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  3. Teams have become the basic building — blocks of organizations. Recruitment a

Teams have become the basic building — blocks of organizations. Recruitment a

游客2025-03-26  21
问题    Teams have become the basic building — blocks of organizations. Recruitment ads 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. Numerous companies were either in the middle of restructuring or about to embark on it, and restructuring meant putting more emphasis on teams.
   Companies are abandoning functional silos and organizing employees into cross-disciplinary teams that focus on particular products, problems or customers, with more power to run their own affairs and more time to work with each other rather than reporting upwards. A network of teams is replacing the conventional hierarchy.
   However, teams are not always the answer — teams may provide more insight, creativity and knowledge, but teamwork may also lead to confusion, delay and poor decision-making.
   It is noted that teams are hindered by problems of coordination and motivation that erode the benefits of collaboration. High-flyers forced to work in teams may be undervalued and free-riders empowered. Groupthink may be unavoidable. Less than 10% of the supposed members agree on who exactly is on the team. Agreeing on its purpose is harder.
   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: 73% of the incidents in a civil-aviation database occurred on a crew’s first day of flying together.
   Companies need to think harder about managing teams to keep teams small and focused. A new study 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.
   However, organizations need to ask themselves whether teams are the best tools for the job. Team-building skills are in short supply: Deloitte reports that only 12% of the executives understand the way people work together in networks and only 21% feel capable of building cross-functional teams. Slackly 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 in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual. [br] The author argues in the last paragraph that______.
选项 A、the number of teams should be increased
B、excellence mostly results from teamwork
C、different jobs require different teams
D、teams are not suitable for some jobs
答案 D
解析 最后一段最关键的一句话就是最后一句Even in the age of open-plan offices and social networks some work is best left to the individual。句中的open-plan的意义是“没有间隔的”。该句表明有些工作最好由个人完成。
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