The Art of Team Building[文献翻译]

原文：

The Art of Team Building

The success of a company depends on the people that work there. The staff must work and collaborate as a team with a focus on the company's mission statements. Any conflict within the staff can lead to potential quarrels and disunity, hampering the success of the company. Today's modern software firm consists of several work and project teams that must cooperate and share resources if a quality job is to be produced within budget.

Team building is an organizational development intervention strategy that investigates the personalities and behavior characteristics of the team membership. Team building consists of a series of exercises that collect data and feedback. This serves as input into proposed improvements for the company's process - both at an individual and team level. It is a powerful tool, but is not always practical.

The document investigates the cycle of team building and provides a quantity of tools that would be useful in the team building process. These tools collect data that can provide the source of conflicts.

Teams in Today's Workplace

A team is defined as a collection of people who rely on group collaboration such that each of its members experiences an optimum of success level reaching of of both personal and team based goals (Dyer, 1977).

Suppose one was to take a look at a typical business operation - a restaurant, golf course, home builder, oil patch, or software firm. We will note that this business operation (assuming it is not a home based business) consists of of staff members who work together to provide a service. Each member of the staff strives towards meeting personal and company goals. In teamwork, everybody makes their own contributions and performs their tasks. The staff members also interact and communicate with each other.

Therefore, the concept of team goes beyond professional sports. They exist everywhere in society. At work, there may be several different work groups (requirements, quality assurance, testing). Each one is a team. Project teams consist of

people from different groups brought together for a specific activity. A worker may be a member of more than one team at work. Even the family is considered a team (Dyer, 1977). Team dynamics run through the family in the same way as at work.

However, success in any team environment is a challenge. Because individuals have different behavior and thinking styles, this leads to conflict. Poor handling of conflict leads to disunity, quarrels, jealousy, and reduced morale. The process of team building investigates the personal characteristics of team members. The result is the recommendation of changes in the company's process and team interaction such that the teams can perform together.

If we look at the software industry's reputation of being late and over budget, team building would serve as a good tool in software process improvement. It is also a good tool when new teams are being formed for new projects. Successful performing teams are paramount to producing a quality software project within budget. In today's typical software company, each phase of the software development process is performed by one or more people with the appropriate expertise. Each of these "teams" meld together to form one team responsible for that project.

The Stages of the Performance Team.

Any team - including the family - may encounter one or more of the following stages.

?Forming: The forming stage is a "get acquainted" stage. It is an exciting time as people get to know each other.

?Storming: This stage is a very emotional stage. The different personality types, thinking styles, and roles may conflict. This leads to some very heated arguments as well as reduced morale and disunity. Some teams even fall apart.

?Norming: The membership appreciates each other's differences. They start to get settled down.

?Performing: The members are dedicated to getting the job done, without disruption caused by poor team dynamics. Conflicts are handled constructively. The team can enter any of these stages at any time. A "performing team" can easily return to the storming stage over what may not be a major conflict. A proper team building

program will not guarantee a performing team, but can help a team learn of each member's strengths and weaknesses and account for them in collaboration.

Team Building Objectives.

In determining objectives for a specific team building process, it should be sensitive to the specific team based process improvement goals that the team as a whole have identified. The most common objectives of team building are as follows (Phillips and Elledge, 1989).

? Allowing the work unit to engage in a continuous process of self improvement.

? Providing a forum for the team to evaluate strengths and weaknesses.

? Determining problems in a team's behavior and suggesting cor rective actions to be taken.

? Developing specific team processes such as conflict management.

? Improving interpersonal communication skills.

? Determining roles and responsibilities of the membership.

? Evaluation of problem solving strategies.

The Cycle of Team Building.

Team building can be precisely defined as "a long range program for uniting people into shared efforts for improving the effectiveness of a working group." (Dyer, 1977). It can revitalize the company's social interaction system, but is only useful if it can be proved that the work unit is no longer functioning productively (Tontini, 1979).

An external consultant be acquired for this process, particularly if a manager feels that he or she may be part of the problem. The consultant may be either external or an staff member external to the affected work unit. A consultant is also neutral, eliminating bias and any attitudes between management and staff. The manager may do the process himself, but he must know exactly what actions to take and how to do it.

Dyer defines a cycle of six stages that constitute the team building process. These will be described in further detail.

Problem Identification

Team building should not be done just for the sake of it. The team building process should be undertaken if evidence points to ineffective teamwork as the source of the problem (Phillips and Elledge, 1989). Before the decision to implement team building is made, the management must identify symptoms within the organization. Dyer identifies the following as symptoms of ineffective teamwork - which could point to the need for the team building process.

?There is a loss of productivity or output.

?There is an increase in staff grievances, hostility or conflict.

?The staff experiences confusion as to their assignments.

?The decisions are either misunderstood or improperly executed.

?Staff meetings are ineffective - having low participation rates.

?There is a lack of interest or involvement among the staff membership.

? A new group is formed that must quickly develop into a working team.

?High dependency is placed on management.

?There is an increase in customer complaints.

?There is a decrease in quality and/or an increase in costs.

Data Gathering.

The Team Building process consists of gathering relevant data about a team and applying it to assist the team in improving its process. In collecting the data, it is important to understand that the goal of team building is to identify the underlying causes of problems (Phillips and Elledge, 1989). There are several methods that are useful for data collection.

The one on one interview is one of the simplest methods to elicit data from a team member. The consultant can receive a large quantity of detailed information in the one on one interview. The interviewee can open his heart and provide his view of the situation. Nonverbal behavior can be taken into account. The consultant gets to know the interviewee well through rapport.

The major drawback of the interview is its cost. They must be planned and take time to perform. The data analysis is more difficult to perform. When the data is presented for feedback, members may not confess that they were responsible for that

component of the data.

The interview consists of open ended questions that cover the whats and whys of the problem. They should also cover how one can be more effective at work. Interviews should be arranged through senior management or the team captain.

In open data sharing the consultant conducts a forum with the entire group. This type of forum can involve the same questions as those he would use on a one on one interview. With the problems presented in front of the entire team as opposed to each individual separately, it forces the group as a whole to commit to the changes they need to make. There is less resistance to the data identified. The open forum is an economical alternative to the interview, however there is a lack of personal attention and useful rapport that only interviewing can bring.

The questionnaire is a common tool for data gathering before formal team building exercises begin. Questionnaires usually consist of a series of statements which the candidate ranks on an ordinal scale. Some multiple choice questions may also be included, but open ended questions are seldom used.

The questionnaire is efficient and produces numerical data. The same questionnaire can be filled before and after the team building process, allowing a statistical analysis of how effective the team building was. However, questionnaires do not allow the consultant the chance to conduct further investigation of the participants for more detailed information. Bias due to shyness or improper completion can occur.

If it is available, the consultant may investigate hard data on the group's performance. The data may cover metrics like productivity, absenteeism, and quality. Hard data is the most effective evidence of the need to improve. It is real, concrete and is the responsibility of the entire team.

Diagnosis

Once the consultant has completed the data collection process, he must perform an accurate data analysis. This analysis will identify trends, allowing the team to identify problems that can be targeted in the team building process. Two types of analysis (Phillips and Elledge, 1989) are used:

?The thematic content analysis investigates the results of interviews and open ended questions on a questionnaire. The consultant will look for themes and patterns within the data and performs an appropriate grouping. Data may be sorted by question. This analysis is quite useful when the work environment is known by the consultant.

?Data summation is used to investigate the results of a standardized questionnaire. This is a quick process, where responses are recorded and formatted for an easy analysis. This analysis should be simple, accurate, and complete. When the questionnaire involves the ordinal ranking of statements, metrics like mean, standard deviation, and range are helpful.

The diagnosis process includes a feedback meeting with the group, where the results of the analysis are presented to the group. It is a good idea to verify that the data corresponds to the team activity. It is important for the team to understand the meaning of the data before suggesting an improvement strategy. The team should also retain a copy of the analysis for their own viewing. If the team agrees to a workshop, its logistics should be completed at this meeting.

Planning.

The issues identified in the data analysis become problems that must be solved. The planning phase allows the consultant to develop a strategy for a team building session.

It is recommended that the group be presented with several possible agendas for the team building session (Phillips and Elledge, 1989). Each agenda should be specifically tailored to the strengths and weaknesses of that team - based on the data that was collected. It should also account for the group's resources and time allocation. An agenda for a team building session may take anywhere from a few hours to a couple of days.

A team building session consists of an introduction, a series of activities, the development of action plans based on the activities, and follow up planning. The following summarizes a list of tools and activities that could be seen in a team building session:

?Myers Briggs Type Indicator.

?Team Roles Indicator.

?Johari Window.

?Leadership Process Inventory.

?Thinking Styles Inventory.

?Conflict Management.

?Specific problem solving activities.

?Development of action plans.

Source: Dale.Couprie“The Art of Team Building”Team Building leading to unity in the team. P2-5

译文：

团队建设的艺术

一个公司的成功取决于在那里工作的员工。员工必须作为一个团队相互配合协作,并把焦点集中在企业的使命上。在员工之间的任何冲突都会导致潜在的争吵和不团结危机、还可能阻碍公司发展。现今新式软件公司都是由几个工作项目团队组成的,如果想在预算之内保质保量地完成工作就必须合作并共享资源。

团队建设是一个发展干预的策略，能够展现团队成员的性格特征和行为特征。团队建设包括一系列的任务如收集数据和信息反馈。无论是个体还是团队层面，这都是作为输入来改善公司流程的。它是一个功能强大的工具，但并不总是可行的工具。

该文件探讨了团队建设周期，并提供了大量有助于团队建设的工具。这些工具可以收集到解析冲突根源的数据。

当代工作场所的团队

团队指的是一群人依靠小组合作，因而每一个成员都能体验到最佳的成功水平，以便达到共同目标。（代尔，1977）

假设一个是看看典型的业务操作——一个饭店,高尔夫球场、家庭的建设者,石油补丁程序或软件公司。我们会看到这一业务操作（假设它不是一个家族型企业）是提供服务业的员工的集合。每个工作人员都向着个人及公司的目标努力。在团队工作中，每个人都各司其职，在自己的岗位上作出贡献。员工之间也相互沟通交流。

因此，团队的概念超越了职业体育。他们存在于社会的任何地方。在工作中，它们可能有几个不同的工作组的形式（要求，质量保证，检验）。每个组都是一个团队。项目团队聚集了来自不同小组的人们为了完成一项具体的活动。在工作中，一个工人可能是一个以上的工作小组的成员。即使是家人也是一个团队（代尔，1977）。团队动力贯穿于家庭中正如在工作中一样。

然而，成功对于任何环境下的团队都是一个挑战。因为每个人有不同的行为和思维方式，这都会导致冲突。冲突处理的不善会导致不团结，争吵，嫉妒，降低士气。团队建设过程中隐射出团队成员的个性特点。其结果就是提议公司流程和团队互动方面的改革，使得团队较好地协作。

红外数据通信技术外文翻译文献

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etc. characteristics, can realization information at dissimilarity of the product fast, convenience, safely exchange and transmission, at short distance wireless deliver aspect to own very obvious of advantage. Along with red outside the data deliver a technique more and more mature, the cost descend, red outside the transceiver necessarily will get at the short distance communication realm more extensive of application. The purpose that design this system is transmit customer’s operation information with infrared rays for transmit media, then demodulate original signal with receive circuit. It use coding chip to modulate signal and use decoding chip to demodulate signal. The coding chip is PT2262 and decoding chip is PT2272. Both chips are made in Taiwan. Main work principle is that we provide to input the information for the PT2262 with coding keyboard. The input information was coded by PT2262 and loading to high frequent load wave whose frequent is 38 kHz, then modulate infrared transmit dioxide and radiate space outside when it attian enough power. The receive circuit receive the signal and demodulate original information. The original signal was decoded by PT2272, so as to drive some circuit to accomplish customer’s operation demand. Keywords: Infrared dray；Code；Decoding；LM386；Red outside transceiver 1 Introduction 1.1 research the background and significance Infrared Data Communication Technology is the world wide use of a wireless connection technology, by the many hardware and software platforms supported. Is a data through electrical pulses and infrared optical pulse switch between the wireless data transceiver technology.

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通信工程移动通信中英文对照外文翻译文献

中英文翻译 附件1：外文资料翻译译文 通用移动通信系统的回顾 1.1 UMTS网络架构 欧洲/日本的3G标准，被称为UMTS。 UMTS是一个在IMT-2000保护伞下的ITU-T 批准的许多标准之一。随着美国的CDMA2000标准的发展，它是目前占主导地位的标准，特别是运营商将cdmaOne部署为他们的2G技术。在写这本书时，日本是在3G 网络部署方面最先进的。三名现任运营商已经实施了三个不同的技术：J - PHONE 使用UMTS，KDDI拥有CDMA2000网络，最大的运营商NTT DoCoMo正在使用品牌的FOMA（自由多媒体接入）系统。 FOMA是基于原来的UMTS协议，而且更加的协调和标准化。 UMTS标准被定义为一个通过通用分组无线系统（GPRS）和全球演进的增强数据

技术（EDGE）从第二代GSM标准到UNTS的迁移，如图。这是一个广泛应用的基本原理，因为自2003年4月起，全球有超过847万GSM用户，占全球的移动用户数字的68％。重点是在保持尽可能多的GSM网络与新系统的操作。 我们现在在第三代（3G）的发展道路上，其中网络将支持所有类型的流量：语音，视频和数据，我们应该看到一个最终的爆炸在移动设备上的可用服务。此驱动技术是IP协议。现在，许多移动运营商在简称为2.5G的位置，伴随GPRS的部署，即将IP骨干网引入到移动核心网。在下图中，图2显示了一个在GPRS网络中的关键部件的概述，以及它是如何适应现有的GSM基础设施。 SGSN和GGSN之间的接口被称为Gn接口和使用GPRS隧道协议（GTP的，稍后讨论）。引进这种基础设施的首要原因是提供连接到外部分组网络如，Internet或企业Intranet。这使IP协议作为SGSN和GGSN之间的运输工具应用到网络。这使得数据服务，如移动设备上的电子邮件或浏览网页，用户被起诉基于数据流量，而不是时间连接基础上的数据量。3G网络和服务交付的主要标准是通用移动通信系统，或UMTS。首次部署的UMTS是发行'99架构，在下面的图3所示。 在这个网络中，主要的变化是在无线接入网络（RAN的）CDMA空中接口技术的引进，和在传输部分异步传输模式作为一种传输方式。这些变化已经引入，主要是为了支持在同一网络上的语音，视频和数据服务的运输。核心网络保持相对不变，主要是软件升级。然而，随着目前无线网络控制器使用IP与3G的GPRS业务支持节点进行通信，IP协议进一步应用到网络。 未来的进化步骤是第4版架构，如图4。在这里，GSM的核心被以语音IP技术为基础的IP网络基础设施取代。 海安的发展分为两个独立部分：媒体网关（MGW）和MSC服务器（MSS）的。这基本上是打破外连接的作用和连接控制。一个MSS可以处理多个MGW，使网络更具有扩展性。 因为现在有一些在3G网络的IP云，合并这些到一个IP或IP/ ATM骨干网是很有意义的（它很可能会提供两种选择运营商）。这使IP权利拓展到整个网络，一直到BTS(基站收发信台)。这被称为全IP网络，或推出五架构，如图五所示。在HLR/ VLR/VLR/EIR被推广和称为HLR的子系统（HSS）。 现在传统的电信交换的最后残余被删除，留下完全基于IP协议的网络运营，并