商务英语阅读下册Unit-1课件.ppt

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1、了解团队精神对企业的重要性了解扼杀企业精神的几种做法了解建立强大的企业精神的几种做法teamspiritCRMcynicismhumanresourcepaternalisticrecognitionprogramsnon-value-addedworkbureaucracycustomer-focusedorganizationvoice-mailmessagebulletinboardsystemPre-reading questions1.Whatisteamspirit?2.Whatarethepossiblewaystoenhanceteamspirit?UPPREV.NEXTTea

2、m spirit refers to the spirit of a group that makes themembers want the group to succeed.It is the catalytic agent toperformance.Strategic plans,marketing,technology,and capitalinvestmentsareimportant.Buttheemotionalcommitmentofthepeopleusingthetoolsorexecutingtheplanswilldetermineiftheysink or soar

3、.Too often we enter expensive facilities with highexpectations,onlytobetreatedlikeanintrusionbyfrontlinestaff.Or huge investments in CRM technologies designed to enhancecustomerservice,areusedbyindifferentfrontlinestaff.Thespiritofa team is a key feature in high-performance teams.Workingtogether in

4、a spirited way,interdependent teams inspire moreimaginativeresponsestochallengesconfrontingorganizations.Itisreportedthatmoreandmorecompaniestendtorequire employees with team spirit.In the interview,questionsareoftenaskedsuchas“haveyoujoinedanycampus associations?”,“do you like class activities?”and

5、 the like.Besides,collective programs willsometimes be held to test interviewees.Undoubtedly,teamspiritisbeinggivenmoreandmoreattention.Teamspirit is very importantto a company.It requires thatemployeesindividualperformanceshouldbeconsistentwiththewholeinterest.Cooperationanddiscussionareneededinste

6、adofindividualshow.Withteamspirit,acompany is an efficient and systematic organization.Without team spirit,everyone works according to hisownplanandthereisnoefficiencyatall.Your external advertising and branding is inconsistent with what your people experience daily on the job.This increases the sni

7、cker factor,deepens cynicism,andemotionally disconnects the staff delivering the services.So,customers see a big gap between their expectations,set bymarketing and their service experience.But managers rarelyexperiencethecustomersfrustration.You talk about empowerment but still have approval levels,

8、slow decision making,and rules.Inotherwords,youreempoweredbutcheckwithusfirst.Therestalkofanopen-doorpolicy,butclosedmindsorcoolnessoftengreetpeoplewhoraiseunpopularissuesorbadnews.Whenpeopleparticipateinsurveysorfocusgroups,theyrarelyhearwhatisdonewiththeirinput.Despite all your pious declarations

9、about values and the importance of people,you treat your people as inanimate assets to be managed.Phraseslikeheadcount,humancapital,mypeople,dehumanizeandobjectifypeople.Mostofuswanttobetreatedasaperson,notahumanresource.Managerswhoviewtheirpeopleaspropertyaredispassionate.Management issues are trea

10、ted with much higher priority than those of frontline staff.Managersspendmostoftheirtimeintheirofficeswitheachother-little time asking frontline staff for their opinions.Managersbehaviorsuggests,IfIwantyourbrightideas,Illgivethemtoyou.Onceayeartheymightrunasurveyandthendiscounttheresultsasjustpercep

11、tion.Herearesevenwaysthatstrongleadersbuildteamspirit:Identify non-value-added work and take that work out of your systems and processes.Streamlinesupportsystemsthatgetintheway.Bureaucracy,errors,rework,andinefficiencykillcommitmentwhileslowingthingsdownandaddingcost.Askpeoplewhatmakesthemfeeltheyar

12、edoingusefulwork.Involvethemindevelopingactionplanstobuildontheusefulworkandeliminateorreduceuselesswork.Build a highly customer-focused organization.Bring customers in to planning sessions,feature them atrecognitionorcelebrationevents,getthemtotellstoriesabouthow your products/services are being us

13、ed and making adifference.Capturethosestoriesonvideo,audio,andinprint,andspreadthem.Getthosepeoplewhoareservingcustomersouttomeetcustomers.Keep highly visible scoreboards.Usebigthermometers,bulletinboards,Intranetsites,voice-mail messages,and newsletters to update everyone on yourprogress toward key

14、 goals or change and improvement targets.Makegoalsandprogressvisible.Recognize and celebrate significant accomplishments and milestones reached.Model and encourage simple thank you and reinforcepositive behavior when you see it.People are searching formeaningfulwork.Wewanttogobeyondsuccesstosignific

15、ance.Wewanttomakeadifference.Wewantpassion,excitement,andasenseofpurposefromourwork.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，反映的是个体利益和整体利益的统一，并进而保证组织的高效率运转。UPPREV.NEXT-v.toincreaseorfurtherimprovethegoodquality,valueorstatusofsb./sth.提高；增强；增进e.g.Canwefurtherenhance

16、ourcompetitiveness?我们能否进一步增强我们的竞争力？UPPREV.NEXT-adj.thatdependentoneachother,consistingpartsthatdependoneachother相互依赖的,互助的e.g.Thereformofthepoliticalstructureandthereformoftheeconomicstructureareinterdependentandshouldbecoordinated.政治体制改革同经济体制改革应该相互依赖，相互配合。UPPREV.NEXT-adj.thatexistsbutthatisdifficult

17、todescribe,understandormeasure难以明了的,无形的e.g.intangibleassets无形资产Soundandlightareintangible.声和光是触摸不到的。UPPREV.NEXT-adj.twothingsgivefactsinadifferentway不一致的,不协调的,矛盾的e.g.Thereportisinconsistentwiththefinancialstatement.这个报告与财务报表内容不一致。UPPREV.NEXT犬儒主义是古希腊的一个哲学流派，该学派继承了苏格拉底的“美德即知识”的主张，用知识抑制自己的欲望，抑制得住就是善，抑制

18、不住就是恶。认为文化生活和社会生活是不自然的，可有可无的。主张生活简陋，淡泊名利，独善其身。并把这作为人生的目标。UPPREV.NEXT 家长式管理识别程序。简言之，家长式管理就是将传统中国儒家治理家庭的模式运用到管理员工与公司的一种领导哲学、理论与方式。指企业权力集中于最高领导者手中、以人为管理主体的组织管理方式。UPPREV.NEXT-n.apersonorthingthathasthesamepositionorfunctionassb./sth.elseinadifferentplaceorposition副本,极相似的人或物,配对物e.g.Nightisthecounterparto

19、fday.黑夜与白天相辅相成。UPPREV.NEXT非增值工作。指所有不能直接创造出顾客所需要的价值的工作，不是顾客愿意付钱的那部分工作，也就是不可创造价值的那部分工作。非增值性工作提高了企业成本，有时甚至是巨大的成本。UPPREV.NEXT 客户型企业文化组织。是企业在以客户为导向进行经营的过程中形成的，并为全体员工所遵循的共同意识、价值观念、职业道德、行为规范和准则的总和，也是企业以客户为核心的文化管理模式。UPNEXTPREV.-n.thefreedomforacountry,aregionoranorganizationtogovernitselfindependently自治e.g.

20、regionalnationalautonomy民族区域自治highdegreeofautonomy高度自治UPPREV.NEXT电子公告板(BBS)，现在的用法，BBS术语可能被通过网络站点被用作任何的在线论坛或信息板。UPPREV.NEXT 语音邮件，有声电子邮件系统。这个系统通Internet和电话网互连，以电话为 收发手段，使用户不但可以在第一时间内了解到自己收到的Email的内容，而且还可以通过电话在任何地点发送语音邮件。UPPREV.NEXT-adj.thatcanbeseen看得看得见见的的e.g.Starsareonlyvisiblewhentheskyisdark.只有在天空

21、不亮时才看得见星星。UPPREV.NEXT-v.bringachange起作用；发生影响e.g.Yourhelphasmadeabigdifference-Iunderstandtheworkbetternow.你给予的帮助起了作用我现在对工作较熟悉了。Onefalsestepwillmakeagreatdifference.失之毫厘，谬以千里。UPPREV.NEXT1.Whyisteamspiritsoimportantforthecompanies?Thespiritofateamisakeyfeatureinhigh-performanceteams.Working together i

22、n a spirited way,interdependent teamsinspiremoreimaginativeresponsestochallengesconfrontingorganizations.Reference2.Whatarethefivewaystokillteamspirit?Your external advertising and branding is inconsistent with whatyourpeopleexperiencedailyonthejob.Youtalkaboutempowermentbutstillhaveapprovallevels,s

23、lowdecisionmaking,andrules.Despiteallyourpiousdeclarationsaboutvaluesandtheimportanceofpeople,youtreatyourpeopleasinanimateassetstobemanaged.Managementissuesaretreatedwithmuchhigherprioritythanthoseoffrontlinestaff.Yourpaternalisticrecognitionprogramsprovidecondescendingpatsonthehead.Reference3.Whyd

24、ontpeopleliketobetreatedasheadcount,humancapital,mypeople?Becausethesetermsdehumanizeandobjectifypeople.Mostofemployees want to be treated as a person,not a humanresource.Reference4.Doesanykindofhumourmakesense?No,sometimessomehumorouscommentswilldisguisebarbsandsnipingamongteammembers.Reference5.Ho

25、wtomakethegoalsandprogressvisible?Usebigthermometers,bulletinboards,Intranetsites,voice-mailmessages,andnewsletterstoupdateeveryoneonyourprogresstowardkeygoalsorchangeandimprovementtargets.Reference1.teamspirit2.CRM3.customerservice4.interdependent5.mediocrity6.frustration7.humanresource8.interview9

26、.bureaucracy10.reinforcea.abroadtermthatcoversconceptsusedbyorganizationstomanagetheirrelationshipswithcustomers,includingcollecting,storingandanalyzingcustomerinformation.b.dependingonornecessarytoeachotherc.thepeoplewhoundergotheinterviewd.aprocessormethodologyusedtolearnmoreaboutcustomersneedsand

27、behaviorsinordertodevelopstrongerrelationshipswiththeme.thedesireandwillingnessofpeopletoworktogetherandhelpeachotheraspartofteamf.thestateoftreatingtalentsastheimportantresourceofthecompanyg.thefeelingofbeingannoyed,upset,orimpatient,becauseyoucannotcontrolorchangeasituationorachievesomething.h.the

28、qualityofbeingaverageornotverygoodi.thesystemofofficialrulesandwaysofdoingthingsthatagovernmentoranorganizationhas,especiallytheseseemtobetoocomplicatedj.tomakeanfeeling,anidea,etc.stronger.Team spirit refers to the spirit of a group that makes thememberswantthegrouptosucceed.Itisthecatalyticagentto

29、performance.Strategicplans,marketing,technology,andcapitalinvestmentsareimportant.Buttheemotionalcommitmentofthepeopleusingthetoolsorexecutingtheplanswilldetermineiftheysinkorsoar团队精神指的团体里每个成员期望该团体发展成功的一种精神。它是成员业绩表现的催化剂。战略计划，市场营销，资本投资固然重要，但是每个成员才是执行有关计划的，他们的感情的投入决定着这些计划是否成功。Reference1.在现代的工作环境中具有团队工

30、作精神是非常重要的。2.有效的团队工作可以提高工作效率使公司获得更多利润。3.每个人都有自己的特长。最好将不同才能的人选在一个团队里，这样就可以尽可能多地得到不同的意见从而找到一个最佳的解决方案。4.大家合作一个项目时，不要羞于提出自己的观点。尽管你的观点可能不被采用，整个团队也能从中受益。5.团队工作不是指一个人承担所有的工作而由大家来居功。团队中的每名成员应该共同分担一项工作。1.Teamworkisaveryimportantskilltohaveandbeabletouseinamodernworkingenvironment.2.Effectiveteamworkwillmakean

31、ycompanymoreefficientandprofitable.3.Eachpersonhashisorherownspecialskills.Whenyouareselectingateam,itsbesttogetpeoplewithdifferentskillssothatyoucangetasmanydifferentviewsaspossibletofindthebestsolution.4.Whenyouareworkingonateamproject,youshouldnotbeafraidorembarrassedtoofferyouropinionofideas.The

32、groupwillbenefitfromyourideasevenifitdoesntusethemdirectly.5.Teamworkdoesnotmeanthatonepersondoesalltheworkthemselvesandthenthegrouptakesthecredit.Everyoneintheteamshoulddoanequalshareofthework.ReferenceHow to Build Strong Team Spirit?UPPREV.NEXT Nomanisanisland,especiallyinabusinessorganization.Eve

33、ryone in the organization needs someone elses helpsometimesoranother,eitheraspartoftheregularworkfloworduringemergencies.WhetheritstheCEOorthecleaninglady,everypersoninanorganizationhastoconsiderhimselforherselfaspartofateaminorderforabusinesstofunctionsmoothly.Themomenta“Thatsnotmyjob!”attitudeappe

34、ars,youhavethemakingsofadysfunctionalorganization.Team Spirit is EssentialMostmodernbusinessesarestructuredaroundteams.Eventhose with highly individualized jobs like graphic design andpublishingneedactiveco-operationamongvariousmembersoftheorganizationforafinalproducttoemerge.Itiscriticalthenforever

35、ymemberoftheorganizationtounderstandtheconceptofteamworkandtoconsiderhisorherjobaspartofateameffort.How to Get Everybody on BoardTeamsarenotborn,theyrebuilt.Hereshowtogoaboutbuildinganeffectiveteamwhereeveryoneconsidersithisorherjobtopitchinandcontributetotheoverallteameffort.Start at the beginning

36、Hire people who fit into thecompanys team culture.Use interviews and pre-employmentassessmentswelltodetermineapersonspersonalityandtraits.Look for cooperation and a willingness to listen in order todetermine whether an applicant can work well in a teamenvironment.LeteveryoneknowwhereyouregoingThisme

37、ansmakingemployeespartofthestrategicplanningprocessandmakingsuretheyunderstandthegoals.Itsimportantthateveryteammemberbuysintotheplan.HoldtheteamaccountableforresultsEstablishclearteamandindividualexpectations.Makesureeveryoneunderstandsthatitstheresultoftheteamsworkthatcounts.Baseyourrewardsystemon

38、theteamsabilitytoachieveitsgoals.Provideindividualrecognitionbasedoncontributiontotheteameffort.KeepcommunicationlinesopenEncouragefrankandopencommunication among team members and management.Solicitideas and suggestions from team members on ways to betterachievetheteamsgoals.Resolve team conflicts i

39、mmediately Work to correctperformance,attitude or ethics problems of individual teammemberswhenitispossible.Ifthepersonjustdoesntfitintotheteammold,replacehimorherwithonewhodoesinordertoprotecttheintegrityoftheteam.KeepmoralehighTeammembersfunctionbestwhentheirindividualcontributionstotheteamarereco

40、gnized.This,inturn,leadstoastrengtheningoftheteamspiritamongitsindividualmembers.Makingemployeesrealizethattheyarepartofoneteamisthebestantidotetoaninsular,narrow-mindedworkattitude.Thiswillengenderawillingnessonthepartofeveryonetopullinonedirection,regardlessofthejobortaskathand.1.Whatdoes“Thatsnot

41、myjob!”attitudereveal?Themomenta“Thatsnotmyjob!”attitudeappears,youhavethemakingsofadysfunctionalorganization.Reference2.Whatkindofpeopleshouldthecompanyhiretobuildaneffectiveteam?Thecompanyshouldhirepeoplewhofitintothecompanysteamculture.Reference3.Whatkindofcommunicationisencouragedamongteammember

42、sandmanagement？Fankandopencommunicationamongteammembersandmanagementisencouraged.Reference4.Whendoteammembersfunctionbest?Teammembersfunctionbestwhentheirindividualcontributionstotheteamarerecognized.Reference5.Whatisthebestsolutiontoaninsular,narrow-mindedworkattitude?Makingemployeesrealizethatthey

43、arepartofoneteamisthebestantidotetoaninsular,narrow-mindedworkattitude.Reference1.()Ifsomeoneinateamconsidershimselforherselfasanisland,thebusinesswillnotfunctionsmoothly.2.()Highlyindividualizedjobslikegraphicdesignandpublishingcanbedoneindividually.3.()Aneffectiveteamisbuilt,notborn.4.()Itsunneces

44、saryforalltheteammemberstoknowtheteamsgoals.5.()Ifsomeonecantworkwellinateamenvironment,heorshecanbereplaced.HOMEHow Much Do You Know About Team Spirit?UPPREV.NEXT Whenitcomestochoosingacandidateforanewjoborapromotion,employersconsistentlysaytheywantateamplayer.Thismeanssomeonewhocanputtheteamgoalsa

45、ndtheteamaccountabilityaheadoftheirownindividualsituation,saysSteveKass,presidentfortheGreatPlainsdistrictofRobertHalfInternational.RobertHalfInternational,GreatPlainsButhow,exactly,doyougoaboutshowingthatyoureateamplayer?Expertsofferthefollowingfivesuggestionsforconcretewaysyoucanshowyourdedication

46、totheteam.1.Meetyourdeadlines.When Accountemps,a division of RHI,surveyed seniorexecutivesatlargecompaniesaboutwhatitmeanttobeateamplayer,themostcommonreplywasmeetsdeadlines.Whenyouredoingonepartofalargerproject,asisoftenthecasewhenyoureonateamatwork,youcanholdupeveryoneelseifyoudontgetyourworkdoneo

47、ntime.Agoodteamplayerissomeoneotherteammembersknowtheycandependon.2.Becandid.GlennParker,ateam-buildingconsultantinPrinceton,N.J.andauthorofTeamPlayersandTeamwork:NewStrategiesforDevelopingSuccessfulCollaboration,believescompaniesusedtohaveaone-dimensionalviewofateamplayer:someonewhoworked hard and

48、didnt ask questions.But the world haschanged,hesays.Theideaofjustsupportingthingsisnotasvaluedasitwas.Indeed,in the Accountemps survey,supports his or hermanagerwaslowonthelistofqualitiesateamplayershouldhave.Thisdoesntmeanmanagerswanttobeundermined-butmanydoappreciatesuggestionsandconstructivecriti

49、cism.3.Adaptquickly.You may work with teams whose members are in differentlocations.Itslikelyyoullbeamemberofseveraldifferentteamsatwork,too,eachfocusedonadifferentgoal.Today,withadvancesintechnology,increasedglobalizationandmore diversityin the workplace,teamplayers need to be morecomplex,adaptive,

50、creativeandflexible,Parkersays.Onewaytodemonstratehowadaptableyouareistooffertochange the way you work if it seems like it would help yourteammates,Kasssaid.Attitude is important,too.People used to assume that trustamongteammembershadtobebuiltoveralongperiod.Intodaysfast-pacedbusinessworld,theremayn