高手帮忙翻译下（英翻中）祝高手虎年大吉,新年快乐!3One implication of all this is that individuals will have to learn to work at one and the same time in different organizational structures. For one task they'll work in a team. For another task they will have to work in a command-and-control structure. The same individual who is a boss within his or her own organization is a partner in an alliance and even a junior partner in a joint venture. Think of it this way: The execut

高手帮忙翻译下（英翻中）祝高手虎年大吉,新年快乐!3
One implication of all this is that individuals will have to learn to work at one and the same time in different organizational structures.
For one task they'll work in a team. For another task they will have to work in a command-and-control structure. The same individual who is a boss within his or her own organization is a partner in an alliance and even a junior partner in a joint venture.
Think of it this way: The executive of the future will require a toolbox full of organizational structures. He will have to select the right tool for each specific task.
That means he or she will have to learn to use each of the tools and understand which one works best for each task. And when, in the performance of a task, should he or she switch from one kind of organization to another?
This analysis is perhaps most needed for the currently politically correct organization: the team.
It is generally assumed today that there is only one kind of team -- the jazz combo -- where each participant does his or her own thing but together they make great music.
Actually there are at least half a dozen -- perhaps a full dozen -- of very different teams, each with its own area of application, each with its own limitations and difficulties and each requiring different management.