Assignment写作格式：Styles of Leadership in Different Cultures
Assignment写作格式-不同文化中的领导风格。本文是一篇国外大学assignment格式范文，主要内容是讲述世界各地的组织都在实践各种激励理论和领导风格。某些激励理论和领导风格只适用于组织运作的文化等因素。斯里兰卡是一个“权力文化”占主导地位的国家，必须遵循更不灵活、更极端的激励理论和领导风格，如麦格雷戈的XY理论和专制或威权主义领导风格。人们已经认识到，追求某种领导风格有各种优点和缺点。然而，很明显，无论所使用的领导风格如何，如果领导者是一个有效的领导者，这将是一个组织的巨大力量。下面就请参阅这篇符合作业要求的Assignment格式范文。
Executive Summary 执行摘要
There are various motivational theories and styles of leadership which are being practiced by organizations worldwide. Certain motivational theories and styles of leadership would only be applicable based on factors such as the culture within which the organization operates. Sri Lanka being a country where “power culture” has been dominant has to follow less flexible, more extreme motivational theories and styles of leadership such as McGregor’s XY Theory and Autocratic or Authoritarian Leadership style respectively.
It has been identified that there are various advantages and disadvantages of pursuing certain leadership styles. However, it is clear that independent of the style of leadership used, if the leader is an effective leader, this would be a great strength for an organization.
Standard Chartered Bank having reported seven successive years of record income and continuous expansion of market share, despite the existing global economic condition, has been recognized as one of the world’s leading banks. The success is entirely a result of the effort of employee groups and leaders of the bank who have been exposed to a unique culture which has been brought up at the bank.
渣打银行连续七年收入创纪录，市场份额不断扩大，尽管目前全球经济状况良好，但已被公认为世界领先银行之一。这一成功完全是员工团体和银行领导努力的结果，他们接触了银行培养的独特文化。
Introduction 引言
An organization can be defined as a group of individuals working together to achieve a common goal or objective. To achieve these common goals and objectives an organization would require leadership as well as motivation. There are various styles of leadership and motivational theories which are practiced by organizations in order to achieve the desired result. Above all, effective leadership could be identified as one of the best motivational factors.
一个组织可以被定义为一组共同努力实现共同目标的个人。为了实现这些共同的目标，组织需要领导和激励。有各种各样的领导风格和激励理论，这些理论被组织实践以达到期望的结果。最重要的是，有效的领导可以被认为是最好的激励因素之一。
An extensive analysis regarding Standard Chartered Bank has been done with the purpose of analyzing functions of groups, teams and leadership within organizations.
已对渣打银行进行了广泛的分析，目的是分析组织内团队、团队和领导层的职能。
Standard Chartered PLC is a British financial services company headquartered in London, England with operations in more than seventy countries. It operates a network of over 1,700 branches and outlets (including subsidiaries, associates and joint ventures) and employs 80,000 people. Despite its British base, it has few customers in the United Kingdom and around 90% of its profits come from Asia, Africa, and the Middle East.
渣打银行是一家英国金融服务公司，总部位于英国伦敦，业务遍及70多个国家。该公司拥有1700多家分支机构和网点（包括子公司、联营公司和合资企业），拥有80000名员工。尽管总部位于英国，但它在英国的客户很少，大约90%的利润来自亚洲、非洲和中东。
Motivational Theories and Leadership 动机理论与领导力
Motivation could be defined as a psychological process where internal and external factors influence a person to be continuously interested in pursuing and achieving goals. It could be said that motivation influences a person’s behaviour at work and ultimately how he performs during the job. There are various motivational theories followed by organizations to motivate their employees and some of these theories are discussed below.
动机可以被定义为一个心理过程，其中内部和外部因素影响一个人对追求和实现目标持续感兴趣。可以说，动机影响一个人在工作中的行为，并最终影响他在工作期间的表现。组织采用各种激励理论来激励员工，下面将讨论其中的一些理论。
Motivational Theories 动机理论
Douglas McGregor’s Theory X and Theory Y 格拉斯·麦格雷戈的X理论和Y理论
Douglas McGregor has developed two models which are known as Theory X and Theory Y. These two theories were formulated through examination of theories on individual behaviour at work.
道格拉·麦格雷戈开发了两个模型，即理论X和理论Y。这两个理论是通过对个人工作行为理论的研究而形成的。
Douglas McGregor’s Theory X states that an average human being dislikes work, prefers to be directed, avoids responsibility, has little or no ambition, works for money and mainly security.
道格拉斯·麦格雷戈的《X理论》指出，普通人不喜欢工作，喜欢被指导，逃避责任，几乎没有野心，为钱工作，主要是为了安全。
Theory X has given rise to two management approaches, which are the soft and hard approach. Under the soft management approach, managers seek harmony with the employees under the impression that employees would cooperate with them when necessary. Where, under the hard management approach an employee has to be coerced, controlled, directed and threatened till the expected result it achieved.
理论X产生了两种管理方法，即软方法和硬方法。在软管理方法下，管理者寻求与员工的和谐，认为员工会在必要时与他们合作。在硬管理方法下，员工必须受到胁迫、控制、指导和威胁，直到达到预期结果。
However, it should be noted that none of the extremes are suitable as employees require more than monetary rewards, they require fulfilling their higher order needs. It is understood the main reason for organizations to use this approach is to ensure that employees behave in the expected manner.
然而，需要注意的是，没有一个极端是适合的，因为员工需要的不仅仅是金钱奖励，他们需要满足他们更高的需求。据了解，组织使用这种方法的主要原因是确保员工以预期的方式行事。
Theory Y, unlike Theory X looks at an average human being from a more optimistic angle. Theory Y states that an average human being likes work, directs himself, accepts and seeks responsibility.
与X理论不同，Y理论从更乐观的角度看待普通人。理论Y指出，一个普通人喜欢工作，指导自己，接受并寻求责任。
Theory Y would be more valid and is used by organizations as this would result in higher levels of motivation for employees through matching organizational goals with personal goals. Further, this would lead to employee empowerment as creativity and opportunity to exercise initiative is allowed.
Y理论将更为有效，并被组织使用，因为这将通过将组织目标与个人目标相匹配，为员工带来更高的激励水平。此外，这将导致员工赋权，因为创造力和行使主动权的机会是允许的。
Maslow’s Hierarchy of Needs Theory 马斯洛的需求层次理论
Maslow’s Hierarchy of Needs Theory speaks of five groups of basic needs which usually motivate behaviour in many cultures. These basic needs are Physiological, Safety, Social, Esteem Needs and Self Actualization.
马斯洛的需求层次理论谈到了五组基本需求，这些需求通常会激励许多文化中的行为。这些基本需求是生理、安全、社会、自尊需求和自我实现。
In Maslow’s Hierarchy of Needs Theory, once a need has been satisfied, the desire to satisfy a higher need rises. Hence, a person would be motivated to perform better.
在马斯洛的需求层次理论中，一旦需求得到满足，满足更高需求的欲望就会上升。因此，一个人会被激励表现得更好。
Organizations would use this theory to decide on what type of motivation needs to be given to its employees. Organizations use this theory by identifying,组织将利用这一理论来决定需要给员工什么样的激励。组织通过识别，
Behaviour of an individual at a given moment depends on his strongest need 个人在特定时刻的行为取决于其最强烈的需求
Physiological needs have the highest strength and a majority of employees would work to satisfy this level only 生理需求具有最高强度，大多数员工只能满足这一水平
An unsatisfied need acts as a motivation factor 未满足的需求是动机因素
Once a need is satisfied the desire to achieve a higher order need rises 一旦需求得到满足，实现更高阶需求的愿望就会上升
A satisfied need would no longer act as a motivation factor 满足的需求不再是动机因素
ERG Theory ERG理论
ERG Theory resembles Maslow’s Hierarchy of Needs Theory. ERG Theory has three groups of needs. Where the first group would be Existence Needs (i.e. physical and material wants), second group would be Relatedness Needs (i.e. desire for interpersonal relationships) and third group would be Growth Needs (i.e. desire to be creative and productive). However, unlike Maslow’s Hierarchy of Needs Theory, the ERG Theory states, if frustrated in trying to satisfy Growth Needs, Relatedness Needs will re-emerge (frustration regression process).
ERG理论类似于马斯洛的需求层次理论。ERG理论有三组需求。第一组是存在需求（即物质和物质需求），第二组是关系需求（即人际关系需求），而第三组是成长需求（即创造力和生产力需求）。然而，与马斯洛的需求层次理论不同，ERG理论指出，如果在满足增长需求方面受挫，相关需求将重新出现（挫折回归过程）。
Organizations would use ERG theory to help them identify their employee’s dynamic needs and help the organizations to understand why employees have such dynamic needs (i.e. once satisfaction progression occurs the needs change and once frustration regression occurs needs change once again).
组织将使用ERG理论来帮助他们识别员工的动态需求，并帮助组织理解员工为什么有这种动态需求（即，一旦满足感提升，需求就会发生变化，一旦挫折感消退，需求就会再次发生变化）。
Herzberg Two Factor Theory or Motivation Hygiene Theory Herzberg双因素理论或动机卫生理论
Herzberg after carrying out many surveys concluded that to understand employee satisfaction or dissatisfaction work had to be divided into two categories.
赫茨伯格在进行了多次调查后得出结论，要了解员工满意度或不满意度，必须将工作分为两类。
Motivation Factors: Factors which are strong contributors to job satisfaction.
动机因素：对工作满意度有强烈贡献的因素。
Hygiene Factors: Factors which are not strong contributors to job satisfaction but which must be present to meet an employee’s expectations and prevent job dissatisfaction.
卫生因素：不是工作满意度的重要因素，但必须满足员工的期望并防止工作不满意。
Hygiene Factors:卫生因素
Job security 工作安全性
Relations with others 与他人的关系
Physical working conditions 物理工作条件
Company policies 公司政策
Pay 支付
Quality of supervision 监督质量
Motivation Factors: 激励因素：
Achievement 成就
Responsibility 责任
Recognition 赞赏
Opportunities for personal growth 个人成长的机会
Promotion opportunities 晋升机会
Organizations use Herzberg’s Two Factor Theory firstly to identify if their employee’s hygiene factors are met through which an assessment could be made regarding whether the employee is satisfied with the job or not. If not, the organization can identify which factors need to be adjusted so that this may alleviate job dissatisfaction.
组织首先使用Herzberg的双因素理论来确定员工的卫生因素是否得到满足，通过该理论可以评估员工对工作是否满意。如果没有，组织可以确定哪些因素需要调整，以缓解工作不满。
However, to motivate someone to perform better or to increase satisfaction motivation factors must be addressed by the organization. Using this theory, an organization would be able to identify which form of motivation would be necessary to motivate an employee as motivation factors relate to the nature of the work itself and the way the employee performs it. It should be further noted that this theory has a twofold approach of eliminating dissatisfiers and enhancing satisfiers.
然而，为了激励某人表现更好或提高满意度，组织必须解决激励因素。使用这一理论，组织将能够确定激励员工所需的激励形式，因为激励因素与工作本身的性质和员工执行工作的方式有关。应该进一步指出，这一理论具有消除不满意和提高满意度的双重途径。
Victor Vroom’s Expectancy Theory Victor Vroom的期望理论
According to Victor Vroom’s Expectancy Theory employees will work hard to achieve rewards that they values and that they consider obtainable. Further, Victor Vroom states that an employee will be motivated to exert a high level of effort to obtain reward under three conditions.
根据Victor Vroom的期望理论，员工将努力工作，以获得他们看重的和他们认为可以获得的奖励。此外，Victor Vroom表示，员工将被激励在三个条件下努力获得奖励。
The employee believes that his or her efforts will result in acceptable performance.
员工相信，他或她的努力将带来可接受的业绩。
The employee believes that acceptable performance will lead to the desired outcome or reward.
员工认为，可接受的绩效将导致期望的结果或奖励。
The employee values the reward.
员工看重奖励。
(Karen Collins, 2007 cited in Flatworld Knowledge, n.d)
Organizations would use this theory as it would help the organization to understand and interpret,
组织将使用该理论，因为它将帮助组织理解和解释，
How employees decide to work 员工如何决定工作
The effect of planned rewards programs 奖励计划的效果
The effect of such planned rewards on the productivity of employees 此类计划奖励对员工生产力的影响
Sri Lanka is a country within which power culture is dominantly seen not only within society but also within organizations. As a result of this culture which has not changed much throughout the years, work force of an organization would naturally await orders from the top and are not interested to take initiative in most situations even when given the chance. Hence, when considering motivational theories which are now widely practiced through the world where a technique of motivating employees in a natural manner is used, it could be understood that such motivational theories if applied within organizations of the country may not result in the expected outcome. Based on this information it is possible to arrive at the conclusion that the most suitable motivational theory to be used by organizations operating within Sri Lanka is McGregor’s XY Theory where Theory X assumptions have to be used.
斯里兰卡是一个权力文化不仅在社会内部而且在组织内部占主导地位的国家。由于这种文化多年来变化不大，一个组织的工作人员自然会等待高层的命令，即使有机会，在大多数情况下也没有兴趣采取主动。因此，当考虑到目前在世界各地广泛使用的激励理论时，可以理解，这种激励理论如果在国家的组织内应用，可能不会产生预期的结果。根据这些信息，可以得出结论，斯里兰卡境内运营的组织最适合使用的激励理论是McGregor的XY理论，其中必须使用X理论假设。
Leadership 领导力
Leadership Styles 领导力风格
Leadership could be defined as a relationship through which one person influences the behaviour or actions of other people.
领导力可以定义为一种关系，一个人通过这种关系影响其他人的行为或行动。
There are various factors which should be considered when selecting a style of leadership. For example, nature of task (i.e. Urgency, Complexity), type of people being led (i.e. Maturity, Technical Experience, Competence), etc. There are mainly three types of leadership.
在选择领导风格时，应考虑各种因素。例如，任务的性质（即紧迫性、复杂性）、被领导的人员类型（即成熟度、技术经验、能力）等。主要有三种类型的领导。
The Authoritarian or Autocratic Style: A leader exercising this style would make decisions alone without advice from their followers and would state what has to be done and how. Such a style would be suitable in an occasion when all the required information to solve a problem is available, there is a lack of time and the employees are well motivated.
威权或专制风格：一位领导人行使这种风格时，会在没有追随者建议的情况下独自做出决定，并说明必须做什么以及如何做。在解决问题所需的所有信息都可用、时间不足且员工积极性良好的情况下，这种风格非常适合。
The Participative or Democratic Style: A leader exercising this style would involve employees in the decision making process. The leadership functions are shared with members of the group resulting in greater interactions within the group. “The group members have a greater say in decision making, determination of policy, implementation of systems and procedures.” (Laurie J. Mullins 2007, p. 371) However, it should be noted that the leader maintains the final decision making authority.
参与型或民主型：一个领导运用这种风格会让员工参与决策过程。领导职能与团队成员共享，从而在团队内产生更大的互动。“小组成员在决策、政策决定、制度和程序实施方面有更大的发言权。”。
A Laissez – Faire (Genuine) Style or Delegative Style: A leader exercising this style would allow the employees to make decisions after observing how employees work on their own. This is done when employees are able to analyze a situation and decide what has to be done and how. However, the leader would still be responsible for the decisions made.
公平（真实）风格或授权风格：运用这种风格的领导者可以让员工在观察员工如何独立工作后做出决定。这是在员工能够分析情况并决定必须做什么以及如何做的时候完成的。然而，领导者仍将对所做的决定负责。
Beyond these leadership styles, it should be understood that leadership behaviour could either be directive or supportive.
除了这些领导风格之外，应该理解，领导行为可以是指导性的，也可以是支持性的。
Advantages and Disadvantages of Leadership Styles 领导风格的优点和缺点
The Authoritarian or Autocratic Style 专制或专制风格
Advantages 优点
More group productivity while leader watches 在领导的监督下提高团队生产力
Decision making process is quicker as the leader makes the decision individually 决策过程更快，因为领导者单独做出决策
The organization may respond to danger quickly 组织可能会迅速应对危险
Disadvantages 缺点
The level of dependence on the leader increases 对领导者的依赖程度增加
The level of hostility among employees may increase 员工之间的敌意可能会增加
Work force may dislike being ordered around resulting in employee de-motivation 工作人员可能不喜欢被命令四处走动，导致员工失去动力
The Participative or Democratic Style 参与式或民主式
Advantages 优点
A positive work environment could develop 可以营造积极的工作环境
Motivates creative thinking 激发创造性思维
Reduces employee turnover as a result of less friction between the work force and the leaders 由于员工与领导之间的摩擦减少，减少了员工流动
Disadvantages 缺点
Slower decision making 决策速度较慢
Arguments may arise 可能会出现争论
A Laissez – Faire (Genuine) Style or Delegative Style 公平（真实）风格或授权风格
Advantages 优点
Results in employee empowerment 员工赋权的结果
Promotes independent thinking 促进独立思考
Motivates creativity 激发创造力
Disadvantages 缺点
Employees can misuse the freedom given to them and perform poorly 员工可能滥用给予他们的自由，表现不佳
Leadership and Motivation Distinguished 卓越的领导力和激励
An authoritarian or autocratic leadership style is followed when employees are dependant and resist change. The efficiency of such employees would be low. Through high levels of supervision, command and control which is exercised by such leaders would motivate employees mainly in three forms. They are,
当员工依赖并抵制变革时，会遵循专制或专制的领导风格。这类员工的效率很低。通过高水平的监督、指挥和控制，这些领导者将主要以三种形式激励员工。他们是，
Peer Motivated: As employees would like to be like others 同伴激励：因为员工希望像其他人一样
Authority Motivated: As employees would follow policies 权威激励：员工将遵守政策
Threat and Fear Motivated: As employees would react to force 激发威胁和恐惧：员工会对武力做出反应
When a participative or a democratic leadership style is followed there would be greater interaction within the group and hence the personality and efficiency of employees depends on the leader’s skills and the work environment which he has created. When following such a leadership style, employees would be motivated in three forms. They are,
当采用参与式或民主的领导风格时，团队内部会有更大的互动，因此员工的个性和效率取决于领导者的技能和他创造的工作环境。当遵循这种领导风格时，员工将以三种形式获得激励。他们是，
Goal Motivated: As employees may recognize some opportunity 目标激励：因为员工可能认识到一些机会
Reward Motivated: As employees would recognize some opportunity for some material reward 奖励激励：因为员工会认识到一些获得物质奖励的机会
Recognition Motivated: As employees would recognize an opportunity for change in social status 认可激励：因为员工会认识到社会地位发生变化的机会
A Laissez – Faire or delegative style is followed when employees take up leadership, thrive on change or opportunity, are independent and are achievers. Such employees would be very efficient compared to employees under other leadership styles. Leaders following this style would have limited supervision and would delegate decision making responsibility to employees. When following such a leadership style, employees would be motivated in two forms. They are,
当员工担任领导、在变革或机遇中茁壮成长、独立并取得成就时，会遵循公平或授权的风格。与其他领导风格的员工相比，这样的员工将非常高效。遵循这种风格的领导者将受到有限的监督，并将决策责任委托给员工。当遵循这种领导风格时，员工将以两种形式获得激励。他们是，
Self Motivated and Team Motivated: As employees are allowed to practice creativity 自我激励和团队激励：允许员工练习创造力
When the above three types of leadership and motivation associated with them are analyzed, naturally a participative or a democratic leadership style is best to follow because in a team-motivated environment, dependant employees will be inspired and will strive to be acceptable with independent thinking co-workers.
当分析上述三种类型的领导力和与之相关的动机时，自然最好遵循参与式或民主式的领导风格，因为在团队激励的环境中，从属员工将受到激励，并将努力让独立思考的同事接受。
However, as it was mentioned before, due to the culture element of the country work force of an organization would naturally await orders from the top and are not interested to take initiative. Therefore, a leadership style where high levels of supervision, command and control is practiced would be more applicable for such an environment meaning, the most suitable leadership style to motivate employees within organizations would be the authoritarian or autocratic leadership style.
然而，正如前面所提到的，由于国家的文化因素，一个组织的工作人员自然会等待高层的命令，不愿意采取主动行动。因此，实行高度监督、指挥和控制的领导风格将更适用于这种环境。这意味着，在组织内激励员工的最合适的领导风格是威权或专制领导风格。
Effective Leaders; A paramount to an Organization 有效的领导者；对一个组织至关重要
It could be said that effective leaders are the key for success of any organization. There are many characteristics an effective leader should have. Based on the information given below it is possible to understand that an effective leader is strength to an organization in many aspects. Given below are five factors which make an effective leader a paramount to an organization,
可以说，有效的领导者是任何组织成功的关键。一个有效的领导者应该具备许多特征。根据下面给出的信息，我们可以理解一个有效的领导者是一个组织在许多方面的力量。以下是五个因素，这五个因素使一个有效的领导者对一个组织至关重要，
An effective leader would be able to influence and inspire people to accomplish a goal, or an objective of an organization. It should be understood that leadership is not about power and has no relationship with driving employees to accomplish their tasks and duties out of fear. It should further be understood that an effective leader would help to encourage or motivate other employees to take up leadership, forming a successful and a powerful workforce.
一个有效的领导者将能够影响和激励人们实现一个目标或一个组织的目标。应该理解，领导力与权力无关，与驱使员工出于恐惧完成任务和职责无关。应该进一步理解，一个有效的领导者将有助于鼓励或激励其他员工担任领导职务，形成一支成功而强大的员工队伍。
An effective leader would be a visionary person meaning awareness of organizational goals, objectives and vision. Only if employees see that their leader is aware of the direction which he must head they will follow him. This could be an advantage to an organization as such a person would be able to lead the employees of the organization in such a manner that they would achieve organizational goals and objectives.
一个有效的领导者应该是一个有远见的人，意味着对组织目标、目标和愿景的了解。只有当员工看到他们的领导知道他必须领导的方向时，他们才会跟随他。这对一个组织来说可能是一种优势，因为这样的人能够领导组织的员工，从而实现组织的目标和目的。
An effective leader would be a trustworthy person. It should be understood that trust if a leader is trustworthy his employees would have confidence in him even at tough times. Hence, it should be understood that if an organization has such a leader who has good relationships, is trustworthy and follows ethical standards that this would be a massive strength for the organization as this could be considered the base for an effective organization. Further, this would help the organization to develop a good impression through the community in which it operates.
一个有效的领导者应该是一个值得信赖的人。应该理解，如果一个领导者值得信任，那么即使在艰难时期，他的员工也会对他充满信心。因此，应该理解的是，如果一个组织有这样一位关系良好、值得信赖并遵守道德标准的领导者，那么这将是该组织的巨大力量，因为这可以被视为有效组织的基础。此外，这将有助于该组织通过其所在社区建立良好的印象。
An effective leader would be able to communicate the organizational goals, objective, vision, knowledge and technical expertise to the organizations employees. This would help the employees of the organization to become effective too as they would gain the required knowledge, skills and an idea about organizational goals, objectives and vision.
一个有效的领导者将能够向组织员工传达组织目标、目标、愿景、知识和技术专长。这将有助于组织的员工变得有效，因为他们将获得所需的知识、技能和关于组织目标、目标和愿景的想法。
An effective leader would be able to make “successful” decisions based on intuition. This could lead an organization to success as at times there may be a need to make decisions quickly which maybe of very high importance and value when time for gathering information may be very limited.
一个有效的领导者能够根据直觉做出“成功”的决定。这可能会导致一个组织取得成功，因为有时可能需要快速做出决策，当收集信息的时间非常有限时，决策可能非常重要和有价值。
Groups, Teams and Leadership 小组、团队和领导
It is no secret that behind the success of Standard Chartered Bank, the staff of the bank has played a very important role. Effective leadership and well motivated staff has been the key for this excellent performance. To support and improve leadership development within the bank, Standard Chartered Bank now has seven core leadership development programs along with feedback programs such as the 360 feedback tool. Standard Chartered Bank gives special consideration not only for leadership but also for aspects such as employee relations, team building, culture and values, etc.
渣打银行成功的背后，银行员工扮演了非常重要的角色，这已经不是什么秘密了。有效的领导和积极的员工是取得这一优异成绩的关键。为了支持和改善银行内部的领导力发展，渣打银行目前有七个核心领导力发展计划，以及360反馈工具等反馈计划。渣打银行不仅特别考虑领导力，还特别考虑员工关系、团队建设、文化和价值观等方面。
Nature of Groups and Team Roles 小组性质和团队角色
Nature of Groups 小组的性质
A group could be defined as a collection of people who interact with each other over time in order to reach goals. These groups can either be formal or informal, where both types of these groups are seen at Standard Chartered Bank. One note worthy feature of these groups at Standard Chartered Bank is that the groups consist of individuals who come from various backgrounds, cultures and have different skills. However, Standard Chartered Bank has made sure that no conflict among bank staff occurs but instead understanding and development in multiple fields occurs; great example for this will be the employee exchange program (first time in 2008, between India and China) which the bank launched recently. Through this approach, Standard Chartered Bank has been able to,
一个群体可以被定义为一组人，他们随着时间的推移相互交流，以达到目标。这些团体既可以是正式的，也可以是非正式的，在渣打银行可以看到这两种团体。渣打银行这些小组的一个值得注意的特点是，这些小组由来自不同背景、文化和不同技能的个人组成。然而，渣打银行已确保银行员工之间不会发生冲突，而是在多个领域进行理解和发展；这方面的一个很好的例子是该银行最近推出的员工交换计划。通过这种方法，渣打银行能够，
Align teams with business vision and objectives 使团队与业务愿景和目标保持一致
Build staff engagement and commitment 建立员工参与度和承诺
Create opportunities for open and courageous conversations 为开放和勇敢的对话创造机会
Clarify dependencies 明确相关性
Accelerate high performance by leveraging strengths 利用优势加速高性能
Team Roles 团队角色
A team role is, “a pattern of behaviour, characteristic of the way in which one team member interacts with another whose performance serves to facilitate the progress of the team as a whole.” (Laurie J. Mullins 2007, p.332)
团队角色是“一种行为模式，是一个团队成员与另一个团队的互动方式的特征，其表现有助于整个团队的进步。”
As Belbin has stated, even though there are nine team roles, it is rare to find members who are strong in all nine team roles. Standard Chartered Bank too has recognized this and in order to build up teams who are skilled in multiple ways the bank follows job rotation programs and also as it was mentioned above employee exchange programs. Through the employee exchange program or rather the talent exchange program the bank expects to forge stronger working relationships and cultural understanding between the two strategically important markets
正如贝尔宾所言，尽管有九个团队角色，但很难找到在所有九个团队中都表现出色的成员。渣打银行也认识到了这一点，为了建立在多个方面都很熟练的团队，该行遵循了轮岗计划，以及上文提到的员工交换计划。通过员工交流计划，或者更确切地说是人才交流计划，银行希望在这两个具有战略意义的市场之间建立更牢固的工作关系和文化理解
“All our development is based on the philosophy of being a strengths-based organisation. We encourage individuals, managers and teams to identify and focus on their distinctive talents, and constantly challenge them to achieve more with them. We recognise that individual strengths are unique, and that each employee will deliver in a role in a different way.”
“我们的所有发展都基于一个以优势为基础的组织的理念。我们鼓励个人、经理和团队识别并关注他们的独特才能，并不断挑战他们，让他们与他们一起取得更多成就。我们认识到，个人的优势是独一无二的，每个员工都将以不同的方式发挥作用。”
(Standard Chartered Bank, 2009)
As it is quoted above, the bank encourages recognition of individual strengths through which the bank expects to achieve greater strengths. Through the interaction of individuals of such nature the bank expects to develop a highly talented work force through team work. Even though an individual member may not be highly talented he will be motivated to achieve and develop new strengths when he would be allowed to interact with people talented in multiple fields. Therefore, it could be understood that team roles play a vital part in the development process of the bank.
如上所述，银行鼓励认可个人优势，通过这些优势，银行希望获得更大的优势。通过这种性质的个人互动，银行期望通过团队合作培养一支高素质的工作队伍。即使一个成员可能不是很有天赋，但当他被允许与多个领域的人才互动时，他也会被激励去实现和发展新的优势。因此，可以理解，团队角色在银行的发展过程中起着至关重要的作用。
Stages of Team Building 团队建设阶段
Given below are the stages of team building or team development,以下是团队建设或团队发展的阶段
Forming – formalities are preserved and members are treated as strangers (polite but untrusting).
形成——保留了礼节，成员被视为陌生人（礼貌但不可信）。
Storming – members start to communicate their feelings but probably still view themselves as part of their parent department rather than part of the team. They attack others insular attitudes while guarding their own (testing others).
风暴期——成员开始交流自己的感受，但可能仍然将自己视为上级部门的一部分，而不是团队的一部分。他们攻击他人偏狭的态度，同时保护自己（测试他人）。
Norming – people feel part of the team and realise that they can achieve work if they accept other viewpoints (valuing other types).
规范期–人们觉得自己是团队的一部分，并意识到如果他们接受其他观点（重视其他类型），他们就能完成工作。
Performing – the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance (flexibility from trust).
执行–团队在开放和信任的氛围中工作，其中灵活性是关键，而层次结构并不重要（来自信任的灵活性）。
The above four stages of team building or development are very evident at Standard Chartered Bank. The initial two stages would be very clearly seen at the beginning when an employee would be newly selected and/or when they switch branches (consider the employee talent exchange program for example). However, as time passes by (a period of three months for the employee talent exchange program) employees would learn about each other, would value each other especially their culture and would be able to perform with flexibility which would build up from trust. An example for the last stages of the team building process would be when top executives frequently fill in for one another, whether leading regional celebrations, representing Standard Chartered Bank at key external events, or initiating internal dialogues with employees. They make their collaborative behaviour visible through extensive travel and photos of leaders from varied sites working together.
上述四个团队建设或发展阶段在渣打银行非常明显。最初的两个阶段在员工被新选中和/或他们转换分支机构时（例如，考虑员工人才交换计划），会非常清楚。然而，随着时间的推移（员工人才交流计划为期三个月），员工会相互了解，会重视彼此，尤其是他们的文化，并能够以信任为基础的灵活性来表现。团队建设过程的最后阶段的一个例子是，无论是领导区域庆祝活动、代表渣打银行出席重要的外部活动，还是与员工展开内部对话，高层管理人员都会频繁地相互替代。他们通过广泛的旅行和来自不同地点的领导人在一起工作的照片，使他们的合作行为可见。
Beyond the above mentioned four team development stages, there is one additional step which is known as adjourning. This would mean disbanding of the group due to completion of a task, members leaving the organization or moving on to other tasks.
除了上述四个团队发展阶段之外，还有一个额外的步骤，即休会。这意味着由于完成某项任务而解散该小组，成员离开该组织或继续执行其他任务。
Team Cohesiveness 团队凝聚力
It is one of the main responsibilities of a leader to ensure that the members of his work group cooperate so that the work group would be able to achieve the expected results. It is clear that cooperation among members of work groups is likely to be greater in a cohesive group resulting in beneficial effects for the organization. There are many factors which affect group cohesiveness. These factors could be categorized under four major headings as shown in the diagram below.
领导者的主要职责之一是确保其工作组成员进行合作，从而使工作组能够实现预期结果。很明显，工作组成员之间的合作在一个有凝聚力的团队中可能会更大，从而对组织产生有益的影响。影响群体凝聚力的因素很多。这些因素可分为四大类
Even though it is stated that there are disadvantages of cohesive groups such disadvantages have been minimized at Standard Chartered Bank through the unique culture which has been bread. The disadvantages of cohesive groups have been overwritten by the advantages of cohesive groups at Standard Chartered Bank resulting in an overall positive outcome. These groups have helped the bank through increased interaction between members of diverse cultures and ethnicities, growth of skills and knowledge of members through mutual help, lower turnover as the member feels that the organization has become a part of him, etc.
尽管有人指出，凝聚力团体存在劣势，但渣打银行通过面包这种独特的文化，这种劣势已被最小化。渣打银行凝聚力团体的优势掩盖了凝聚力团体的劣势，从而产生了总体积极的结果。这些团体通过增加不同文化和种族的成员之间的互动、通过相互帮助提高成员的技能和知识、降低成员认为组织已成为其一部分的流动率等方式帮助了银行。
Motivational Tools and Techniques 激励工具和技巧
Standard Chartered Bank follows a range of methods to encourage or motivate their employees. Motivation at Standard Chartered Bank takes place through,渣打银行采用一系列方法来鼓励或激励员工。渣打银行的激励通过，
Learning and Development: Learning and Development process at Standard Chartered Bank starts once an employee joins the bank and this will continue till the employee resigns the organization. Standard Chartered Bank uses advance new technology to make this process an interesting one and gives encouragement for members to participate. Examples for Learning and Development at Standard Chartered Bank: Right Start, Job rotation, Talent Exchange, Core Leadership Development, 360 feedbacks etc.
学习与发展：渣打银行的学习与发展过程在员工加入银行后开始，并将持续到员工退出组织。渣打银行使用先进的新技术使这一过程变得有趣，并鼓励会员参与。渣打银行的学习和发展示例：正确的开始、工作轮换、人才交流、核心领导力发展、360反馈等。
Employee Relations: Standard Chartered Bank follows an approach where it would deal with employees on an individual basis rather than a collective basis. This approach focuses on direct communication, managing organisational change and involving and motivating employees.
员工关系：渣打银行采用的是一种以个人为基础而非集体为基础与员工打交道的方式。这种方法侧重于直接沟通、管理组织变革以及让员工参与并激励员工。
Reward and Recognition: There are two elements to remuneration within Standard Chartered Bank; an annual salary and a performance based element. At Standard Chartered Bank performance would not mean just “achieving goals” instead it means how employees demonstrate the bank’s unique culture and values in their working lives. Employees would receive individual ratings but those with lowest values of ratings will not receive any performance related bonus even if they have achieved their final targets.
奖励和认可：渣打银行内部的薪酬有两个要素；年薪和绩效要素。渣打银行的业绩不仅仅意味着“实现目标”，而是意味着员工如何在工作生活中展示该银行独特的文化和价值观。员工将获得个人评级，但评级值最低的员工即使达到最终目标，也不会获得任何绩效奖金。
Great Working Environment & Other Facilities: Standard Chartered Bank has an environment which could be stated as one of the best environments to work at. The structures have been constructed according to expected standards and latest technology has been used where possible. Further, the bank provides other facilities, such as the day care centre where various forms of education would be given for the children of the employees, freeing the employees from the burden of worrying about their children during working hours.
良好的工作环境和其他设施：渣打银行的工作环境堪称最佳工作环境之一。结构已按照预期标准建造，并在可能的情况下使用了最新技术。此外，银行还提供其他设施，如日托中心，为员工的子女提供各种形式的教育，使员工在工作时间不必担心子女。
Impact of Technology on Team Building 技术对团队建设的影响
It is clear that technological changes have enabled Standard Chartered Bank to achieve new heights in many fields. When considering team building, as it was mentioned above in the previous section, Standard Chartered Bank uses technology right from the beginning of an employee’s career. “Right Start” is the new induction process which the bank uses for new employees. It is clear, that even this simple step will help the organization to develop better teams within shorter time periods resulting in more effective outcome. Hence, it is understood that technology has a massive impact on team building process.
很明显，技术变革使渣打银行在许多领域达到了新的高度。在考虑团队建设时，如前一节所述，渣打银行从员工职业生涯开始就使用技术。“正确开始”是银行为新员工使用的新入职流程。很明显，即使是这一简单的步骤，也将帮助组织在更短的时间内发展更好的团队，从而产生更有效的结果。因此，技术对团队建设过程有着巨大的影响。
“Our induction process for new employees was enhanced during the year with the launch of a new online virtual world. The Right Start Learning Journey offers access to critical information about our history, core businesses and supporting functions, sustainability agenda and much more in a fun and interactive way. New employees can visit the site, which was created by our Learning and Development Team, as often as they like while a discussion forum allows them to communicate with other new recruits.”
“今年，我们推出了一个新的在线虚拟世界，加强了新员工的入职培训流程。“正确开始学习之旅”以有趣和互动的方式提供了有关我们历史、核心业务和支持功能、可持续发展议程等重要信息的访问。新员工可以访问由我们的学习和发展团队创建的网站t团队，在讨论论坛上，他们可以随时与其他新员工交流。”
(Standard Chartered Bank, 2009)
It should further be understood, that this same process of new employees getting to know other employees and building up successful teams would have been a very slow process causing possible inefficiencies for the organization in indirect ways.
应该进一步理解，新员工了解其他员工并建立成功团队的相同过程将是一个非常缓慢的过程，可能会间接导致组织效率低下。
Even though technology has had its positive impact on the team building process it could be said that there are drawbacks if excessive technology is used as it may decrease person to person interactions resulting in lower awareness or understanding regarding one another. However, this situation is not yet seen at Standard Chartered Bank as the bank arranges certain social events where employees can get to know each other better, independent of their position at the bank.
尽管技术对团队建设过程产生了积极影响，但可以说，如果使用过多的技术，会有缺点，因为它可能会减少人与人之间的互动，从而降低对彼此的认识或理解。然而，渣打银行还没有出现这种情况，因为该银行安排了一些社交活动，员工可以在这些活动中更好地了解彼此，而不依赖于他们在银行的职位。
Conclusion 结论
Due to the strong cultural effect persisting within Sri Lanka, employees would naturally require high levels of supervision, command and control resulting in the usage of leadership styles such as authoritarian or autocratic leadership and extreme motivational theories such as McGregor’s XY Theory (Theory X assumptions), neither of which could not be considered as the best choice. To overcome this situation, changes to the culture within the organization could be done through an eventual process and in such a manner that employees would not feel threatened. Further, it could be understood that an effective leader could bring about the desired change even in such a culture.
由于斯里兰卡国内持续存在强大的文化效应，员工自然需要高度的监督、指挥和控制，从而导致使用威权或专制领导等领导风格，以及麦格雷戈的XY理论（理论X假设）等极端激励理论，这两种理论都不能被视为最佳选择。为了克服这种情况，可以通过一个最终的过程，以员工不会感到威胁的方式来改变组织内的文化。此外，可以理解的是，即使在这样的文化中，一个有效的领导者也能带来期望的改变。
Behind every successful organization there would always be a highly talented and committed work force as at Standard Chartered Bank. Based on the information which was stated in the body of the report, it was possible to arrive at the conclusion that due to the unique culture which has been brought up at Standard Chartered Bank where technology and many other elements have played an important role, every employee would have an opportunity to either be an excellent team player or to be an excellent leader. To further improve, the bank can integrate more team based discussions and such activities where technology could be used in a balanced manner.
在每一个成功的组织背后，总会有一支像渣打银行那样的高素质、敬业的员工队伍。根据Assignment正文中所述的信息，可以得出以下结论：由于渣打银行培养的独特文化，技术和许多其他因素发挥了重要作用，每位员工都有机会成为优秀的团队成员或成为优秀的领导者。为了进一步改进，该银行可以整合更多基于团队的讨论和这样的活动，在这些活动中，技术可以以平衡的方式使用。本站提供各国各专业留学生Assignment代写或指导服务，如有需要可咨询本平台。
