Assignment代寫參考范例：Evaluating Organisation Values and Structure

Assignment代寫參考范例-評估組織價值和結(jié)構(gòu)。本文是一篇留學(xué)生assignment寫作范文，主要內(nèi)容是講述組織文化可以定義為企業(yè)的一個功能要素，包括組織價值觀、經(jīng)驗(yàn)和信念以及組織的文化規(guī)范。這些值和屬性的特定集合由組織內(nèi)的員工共享，并根據(jù)他們之間的交互級別進(jìn)行控制。組織文化的主要保護(hù)者是組織內(nèi)的員工和組織外的利益相關(guān)者。因此，本篇作業(yè)討論了組織文化和行為的關(guān)鍵方面，并涵蓋了與組織管理相關(guān)的基本理論。  

Organization culture can be defined as a functional element of a business that comprise of organizational values, experiences and beliefs and the cultural norms of the organization. The specific collection of these values and attributes are shared by the employees within an organization and are controlled according to the level of interaction between them. The main protectors of organizational cultures are the employees within the organization and the stakeholders outside the organization. Thus this assignment discusses the key aspects of organizational culture and behaviour and also covers basic theories related to organizational management.  
Organizational values can be attributed to the beliefs and ideas of the individuals within the organizations regarding the strategic goals. The organizational values are conveyed right from the top of the organizational pyramid to the bottom. As far as organizational culture is concerned, there are various factors comprising of the organizational culture. These factors include employees, creation of values, growth, commitment, motivation and future emphasis. Organizational values and culture influences the kind of behaviour individuals carry within a work place. Thus these are the basic concept regarding organizational culture and values.
組織價值觀可歸因于組織內(nèi)個人對戰(zhàn)略目標(biāo)的信念和想法。組織價值觀從組織金字塔的頂部向下傳達(dá)。就組織文化而言，構(gòu)成組織文化的因素多種多樣。這些因素包括員工、價值觀創(chuàng)造、成長、承諾、動機(jī)和未來重點(diǎn)。組織價值觀和文化會影響個人在工作場所的行為。因此，這些是關(guān)于組織文化和價值觀的基本概念。
It is a well known fact that an organization cannot succeed without a sound organizational culture and positive behaviour of the individuals comprising the organization. There are various factors that influence the behaviour of individuals and are an important part of the organizational culture. All these phenomenons and other activities such as coordination, task allocations which are collectively directed towards achieving the organizational objectives consist of the organizational structure.
眾所周知，一個組織如果沒有健全的組織文化和組織成員的積極行為，就不可能成功。影響個人行為的因素多種多樣，是組織文化的重要組成部分。所有這些現(xiàn)象和其他活動，如協(xié)調(diào)、任務(wù)分配，都是為了實(shí)現(xiàn)組織目標(biāo)而共同進(jìn)行的，這些活動構(gòu)成了組織結(jié)構(gòu)。
Most of the organizations have organization structures comprising of the clustered entities. The structure of an organization depends of its objectives and the strategies which are formulated to achieve these objectives. Organizational structure enables giving responsibilities for different business operations to various business entities such as department, workgroup or team, individuals and many more. If an organization doesn’t have a sound structure, there are chances that it might face difficulties in achieving its objectives. We shall now discuss organizational structure and culture in more detail.
大多數(shù)組織具有由集群實(shí)體組成的組織結(jié)構(gòu)。組織的結(jié)構(gòu)取決于其目標(biāo)和為實(shí)現(xiàn)這些目標(biāo)而制定的戰(zhàn)略。組織結(jié)構(gòu)使各種業(yè)務(wù)實(shí)體（如部門、工作組或團(tuán)隊(duì)、個人等）能夠承擔(dān)不同業(yè)務(wù)運(yùn)營的責(zé)任。如果一個組織沒有一個健全的結(jié)構(gòu)，那么它很可能在實(shí)現(xiàn)目標(biāo)方面面臨困難。我們現(xiàn)在將更詳細(xì)地討論組織結(jié)構(gòu)和文化。
Organizations witness different cultures because they consist of different types of individuals. The culture within an organization has direct implications on its performance and also reflects its values and beliefs. If there is no alignment between the organizational culture and the company’s business strategies, the company will struggle to work with full potential and satisfy the objectives of its stakeholders. There are many types of organizational cultures as suggested by various academic scholars. First of all, there can be ‘Collaborate’ organizational culture which is found where the workplace is open and friendly and employees share lot of things among themselves. Next is the ‘Create’ culture wherein the workplace is dynamic, entrepreneurial and innovative and experimentation is considered to be the driving factor for development. Then we have the ‘Control’ culture wherein the organization is very structured and formal and employee behaviour is governed by the set rules and procedures. Finally, we have ‘Competitive’ culture which is observed in the results seeking organizations with employees being highly competitive, goal-oriented and productive. Thus these are different types of organizational cultures which have direct or indirect effects of business performance.
組織見證了不同的文化，因?yàn)樗鼈冇刹煌愋偷膫€人組成。組織內(nèi)的文化對其績效有直接影響，也反映了其價值觀和信念。如果組織文化和公司的商業(yè)戰(zhàn)略之間沒有一致性，公司將努力發(fā)揮全部潛力，滿足利益相關(guān)者的目標(biāo)。不同學(xué)術(shù)學(xué)者提出的組織文化有多種類型。首先，可以有“協(xié)作”的組織文化，這種文化在工作場所是開放和友好的，員工之間分享很多東西。其次是“創(chuàng)造”文化，其中工作場所充滿活力、企業(yè)家精神和創(chuàng)新精神，實(shí)驗(yàn)被認(rèn)為是發(fā)展的驅(qū)動因素。然后我們有“控制”文化，其中組織非常結(jié)構(gòu)化和正式，員工行為受既定規(guī)則和程序的約束。最后，我們有“競爭”文化，這種文化在追求結(jié)果的組織中得到了體現(xiàn)，員工具有高度競爭性、目標(biāo)導(dǎo)向性和生產(chǎn)力。因此，這些是對企業(yè)績效有直接或間接影響的不同類型的組織文化。
The main factor of organizational structure and culture that drives the performance is leadership. Leadership is characterized by the focus on internal business environment, organizational effectiveness and business results. Thus all the organizations thrive to create a sustainable and robust culture that ensures future viability of the business and enhanced performance. Figure 1 explains the main factors of organizational culture and its impact on performance.
推動績效的組織結(jié)構(gòu)和文化的主要因素是領(lǐng)導(dǎo)力。領(lǐng)導(dǎo)力的特點(diǎn)是關(guān)注內(nèi)部業(yè)務(wù)環(huán)境、組織效率和業(yè)務(wù)結(jié)果。因此，所有的組織都在蓬勃發(fā)展，以創(chuàng)造一種可持續(xù)和強(qiáng)大的文化，確保業(yè)務(wù)的未來生存能力并提高績效。圖1解釋了組織文化的主要因素及其對績效的影響。
Factors influencing Individual behaviour 影響個人行為的因素
Individual behaviour within a workplace is influenced by various factors such as emotions, culture, persuasion, values, norms, ethics and personal attitudes. The main factor influencing human behaviour is the work environment and organizational culture. For example, if an employee is highly motivates within a workplace, he/she would develop a positive approach towards work and the productivity will increase along with the profits. On the other hand, if an individual faces issues such as ignorance, demoralization, corruption and unethical behaviour, this will have a negative impact of the individual’s behaviour. Moreover the individual’s abilities and skills, perception and personality also help in determining his/her behaviour within an organization. Thus there are the main factors that affect an individual’s behaviour within an organization.
工作場所的個人行為受到各種因素的影響，如情緒、文化、說服力、價值觀、規(guī)范、道德和個人態(tài)度。影響人類行為的主要因素是工作環(huán)境和組織文化。例如，如果一名員工在工作場所內(nèi)具有很強(qiáng)的積極性，他/她將發(fā)展出積極的工作方式，生產(chǎn)力將隨著利潤的增加而提高。另一方面，如果個人面臨無知、道德敗壞、腐敗和不道德行為等問題，這將對個人的行為產(chǎn)生負(fù)面影響。此外，個人的能力和技能、感知能力和個性也有助于確定他/她在組織內(nèi)的行為。因此，有一些主要因素影響個人在組織內(nèi)的行為。
Organizational Theories 組織理論
There are various organizational theories in academic literature using which the organizations survive in the competitive market. The foremost organizational theory is the ‘contingency’ theory which suggests that whenever the company management takes important decision, they should consider all the aspects of the company’s current performance and act accordingly. Next is the ‘systems’ theory which considers the organizations in a broader perspective and helps in interpreting the market and anticipating the needs of customers. Then we have the ‘scientific management’ theory which helps in accurate measurement and monitoring of organizational tasks and also the strategies developed in order to achieve these goals. Finally there is the ‘human relations’ theory which supports the idea of trade unions and government regulations. According to this theory, more emphasis is given to employees and their potential in the organization.
學(xué)術(shù)文獻(xiàn)中有各種組織理論，組織在競爭市場中生存。最重要的組織理論是“偶然性”理論，該理論認(rèn)為，每當(dāng)公司管理層做出重要決策時，他們都應(yīng)該考慮公司當(dāng)前績效的所有方面，并據(jù)此采取行動。其次是“系統(tǒng)”理論，它從更廣泛的角度考慮組織，有助于解釋市場并預(yù)測客戶的需求。然后我們有了“科學(xué)管理”理論，它有助于準(zhǔn)確衡量和監(jiān)控組織任務(wù)，以及為實(shí)現(xiàn)這些目標(biāo)而制定的戰(zhàn)略。最后是“人際關(guān)系”理論，它支持工會和政府規(guī)章的理念。根據(jù)這一理論，人們更加重視員工及其在組織中的潛力。
The main culture and subculture within an organization plays an important role in the company and is also vital for its success or failure. Thus these are the basic organizational theories that play a significant role in organizational management. These theories help in every aspect of organizational management as they help is management operations such as sales forecast, performance monitoring, decision making, enhancing the business networks and so on. Thus we shall now discuss about management theories and organizational culture of two organizations namely Google and Microsoft.
組織內(nèi)的主要文化和亞文化在公司中起著重要作用，對公司的成敗也至關(guān)重要。因此，這些是在組織管理中發(fā)揮重要作用的基本組織理論。這些理論在組織管理的各個方面都有幫助，因?yàn)樗鼈冇兄诠芾磉\(yùn)營，如銷售預(yù)測、績效監(jiān)控、決策制定、增強(qiáng)業(yè)務(wù)網(wǎng)絡(luò)等。因此，我們現(xiàn)在將討論兩個組織的管理理論和組織文化，即谷歌和微軟。
Google have very different and unique approaches towards management. The main management approach of Google is effective employee handling and motivation by providing a wonderful experience at work. All Google employees are called as ‘Googlers’ and the whole organizational culture of Google is very unique. For example, employees have the liberty to comment on the company’s strategies or give suggestions to the top management personals. The company management principles consider all its employees equally important for the success of the company. Googlers were allowed to carry their pets at workplace, were given free lunch and snacks and other amenities. Thus one can clearly suggest that Google’s zero percent employee turnover rate is an excellent testament to its respectable organizational culture.
谷歌在管理方面有著非常不同和獨(dú)特的方法。谷歌的主要管理方法是通過提供出色的工作經(jīng)驗(yàn)來有效地處理員工和激勵員工。所有谷歌員工都被稱為“谷歌員工”，谷歌的整個組織文化非常獨(dú)特。例如，員工有權(quán)對公司的戰(zhàn)略發(fā)表意見或向最高管理人員提出建議。公司管理原則認(rèn)為，所有員工對公司的成功同樣重要。谷歌員工被允許在工作場所攜帶寵物，并獲得免費(fèi)午餐、零食和其他便利設(shè)施。因此，人們可以清楚地表明，谷歌的員工流失率為零，這是其令人尊敬的組織文化的極好證明。
Moving onto Microsoft, managers here are described as ‘Mentors’ and employees as ‘Pupils’. Mentors in Microsoft carry high profile with a wealth of knowledge and experience whereas pupils are encouraged to be hard-working and enthusiastic to take risks. Microsoft has been successful over the years by using a sound organizational structure. The company is managed by 10 Board of Directors who are elected every year. The company is sub-categorized into various teams that handle critical aspects of business. All the employees of Microsoft share the same values and beliefs and the expectations they have from the company. These shared views affect the company’s performance, decision making and also team performance. Employees are allowed to grow within the company as a part of the strong organizational culture Microsoft has. Thus over the years, Microsoft has successfully used its organizational culture and resources in order to achieve its business objectives.
進(jìn)入微軟后，這里的管理者被稱為“導(dǎo)師”，員工被稱為學(xué)生。微軟的導(dǎo)師們以豐富的知識和經(jīng)驗(yàn)而備受矚目，而學(xué)生們則被鼓勵努力工作，積極冒險(xiǎn)。多年來，微軟通過使用健全的組織結(jié)構(gòu)取得了成功。公司由每年選舉產(chǎn)生的10名董事會管理。公司分為處理業(yè)務(wù)關(guān)鍵方面的各個團(tuán)隊(duì)。微軟的所有員工都擁有相同的價值觀、信念和對公司的期望。這些共同的觀點(diǎn)會影響公司的績效、決策以及團(tuán)隊(duì)績效。作為微軟強(qiáng)大的組織文化的一部分，員工可以在公司內(nèi)部成長。因此，多年來，微軟成功地利用其組織文化和資源來實(shí)現(xiàn)其業(yè)務(wù)目標(biāo)。
Thus these are the different approaches towards management of two organizations namely Google and Microsoft. There is one thing common between the two companies as far as the role of technology in organizational culture is concerned. Both the companies are equipped with latest technological gadgets that make it easy for them to give good performance, analyze markets, anticipate future forecasts and many more. One can clearly comment that indeed the organizational culture and sound approaches towards organizational management are the basic elements needed by the organization to have an edge over its rivals. Thus we shall now discuss about various leadership styles and their effectiveness in leadership approaches.
因此，這是兩個組織（即谷歌和微軟）管理的不同方法。就技術(shù)在組織文化中的作用而言，兩家公司有一個共同點(diǎn)。這兩家公司都配備了最新的技術(shù)設(shè)備，使他們能夠輕松地提供良好的業(yè)績、分析市場、預(yù)測未來預(yù)測等。人們可以清楚地評論說，組織文化和組織管理的健全方法確實(shí)是組織戰(zhàn)勝競爭對手所需的基本要素。因此，我們現(xiàn)在將討論各種領(lǐng)導(dǎo)風(fēng)格及其在領(lǐng)導(dǎo)方法中的有效性。
Importance of different leadership styles 不同領(lǐng)導(dǎo)風(fēng)格的重要性
Leadership style can be defined as the effective behaviour of leaders towards achieving team objectives and management of the team. It can also be considered as the way of giving direction to others, implementing strategies and motivating individuals. There are numerous leadership styles discussed in the academic history. We shall now discuss about different leadership styles and their importance in organizational performance. The first is ‘a(chǎn)utocratic’ style where all the decision making authority lies with the leader. Here the leader doesn’t pay much attention to the suggestions given to him/her and all the initiatives taken are the leader’s responsibility. The only advantage here is that the leader possesses extreme wealth of knowledge and experience which is used to achieve organizational goals. Next is the ‘Participative’ style wherein the leader consults his/her group of team before making decisions. This is very advantageous as far as team performance is concerned. This style also helps members of the team to self motivate by taking active part in team discussions.
領(lǐng)導(dǎo)風(fēng)格可以定義為領(lǐng)導(dǎo)者實(shí)現(xiàn)團(tuán)隊(duì)目標(biāo)和管理團(tuán)隊(duì)的有效行為。它也可以被認(rèn)為是指導(dǎo)他人、實(shí)施戰(zhàn)略和激勵個人的方式。學(xué)術(shù)史上討論過許多領(lǐng)導(dǎo)風(fēng)格。我們現(xiàn)在將討論不同的領(lǐng)導(dǎo)風(fēng)格及其在組織績效中的重要性。第一種是“專制”風(fēng)格，所有決策權(quán)都掌握在領(lǐng)導(dǎo)人手中。在這里，領(lǐng)導(dǎo)不太注意向他/她提出的建議，所有采取的主動行動都是領(lǐng)導(dǎo)的責(zé)任。這里唯一的優(yōu)勢是領(lǐng)導(dǎo)者擁有用于實(shí)現(xiàn)組織目標(biāo)的豐富知識和經(jīng)驗(yàn)。其次是“參與式”風(fēng)格，即領(lǐng)導(dǎo)者在做出決策之前咨詢他/她的團(tuán)隊(duì)。就團(tuán)隊(duì)績效而言，這是非常有利的。這種風(fēng)格也有助于團(tuán)隊(duì)成員通過積極參與團(tuán)隊(duì)討論來自我激勵。
‘Democratic’ leadership style ensures that the leader takes the final decision but consults a couple of individuals regarding the decision making process. This leadership style is a sign of strength as it helps in earning the respect from employees. Finally we have the ‘free reign’ leadership style, wherein employees are allowed to take their own decisions. However the responsibility of the decision lies on the leaders shoulder but this helps the employees to analyze situations and determine the strategies. Here the tasks are generally completed based on the priority factor of an individual task. Thus these are some of the leadership styles that the leaders in real world carry with themselves in order to complete tasks or achieve organizational goals.
“民主”領(lǐng)導(dǎo)風(fēng)格確保領(lǐng)導(dǎo)者做出最終決定，但會就決策過程咨詢幾個個人。這種領(lǐng)導(dǎo)風(fēng)格是力量的象征，因?yàn)樗兄谮A得員工的尊重。最后，我們有一種“自由統(tǒng)治”的領(lǐng)導(dǎo)風(fēng)格，員工可以自行決定。然而，決策的責(zé)任在于領(lǐng)導(dǎo)者，但這有助于員工分析情況并確定策略。這里，任務(wù)通常根據(jù)單個任務(wù)的優(yōu)先級因素完成。因此，這些是現(xiàn)實(shí)世界中領(lǐng)導(dǎo)者為了完成任務(wù)或?qū)崿F(xiàn)組織目標(biāo)而隨身攜帶的一些領(lǐng)導(dǎo)風(fēng)格。
There are various factors that influence the different leadership styles within the organization. These include available time, responsibility, and possession of information, knowledge of employees, internal conflicts, and stress levels, type of objectives and finally the rules and regulations of the organization. All these factors highly influence the leadership styles in a way that there is lot of uncertainty that same style would be used for the whole process of achieving organizational objectives. Thus these are the main issues regarding different leadership styles and their effectiveness.
影響組織內(nèi)不同領(lǐng)導(dǎo)風(fēng)格的因素有很多。這些包括可用時間、責(zé)任和信息的掌握、員工的知識、內(nèi)部沖突、壓力水平、目標(biāo)類型以及組織的規(guī)章制度。所有這些因素都高度影響著領(lǐng)導(dǎo)風(fēng)格，在實(shí)現(xiàn)組織目標(biāo)的整個過程中，同樣的風(fēng)格是否會被使用存在很大的不確定性。因此，這些是關(guān)于不同領(lǐng)導(dǎo)風(fēng)格及其有效性的主要問題。
Motivation Theories 激勵理論
In order to discuss the application of motivational theories within a workplace, we shall first discuss about different types motivational theories. The first is the ‘incentive’ theory wherein a tangible or an intangible reward or benefit is given to the employee after completion of a particular task or exceptional services. According to this theory, the reward given to the employee will motivate him/her to continue giving exceptional service to the organization and develop positive attitude towards work. Next is the ‘need’ motivational theory suggesting that the needs and wants of a human being reflect the type of performance given by them. The fulfilment of one need motivates individuals to work harder in order to fulfil the next need or a want.
為了討論激勵理論在工作場所的應(yīng)用，我們將首先討論不同類型的激勵理論。第一種是“激勵”理論，即在完成特定任務(wù)或特殊服務(wù)后，向員工提供有形或無形的獎勵或利益。根據(jù)這一理論，給予員工的獎勵將激勵他/她繼續(xù)為組織提供卓越服務(wù)，并培養(yǎng)積極的工作態(tài)度。其次是“需求”動機(jī)理論，該理論認(rèn)為人的需求和愿望反映了他們所表現(xiàn)的類型。一種需求的滿足激勵個人更加努力地工作，以滿足下一種需求或需求。
Over the years, there has been very strong relationship between the motivation theories and management practices in organizations. Motivation theories are the driving factors that positively influence the performance of individuals and hence the company. On the other hand, management theories cover effective administration as well as the business. Both these theories are interrelated and work together. For example, a manager motivates an employee by giving certain benefits or rewards for hard work and as a result the productivity of the employee goes up and so does the profits of the company. In this case, the manager applied motivation theory and the whole process comes under the management theory which includes using relevant resources in order to meet the objectives or get the work done. Moreover, if a sound motivation theory is not applied then the overall process of management has chances of not meeting the expected outcomes. Thus one can clearly suggest that indeed, the motivation theories have sound influence on the management theories within any given organization. Thus we shall now try to evaluate the nature and work behaviour of groups or teams and also discuss the factors that lead to their failure or effectiveness.
多年來，激勵理論與組織中的管理實(shí)踐之間有著密切的聯(lián)系。激勵理論是積極影響個人和公司績效的驅(qū)動因素。另一方面，管理理論涵蓋了有效管理和企業(yè)。這兩種理論相互關(guān)聯(lián)，共同作用。例如，經(jīng)理通過對員工的辛勤工作給予一定的福利或獎勵來激勵員工，從而提高員工的生產(chǎn)力和公司的利潤。在這種情況下，管理者應(yīng)用了激勵理論，整個過程都遵循管理理論，包括使用相關(guān)資源來實(shí)現(xiàn)目標(biāo)或完成工作。此外，如果不應(yīng)用合理的激勵理論，那么整個管理過程就有可能無法達(dá)到預(yù)期結(jié)果。因此，我們可以清楚地表明，事實(shí)上，激勵理論對任何給定組織內(nèi)的管理理論都有良好的影響。因此，我們現(xiàn)在將嘗試評估小組或團(tuán)隊(duì)的性質(zhì)和工作行為，并討論導(dǎo)致其失敗或有效性的因素。
Team effectiveness and failure 團(tuán)隊(duì)效率和失敗
A very common practice observed within many organizations is the formation and working in teams. Working in team enables completion of goals with team efforts and condensing bigger objectives into smaller individual tasks. Teams can be formed within an organization with different departments, rank of employees, based on projects and also based on abilities of individuals. In the case of team efforts, the whole team is responsible for completion of the given task and if one member underperforms then it can affect the performance of the whole team. Thus specific groups are formed in order to complete the given task in a specific manner which a single individual cannot perform.
在許多組織中觀察到的一種非常普遍的做法是組建團(tuán)隊(duì)并開展工作。團(tuán)隊(duì)合作能夠通過團(tuán)隊(duì)努力完成目標(biāo)，并將更大的目標(biāo)濃縮為更小的個人任務(wù)。團(tuán)隊(duì)可以在一個組織內(nèi)，根據(jù)項(xiàng)目和個人能力，由不同部門、員工級別組成。在團(tuán)隊(duì)努力的情況下，整個團(tuán)隊(duì)負(fù)責(zé)完成給定的任務(wù)，如果一名成員表現(xiàn)不佳，則會影響整個團(tuán)隊(duì)的績效。因此，為了以單個個體無法執(zhí)行的特定方式完成給定任務(wù)，形成了特定的組。
Groups or teams have different natures or behaviours which influence their performance. The team or group can be ambitious, enthusiastic, hard-working, motivated, inexperienced, disorganized and many more. All these factors directly or indirectly lead to the team effectiveness or failure. The factors or behaviour of the team that leads to its effectiveness are high morale, motivation, energetic, high experience, well coordinated and hard working. For example, if a team has these factors then it can easily coordinate and work hard collectively in order to achieve team goals.
小組或團(tuán)隊(duì)具有不同的性質(zhì)或行為，影響其績效。團(tuán)隊(duì)或團(tuán)隊(duì)可能雄心勃勃、熱情、勤奮、有動力、缺乏經(jīng)驗(yàn)、組織混亂等等。所有這些因素都直接或間接導(dǎo)致團(tuán)隊(duì)的有效性或失敗。團(tuán)隊(duì)效率的因素或行為是士氣高昂、積極性強(qiáng)、精力充沛、經(jīng)驗(yàn)豐富、協(xié)調(diào)良好和努力工作。例如，如果一個團(tuán)隊(duì)有這些因素，那么它可以很容易地協(xié)調(diào)并共同努力，以實(shí)現(xiàn)團(tuán)隊(duì)目標(biāo)。
On the other hand, factors such as individual concerns, lack of coordination, dissatisfaction among members, over ambitious leader, low morale and lack of experience can lead to the team failure within an organization. For example, if a team has less experience and coordination among team members, then it is obvious that the performance cannot be enhanced and thus leading to the team failure. Thus these are the main factors that affect the whole performance of the team and which lead to the team effectiveness or failure. We shall now analyze the role of technology on team functioning within an organization.
另一方面，個人擔(dān)憂、缺乏協(xié)調(diào)、成員之間的不滿、雄心勃勃的領(lǐng)導(dǎo)者、士氣低落和缺乏經(jīng)驗(yàn)等因素可能會導(dǎo)致組織內(nèi)部的團(tuán)隊(duì)失敗。例如，如果一個團(tuán)隊(duì)成員之間缺乏經(jīng)驗(yàn)和協(xié)調(diào)，那么顯然無法提高績效，從而導(dǎo)致團(tuán)隊(duì)失敗。因此，這些是影響團(tuán)隊(duì)整體績效并導(dǎo)致團(tuán)隊(duì)有效性或失敗的主要因素?，F(xiàn)在我們將分析技術(shù)在組織內(nèi)團(tuán)隊(duì)運(yùn)作中的作用。
Impact of Technology on Team Functioning 技術(shù)對團(tuán)隊(duì)運(yùn)作的影響
In today’s world, almost all the businesses are loaded with technology and make the full use of technological equipments in order to run their administration tasks. Technologies such as e-mails, mobile phones, Blackberry, groupware, computers and laptops have played significant role in improving team performance. For example, if team members are not at a same place, they can still have a communication via the e-mail. Mobile phones have brought a big revolution in the world of technology which helps team members when they are out of the office, on the road or otherwise unavailable. Groupware helps the team members to plan important meetings and collaborate in a virtual environment which can be accessed from all parts of the world. Finally computers and laptops allow team members to use internet and perform various business tasks very easily. Thus these are the main factors that have a deep impact on the team functioning.
在當(dāng)今世界，幾乎所有的企業(yè)都裝載著技術(shù)，并充分利用技術(shù)設(shè)備來執(zhí)行其管理任務(wù)。電子郵件、手機(jī)、黑莓、群件、電腦和筆記本電腦等技術(shù)在提高團(tuán)隊(duì)績效方面發(fā)揮了重要作用。例如，如果團(tuán)隊(duì)成員不在同一地點(diǎn)，他們?nèi)匀豢梢酝ㄟ^電子郵件進(jìn)行交流。手機(jī)在科技領(lǐng)域帶來了一場巨大的革命，當(dāng)團(tuán)隊(duì)成員不在辦公室、在路上或其他地方無法使用時，手機(jī)可以幫助他們。群件幫助團(tuán)隊(duì)成員計(jì)劃重要會議，并在一個可以從世界各地訪問的虛擬環(huán)境中進(jìn)行協(xié)作。最后，電腦和筆記本電腦允許團(tuán)隊(duì)成員使用互聯(lián)網(wǎng)，輕松完成各種業(yè)務(wù)任務(wù)。因此，這些是對團(tuán)隊(duì)運(yùn)作產(chǎn)生深刻影響的主要因素。
There are so many other technological factors that influence the team performance. For example, there has been extensive advancement in the technological gadgets such as video conferencing, web cam, fax, printers, scanners and many more have direct or indirect influence on team functioning. As far as information technology is concerned, it helps the team to perform back-end operations such as monitoring sales forecast, managing customer database, conducting business through websites, using various software and many more. Information technology plays a vital role in today’s organizations and is the determining factor for the success or failure of the organization. The development of information technology over the years is showing no signs of slowing down. A region-wide Wi-Fi and nanotechnology are the latest inventions that boost all the aspects of business functionalities. Thus these are the main impacts of technology on the team as wells as business functioning.
還有很多其他技術(shù)因素會影響團(tuán)隊(duì)績效。例如，視頻會議、網(wǎng)絡(luò)攝像頭、傳真、打印機(jī)、掃描儀等技術(shù)小工具的廣泛發(fā)展對團(tuán)隊(duì)運(yùn)作產(chǎn)生了直接或間接的影響。就信息技術(shù)而言，它幫助團(tuán)隊(duì)執(zhí)行后端操作，如監(jiān)控銷售預(yù)測、管理客戶數(shù)據(jù)庫、通過網(wǎng)站開展業(yè)務(wù)、使用各種軟件等。信息技術(shù)在當(dāng)今組織中發(fā)揮著至關(guān)重要的作用，是組織成敗的決定性因素。多年來信息技術(shù)的發(fā)展沒有放緩的跡象。區(qū)域范圍內(nèi)的Wi-Fi和納米技術(shù)是最新的發(fā)明，可以促進(jìn)商業(yè)功能的各個方面。因此，這些是技術(shù)對團(tuán)隊(duì)以及業(yè)務(wù)運(yùn)作的主要影響。
Conclusion 結(jié)論
Thus one can clearly suggest from all the above discussions that indeed a sound organizational culture and organizational structure plays the determining factor for the success or failure of the organization. In this competitive business environment, all the companies are constantly trying to improve their organizational culture so that they can have an edge over their competitors. Employees are a very important aspect of organizational culture and thus there are various factors that influence individual behaviour at the workplace.
因此，從以上所有討論中可以清楚地看出，一個健全的組織文化和組織結(jié)構(gòu)確實(shí)是組織成敗的決定性因素。在這種競爭激烈的商業(yè)環(huán)境中，所有公司都在不斷地努力改善其組織文化，以便他們能夠在競爭對手中占據(jù)優(yōu)勢。員工是組織文化的一個非常重要的方面，因此有各種因素影響著個人在工作場所的行為。
Thus these organizational theories underpin all the basic principles of management. The example of Google and Microsoft explained that how a sound organizational culture helped the companies to progress toward their desired goals. An organization consists of various individuals and these individuals can work together forming various teams among themselves. As we have seen, there are many factors that affect the team performance and thus a positive organizational culture will always have a positive impact on the team performance. Finally, the use of technology in recent years has been the driving factor in the effective working of a team or an individual or a company.
因此assignment總結(jié)到，這些組織理論支撐了管理的所有基本原則。谷歌和微軟的例子說明了良好的組織文化如何幫助公司朝著他們期望的目標(biāo)前進(jìn)。一個組織由不同的個人組成，這些個人可以共同組成不同的團(tuán)隊(duì)。正如我們所看到的，有很多因素會影響團(tuán)隊(duì)績效，因此積極的組織文化將始終對團(tuán)隊(duì)績效產(chǎn)生積極影響。最后，近年來技術(shù)的使用是團(tuán)隊(duì)、個人或公司有效工作的驅(qū)動因素。本站提供各國各專業(yè)留學(xué)生assignment代寫或指導(dǎo)服務(wù)，如有需要可咨詢本平臺。