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　　托福閱讀背景知識(shí)是考生托福閱讀備考過(guò)程中必不可少的參考資料，托福閱讀考查內(nèi)容量大，取材豐富，話題面廣，需要考生積累必要的閱讀背景材料。

　　托福閱讀背景知識(shí)：文化背景決定工作理念

　　文化背景決定工作理念相關(guān)托福閱讀。

　　在許多企業(yè)文化中，“團(tuán)隊(duì)合作”被視為非常重要的組成部分，優(yōu)秀的“團(tuán)隊(duì)合作”精神也被視為一個(gè)好員工必須具備的。而不同的人對(duì)于“團(tuán)隊(duì)合作”的看法和期望又是由什么決定的呢?

　　一篇文章稱，在不同文化生活的人對(duì)工作的理解也不一樣。例如，人們對(duì)“團(tuán)隊(duì)合作”就有不同的期望。

　　A new article in a special section on Culture and Psychology in Perspectives on Psychological Science， a journal of the Association for Psychological Science， explains that people in different cultures think about work in different ways.日前，一篇刊登在美國(guó)心理科學(xué)聯(lián)合會(huì)的學(xué)術(shù)期刊《心理科學(xué)視角》文化與心理版塊的文章稱，在不同文化生活的人對(duì)工作的理解也不一樣。

　　For example， people have different expectations about teamwork， says Cristina B. Gibson， of the University of Western Australia.例如，人們對(duì)“團(tuán)隊(duì)合作”就有不同的期望，西澳大學(xué)教授克里斯蒂娜-B-吉布森說(shuō)道。

　　Gibson has interviewed people to understand how they concept ualizeteams. “In the US， people used a lot of sports metaphors. Elsewhere， that just wasn't a common metaphor.” In Latin America， for example， many people talked about the work team as a family.吉布森調(diào)查了人們對(duì)于“團(tuán)隊(duì)合作”這一概念的認(rèn)識(shí)?！霸诿绹?guó)，人們使用很多體育方面的比喻。而在其他地方就不是一個(gè)普通的比喻了?！崩缭诶∶乐蓿芏嗳税选皥F(tuán)隊(duì)合作”看做是一個(gè)“家”。

　　“If you just use those two contrasts and think about what you might expect from your family versus what you might expect from your sports team， you start to see the differences.” Families are involved in all parts of your life， and are expected to celebrate with you socially.“Your involvement in your sports team is more limited. Less caretaking， more competitive.”

　　“如果你對(duì)比這兩種認(rèn)識(shí)，想想你能從家庭看到什么以及能從體育團(tuán)隊(duì)看到什么，就會(huì)看出差別來(lái)?！薄凹摇鄙婕澳闵畹姆椒矫婷妫⑶揖蜕鐣?huì)層面上與你共享成功的喜悅。“而你在體育團(tuán)隊(duì)中的參與度是有限的。關(guān)愛(ài)更少，競(jìng)爭(zhēng)更多?！?/p>

　　Another example is in the realm of leadership. Many people assume that charismaticleadership is a good thing - using a strong personality to inspire loyalty in others. But that's not going to work for everyone， Gibson says. “The very same behaviors that are deemed desirable from a leader in one culture might be viewed as interference or micromanagement in other settings.”

　　另外一個(gè)例子便是人們對(duì)“領(lǐng)導(dǎo)”的理解。許多人認(rèn)為有魅力的領(lǐng)導(dǎo)作風(fēng)是件好事——用人格魅力激發(fā)員工的忠誠(chéng)。但吉布森稱這并不對(duì)每個(gè)人都管用?！巴瑯拥男袨?，在一種文化中被看做是領(lǐng)導(dǎo)者的必備素質(zhì)，在另一種文化中卻成了干涉或是微觀管理。”

　　And as this research continues， she says， people should consider that cultures can vary a lot within countries， too， especially as large numbers of people continue to migrate between countries. “We can’t make these assumptions that everybody in the US is like this and everybody in China is like that.”

　　吉布森還稱，隨著研究的進(jìn)行，尤其是隨著龐大數(shù)目的移民持續(xù)在國(guó)家間流動(dòng)，人們需要意識(shí)到一國(guó)內(nèi)部文化的多元性?！拔覀儾荒芗僭O(shè)在美國(guó)的所有人都是這樣的，或者假設(shè)中國(guó)的所有人全都是那樣的。”