stages of TeamBuilding

国开（中央电大）本科《管理英语4》网上形考任务试题及答案国开(中央电大)本科《管理英语4》网上形考任务试题及答案说明：课程代码：04020。

适用专业及层次：工商管理，行政管理本科。

单元自测1 试题及答案题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索[题目] — This project is too big for me to finish on time.—________________.[答案]I'll give you a hand[题目] AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.[答案]more likely[题目]______ CEOs spend planning, the more profitable their companies are.[答案]The more time[题目]______ his anger the employees called him Mr. Thunder, but they loved him.[答案]Due to[题目]______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.[答案]Not only do[题目]—Could you give us a speech on management functions some day this week？—________________.[答案]I'd love to, but I'm busy this week[题目]— I think things have been a bit difficult for us the lastcouple of months.—__________. We've been working hard, but still getting behind.[答案]You're right[题目]— Is it possible for you to work out the plan tonight？—__________[答案]I think so.[题目]—We could let some of the staff work from home.________________？— That's a good idea.[答案]What do you think of it[题目]Even the best continually seek ways to ______ their skills.[答案]sharpen[题目]It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.[答案]that[题目]Supervisors should ______ their employees in two-way communication so that understanding takes place.[答案]engage[题目]The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.[答案]those[题目]The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.[答案]on how to[题目]The responsibilities in handbook ______ that managers have to be concerned withefficiency and effectiveness in the work process.[答案]indicate二、听力理解：听录音，选择最佳答案（共50分）。

Make the Most of Team BuildingBy Nancy Hatch WoodwardThere’s no end to the creativity of team-building exercises—from solving abstract puzzles to donning inflatable sumo wrestling suits. But while these activities can be fun and interesting, they’ll have little value unless you target them to the goals of your team. Let’s say you have a problem that started a while back but was never addressed. An open, honest discussion over lunch or coffee may do the trick. Or if one group member is causing the problem, removing him might suffice. In the case of a problematic team manager, additional training or a coach might suffice. Determining whether team building is appropriate to your problem is just one reason why you have to establish the goals of a team-building exercise before you launch one. Teamwork training centers on developing skill sets that enable participants to collaborate better or to learn how to handle difficult situations that may have arisen. Training may include instruction on better communication, managing conflict, or understanding the skills and talents that everyone brings to the table.It’s serious business, says Laurie Hastings, manager of the HR planning, learning and development group at Altera Corp., a technology company headquartered in San Jose, Calif. “We offer fun activities for our employees throughout the year,” she says. But actual team-building activities are much more “focused, strategic and committed to seeing teamwork becoming integrated into our day-to-day work.”Such strategic team-building efforts start with a full assessment of the team’s needs. Ask yourself:•Do you want to bring together cross-divisional employees for a long-term project and get them off on the right foot?•Do you need to increase open communication and relationship building?•Are participants actually hostile and mistrustful toward one another?Training that focuses on cooperation between departments is one of the most requested teamwork-building programs. Others most requested are: communication skills development; working on trust issues, especially when there has been a merger or acquisition; improving feedback; and dealing with office politics.For Bobbi Kaylor, HR manager of Dabico Inc., a company in Costa Mesa, Calif., that provides ground equipment for airports, the problem centered on the growth of the company’s workforce, which had employees going in too many directions. While teamwork proved worthwhile within individual teams, there was little interaction among the teams themselves. People had become comfortable in their groups and weren’t reaching outside for ideas and ways to collaborate. They needed to be exposed to people on other teams and understand that each person and group had something to bring to the table.The success of team building also relies on tying the activities to the team. Keep in mind:•The personality of the group and individuals. Engineers may be very happy in a classroom setting, but customer service representatives probably wouldprefer something more exciting. Dabico Inc. used a classroom setting for itsfirst team-building exercise; the next time around, employees went for ascavenger hunt in Laguna Beach. Why? “When people are stuck in classrooms all day long, the first half of the day before lunch is very effective,” sa ysKaylor, but “after lunch, they have a tendency to kind of zone out.”•Age and physical abilities of members.You don’t want employees to be fearful of the activity or to have to disclose a physical limitation. James T.Taylor, president of Teambuilding USA, says his company and many othersare no longer offering programs that are physically demanding. “You have topay too much attention to people who are overweight or may have heartconditions,” he says. Instead, they focus on activities that are psycholo gicallychallenging.•Size of group. Large groups are better suited for recreation/reward types of activities, says Angie Seehan of Adventure Associates. Smaller teams are more effective for exercises that concentrate on developing deeper skill sets, such as conflict resolution or leadership stages.•Education and experience levels in the group. What you plan for senior executives may be quite different in content and style from what you woulddevise for a lower-level team. Usually it doesn’t matter how long the grouphas been together, but it can be easier to diagnose the problem in groups thathave worked together for some time, says Steven H. Carney, owner of Powerof We Consulting. “They know who the better players are and who needs skill development or c oaching.”•Budget. The costs for teamwork-building events can run from $50 to thousands of dollars per person. Costs depend on location, length of program,type of activity, and whether your vendor is local or out of state.•Time allotted. A half-day program is just going to scratch the surface. Full days are better for addressing a specific team dynamic, and retreats work bestwhen working on strategy or trying to develop individual leadership orcommunication skills.Hastings stresses that a key element of a team-building exercise is tying it back to the business. Make sure, she says, that the exercise supports and aligns with the business goals and priorities. In addition, Hastings also recommends the following for getting the most meaningful results for your team:•Customize the activity so it meets the specific needs of the group and the company. Then measure its effectiveness by how well the designated goalswere met.•Be part of the activity. You should be there with the team, not out on the golf course.•Make it part of employees’ performance reviews, i.e., whether they have put into practice the skills they presumably learned during the training. Forexample, are employees now bringing a wider variety of co-workers intoproject planning?Nancy Hatch Woodward is a freelance writer based in Tennessee and a frequent contributor to HR Magazine.Terms of Use:©2006 Society for Human Resource Management. Members of SHRM are authorized to distribute copies, excerpts or e-mails of this information for educational purposes internally within their organizations. No other republication or external use is allowed without permission of SHRM. The information is not intended to serve as a substitute for legal advice.。

团建活动英语团建活动是企业内部加强员工团结协作、提高员工工作积极性和创造力的一种活动。

团建活动可以采取不同形式，如户外拓展、文化体验、聚餐聚会等。

本文将介绍团建活动英语表达及常用单词和短语，供英语学习者参考。

一、团建活动英语表达1. 团队建设 Team building2. 团队精神 Team spirit3. 团队领导 Team leadership4. 团队合作 Team cooperation5. 团队氛围 Team atmosphere6. 团队目标 Team goal7. 团队建设活动 Team building activities8. 团队建设计划 Team building plan9. 团队建设培训 Team building training10. 团队建设游戏 Team building games11. 团队建设活动方案 Team building activity plan12. 团队建设方案 Team building scheme13. 团队建设意义 The significance of team building二、常用单词和短语1. 拓展训练 Outdoor training2. 团队组建 Team formation3. 合作能力 Cooperation ability4. 信任 Trust5. 沟通 Communication6. 协作 Collaboration7. 共同目标 Common goal8. 团队建设经验 Team building experience9. 团队建设成果 Team building achievements10. 团队建设活动效果 The effect of team building activities11. 团队建设理念 Team building concept12. 团队建设方法 Team building method13. 团队建设方案 Team building program14. 团队建设评估 Team building evaluation三、团建活动英语实例1. Outdoor team building activities户外拓展活动2. Trust building exercise信任建立练习3. Team building training program团队建设培训方案4. Communication skills workshop沟通技巧研讨会5. Problem-solving game问题解决游戏6. Team building competition团队建设竞赛7. Team building retreat团队建设撤退8. Cultural immersion experience文化体验活动9. Sharing session分享会议10. Role-playing activity角色扮演活动以上是《团建活动英语》的一些常用表达和实例，希望对大家学习英语有所帮助。

Stages of team developmentTeams generally need to pass through several developmental stages经历几个发展阶段before they become productive. Managers must understand this developmental process so they can facilitate it.1.Forming组建期The team first comes together, discovering "why, what, who, when".Conflicts have not begin to emerge yet冲突还没有出现Forming is the first stage of the team development process. During this stage, members of the newly formed team become oriented to the team and acquainted with one another.This period is characterized by the exploration of issues related to their new job situation, such as what is expected of them, who has what kind authority within the team, what kind of people are team members, and what skills team members possess.Members are testing the waters to determine what types of behavior are acceptable. This stage is usually characterized by uncertainty (the group’s purpose, structure, and leadership) and stress.Recognizing that team members are struggling to adjust to their new work situation and to one another, managers should be tolerant of lengthy informal discussions exploring team specifics and not regard them as time wasters. The newly formed team must be allowed an exploratory period if it is to become truly productive.The forming stage is very important, perhaps even critical, to the success of the team. Your ability to select the proper team members选择合适的团队成员in order to accomplish a particular task—personal or business—is the mark of the superior leader 杰出领导的标志.If you select the wrong people in the first place【adv.首先】, it becomes almost impossible afterward[ ♐♦☜♦☜♎]然后, 后来to build a winning team组建一支能够取胜的团队,just as it would be impossible to win athletic[✌●♏♦♓]运动的championships with unskilled or ill-suited players.In the forming stage, the team members come together集合and begin to get a feeling for each other. There will be a good deal of discussion, argument, disagreement, personal expression of likes and dislikes, and the forming of friendly alliances between team members. This stage, especially the discussions and conversations that take place, may seem time consuming耗费时间的,旷日持久的, but it is absolutely indispensable to the development of a unified group of people that you can lead.One of the most important qualities of a leader is that of patience【一个领导者最重要的品质之一是忍耐】. And patience is never more necessary than when you are going through the early stages of assembling your team.2.Storming激荡期Disagreements arise about what needs to be done and who will do it. People merge their individual perceptions of how the work should be done and mold a group perception. Having a strong common goal is one of the most important driving forces to resolving conflicts. This is a necessary and useful stage is you want to create, alignment and ownership.After a team has formed, it begins to storm. Storming, the second stage of the teamdevelopment process, is characterized by conflict and disagreement as team members become more assertive in clarifying their individual roles.Members accept the existence of the team, but resist the constraints the team imposes on individuality. Further, there is conflict over who will control the team. When this stage is complete, a relatively clear hierarchy of leadership exists within the team.During this stage, the team seems to lack unity because members are continually challenging the way the team functions.To help the team progress beyond storming, managers should encourage team members to feel free to disagree with any team issues and to discuss their own views fully and honestly. Most of all, managers should urge team members to arrive at agreements that will the team reach its objectives.The second stage of team development is called storming. Storming is a shortened form of the word “brainstorming.” It is during this stage when the group, whose members are now comfortable with each other, begins the hard work of setting goals and deadlines, dividing up the tasks, and getting on with the job. During the storming phase, people learn about the contributions that each member can make to achieve the purposes of the team.3.Norming规范期The goals, roles, and boundaries have been clarified and accepted by team members. They have taken ownership and accountability for getting the work done. Regular team meetings are required at this stage so that team members can monitor progress and solve problems as they arise.When the storming ends, norming begins. Norming, the third stage of the team development process, is characterized by agreement among team members on roles, rules, and acceptable behavior while working on the team. Conflicts generated during the storming stage are resolved in this stage.This stage is one in which close relationships develop and the team demonstrates cohesiveness. There is now a strong sense of team identity and camaraderie. This stage is complete when the team structure solidifies and the team has assimilated acommon set of expectations of what defines correct member behavior.Managers should encourage teams that have entered the norming stage to progress toward developing team norms and values that will be instrumental in building a successful organization. The process of determining what behavior is and is not acceptable within the team is critical to the work team’s future productivity.The third stage of team development is called norming. This is where norms and standards are established among the team members so that everyone feels secure and confident in his or her place. All members know what is expected and how it is to be measured. And all members are aware of the responsibilities and obligations that they have, not only to the job, but to the each other as well.Your ability as a leader to promote the norming process is critical to the success of the team.4.Performing执行期The team becomes a true team, working in unison, supporting one another. The team, not the leader, manages the project. Team members make adjustments to keep the deliverables on track; they monitor progress and manage change. The team takes full ownership and accountability, not only for the work to be done, but for the team dynamics as well.The fourth stage of the team development process is known as performing. At this stage, the team fully focuses on solving organizational problems and on meeting assigned challenges. Theteam is now productive: after successfully passing through the earlier stages of team development, it knows itself and has settled on team roles, expectations, and norms.The structure at this point is fully functional and accepted. Team energy has moved from getting to know and understand each other to performing the task at hand.During this stage, managers should recognize the team’s accomplishments regularly, for productive team behavior must be reinforced to enhance the probability that it will continue in the future.The fourth stage of team development is performing. In the final analysis归根结底是, your ability to get results is all that really matters.Your lifestyle, your rate of promotion and level of rewards, and your respect and esteem among your co-workers and bosses will all be determined by your ability to perform and to get others to perform.5.Adjourning休整期The fifth, and last, stage of the team development process is known as adjourning休整期. Now the team is finishing its job and preparing to disband团队将要完成它的工作并准备解散.This stage normally occurs only in teams established for some special purpose to be accomplished in a limited time period.During the adjourning stage, team members generally feel disappointment that their team is being broken up because disbandment means the loss of personally satisfying relationships and / or an enjoyable work situation.During this phase of team development, managers should recognize team members’ disappointment and sense of loss as normal and assure them that other challenging and exciting organizational opportunities await them. It is important that management then do everything necessary to integrate these people into new teams or other areas of the organization.Although some work teams do not pass through every one of the development stages just described, understanding the stages of forming, storming, norming, performing, and adjourning will give managers many useful insights on how to build productive work teams. Above all, managers must realize that new teams are different from mature teams and that their challenge is to build whatever team they are in charge of into a mature, productive team.。

国开(中央电大)本科《商务英语3》形考任务(单元自测1至8)试题及答案:国开商务英语试题国开(中央电大)本科《商务英语3》形考任务(单元自测1至8)试题及答案 (电大网上形考必备资料) 说明：课程代码：04011。

适用专业及层次：会计学、金融学、市场营销和物流管理本科。

平台考试网址：http：//。

单元自测1 试题及答案题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索 [题目]— Why did you choose our company？— __________________________ [答案] Sorry, I didn＇t catch that. Would you say it again? [题目]— Can you show me the schedule？—__________________________. [答案] Sure, a tight schedule as usual [题目]— But what do you want me to do there？— ______________________________ [答案] You have to give a presentation on what our products are. [题目]— Morning, Maggie. Could you talk briefly about your career development？— ___________________________ [答案] Thanks for giving me this opportunity. I started as a clerk in the… [题目]— You need to pay a visit to our important customers from _Chamberlain Automation Systems Company in Washington. —_____________________________ [答案] Sorry, can you repeat the name of the company? [题目]______ a vacation is always a good way to get relaxation and refreshment. [答案] Taking [题目]Before I came to America, I __________as an executive secretary with a trading company for one year in Britain. [答案] had worked [题目]Good manners may be varied ________cultural backgrounds. [答案] due to [题目]I led and _________a sales team of 20 people. [答案] motivated [题目]I was __________ devising sales strategies and targets for the West Region. [答案] responsible for [题目]Is ________ possible to take a 10-minute break during the meeting tomorrow morning？[答案] it [题目]Sometimes your body language, gestures and expressions may tell people ______________ about you than the words you use. [答案] more [题目]The following hints may help you stay energized, or at least ___________ until you can make the time for rest. [答案] get you going [题目]When talking to people within your company _________don’t speak your language, you may have to use English. [答案] who [题目]You are the right person for the job that_______ your application ________the advertisement. [答案] relates…to…二、阅读理解阅读下面的文章，根据文章内容给题目选择正确的答案。