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MBA Essay格式范文-在团队中工作的优点和缺点，本文是一篇留学生MBA Essay写作参考范例。首先作者想介绍小组和团队合作，其次作者将概述团队合作的一些优点和缺点，最后作者会提出一些理论来说明如何减少或避免缺点。MBA Essay中提出团队是一群人，他们一起工作以生产产品或提供相互负责的服务。团队工作是一种系统，其中生产被组织成大的工作单元，一群员工一起工作以实现共同的目标，一个团队从事更大的任务团队成员需要多 - 技能娴熟、训练有素且受到超过计件报酬的激励。下面就一起来参考这篇MBA Essay的全部内容。 
Firstly I would like to do the introduction of groups and team working, secondly i will outline some advantages and disadvantages of working in teams, finally i will put some theories to show how disadvantages can be reduced or avoided.
A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. (Mohram, Cohen& Mohrman,1995) Team working is a system where production is organised into large units of work and a group of employees work together in order to meet shared objectives, a team of people work on lager tasksteam members will need to be multi-skilled, well trained and motivated by more than the piece-rate rewards received. (John Wolinski& Gwen Coates, 2004) According to Fidler's typology of work groups, he suggested groups could be classified acording to the nature and intensity of interaction necessary for task accomplishment. (Robin Fincham & Peter Rhodes, 2005) There is interacting groups, the members are interdependent, and cooperation and coordination is needed to complete the group task; there is co-acting groups, whereas members work together on a common goal but do so relatively independently; and there is counteracting groups, which individuals work together for the purpose of negotiating and reconciling conflicting demands and objectives. (Robin Fincham & Peter Rhodes, 2005)
根据 Fidler 的工作组类型学，他建议可以根据任务完成所必需的交互的性质和强度对组进行分类。有互动的群体，成员相互依存，完成群体任务需要合作与协调； 有共同行动的团体，而成员为了一个共同的目标一起工作，但相对独立地这样做； 还有一些相互对抗的团体，个人为了协商和调和相互冲突的需求和目标而共同努力。
The structure of a group reflects the basis of group identity, according to Meridith Belbin, members of a group should based on a mixture of observation,personality, and ability data. (Robin Fincham & Peter Rhodes, 2005)
一个群体的结构反映了群体认同的基础，根据 Meridith Belbin 的说法，一个群体的成员应该基于观察、个性和能力数据的混合。
Group norms is important during team working, norm is a rule which governs the behaviour of group members.(Robin Fincham & Peter Rhodes, 2005) Norms in the workplace directly related to performance by dictating acceptable levels of quality and quantity. (Robin Fincham & Peter Rhodes, 2005)It also determines attitudes toward timekeeping, absenteeism and standards of personal appearance. (Robin Fincham & Peter Rhodes, 2005) In a more general form of norms are the 4 aspect suggested by Guirdham in 1995, they are Fairness, Reciprocity, Reasonableness, and Role expectations.(Robin Fincham & Peter Rhodes, 2005)
Synergy is where the activities of two or more components when brought together creates more value than do the activities in individuals.(Dave Hall, Rob Jones& Carlo Raffo, 2004) The common sense view of committees is that they take a great deal of time to produce poor quality decisions, however, in most conditions groups outperform even the best member in the team, this phenomenon has been termed synergy.(Robin Fincham & Peter Rhodes, 2005) The benefit of synergy is that discussion in groups generates more alternatives than individuals, it tends to eliminate inferior contributions, errors are more easily to be point out, and it supports creative thinking or there will be more creative ideas.(Robin Fincham & Peter Rhodes, 2005) There might be a negative synergy when the total group output is less than the combined individual efforts.(Buchanan and Huczynski, 2004) If a team have unequal distribution whereas one of the team member contributes more than the others, there will be tensions, conflicts, and problems between the members, and it would also effect the existed privity of team working.(Buchanan and Huczynski, 2004) There is a probability to the happening of social loafing. Social loafing where individual effort decreases as the number of members within the team increases. (Buchanan and Huczynski, 2004)
团队规范在团队工作中很重要，规范是管理团队成员行为的规则。工作场所的规范通过规定可接受的质量和数量水平与绩效直接相关。 它还决定了人们对计时、旷工和个人仪表标准的态度。 Guirdham 在 1995 年提出的更一般形式的规范是公平、互惠、合理和角色期望。
协同作用是指两个或多个组成部分的活动结合在一起创造的价值比个人活动更多。委员会的常识观点是，他们需要大量时间来完成产生低质量的决策，然而，在大多数情况下，即使是团队中最好的成员，团队的表现也优于团队中的最佳成员，这种现象被称为协同效应。协同效应的好处是小组讨论比个人产生更多的选择, 它倾向于消除低劣的贡献, 错误更容易被指出, 它支持创造性思维或会有更多的创造性想法。小于个人努力的总和。如果一个团队分配不均，而其中一个成员的贡献大于其他成员，就会出现紧张局势，成员之间的冲突和问题，也会影响团队合作的现有隐私。社会游荡的发生是有可能的。随着团队成员数量的增加，个人努力减少的社交游荡。
Cohesiveness is the complex of forces giving rise to the perceptions by members of a group identity.(Robin Fincham & Peter Rhodes, 2005) Cohesive groups may result in greater interaction between members, group members mutually help each other, it make the members feel more belonged and trusted within the group.(Mullins, 2007) Cohesive group members are good at communicating and working together, therefore their production can be better than the less cohesive groups.(Mullins, 2007) Although a cohesive group is note necessarily an effective group.(Robin Fincham & Peter Rhodes, 2005) Cohesive groups do not like to be bound by group norms, it could generate exclusion effects on the team members, they are likely to prescribe 'pro-social behaviours' and 'organizational citizenship'.(Robin Fincham & Peter Rhodes, 2005) Strong cohesive groups may develop a critical or even hostile attitude towards people who are non-member of their group.(Mullins, 2007) They also present potential disadvantages for management, the higher level of output is not guaranteed for cohesive groups.(Mullins, 2007) Further more, there may be a fall in output, with the high level of cohesiveness and attention to social activities.(Mullins, 2007)
凝聚力是群体认同感产生的力量的复合体。凝聚力的群体可能导致成员之间更大的互动，群体成员相互帮助，使成员感觉更在团队中归属和信任。有凝聚力的团队成员善于沟通和合作，因此他们的生产可以比凝聚力较差的团队更好。虽然有凝聚力的团队必然是一个有效的团队.有凝聚力的群体不喜欢受群体规范的约束，这可能会对团队成员产生排斥效应，他们可能会规定“亲社会行为”和“组织公民”。强大的凝聚力群体可能会对非群体成员产生批评甚至敌对的态度。他们也存在潜在的劣势就管理而言，凝聚力群体的产出并不能保证较高。此外，产出可能会下降，因为凝聚力和对社会活动的高度关注。
The characteristics of an effective work group is the high commitment to the achievement of tasks, there is a clear understanding of what the group work is, group members need to understand of the roles of themselves in the team, free and open communication between members in group and trusting between team members.(Dave Hall, Rob Jones& Carlo Raffo, 2004) Ideas are shared in the team, group members should be helping each other by offering constructive criticisms and suggestions.(Dave Hall, Rob Jones& Carlo Raffo, 2004) The group members should be motivated to be able to have creations and complete their work in satisfaction in order to achieve its group targets or even develop further.
高效工作团队的特点是对完成任务的高度承诺，对什么是团队工作有清晰的认识，团队成员需要了解自己在团队中的角色，团队成员之间自由开放的沟通团队和团队成员之间的信任。想法在团队中共享，团队成员应该通过提供建设性的批评和建议来互相帮助。应该激励团队成员能够有创造并满意地完成他们的工作，以实现其团队目标甚至进一步发展。
Reflexivity is the ability of a team to reflect critically on the way it solves tasks or members relate to one another.(Robin Fincham & Peter Rhodes, 2005) It may involve some uncomfortable or socially difficult challenges amongst group members.(Robin Fincham & Peter Rhodes, 2005) Michael West(1996) defines " this essential ingredient of group process as ' the extent to which group members overtly reflect upon the group's objectives, strategies and processes, and adapt them to current or antiquated ... Circumstances'" (Robin Fincham & Peter Rhodes, 2005) Reflexivity may be separated in to two factors, Task and Social.(Robin Fincham & Peter Rhodes, 2005) Reflexive task processes indicates the reflection on group objectives, group strategies, group processes and environment.(Robin Fincham & Peter Rhodes, 2005) While the reflection of indications to reflexivity on the social dimension of group life includes, social support, conflict resolution, member development and team climate.(Robin Fincham & Peter Rhodes, 2005) Therefore non-reflexive groups are not as effective as reflexive groups by failing the emphasis part of a process.(Robin Fincham & Peter Rhodes, 2005)
反思性是团队批判性地反思其解决任务或成员之间相互关系的方式的能力。它可能涉及团队成员之间一些不舒服或社交困难的挑战。Michael West将“团体过程的这一基本要素定义为‘团体成员公开反映团体目标、战略和过程的程度，并使其适应当前或过时的……环境’”自反性可以分为两个因素，任务和社会。自反性任务过程表明对群体目标、群体策略、群体过程和环境的反思。虽然对群体生活的社会维度的反思性迹象的反映包括社会支持、冲突解决、成员发展和团队氛围。因此，非反身组不如反身组有效，因为它未能通过过程的强调部分。
Despite, there many disadvantages are related to team working or working in groups. There are some theories which can help to reduce or avoid disadvantages affecting team working. There is a theory which is developed by J. Richard Hackman (1983, 1987, 1990, cited in Buchanan and Huczynski, 2004), it focus on the guidelines that should be pursued to help teams function in their full potential. The first suggestion in the guideline is the task itself need to be ensured which is suitable for the team; secondly is that the team should be recognised as such by its own members and other people in the organisation; thirdly the team need to have clear authority over the working tasks, in other words, they should not be suspicioused by management and other people on their working tasks.(1983, 1987, 1990, cited in Buchanan and Huczynski, 2004) In fourth order, it is crucial that the structure and general culture of the team should be accepted as like the importance to group norms which reflects in team working.(1983, 1987, 1990, cited in Buchanan and Huczynski, 2004) Fifthly in the guidelines that the organisation must support the team as far as possible, the organisation's policies and systems should also reflects of support to obtain group's needs.(1983, 1987, 1990, cited in Buchanan and Huczynski, 2004) Lastly from the guidelines, expert coaching and feedbacks should be provided to the teams when they are in need of it and when team members are ready to receive it or more of it.(1983, 1987, 1990, cited in Buchanan and Huczynski, 2004)
尽管如此，团队工作或小组工作仍有许多缺点。有一些理论可以帮助减少或避免影响团队工作的不利因素。 J. Richard Hackman 提出了一个理论，它侧重于帮助团队充分发挥其潜力的指导方针。指南中的第一个建议是需要确保适合团队的任务本身；其次，团队应该被自己的成员和组织中的其他人认可；第三，团队需要对工作任务有明确的权限，换句话说，他们不应该被管理层和其他人怀疑他们的工作任务。 第四顺序, 至关重要的是，团队的结构和一般文化应该被接受为对团队规范的重要性，这反映在团队工作中。组织必须尽可能地支持团队，组织的政策和系统也应该反映获得团队需求的支持。 最后，从指导方针来看，专家指导和反馈应该在团队需要并且团队成员准备好接收或更多时提供给团队。
In social identity theory, the basic motivational prospection is the need for self-esteem.(Robin Fincham & Peter Rhodes, 2005) An individual's self-evaluation implicates the group membership, it means that when people perceive positive distinctiveness in other groups they can do one of the three thing, join the outgroup; to change their own perception of negative distinctiveness into positive distinctiveness by redefining the components of that status comparison; thirdly, when the status dimension is a valued resource, the tactics will lead to conflict between two teams.(Robin Fincham & Peter Rhodes, 2005) The solution to intergroup conflict lies in contriving conditions in which shared goals can be perceived, this is based on the assumption that superordinate goals will create a superordinate group.
References 参考文献
Buchanan, D. & Huczynski, A., 2004.Organisational behaviour: an introductory text.5th ed. Essex: Pearson Education Limited.
Mullins, L. J., 2007.Management and organisational behaviour.8th ed. Essex: Pearson Education Limited.
Robin Fincham (eds). (2005). Principles of Organizational Behaviour. New York, United states: Oxford University Press.
Ian Chanbers and Dave Gray (eds). (2004). Business Studies. Edinburgh Gate,Harlow,Essex: Pearson Education.
John Wolinski (eds). (2004). AQA AS Business Studies. London: Philip Allan.
MBA Essay在文末中提出在社会认同理论中，基本的动机前景是对自尊的需要。个人的自我评价暗示了群体成员身份，这意味着当人们在其他群体中感知到积极的独特性时，他们可以做到 三件事之一，加入外群； 通过重新定义地位比较的组成部分，将他们自己对负面独特性的看法转变为正面独特性； 第三，当地位维度是一种有价值的资源时，策略会导致两个团队之间的冲突。 群体间冲突的解决方案在于创造可以感知共同目标的条件，这是基于 假设上级目标将创建上级组。 本站提供MBA Essay写作指导服务，如有需要可咨询本平台。
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