新GRE作文范文帶譯文 issue寫作部分8.

　　新GRE作文復(fù)習(xí)，需要選擇一些優(yōu)秀的新GRE作文范文來當(dāng)做復(fù)習(xí)材料，進(jìn)行學(xué)習(xí)新GRE作文寫法和模擬的樣本。下面為大家介紹一篇新GRE寫作范文，幫助大家復(fù)習(xí)新GRE作文，獲得理想的新GRE作文分?jǐn)?shù)。

　　"People work more productively in teams than individually. Teamwork requires cooperation, which motivates people much more than individual competition does."

　　Teamwork as a whole can naturally produce an overall greater productivity through the concept of "synergy", where the total of the whole is greater than the sum of its individual parts. But the idea that people work more productively in teams rather than as individuals is going to vary greatly between the types of teams that are organized, the end reward or motivation for both the team and the individuals, as well as the individuals themselves.

　　Regarding individuals, some people are born with the desire to succeed, no matter what the situation or task that they are facing. These people may evolve into the classic "Type A" personalities that work ferociously because they are driven by an internal fire that says they must always be doing something, whether individually or as part of a team. Other people may desire to be less socially involved or are very highly competitive with other people. For these people, their work is most productive as individuals, because the very idea of cooperating with other people limits their fectiveness and ficiency because they simply do not want to be a part of the team. Whether this mindset is innate or developed over time does not matter, it is merely the state of their being and neither motivation nor rewards can generate inside them the desire to work collectively as a team.

　　Some people are highly motivated by social interaction and the desire to work with others towards a collective fort. Obviously these individuals are at their most productive when working as part of a team. Organizational behavioral studies have shown that Asian cultures are much more likely to develop this type of collective behavior as opposed to the more individualistic behavior associated with Western cultures. It could naturally be assumed then that there may be cultural values that can determine whether people are at their most productive individually or as part of a team.

　　Another variable is the end reward that is involved with the task at hand. Will the rewards be greater if the team works together towards a common goal, or are the rewards more geared toward individual performance? To the extent that the individual is motivated by the end reward, obviously his or her performance inside of a team may be more or less productive with respect to the entire team, depending on how the performance is rewarded. Individual goals may interfere with the group performance. Synergies may not be achieved because the individuals are not working towards a whole "sum" but rather towards an individual reward. Productivity thus will vary for each person as a team member or as an individual depending on the degree to which that person is motivated by an individual or overall team reward.

　　Finally, the degree of productivity of a person will depend upon the type of team that is organized. Is the group composed of equally contributing individuals? Does the group have an outstanding leader that can motivate both the individuals and the team as a whole? From a pure productivity standpoint, the presence or absence of a charismatic and exceptional leader can make all the difference whether a person would be more productive as a part of a team or as an individual. Personality types that work well together can prove to be much more productive as part of a team than as individuals, and vice versa.

　　Fundamentally, measures of productivity depend greatly on the individuals themselves. The dilemma facing leaders in all areas of life is how to best assess these individuals to determine how to best harness their capabilities to reach their ultimate productive capabilities. Whether a person is more productive alone or while working in concert with others is one of the great challenges that leaders and managers must face to accomplish tasks fectively and ficiently.

　　漢譯對照

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　　"當(dāng)人們以團(tuán)隊的形式工作時，要比以孤軍奮戰(zhàn)的形式來得更加富有成效。團(tuán)隊的協(xié)同工作需要相互合作，它比個人競爭更能激勵人們。"

　　總體而言，團(tuán)隊的協(xié)同工作自然能通過"增效作用"(Synergy)這一理念而帶來更高程度的整體生產(chǎn)效率，因為在這里，整體大于個體相加之總和。然則，"當(dāng)人們以團(tuán)隊的形式工作時，要比以孤軍奮戰(zhàn)的形式來得更加富有成效"這一觀念注定會產(chǎn)生巨大差異，取決于所組織起來的團(tuán)隊的類別，團(tuán)隊與個人所能獲得的終極回報或激勵，以及個人本身。

　　關(guān)于個人，有些人天生就具有獲取成功的欲望，無論他們所面臨的情形或任務(wù)是什么。這些人會演變?yōu)楣ぷ骺襁@一經(jīng)典的"A類"人格，因為受到一股內(nèi)心的熱火所驅(qū)使，這股熱火時刻告訴他們必須不停地"有所事事"，無論是作為個人抑或是作為團(tuán)隊的一分子。另一些人則可能希望不必那么多地介入社會，或者他們傾向于與其他人激烈競爭。對這些人而言，作為個人，他們工作起來會最富有成效，因為由于他們根本就不想成為任何團(tuán)隊的一部分，與他人合作便會限制他們的效率。這一思想傾向是否與生俱有，還是隨著時間的推移而形成，這都無關(guān)緊要。這僅僅只是他們的一種生存狀態(tài)，無論是動機(jī)還是回報，都無法在其內(nèi)心深處激發(fā)起作為一個團(tuán)隊集體工作的欲望。

　　有些人，由于社會互動以及與他人協(xié)作去實現(xiàn)某種集體努力的欲望，而具有極強(qiáng)的動機(jī)。顯然，這些個人在作為團(tuán)隊的一部分進(jìn)行工作時，他們便會處在其最富有成效的狀態(tài)。組織行為學(xué)研究表明，亞洲文化更有可能形成此類集體性行為，與那種常和西方文化聯(lián)系在一起的較為個人主義的行為構(gòu)成對比。這樣，人們自然會認(rèn)為，某些文化價值觀可以決定人們是否作為個人還是作為團(tuán)隊的一部分工作起來最富有成效。 另一項可變因素是與所要從事的任務(wù)相涉的終極回報。如果一個團(tuán)隊為著一個共同目標(biāo)而協(xié)同工作，回報是否會更大，還是說回報更多地是宜于個體表現(xiàn)的?只要個體受終極回報所驅(qū)使，顯然他(她)在團(tuán)隊內(nèi)部的表現(xiàn)會相對于整個團(tuán)隊來說，會顯得更富有成效，或不那么富有成效，取決于其表現(xiàn)是如何獲取回報的。個體目標(biāo)可能會危及群體表現(xiàn)。"增效作用"可能無法得以實現(xiàn)，因為個體并非在為那個"總和"作出貢獻(xiàn)，而只是在致力于個體回報。因此，對于每一個人來說，無論是作為團(tuán)隊成員，還是作為個體，生產(chǎn)效率會因人而異，取決于此人在多大程度上為個體回報所驅(qū)使，還是為整個團(tuán)隊回報所驅(qū)使。

　　最后，一個人的生產(chǎn)效率將取決于所被組織起來的團(tuán)隊的類別。該團(tuán)隊是由作出同等貢獻(xiàn)的個體組成的嗎?該團(tuán)隊是否擁有一個杰出的領(lǐng)導(dǎo)者，既能激勵個體，又能振奮整個團(tuán)隊?純粹從生產(chǎn)效率這一出發(fā)點來看，是否存在一個具有超凡魅力和出類拔萃的領(lǐng)導(dǎo)者，在決定一個人是否會作為團(tuán)隊的一部分或是作為個體來得更富有成效方面，可以有著天壤之別。那些善于協(xié)同工作的人格類別，作為團(tuán)隊的一部分無疑會比作為個體更富有成效，反之亦然。 根本而言，生產(chǎn)效率的措施很大程度上取決于個體本身。領(lǐng)導(dǎo)者在諸多生活領(lǐng)域中所面臨的兩難困境在于，如何去對個體作出最佳評估，以確定如何去利用其才干，從而實現(xiàn)其最終的工作價值。一個人是否孤軍奮戰(zhàn)時更富有成效，還是與他人通力協(xié)作時更富有成效，這是領(lǐng)導(dǎo)者與經(jīng)理們?yōu)榱烁行У睾透咝У赝瓿扇蝿?wù)所必須面對的巨大挑戰(zhàn)之一。

　　以上就是新GRE作文范文的介紹，希望考生們能夠在新GRE寫作范文中獲取一些GRE作文的寫作經(jīng)驗以及方法，并且多加練習(xí)自己的新GRE作文，爭取取得理想的新GRE作文成績。