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1、本科畢業(yè)論文(設(shè)計)外文翻譯原文:原文:INNOVATIVETEAMBUILDING:SYNERGISTICHUMANRESOURCEDEVELOPMENTTHEVALUEOFTEAMSThevaluebenefitsofusingempoweredteamsinavarietyofsettingsisbecomingdear.Productservicedeliveryenterprisesarepayingincreasingatt
2、entiontotheuseofteamsinganizationsfgoodreason.Onenationalsurvey(WellinsByhamWilson1990)foundthatsenimanagersreptedimprovedqualityincreasedproductivityreducedoperatingcostincreasedjobsatisfactiongreaterganizationalflexibi
3、lityimprovedabilitytoattractretainthebestpeopleassignificantreasonsftheiruseofteams.TheJointCommissionontheAccreditationofHealthCareganizations(Bermon1992)citesimprovedqualitypatientoutcomesthroughtheuseofempoweredteamsw
4、henpresentingitsshiftfromqualityassurancetocontinuousqualityimprovement(CQI).AlsoofsignificantimptancetomentalhealthtreatmentFreemanLongoRyan(1990)citetheuseofteamsasawaytoreduceliabilityinnegligencesuits.Inthemedicalmen
5、talhealtharenasBerwickGodfreyRoessner(1991)reptevidenceofimprovedservicecaredeliveryinhospitalsthroughtheuseofprojectteams.HospitalCpationofAmericashowedsignificantimprovementinpatientcareoverallservicedeliveryadministra
6、tivemanagementintheirhospitalswhichextensivelyutilizedteams(Walton1991).FinallyBurnsWatson(1991)repttheabilityofaninpatientpsychiatricunittohleasignificantincreaseindemfserviceswhileimprovingthequalityofcarethroughtheuti
7、lizationofawelldevelopedinterdisciplinaryteam.offunctioningonaninterdisciplinarylevel.Thereisahighdegreeoftrustamongmembersinparticularintheteamprocessitself.Ahealthyinnovativeteamprocessisacterizedbyopencommunicationawi
8、llingnesstoacknowledgedealwithconflictrespectacceptanceofteamauthityactiveinvolvementofallmembersregardlessofpositionflexibilityrisktakingcohesivenessrespectfnecessaryboundariesabeliefinprocessnotjustresults.Experiencesw
9、ithaninnovativeteamthepositivefeelingsgeneratedarearewardinofthemselvesbutalsoservetoincreasemotivationperfmancesatisfactiontheattractionoftheganizationtoteammembers.Oftenthereissuspicionofresistancetoteamsparticularlyin
10、novativeonesfromalllevelsofanganizationthisresistanceaffectsthetypesofteamsthatcanbedeveloped.Fteamstobeinnovativetheyrequireempowermentwhichincludesincreasedlevelsofresponsibility.Innovativeteamscanbethreateningtomanage
11、rsberesistedbystaffwhoareuncomftablewiththeamountofresponsibilitythesubsequentdemstheymaymakeuponthemasindividualmentalhealthprofessionals.Thisresistanceoftenleadstothedevelopmentmaintenanceofstatusquoteamswithlittlepowe
12、rinfluence.Butsuchstatusquoteams(dysfunctionalteams)dolittletoassistthemanagerinherhispersonnelmanagementgoals(recruitmentretentionhighjobsatisfactionmeetingtheintrinsicneedsofstaffetc.).Teamleadershipsupptedbyganization
13、alleadershipiscriticalfateamexperiencingresistance.Explicitprocessingofthisresistanceisnecessary.Throughthisprocessmemberscometounderstthatinnovatingteamsdonotmeaninactionwithoutconsensusmanagementbycommittee.“Theyareact
14、ionbodiesthatdevelopbettersystemsmethodsproductspoliciesthanwouldresultfromunilateralactionbyoneresponsiblesegment“(Kanter1983pp.3435).TEAMLEADERSHIPThetypeofleadershipprovidedtoateamisofcriticalimptanceindeterminingitss
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