditional bureaucratic organizations rely. However,【M7】______ they encourage decisions to be made by the collective group to foster a sense of community and shared purpose. Cooperation and teamwork facilitate coordination, communication, adaptability, enhance employee participation, and empowerment, thereby【M8】______ allowing individuals to achieve collective outputs that are greater than the sum of their parts. Organizations continue to depend on teams and the synergy they engender to assist at streamlining work【M9】______ processes that promote efficiency, the increased innovation, and【M10】______ quality of products and services.

【M1】

ow. Mark your answer on the Answer Sheet by drawing with a pencil a short bar across the corresponding letter in the brackets.

For most kinds of activities, a large group of people can accomplish more and have more fun than one person alone. For example, politicians, businessmen, workers, and【B1】criminals know that they must join organizations in order to be【B2】. Since there is usually strength in numbers, labor unions have a more【B3】influence on wages and company policy than individual workers【B4】. A person may also belong to social clubs and athletic teams【B5】he or she can meet other people who are interested in the same activities.【B6】you have a hobby, such as playing chess, collecting coins or stamps, or playing a musical instrument, you should join a club which has【B7】meetings to talk about your activity; the other【B8】will help you learn more about it. Of course, a group must be well【B9】, or it might be a failure. All the members should work together on projects and choose good leaders to【B10】their activities. In this way, the organization will benefit everyone in it.

【B1】

A．still

B．even

C．somehow

D．however