Assignment寫作格式：Styles of Leadership in Different Cultures
Assignment寫作格式-不同文化中的領導風格。本文是一篇國外大學assignment格式范文，主要內容是講述世界各地的組織都在實踐各種激勵理論和領導風格。某些激勵理論和領導風格只適用于組織運作的文化等因素。斯里蘭卡是一個“權力文化”占主導地位的國家，必須遵循更不靈活、更極端的激勵理論和領導風格，如麥格雷戈的XY理論和專制或威權主義領導風格。人們已經認識到，追求某種領導風格有各種優點和缺點。然而，很明顯，無論所使用的領導風格如何，如果領導者是一個有效的領導者，這將是一個組織的巨大力量。下面就請參閱這篇符合作業要求的Assignment格式范文。
Executive Summary 執行摘要
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.
渣打銀行連續七年收入創紀錄，市場份額不斷擴大，盡管目前全球經濟狀況良好，但已被公認為世界領先銀行之一。這一成功完全是員工團體和銀行領導努力的結果，他們接觸了銀行培養的獨特文化。
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.
一個組織可以被定義為一組共同努力實現共同目標的個人。為了實現這些共同的目標，組織需要領導和激勵。有各種各樣的領導風格和激勵理論，這些理論被組織實踐以達到期望的結果。最重要的是，有效的領導可以被認為是最好的激勵因素之一。
An extensive analysis regarding Standard Chartered Bank has been done with the purpose of analyzing functions of groups, teams and leadership within organizations.
已對渣打銀行進行了廣泛的分析，目的是分析組織內團隊、團隊和領導層的職能。
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.
渣打銀行是一家英國金融服務公司，總部位于英國倫敦，業務遍及70多個國家。該公司擁有1700多家分支機構和網點（包括子公司、聯營公司和合資企業），擁有80000名員工。盡管總部位于英國，但它在英國的客戶很少，大約90%的利潤來自亞洲、非洲和中東。
Motivational Theories and Leadership 動機理論與領導力
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.
動機可以被定義為一個心理過程，其中內部和外部因素影響一個人對追求和實現目標持續感興趣?？梢哉f，動機影響一個人在工作中的行為，并最終影響他在工作期間的表現。組織采用各種激勵理論來激勵員工，下面將討論其中的一些理論。
Motivational Theories 動機理論
Douglas McGregor’s Theory X and Theory Y 格拉斯·麥格雷戈的X理論和Y理論
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·麥格雷戈開發了兩個模型，即理論X和理論Y。這兩個理論是通過對個人工作行為理論的研究而形成的。
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·麥格雷戈的《X理論》指出，普通人不喜歡工作，喜歡被指導，逃避責任，幾乎沒有野心，為錢工作，主要是為了安全。
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.
理論X產生了兩種管理方法，即軟方法和硬方法。在軟管理方法下，管理者尋求與員工的和諧，認為員工會在必要時與他們合作。在硬管理方法下，員工必須受到脅迫、控制、指導和威脅，直到達到預期結果。
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，沒有一個極端是適合的，因為員工需要的不僅僅是金錢獎勵，他們需要滿足他們更高的需求。據了解，組織使用這種方法的主要原因是確保員工以預期的方式行事。
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.
與X理論不同，Y理論從更樂觀的角度看待普通人。理論Y指出，一個普通人喜歡工作，指導自己，接受并尋求責任。
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理論將更為有效，并被組織使用，因為這將通過將組織目標與個人目標相匹配，為員工帶來更高的激勵水平。此外，這將導致員工賦權，因為創造力和行使主動權的機會是允許的。
Maslow’s Hierarchy of Needs Theory 馬斯洛的需求層次理論
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.
馬斯洛的需求層次理論談到了五組基本需求，這些需求通常會激勵許多文化中的行為。這些基本需求是生理、安全、社會、自尊需求和自我實現。
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.
在馬斯洛的需求層次理論中，一旦需求得到滿足，滿足更高需求的欲望就會上升。因此，一個人會被激勵表現得更好。
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,組織將利用這一理論來決定需要給員工什么樣的激勵。組織通過識別，
Behaviour of an individual at a given moment depends on his strongest need 個人在特定時刻的行為取決于其最強烈的需求
Physiological needs have the highest strength and a majority of employees would work to satisfy this level only 生理需求具有最高強度，大多數員工只能滿足這一水平
An unsatisfied need acts as a motivation factor 未滿足的需求是動機因素
Once a need is satisfied the desire to achieve a higher order need rises 一旦需求得到滿足，實現更高階需求的愿望就會上升
A satisfied need would no longer act as a motivation factor 滿足的需求不再是動機因素
ERG Theory ERG理論
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理論類似于馬斯洛的需求層次理論。ERG理論有三組需求。第一組是存在需求（即物質和物質需求），第二組是關系需求（即人際關系需求），而第三組是成長需求（即創造力和生產力需求）。然而，與馬斯洛的需求層次理論不同，ERG理論指出，如果在滿足增長需求方面受挫，相關需求將重新出現（挫折回歸過程）。
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).
組織將使用ERG理論來幫助他們識別員工的動態需求，并幫助組織理解員工為什么有這種動態需求（即，一旦滿足感提升，需求就會發生變化，一旦挫折感消退，需求就會再次發生變化）。
Herzberg Two Factor Theory or Motivation Hygiene Theory Herzberg雙因素理論或動機衛生理論
Herzberg after carrying out many surveys concluded that to understand employee satisfaction or dissatisfaction work had to be divided into two categories.
赫茨伯格在進行了多次調查后得出結論，要了解員工滿意度或不滿意度，必須將工作分為兩類。
Motivation Factors: Factors which are strong contributors to job satisfaction.
動機因素：對工作滿意度有強烈貢獻的因素。
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.
衛生因素：不是工作滿意度的重要因素，但必須滿足員工的期望并防止工作不滿意。
Hygiene Factors:衛生因素
Job security 工作安全性
Relations with others 與他人的關系
Physical working conditions 物理工作條件
Company policies 公司政策
Pay 支付
Quality of supervision 監督質量
Motivation Factors: 激勵因素：
Achievement 成就
Responsibility 責任
Recognition 贊賞
Opportunities for personal growth 個人成長的機會
Promotion opportunities 晉升機會
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.
組織首先使用Herzberg的雙因素理論來確定員工的衛生因素是否得到滿足，通過該理論可以評估員工對工作是否滿意。如果沒有，組織可以確定哪些因素需要調整，以緩解工作不滿。
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，為了激勵某人表現更好或提高滿意度，組織必須解決激勵因素。使用這一理論，組織將能夠確定激勵員工所需的激勵形式，因為激勵因素與工作本身的性質和員工執行工作的方式有關。應該進一步指出，這一理論具有消除不滿意和提高滿意度的雙重途徑。
Victor Vroom’s Expectancy Theory Victor Vroom的期望理論
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.
根據Victor Vroom的期望理論，員工將努力工作，以獲得他們看重的和他們認為可以獲得的獎勵。此外，Victor Vroom表示，員工將被激勵在三個條件下努力獲得獎勵。
The employee believes that his or her efforts will result in acceptable performance.
員工相信，他或她的努力將帶來可接受的業績。
The employee believes that acceptable performance will lead to the desired outcome or reward.
員工認為，可接受的績效將導致期望的結果或獎勵。
The employee values the reward.
員工看重獎勵。
(Karen Collins, 2007 cited in Flatworld Knowledge, n.d)
Organizations would use this theory as it would help the organization to understand and interpret,
組織將使用該理論，因為它將幫助組織理解和解釋，
How employees decide to work 員工如何決定工作
The effect of planned rewards programs 獎勵計劃的效果
The effect of such planned rewards on the productivity of employees 此類計劃獎勵對員工生產力的影響
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.
斯里蘭卡是一個權力文化不僅在社會內部而且在組織內部占主導地位的國家。由于這種文化多年來變化不大，一個組織的工作人員自然會等待高層的命令，即使有機會，在大多數情況下也沒有興趣采取主動。因此，當考慮到目前在世界各地廣泛使用的激勵理論時，可以理解，這種激勵理論如果在國家的組織內應用，可能不會產生預期的結果。根據這些信息，可以得出結論，斯里蘭卡境內運營的組織最適合使用的激勵理論是McGregor的XY理論，其中必須使用X理論假設。
Leadership 領導力
Leadership Styles 領導力風格
Leadership could be defined as a relationship through which one person influences the behaviour or actions of other people.
領導力可以定義為一種關系，一個人通過這種關系影響其他人的行為或行動。
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.
在選擇領導風格時，應考慮各種因素。例如，任務的性質（即緊迫性、復雜性）、被領導的人員類型（即成熟度、技術經驗、能力）等。主要有三種類型的領導。
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.
威權或專制風格：一位領導人行使這種風格時，會在沒有追隨者建議的情況下獨自做出決定，并說明必須做什么以及如何做。在解決問題所需的所有信息都可用、時間不足且員工積極性良好的情況下，這種風格非常適合。
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.
參與型或民主型：一個領導運用這種風格會讓員工參與決策過程。領導職能與團隊成員共享，從而在團隊內產生更大的互動?！靶〗M成員在決策、政策決定、制度和程序實施方面有更大的發言權?！薄?/p>
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（真實）風格或授權風格：運用這種風格的領導者可以讓員工在觀察員工如何獨立工作后做出決定。這是在員工能夠分析情況并決定必須做什么以及如何做的時候完成的。然而，領導者仍將對所做的決定負責。
Beyond these leadership styles, it should be understood that leadership behaviour could either be directive or supportive.
除了這些領導風格之外，應該理解，領導行為可以是指導性的，也可以是支持性的。
Advantages and Disadvantages of Leadership Styles 領導風格的優點和缺點
The Authoritarian or Autocratic Style 專制或專制風格
Advantages 優點
More group productivity while leader watches 在領導的監督下提高團隊生產力
Decision making process is quicker as the leader makes the decision individually 決策過程更快，因為領導者單獨做出決策
The organization may respond to danger quickly 組織可能會迅速應對危險
Disadvantages 缺點
The level of dependence on the leader increases 對領導者的依賴程度增加
The level of hostility among employees may increase 員工之間的敵意可能會增加
Work force may dislike being ordered around resulting in employee de-motivation 工作人員可能不喜歡被命令四處走動，導致員工失去動力
The Participative or Democratic Style 參與式或民主式
Advantages 優點
A positive work environment could develop 可以營造積極的工作環境
Motivates creative thinking 激發創造性思維
Reduces employee turnover as a result of less friction between the work force and the leaders 由于員工與領導之間的摩擦減少，減少了員工流動
Disadvantages 缺點
Slower decision making 決策速度較慢
Arguments may arise 可能會出現爭論
A Laissez – Faire (Genuine) Style or Delegative Style 公平（真實）風格或授權風格
Advantages 優點
Results in employee empowerment 員工賦權的結果
Promotes independent thinking 促進獨立思考
Motivates creativity 激發創造力
Disadvantages 缺點
Employees can misuse the freedom given to them and perform poorly 員工可能濫用給予他們的自由，表現不佳
Leadership and Motivation Distinguished 卓越的領導力和激勵
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,
當員工依賴并抵制變革時，會遵循專制或專制的領導風格。這類員工的效率很低。通過高水平的監督、指揮和控制，這些領導者將主要以三種形式激勵員工。他們是，
Peer Motivated: As employees would like to be like others 同伴激勵：因為員工希望像其他人一樣
Authority Motivated: As employees would follow policies 權威激勵：員工將遵守政策
Threat and Fear Motivated: As employees would react to force 激發威脅和恐懼：員工會對武力做出反應
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,
當采用參與式或民主的領導風格時，團隊內部會有更大的互動，因此員工的個性和效率取決于領導者的技能和他創造的工作環境。當遵循這種領導風格時，員工將以三種形式獲得激勵。他們是，
Goal Motivated: As employees may recognize some opportunity 目標激勵：因為員工可能認識到一些機會
Reward Motivated: As employees would recognize some opportunity for some material reward 獎勵激勵：因為員工會認識到一些獲得物質獎勵的機會
Recognition Motivated: As employees would recognize an opportunity for change in social status 認可激勵：因為員工會認識到社會地位發生變化的機會
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,
當員工擔任領導、在變革或機遇中茁壯成長、獨立并取得成就時，會遵循公平或授權的風格。與其他領導風格的員工相比，這樣的員工將非常高效。遵循這種風格的領導者將受到有限的監督，并將決策責任委托給員工。當遵循這種領導風格時，員工將以兩種形式獲得激勵。他們是，
Self Motivated and Team Motivated: As employees are allowed to practice creativity 自我激勵和團隊激勵：允許員工練習創造力
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.
當分析上述三種類型的領導力和與之相關的動機時，自然最好遵循參與式或民主式的領導風格，因為在團隊激勵的環境中，從屬員工將受到激勵，并將努力讓獨立思考的同事接受。
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，由于國家的文化因素，一個組織的工作人員自然會等待高層的命令，不愿意采取主動行動。因此，實行高度監督、指揮和控制的領導風格將更適用于這種環境。這意味著，在組織內激勵員工的最合適的領導風格是威權或專制領導風格。
Effective Leaders; A paramount to an Organization 有效的領導者；對一個組織至關重要
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,
可以說，有效的領導者是任何組織成功的關鍵。一個有效的領導者應該具備許多特征。根據下面給出的信息，我們可以理解一個有效的領導者是一個組織在許多方面的力量。以下是五個因素，這五個因素使一個有效的領導者對一個組織至關重要，
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.
一個有效的領導者將能夠影響和激勵人們實現一個目標或一個組織的目標。應該理解，領導力與權力無關，與驅使員工出于恐懼完成任務和職責無關。應該進一步理解，一個有效的領導者將有助于鼓勵或激勵其他員工擔任領導職務，形成一支成功而強大的員工隊伍。
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.
一個有效的領導者應該是一個有遠見的人，意味著對組織目標、目標和愿景的了解。只有當員工看到他們的領導知道他必須領導的方向時，他們才會跟隨他。這對一個組織來說可能是一種優勢，因為這樣的人能夠領導組織的員工，從而實現組織的目標和目的。
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.
一個有效的領導者應該是一個值得信賴的人。應該理解，如果一個領導者值得信任，那么即使在艱難時期，他的員工也會對他充滿信心。因此，應該理解的是，如果一個組織有這樣一位關系良好、值得信賴并遵守道德標準的領導者，那么這將是該組織的巨大力量，因為這可以被視為有效組織的基礎。此外，這將有助于該組織通過其所在社區建立良好的印象。
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.
一個有效的領導者將能夠向組織員工傳達組織目標、目標、愿景、知識和技術專長。這將有助于組織的員工變得有效，因為他們將獲得所需的知識、技能和關于組織目標、目標和愿景的想法。
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.
一個有效的領導者能夠根據直覺做出“成功”的決定。這可能會導致一個組織取得成功，因為有時可能需要快速做出決策，當收集信息的時間非常有限時，決策可能非常重要和有價值。
Groups, Teams and Leadership 小組、團隊和領導
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.
渣打銀行成功的背后，銀行員工扮演了非常重要的角色，這已經不是什么秘密了。有效的領導和積極的員工是取得這一優異成績的關鍵。為了支持和改善銀行內部的領導力發展，渣打銀行目前有七個核心領導力發展計劃，以及360反饋工具等反饋計劃。渣打銀行不僅特別考慮領導力，還特別考慮員工關系、團隊建設、文化和價值觀等方面。
Nature of Groups and Team Roles 小組性質和團隊角色
Nature of Groups 小組的性質
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,
一個群體可以被定義為一組人，他們隨著時間的推移相互交流，以達到目標。這些團體既可以是正式的，也可以是非正式的，在渣打銀行可以看到這兩種團體。渣打銀行這些小組的一個值得注意的特點是，這些小組由來自不同背景、文化和不同技能的個人組成。然而，渣打銀行已確保銀行員工之間不會發生沖突，而是在多個領域進行理解和發展；這方面的一個很好的例子是該銀行最近推出的員工交換計劃。通過這種方法，渣打銀行能夠，
Align teams with business vision and objectives 使團隊與業務愿景和目標保持一致
Build staff engagement and commitment 建立員工參與度和承諾
Create opportunities for open and courageous conversations 為開放和勇敢的對話創造機會
Clarify dependencies 明確相關性
Accelerate high performance by leveraging strengths 利用優勢加速高性能
Team Roles 團隊角色
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)
團隊角色是“一種行為模式，是一個團隊成員與另一個團隊的互動方式的特征，其表現有助于整個團隊的進步?！?/p>
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
正如貝爾賓所言，盡管有九個團隊角色，但很難找到在所有九個團隊中都表現出色的成員。渣打銀行也認識到了這一點，為了建立在多個方面都很熟練的團隊，該行遵循了輪崗計劃，以及上文提到的員工交換計劃。通過員工交流計劃，或者更確切地說是人才交流計劃，銀行希望在這兩個具有戰略意義的市場之間建立更牢固的工作關系和文化理解
“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.”
“我們的所有發展都基于一個以優勢為基礎的組織的理念。我們鼓勵個人、經理和團隊識別并關注他們的獨特才能，并不斷挑戰他們，讓他們與他們一起取得更多成就。我們認識到，個人的優勢是獨一無二的，每個員工都將以不同的方式發揮作用?！?/p>
(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，銀行鼓勵認可個人優勢，通過這些優勢，銀行希望獲得更大的優勢。通過這種性質的個人互動，銀行期望通過團隊合作培養一支高素質的工作隊伍。即使一個成員可能不是很有天賦，但當他被允許與多個領域的人才互動時，他也會被激勵去實現和發展新的優勢。因此，可以理解，團隊角色在銀行的發展過程中起著至關重要的作用。
Stages of Team Building 團隊建設階段
Given below are the stages of team building or team development,以下是團隊建設或團隊發展的階段
Forming – formalities are preserved and members are treated as strangers (polite but untrusting).
形成——保留了禮節，成員被視為陌生人（禮貌但不可信）。
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).
風暴期——成員開始交流自己的感受，但可能仍然將自己視為上級部門的一部分，而不是團隊的一部分。他們攻擊他人偏狹的態度，同時保護自己（測試他人）。
Norming – people feel part of the team and realise that they can achieve work if they accept other viewpoints (valuing other types).
規范期–人們覺得自己是團隊的一部分，并意識到如果他們接受其他觀點（重視其他類型），他們就能完成工作。
Performing – the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance (flexibility from trust).
執行–團隊在開放和信任的氛圍中工作，其中靈活性是關鍵，而層次結構并不重要（來自信任的靈活性）。
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.
上述四個團隊建設或發展階段在渣打銀行非常明顯。最初的兩個階段在員工被新選中和/或他們轉換分支機構時（例如，考慮員工人才交換計劃），會非常清楚。然而，隨著時間的推移（員工人才交流計劃為期三個月），員工會相互了解，會重視彼此，尤其是他們的文化，并能夠以信任為基礎的靈活性來表現。團隊建設過程的最后階段的一個例子是，無論是領導區域慶?；顒?、代表渣打銀行出席重要的外部活動，還是與員工展開內部對話，高層管理人員都會頻繁地相互替代。他們通過廣泛的旅行和來自不同地點的領導人在一起工作的照片，使他們的合作行為可見。
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.
除了上述四個團隊發展階段之外，還有一個額外的步驟，即休會。這意味著由于完成某項任務而解散該小組，成員離開該組織或繼續執行其他任務。
Team Cohesiveness 團隊凝聚力
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.
領導者的主要職責之一是確保其工作組成員進行合作，從而使工作組能夠實現預期結果。很明顯，工作組成員之間的合作在一個有凝聚力的團隊中可能會更大，從而對組織產生有益的影響。影響群體凝聚力的因素很多。這些因素可分為四大類
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.
盡管有人指出，凝聚力團體存在劣勢，但渣打銀行通過面包這種獨特的文化，這種劣勢已被最小化。渣打銀行凝聚力團體的優勢掩蓋了凝聚力團體的劣勢，從而產生了總體積極的結果。這些團體通過增加不同文化和種族的成員之間的互動、通過相互幫助提高成員的技能和知識、降低成員認為組織已成為其一部分的流動率等方式幫助了銀行。
Motivational Tools and Techniques 激勵工具和技巧
Standard Chartered Bank follows a range of methods to encourage or motivate their employees. Motivation at Standard Chartered Bank takes place through,渣打銀行采用一系列方法來鼓勵或激勵員工。渣打銀行的激勵通過，
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.
學習與發展：渣打銀行的學習與發展過程在員工加入銀行后開始，并將持續到員工退出組織。渣打銀行使用先進的新技術使這一過程變得有趣，并鼓勵會員參與。渣打銀行的學習和發展示例：正確的開始、工作輪換、人才交流、核心領導力發展、360反饋等。
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.
員工關系：渣打銀行采用的是一種以個人為基礎而非集體為基礎與員工打交道的方式。這種方法側重于直接溝通、管理組織變革以及讓員工參與并激勵員工。
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.
獎勵和認可：渣打銀行內部的薪酬有兩個要素；年薪和績效要素。渣打銀行的業績不僅僅意味著“實現目標”，而是意味著員工如何在工作生活中展示該銀行獨特的文化和價值觀。員工將獲得個人評級，但評級值最低的員工即使達到最終目標，也不會獲得任何績效獎金。
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.
良好的工作環境和其他設施：渣打銀行的工作環境堪稱最佳工作環境之一。結構已按照預期標準建造，并在可能的情況下使用了最新技術。此外，銀行還提供其他設施，如日托中心，為員工的子女提供各種形式的教育，使員工在工作時間不必擔心子女。
Impact of Technology on Team Building 技術對團隊建設的影響
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.
很明顯，技術變革使渣打銀行在許多領域達到了新的高度。在考慮團隊建設時，如前一節所述，渣打銀行從員工職業生涯開始就使用技術?！罢_開始”是銀行為新員工使用的新入職流程。很明顯，即使是這一簡單的步驟，也將幫助組織在更短的時間內發展更好的團隊，從而產生更有效的結果。因此，技術對團隊建設過程有著巨大的影響。
“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，我們推出了一個新的在線虛擬世界，加強了新員工的入職培訓流程。“正確開始學習之旅”以有趣和互動的方式提供了有關我們歷史、核心業務和支持功能、可持續發展議程等重要信息的訪問。新員工可以訪問由我們的學習和發展團隊創建的網站t團隊，在討論論壇上，他們可以隨時與其他新員工交流?！?/p>
(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.
應該進一步理解，新員工了解其他員工并建立成功團隊的相同過程將是一個非常緩慢的過程，可能會間接導致組織效率低下。
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.
盡管技術對團隊建設過程產生了積極影響，但可以說，如果使用過多的技術，會有缺點，因為它可能會減少人與人之間的互動，從而降低對彼此的認識或理解。然而，渣打銀行還沒有出現這種情況，因為該銀行安排了一些社交活動，員工可以在這些活動中更好地了解彼此，而不依賴于他們在銀行的職位。
Conclusion 結論
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.
由于斯里蘭卡國內持續存在強大的文化效應，員工自然需要高度的監督、指揮和控制，從而導致使用威權或專制領導等領導風格，以及麥格雷戈的XY理論（理論X假設）等極端激勵理論，這兩種理論都不能被視為最佳選擇。為了克服這種情況，可以通過一個最終的過程，以員工不會感到威脅的方式來改變組織內的文化。此外，可以理解的是，即使在這樣的文化中，一個有效的領導者也能帶來期望的改變。
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.
在每一個成功的組織背后，總會有一支像渣打銀行那樣的高素質、敬業的員工隊伍。根據Assignment正文中所述的信息，可以得出以下結論：由于渣打銀行培養的獨特文化，技術和許多其他因素發揮了重要作用，每位員工都有機會成為優秀的團隊成員或成為優秀的領導者。為了進一步改進，該銀行可以整合更多基于團隊的討論和這樣的活動，在這些活動中，技術可以以平衡的方式使用。本站提供各國各專業留學生Assignment代寫或指導服務，如有需要可咨詢本平臺。
