Section B-|||-Directions: In this section,you are going to read a passage with ten statements attached to it. Each statement-|||-contains information give one of the paragraphs. Identify the paragraph from which the information is-|||-derived. You may choose a paragraph more than once.Each paragraph is marked with a letter.Answer-|||-the questions by marking the corresponding letter on Answer Sheet 2.-|||-A)Teams have become the basic building blocks of organisations.Recnuitment advertisement call for-|||-"team players". Business schools grade their students in part on their performance in group projects.Office-|||-managers knock down walls to encourage team building. Teams are as old as civilisation,of course: even Jesus-|||-had 12 co-workers. But a new report by Deloitte,"Global Human Capital Trends",based on a survey of more-|||-than7,000 executives in over 130 countries,suggests that the fashion for teamwork has reached a new high.-|||-Almost half of those surveyed said their companies were either in the middle of restructuring or about to embark-|||-on(开始)it;and for the most part,restructuring meant putting more emphasis on teams.-|||-B)Companies are abandoning conventional f departments and organisin employees into cross disciplinary teams-|||-that focus on particular products,probl or customers. These teams are gaining more power to run their own affairs.-|||-They are also spending more time working with each other rather than reporting upwards.Deloitt argues that a new-|||-organisational form is on the rise: a network of teams is replacing the conventional hierchy(等级体制-|||-C)The fashion for teams is driven by a sense that the old way of organising people is too rigid for both the modern-|||-marketplace and the expectations of employees Technologicalinnovation p value on agility (灵活-|||-性).JohnChambers,chairman of Cisco Systems Inc. , a worldwide leader in electronics products,says that " we-|||-compete against market transitions(过度),not competitors.Product transitions used to take five or seven years;-|||-now they take one or two."Digital technology also makes it easier for people to -OF linate their activities-|||-without resorting to hierarchy.The"millennials千禧一代)who will soon make up half the workforce in rich-|||-countries were raised from nursery school onwards to work in groups.-|||-D)The fashion for teams is also spreading from the usual corporate suspects such as GE and IBM) to some more-|||-unusual ones. The Cleveland Clinic,a hospit rator,has reorganised its medical staff into teams to focus on-|||-particular treatment area consultants, nurses and others collaborate closel instead of being separated by-|||-speciality(专业) and rank.The US Army has gone the same way.In his book,Team of Teams, General-|||-Stanley McChrystal descri how the army's hierarchical structure hi its operations during the early stages-|||-of the Iraq War.His solution was to learn something from the rebels it was fighting:decentralising authority -|||-self-organising teams.-|||-E)A good rule of thumb is that as soon as generals and hospital administrators jump on a management bandwagon-|||-(追随一种管理潮流),it is time to ask questions. Leigh Thompson of Kellogg School of Management in Illinois-|||-warns that,"Teams are not always the answer-teams may provide insight,creativity and know ledge in a way-|||-that a person working independlepend teamwork may also lead to confusion,delay and poor decision--|||-making."The late Richard Hackman of Harvard University once argued,"I have no question that when you have-|||-a team,the possibility exists that it will generate magic,producing something extra But don't count on-|||-it."-|||-F)Hackman(who died in 2013)noted that teams are hindered by problems of coordination and motivation that chip-|||-away at the benefits of collaboration .High-flyers (能干的人)who are forced to work in teams may be-|||-undervalued and free -iders empowered. Group -think may be unavoidable.In a study of 120 teams of senior-|||-executives,hediscovered that less than 10% of their supposed members agreed on who exactly was on the team.-|||-If it is hard enough to define a team's membership, agreei on its purpose is harder still.-|||-G)Profound changes in the workforce are making teams trickier to manage.Teams work best if their members have a-|||-strong common culture.This is hard to achieve when,as is now the case in many big firms,a large proportion of-|||-staff are temporary contractors.Teamwork impr with time: America's National Transportation S Board-|||-found that 73%of the incidents in its civil -aviation database occurr on a crew's first day of flying together.-|||-However,as Amy Edmondson of Harvard points out,organisations increasingly (e)^16 "team"asaverb rather than-|||-a noun: they form teams for specific purposes and then quickly disband them.-|||-H)The least that can be concluded from this research is that companies need to think harder about managing teams.-|||-They need to rid their minds of sentimentalism(感情用事):the most successful teams have leaders who are able-|||-to set an overall direction and take immediate action. They need to keep teams small and focused: giving in to-|||-pressure to be more"inclusive" is a guan of dysfunction. Jeff Bezos,Amazon's boss,says that"If I see-|||-more than two pizzas for lunch,the team is too big." They need to immunise teams against group -think:-|||-Hackman argued that the best ones contain"deviants"(离经叛道者)who are willing to do something that may-|||-be upsetting to others.-|||-I)A new study of 12,000 workers in 17 countries by Steelcase,a furniture maker which also does consulting,finds-|||-that the best way to ensure employees are"engaged"is to give them more control over where and how they do-|||-their work-which may mean liberating them from having to do everything in collaboration with others.-|||-J)However,organisations nee to learn something bigger than how to manage teams better: they need to be in the-|||-habit of asking themselves whether teams are the best tools for the job. Team-building skills are in short supply:-|||-Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together-|||-in networks and only 21% feel confident in their ability to build cross-functional teams.Loosely managed teams-|||-can become hotbeds of distraction-employees routinely complain that they can't get their work done because they-|||-are forced to spend too much time in meetings or compelled to work in noisy offices. Even in the age of open-plan-|||-offices and social networks some work is best left to the individual.-|||-36.Successful team leaders know exactly where the team should go and are able to take prompt action.-|||-37.Decentralisation of autho was also found to be more effective in military operations.-|||-38.In many companies,the conventional form of organisation is giving way to a network of teams.-|||-39.Members of poorly managed teams are easily distracted from their work.-|||-40.Teamwork is most effective when team members share the same culture.-|||-41.According to a report by Deloitte,teamwork is becoming incr popular among companies-|||-42.Some team members find it hard to agree on questions like membership and the team's purpose.-|||-43.Some scholars think teamwork may not always be reliable,despite its potential to work wonders.-|||-44.To ensure employees'commitment,it i advisable to give them more flexibility as to where and how they work.-|||-45.Product transitions take much less time now than in the past.