题目内容
（请给出正确答案）
[单选题]
Team spirit（）their final success.
A.contributes to
B.Causes
C.results from
答案
查看答案
重要提示：请勿将账号共享给其他人使用，违者账号将被封禁！
查看《购买须知》>>>
请输入或粘贴题目内容
搜题
拍照、语音搜题，请扫码下载APP
题目内容
（请给出正确答案）
A.contributes to
B.Causes
C.results from
答案
更多“Team spirit（）their final success.”相关的问题
第1题
The team's spirit was at the lowest point in the season.
A．ability to read
B．lesson
C．morale
D．talent
第2题
The team's spirit was at the lowest point in the season.
A．ability to read
B．lesson
C．morale
D．talent
第3题
查看材料
第4题
&8226;You will hear five short recordings.
&8226;For each recording, decide who the speaker is.
&8226;Write one letter (A-H) next to the number of the recording.
&8226;Do not use any letter more than once.
&8226;You will hear the five recordings twice.
A sales representative
B travel agent
C product designer
D secretary
E market researcher
F receptionist
G public relations officer
H personnel officer
第5题
第6题
A．Those with critical thinking and global visions.
B．Those with a solid foundation in knowledge and skills.
C．Those with deep loyalty to their motherland.
D．Those with team spirit and dedication to their career.
第7题
Kamp says that he introduced automation at his factory because he
A．wanted to make the future of the steel industry more secure.
B．thought that his men were not working hard enough.
C．needed to cut clown on the running costs of the company.
D．believed it would encourage team spirit in his workforce.
第8题
According to Abigail James, one of the advantages of single-sex schools is______.
A．teaching can be tailored to suit the characteristics of boys
B．boys can focus on their lessons without being distracted
C．boys can choose to learn whatever they are interested in
D．teaching can be designed to promote boys' team spirit
第9题
Kent says that he introduced automation at his factory because he
A．wanted to make the future of the steel industry more secure.
B．thought that his men were not working hard enough.
C．needed to cut down on the running costs of the company.
D．believed it would encourage team spirit in his workforce.
第10题
How to Build Team Spirit and Get Best Sales Performance
A．It is a well-known fact that an organisation can achieve a greater success if a few peo-ple get united and work towards a goal together. An ordinary team can perform. betterprovided they are motivated. There are many instances， where a team approach has succeeded better compared to an organisation which is riddled with politics and manag-ers who only think about themselves. In fact this is a basic problem among Indians asthey always tend to develop "Frog Syndrome". The frog syndrome does not allow othercolleagues to go up in the ladder， which leads the organisation to become an ordinaryorganisation. Today the biggest problem in India many companies are facing is how todevelop team spirit among people. This is a very crucial point for the organisation tomake difference in today"s highly competitive environment. How can we develop suchthings today？ Of course， there are many ways which are given below.
Develop Team Not Individual Only
B．The role of manager is to ensure that the people become cohesive （有凝聚力的） andfeel proud to be the member of the team. It is quite possible provided the manager him-self is a team leader. He has to set the right target， create enthusiasm among the people，develop a positive attitude among the people and motivate them at the right time. Ifdone， it is nothing succeeds like success.
Right Team Spirit
C．Right team spirit brings within the organisation a vibrant feeling to an insider as well asoutsider. There is always willingness to walk an extra mile among people to achieve theset objective. This leads to more congenial （令人愉快的） atmosphere within the organi-sation. How many companies have succeeded in doing the same？ Does it bring smile toan ordinary person working in the organisation？ If yes， that organisation really can sur-vive for a longer time.
SMILE Within the Organisation
D．A happy employee always tends to achieve better. Many companies tend to take careof external customers but tend to forget the internal customers. Hence， companiesshould do retrospective analysis on satisfaction level of the internal employees. Buthow many companies bother to do that？ A real smile can help the organisation toachieve better sales.
SMILE = Sell More In Less Effort
E. How many people can bring a smile on the face of a person？ Therefore， there are feworganisations which excel. However， this is possible provided the manager becomes
a mentor.Manager Should Be a Mentor to the People
F. People always look towards a manager as mentor who can correct， guide and give con-structive criticism. Manager should go where the colleagues working under him requirehim to go. He should help his colleagues during the need of the hour. Can a managerdevelop himself to be a mentor so that people can rely on his advice？ A manager， if re-develop himself as a mentor， can definitely bring the team spirit among the people. Buthow many managers can be a mentor？ Many times a manager himself is a grumbler （爱发牢骚的人） and creates a polluted environment within the organisation as his person-ality may not be fit to do a particular job. Therefore， a manager should analyse his ownpersonality along with his colleagues" and ensure that his personality along with hiscolleagues" personality be suited to do the particular job. Application of sales grid （网）approaches will definitely help him to understand his own personality as well as his col-leagues". This analysis can help to take corrective action and will create a greater senseof responsibility and motivation among the people. We must motivate ourselves to mo-tivate others.
G. This is possible provided a manager make the job more challenging. In fact during therecent survey conducted by the author in India， the No.1 motivator factor is job enrich-ment. How many managers try to create innovations in their job fimctions of their col- leagues and associates？ How many managers remove the fear of instability？ How manymanagers ask themselves what new things they or their teams have done？ If this is doneregularly， the demotivation does not arise. Ordinary people can perform. extraordinarythings provided they bring the motivation and team spirit among the people. This is quite possible and a manager has a role to play. He should be proactive （主动的） inbuilding team spirit and take action.
Recognise Team Destroyers and Take Corrective Measures
H. There are certain people who because of the past experience can destroy the team spirit. Therefore， it is suggested that managers should identify "this grumbler" at right time and take corrective measures immediately. The cancerous cell should not be allowed to develop or proliferate （扩散）. Proper counselling can help the manager to correct the situation. He should not develop a dual personality. For example， in the office the tap is leaking， however， he does not bother as he feels that it is the job of administration but when he goes home he makes sure that the leakage of the tap is corrected. The dichoto- my （分裂） behaviour of the person cannot help him to develop team spirit. The manager should develop fatherhood of a spastic （痉挛的） child who is very caring， understand- ing his child. He has to therefore correct him， mend him with hope that the future will be bright.
Educate the Colleague Doing the Work in a Positive Manner
I. Managers must educate a colleague while working. The recent study among the field force revealed that the field representatives like to have a leader who is good at product knowledge and selling skills. During the visit of a leader if he ensures that he gives one or two new points to his colleagues， then the interaction between the two becomes more fruitful. Fox example， if a zonal manager visits his team he may take up the product training in the conference or during the field work followed by a written test of the same subject. This concept was tried by the author in one of his client"s companies wherein he noticed that the representative never used to respect his senior because of his lack of knowledge on the product. This process of inculcating （教授） the habit of interactions between the two brought a better team spirit and respect for each other. This activity re- suited into higher productivity of the area.
One influence the analysis about a manager‘s personality and his colleagues may have on them is that they will be more responsible and motivated.
查看材料
第11题
？？Team spirit？？
[A] Teams have become the basic building blocks of organizations. Recruitment advertisements routinely call for “team players”. Business schools grade their students in part on their performance in group projects. Office managers knock down walls to encourage team building. Teams are as old as civilization, of course: even Jesus had 12 co-workers. But a new report by Deloitte, “Global Human Capital Trends”, based on a survey of more than 7,000 executives in over 130 countries, suggests that the fashion for teamwork has reached a new high. Almost half of those surveyed said their companies were either in the middle of restructuring or about to embark on (开始)it; and for the most part, restructuring meant putting more emphasis on teams.
[B] Companies are abandoning conventional functional departments and organising employees into cross-disciplinary teams that focus on particular products, problems or customers. These teams are gaining more power to run their own affairs. They are also spending more time working with each other rather than reporting upwards. Deloitte argues that a new organisational form. is on the rise: a network of teams is replacing the conventional hierarchy (等级体制).
[C] The fashion for teams is driven by a sense that the old way of organising people is too rigid for both the modem marketplace and the expectations of employees. Technological innovation places greater value on agility (灵活性).John Chambers, chairman of Cisco Systems Inc., a worldwide leader in electronics products, says that “we compete against market transitions (过渡)，not competitors. Product transitions used to take five or seven years; now they take one or two. ” Digital technology also makes it easier for people to co-ordinate their activities without resorting to hierarchy. The “millennials” (千禧一代) who will soon make up half the workforce in rich countries were raised from nursery school onwards to work in groups.
[D] The fashion for teams is also spreading from the usual corporate suspects (such as GE and IBM) to some more unusual ones. The Cleveland Clinic, a hospital operator, has reorganised its medical staff into teams to focus on particular treatment areas; consultants, nurses and others collaborate closely instead of being separated by speciality (专业)and rank. The US Army has gone the same way. In his book, “Team of Teams&39; General Stanley McChrystal describes how the army’s hierarchical structure hindered its operations during the early stages of the Iraq war. His solution was to learn something from the insurgents it was fighting: decentralise authority to self-organising teams.
[E] A good rule of thumb is that as soon as generals and hospital administrators jump on a management bandwagon, it is time to ask questions. Leigh Thompson of Kellogg School of Management in Illinois warns that, ‘Teams are not always the answer—teams may provide insight, creativity and knowledge in a way that a person working independently cannot; but teamwork may also lead to confusion, delay and poor decision-making.” The late Richard Hackman of Harvard University once argued, “I have no question that when you have a team, the possibility exists that it will generate magic, producing something extraordinary... But don’t count on it.”
[F] Hackman (who died in 2013) noted that teams are hampered by problems of co-ordination and motivation that chip away at the benefits of collaboration. High-flyers forced to work in teams may be undervalued and free-riders empowered. Groupthink may be unavoidable. In a study of 120 teams of senior executives, he discovered that less than 10% of their supposed members agreed on who exactly was on the team. If it is hard enough to define a team’s membership, agreeing on its purpose is harder still.
[G] Profound changes in the workforce are making teams trickier to manage. Teams work best if their members have a strong common culture. This is hard to achieve when, as is now the case in many big firms, a large proportion of staff are temporary contractors. Teamwork improves with time: America’s National Transportation Safety Board found that 73% of the incidents in its civil-aviation database occurred on a crew’s first day of flying together. However, as Amy Edmondson of Harvard points out, organisations increasingly use “team” as a verb rather than a noun: they form. teams for specific purposes and then quickly disband them.
[H] The least that can be concluded from this research is that companies need to think harder about managing teams. They need to rid their minds of sentimentalism (感情用事)：the most successful teams have leaders who are able to set an overall direction and take immediate action. They need to keep teams small and focused: giving in to pressure to be more “inclusive” is a guarantee of dysfunction. Jeff Bezos, Amazon’s boss, says that “If I see more than two pizzas for lunch, the team is too big.” They need to immunize teams against group-think: Hackman argued that the best ones contain “deviants” (离经叛道者)who are willing to do something that maybe upsetting to others.
[I] A new study of 12,000 workers in 17 countries by Steelcase, a furniture-maker which also does consulting, finds that the best way to ensure employees are “engaged” is to give them more control over where and how they do their work―which may mean liberating them from having to do everything in collaboration with others.
[J] However, organisations need to learn something bigger than how to manage teams better: they need to be in the habit of asking themselves whether teams are the best tools for the job. Teambuilding skills are in short supply: Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together in networks and only 21% feel confident in their ability to build cross-functional teams. Loosely managed teams can become hotbeds of distraction―employees routinely complain that they can’t get their work done because they are forced to spend too much time in meetings or compelled to work in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual.
36. Successful team leaders know exactly where the team should go and are able to take prompt action.
37. Decentralisation of authority was also found to be more effective in military operations.
38. In many companies, the conventional form. of organisation is giving way to a network of teams.
39. Members of poorly managed teams are easily distracted from their work.
40. Teamwork is most effective when team members share the same culture.
41. According to a report by Deloitte, teamwork is becoming increasingly popular among companies.
42. Some team members find it hard to agree on questions like membership and the team’s purpose.
43. Some scholars think teamwork may not always be reliable, despite its potential to work wonders.
44. To ensure employees’ commitment, it is advisable to give them more flexibility as to where and how they work.
45. Product transitions take much less time now than in the past.
