【Practical training project 2】

【Task object】

Help students understand team spirit by watching the video about team spirit.

【Task content】

(1)  Watch videos about team spirit in the multimedia classroom.

(2) Take the group as the unit, discuss the model of team spirit, understand team spirit.

【Task requirement】

(1) Prepare videos related to team spirit model by teachers.

(2) Watch the video about team spirit in the multimedia classroom.

(3) Take the group as the unit, discuss the model of team spirit, understand team spirit.

(4) Assign one student for each group to record and summarize.

(5)  After the activity, each group is required to select a representative to report the results of the discussion in class.

(6) The activity time is 40 minutes.

【Task organization】

Table6-3     Team spirit model training task organization table

【Task evaluation】

Table6-4     Team spirit model training task evaluation form

Australian penguin

Anyone who has been to Australia should visit one place ------ Phillip Island.This tiny island of less than two square kilometers southwest of Victoria is home to a rare species found nowhere else in the world ----- penguins.They are affectionately known as "Australian penguins" because they are small and only found around Phillip Island.  

The Australian penguin was discovered at the beginning of the last century, from then to now more than a hundred years, the global environment and climate has changed a lot, many animals and plants were mercilessly destroyed by the nature, our human survival space has also evolved more and more narrow.In such a case, the posture is small and do not have any attack penguins in Australia is facing a serious crisis of survival, in the sea they face similar to the many ferocious water killer sharks attack, on land they have to face more carnivorous animals, including humans, attack, in order to more effectively protect the rare species on earth, Local people have taken the initiative to build nests, open passageways, clean up the environment and reduce pollution for these cute little animals. So far, the Australian penguin population has been maintained at more than 200.

Bees that can't fly out of the bottle

What happens if you put six bees and as many flies into a glass jar and lay the jar flat with the bottom facing the window? 

You will see the bees trying to find an outlet at the bottom of the bottle until they die of exhaustion or starve;The flies, on the other hand, escape through the neck in less than two minutes -- in fact, it was their love of light, their intelligence, that made the bees extinct. 

The bee thinks that the entrance to the cell must be where it is brightest;They repeat this logical action over and over again.Glass is a supernatural mystery to bees, who have never encountered such a sudden impenetrable atmosphere in nature;And the higher their intelligence, the more unacceptable and incomprehensible this strange handicap seems. 

The foolish flies, heedless of the logic of things and oblivious to the attraction of the light, flew about and stumbled upon good fortune;The simple-minded are always saved where the wise perish.Thus, the fly can finally find the perfect outlet, and thus gain freedom and new life. 

The most important thing companies should realize is that creativity is stifled when everyone follows the rules.The rule here is the "logic" that the bees adhere to in the bottle, and the result of adherence is death. 

The environment in which enterprises live may suddenly become unpredictable, unimaginable and incomprehensible from the normal state, and the "bees" in enterprises will hit the unreasonable "glass wall" at any time.The leader's job is to rationalize this change and figure out how to lead the organization out of the crisis. 

If you want to be a very successful company, you have to think completely new.The world is changing so much that we need to open our arms, throw ourselves into this time, and learn to think differently. We need to move faster in this time of change. 

Only efforts to innovate, will have a future, stick to the rules or blindly imitate others, to the final will fail.

The stag showdown

At the end of the Qin Dynasty, the world was in chaos and warlords fought each other for different interests, among which Xiang Yu's battle of the giant deer, which broke the camel's back, is still widely heard today. 

At that time, Wang Xie of Zhao was besieged by qin troops in Julu (southwest of today's Pingxiang, Hebei province) and asked King Huai of Chu to rescue him.The Qin army was so powerful that few dared to fight it.Xiang Yu volunteered to avenge the killing of his father by the Qin Army, and king Huai of Chu appointed Xiang Yu general. 

Xiang Yu sent two generals, General Ying You and General Pu, to cross the gulf and cut off the channel of grain transport.Xiang Yu then led the main force across the river.When they had crossed the river, Xiang Yu ordered his soldiers to take three days' rations each, smash all the cooking POTS and bowls in the army, scuttle all the boats crossing the river, and set their tents on fire. He said to them, "In this battle, we will advance and never retreat. In three days, we must drive the Qin troops back." 

Xiang Yu's determination and courage to burn his boats encouraged the soldiers greatly.The Chu army surrounded the Qin army, and their morale was high. The more they fought, the more brave they were.One man is worth ten qin soldiers, and ten is worth a hundred.After nine fierce battles, Wang Li, the leader of the Qin army, was captured alive. Some of the other soldiers were killed or escaped. The Qin army besieging Julu was thus disintegrated. 

Successful moments, flowers and wine, such a leader of course easy to do, but a person, a company in the process of development can not always be accompanied by smooth.Most of the successful people in the world have gone through a lot of pain and suffering, and some of them have been associated with failure all their lives, only to achieve great success in their career in the last part of their life. 

Yes, you can call on your subordinates during successful times, but how do you maintain your leadership when your team fails?There are many decisive factors, one of the most important is to unite the whole team as a rope, inspire everyone to unite against the enemy, inspire the determination, confidence and courage of employees to fight to the death. 

Home to death and born, if everything afraid of danger and afraid of the road and tail, will never rise to the top.Only by putting their own safety on the line and having the courage to face the reality, can they make their career flourish.

The philosophy of the Wolf

The Wolf in people's impression, it looks like the dog, fierce, be good at attack, many people simply thought the Wolf was fierce miserably matchless, let a person fear, however, the Wolf has many characteristics, there are a lot of is what we should go to study, the Wolf has a cool head, full of indomitable spirit, more operational way, let us more impressed, so we should learn the spirit of the Wolf, No matter in any aspect, give full play to its incisive spirit.When we were young in school, we had read "The Wolf and the Lamb", "The Wolf Story" and other fables, in fact, the Wolf also has his lovely place, and the Wolf also has its ten philosophy of life:

1. Sleep on brushwood and taste gall: The Wolf will not for the so-called dignity in their weak and often attack stronger than their own things;

2. All wolves are of one mind: if a Wolf has to face something stronger than himself, he will group and attack it.

3. Self-knowledge: The Wolf wants to be the beast king, but he knows he is a Wolf, not a tiger.

4. Go with the flow: The Wolf knows how to pay the least for the most;

5. Go Together: Although wolves usually go alone, they are the most social animals. You won't find any Wolf running away alone if one of his friends gets hurt.

6: the Wolf also want to be a kind of animal, but the Wolf also know that their stomach can only digest meat, so the only thing the Wolf can do is clean to eat every prey, and some of the animals who think they are kind are always in the hotel, restaurant to do something is not "too kind";

7. Know yourself and know your enemy: The Wolf respects every opponent. The Wolf will understand the opponent before each attack, but will not despise it.

8. Wolves also love: The male Wolf will protect the female Wolf when she is pregnant until the pup is able to stand on his own two feet, unlike some animals who claim to be "the only sentient" and go on a spree when his wife is pregnant. Therefore, wolves are not satisfied that people call those who are not loving wolves coyotes, because it is unfair.

9 teach the Wolf to fish: the Wolf will be in the Wolf independent ability of time determined to leave it, because the Wolf know, if not a Wolf, can only be a sheep;

10 freedom is precious: the Wolf will not disregard the dignity of food and shake his head to the master, because the Wolf knows, must not have pride, but not without pride, so the Wolf has into will also hum free songs alone.

The story of ants going overboard

An old farmer went up the hill to open a field. The hill was covered with thick weeds and brambles.When he cut down a clump of thorns, the old farmer found a large ant nest on the bramble.Thorns fall, ant nest broken, countless ants stampeded out.The old farmer immediately gathered the cut weeds and brambles in a circle and lit a fire.The wind fanned the fire, and the ants fled for their lives, but the walls of fire blocked them wherever they went.The space occupied by ants is shrinking under the flames, and the end is at hand.But then a miracle happened.A black ball suddenly emerged from the wall of fire. It was as big as a fist, with ants sticking to it, and gradually became as big as a basketball. The ants on the ground had all gathered together and rolled towards the fire.The outer layer of ants were splattered and charred, but the smaller ball rolled down the hill over the wall of fire.We survived the disaster of the whole thing.The old farmer held up the ant's blackened corpse and did not want to put it down for a long time. He was deeply moved.

[inspired]

What happens if each ant focuses on its own survival?Scientists still don't know why ants possess such a spirit of teamwork that puts humans to shame.The Bible teaches us to observe ants to gain wisdom. The Bible uses ants to enlighten people that there are four small things on earth that are very wise.One of them is the ant. The ant is a kind of weak little animal, but it can unite together and store food in summer.The Bible (Proverbs 6:6-8) teaches the faithful this way: Go to the ant, you sluggard, consider her ways, and be wise.Which having no guide, overseer, or ruler, stores her food in the summer, and gathers her food in the harvest.    

What people can learn:

Revelation 1: The ant is so small and feeble that anyone can do with it at will, but its group, even the king of beasts, should stay away.   

Inspiration two: it doesn't matter if you are weak, but if you cooperate with your partner, you can become a giant.    

The spirit of ants is worth remembering and learning forever.Ants are the most industrious, bravest, selfless and team-spirited animals.Potential as a seat, unstoppable, unity, forging ahead, invincible -- this is the team power made up of a weak life!    

Revelation 4: Ants are just small low-level animals, but their team is so fierce and invincible, as the spirit of the universe?2000 years ago pipe said: one desperately, hundred difficult to block, ten thousand people will die, rampant world!

Why are lions and elephants afraid of ants

On the grasslands of Africa: if you see an antelope running away, it must be a lion!If a lion is seen running away, the herd is angry!If you see the spectacular sight of hundreds of lions and elephants fleeing for their lives, what is it?   

[inspired]

Some said it was a volcano or an earthquake, others said swarms of hunters and so on, but few guessed it was an army of ants!An ant is so small that almost any animal can kill it with one step.Who would have thought that elephants and lions are afraid of tiny ants?    

But millions of ants, working together, can defeat elephants and lions that are tens or even hundreds of millions of times their size.Lions and elephants, no matter how big they are, are individuals and cannot fight as a team against ants.An ant, however small, is a powerful group that can have infinite power.The fact that a weak and united individual can defeat a strong one is god's message to mankind through ants.

The inspiration for TCL from the rebirth of the Eagle

After more than 20 years of development, TCL has developed from a small enterprise to an international enterprise taking shape. However, some factors that supported TCL's success in the past have become obstacles to TCL's further development today. In particular, how to adapt the culture and management concepts to the international operation of the enterprise has become our biggest bottleneck.

Why does TCL, which is known for reform and innovation, hesitate in the new round of cultural innovation?Why are the proud entrepreneurial spirit and courage for change not playing their part in cultural innovation?Why is it that we are already aware of many problems, but we do not face and change bravely. As a result, we face great difficulties today, and even have to carry out the reform again to cause more damage to enterprises and employees than at that time?

Many employees have strong reactions to this, but TCL has not been determined to take effective measures to improve the situation in time.In the past, there were several management mistakes in promoting enterprise culture reform and innovation:

1. They do not firmly put the core values of the enterprise into action. They often take corporate performance and personal ability too much into consideration and tolerate some words and deeds inconsistent with the core values of the enterprise, especially for some executives with good business performance.

2. No resolutely put a stop to some director in a small group to form with the group values of their own values and norms of behavior, thus forming leud culture cannot be overcome, to form a number of interconnected hill and interest groups, seriously poisoning the enterprise organization atmosphere, lose some integrity and talented employees in the enterprise survival environment, Many employees who do not participate in such small groups are often harmed or deprived of development opportunities.

3. Some management cadres who are not capable of taking responsibility continue to hold high positions because they are excessively influenced by their personal feelings.This situation not only hampers the development of the enterprise, but also affects the growth of a large number of capable new people.

Over time, the atmosphere inside the company deteriorates, employees lose their enthusiasm and confidence, some passionate employees are ineffective, and many employees leave as a result.Therefore, TCL is determined to truly change all internal behaviors and phenomena that hinder the development of the enterprise by promoting corporate culture reform and innovation again, just like the "rebirth of the eagle".The group's management organization is undergoing changes, and TCL is determined to revive the enterprise through reform and innovation.

Dance of Globalization -- The enlightenment of SONY's internationalization case to Chinese enterprises

After 50 years of development, SONY has grown from a small company to an international multinational company. What drove SONY to go global? 

China's entry into wto makes a harsh global competition in China, at the same time, international trade protectionism is strong, and China's advantageous export items such as household appliances, clothing, furniture and so on have been subjected to punitive protective tariff barriers, and Chinese companies have to rush on a road to deal with transnational operations.Competing with world-class multinational companies in two battlefields at the same time, the strongest attack is not from the suppression of multinational companies, but from the nirvana of corporate thinking of Chinese companies themselves.At such a moment, we can look back at the journey of SONY, the giant of global management, and recall the creative expansion of Morita akio and Ibuka in global management, and perhaps get a glimpse of the true meaning of globalization.

The cause of SONY's international impulse: a small, upstart company wants to break into a big international market

The great entrepreneurs of history have been endowed with the ability to see things that ordinary people cannot, and Ibuka has a gift for that.From the ruins of postwar Japan, he saw the spirit and dream of SONY that inspired generations of Japanese.Morita, on the other hand, found a way to achieve his dream through clear thinking, passion and strong perseverance.To describe the approach Morita found in today's terms, it is global business thinking.

Morita's global business thinking began in 1953 when Morita traveled to North America and Europe.On his first visit to the United States after the war, Morita felt overwhelmed.The speed of the American economy suffocated him with its shuttling cars, wide roads, distances and soaring buildings.Morita wondered whether a small Japanese company had a chance of survival in such a huge country.He will never forget the chagrin he felt at a time when Japanese manufacturing was mostly associated with trinkets and cheap imitations.Later, when he visited Philips In The Netherlands, he was surprised to find that the headquarters of this world-famous large enterprise group was located in the ancient town of Eindhoven. The scale and pace of life here made him feel easy to deal with and relaxed."If Philips can do it, maybe we can do it," he wrote to Ibuka.Philips inspired him: it doesn't matter where you are; building an internationally recognised brand matters.

Returning from his global tour, Morita decided to give the company a name with a global outlook that would be easy to pronounce and identify in the United States.Since 1950, the company's tapes have been sold under the name SONI, derived from the Latin pronunciation of SONUS, which Morita now combines with the English sonni-boy for SONY, which makes him feel youthful and represents exciting electronics.The company's trademark and name are the same, and the expression in all languages is simple SONY.This is Akio Morita, abandoning his country's traditions and blindly reading the imagination of consumers in the American market.Even after SONY went public in the United States, the Japanese flag was flying over New York, SONY was plastered with advertisements, and most American consumers still didn't realize that SONY was a Japanese company.Morita did everything possible to perpetuate this misunderstanding.For example, the required "Made in Japan" label on a product is placed as unobtrusive as possible in the smallest possible size.As a result, SONY has repeatedly been refused entry by THE US Customs because its labels are below the minimum level.

Eliminate short-sighted interests: reject 100,000 OEM orders

The worst enemy is not your competitors, but your own immediate interests.When SONY started in America in 1955, it was at a loss to find dealers.Morita dropped everything and went to the U.S. to negotiate with a dealer.Finally, a major customer interested in the transistor radio with an order of 100,000 units could sell it under the distributor Brova name, meaning SONY would do contract manufacturing for the American company, on the grounds that "no one had heard of SONY".100,000 units was a large order, worth more than the company's total capital at the time.It was a very hungry time for SONY, and the consensus of the Japanese board was that Morita couldn't turn down the deal.The technocrat, frightened by hunger, succumbed to the huge temptation and called Morita several times to stress that Brova's terms should be accepted.For Morita, the priority was to get SONY's name heard around the world. The company had no presence in the U.S. market, and a compromise would have doomed SONY.But morita couldn't convince Ibuka and his board in Japan, so he decided to exercise his power: reject the order.He even threatened to resign from the board if it pressed him again.Years later morita said: "Turning down an order for 100,000 units was the best business decision I ever made in my career."

Morita has a lot on his shoulders to build the SONY brand.Morita was so incensed that he cut ties with them, bought back the products, and even offered compensation.Morita remembers that when he first set foot in the United States, Japanese products were synonymous with cheap, small things.It stung him too deeply.Morita decided to make SONY a manufacturer of quality products to remove the stigma associated with Japanese manufacturing.He was self-conscious of his inescapable responsibility for achieving this goal.Morita knew he had to create his own distribution channel: SONY America.

Cross cultural barriers: Hire An American as CEO

At Chinese companies, expatriates are often irrelevant.Morita, recognizing the importance of tapping the U.S. market to SONY's future, went out on his own.On February 20, 1960, SONY America officially opened its mouse-infested Broadway warehouse, 514.In June 1963, he moved his wife and three children to the United States to adapt to the American way of family interaction.

There is a big difference between the Way americans think and the way Japanese see the world, and Morita is good at holding back and hiding the bad feelings he may have. Morita is autocratic at heart.He knows the distance between Japanese culture and American culture.In order for SONY to assimilate into American culture, it is necessary to appoint An American to lead SONY in America, which is the seed of SONY's "localization of global management" policy.He left the American presidency vacant, determined to find an American to head SONY America.Morita finally settled on Harvey Schein.

Schein's business style is very American, straightforward and confrontational.In his own words, he was stubborn, with a cold eye and a fiery temper on key issues, ready to lose his temper whenever he felt stymied or saw no results.Shahin bruised the feelings of the self-centered Americans, and embarrassed and frightened the Japanese.Morita wrote in his autobiography made in Japan, "His approach is not Japanese, but based on simplicity, toughness, directness and clear logic...The problem with logical games, however, is that they leave little room for human factors."

Shain's inflexible business style, combined with his open tongue, made him a hedgehog.He has no tolerance for nonsense, is energetic, very sharp and is very strict about cost control.Every manager in the office was afraid of him, Japanese or American.Because when you report back to him, if you give him the wrong answer, he will make a mockery of you.Eventually morita was forced to replace Shain.But Mr Morita argues that Mr Schein imported many aspects of American management, such as control and compensation, into SONY's culture;He helped SONY America grow from a single distribution centre into a vibrant US division;It also tripled the company's business.Shain's management style, though alien to Morita, was a shortcut for Morita to truly touch, collide, absorb and digest American culture.The touch never stopped during the Morita era.

Back then, setting up a company in the United States was an arduous process that required both tenacity and the willingness to embrace things that were different from your own style and heritage.Morita, on the other hand, was an energetic, estrous, self-motivated, charismatic, joke-loving man who, most of all, seemed so much like themselves.Morita's reputation and social skills are certainly intangible assets for SONY.Ever since arriving in America in the 1960s, he has been concerned with breaking into society.Throughout the 1970s and 1980s, Morita continued to expand his profile and influence in the global business community.Morita's autobiography, Made in Japan, was published in 1984 and immediately became an ambassador for the SONY brand, giving the public a real sense of his inner world and SONY spirit.

Looking for the spiritual origin to support the brand: huge losses and 7 years of R&D

The experience of some domestic companies believes that to build a brand is to throw advertising on first-class media, and some even come up with the so-called experience of "how big the media is, how big the brand is".No wonder ogilvy's president says few Chinese entrepreneurs understand brand positioning.In SONY's history, the search for the spiritual origin of the brand took place during the painful birth of SONY's single three-beam color tube, during which the second conflict between Ibuka and Morita erupted.

SONY began developing the product in 1961 and did not produce the first 12-inch single-gun three-beam picture tube until 1968.During more than seven years of research and development, SONY suffered huge losses and struggled.As president, Morita is desperate to cut losses.Morita's finance staff went deep into the technical team, looking for savings.Ibumi, on the other hand, is not concerned with issues outside the focus, insisting on the need for technical research without giving in.He leads front-line technologists to forget about sales goals and do what they want to do in order to create products that surprise people.The tension between well depth and morita was palpable.If it wasn't Ibuka, even his own father or brother, who was deaf to huge losses, Morita wouldn't hesitate to call a halt.In ibuka's face, morita was swayed by a vague sense of trust and respect, and had to use his extensive social connections to raise SONY's first development loan, $2 million.Ibuka shared every small technological advance with Morita.As the first tubes rolled off the assembly line, Ibuka bowed deeply to the team.At the end of his life, Ibuka recalls that his proudest achievement at SONY was the creation of a single three-beam color picture tube.Ibuka is not only proud of his team's creations, but also intoxicated by the tension and trust he shared with Morita during the crisis, and congratulated SONY for returning to its roots.In January 1946, Ibuka looked through the nightmarish ruins and wrote down his dream in a 10-page document called a "business plan.""The purpose of the company is to create an ideal workplace, free, dynamic and happy, where dedicated engineers can make the most of their skills," it says.This is the essence of SONY culture and the spirit that underpins the SONY brand.

Entering 2005, globalization has been comprehensively deepened to such a degree that every Chinese company cannot avoid global competition.Many of the problems that plagued SONY continue to plague our world-class companies across borders.In a desperate era, the founder of SONY kept in mind the thinking of global brand management. In the early stage of the start-up with huge losses, he focused on building the core competitiveness of independent intellectual property, and finally found and returned to the spiritual origin of supporting the brand. It is impressive.The desire of a small company in a lagging country to break into an international market that has been carved up by the giants will always be a fundamental impulse in business.As long as there is such an impulse in the world, there is a place for Akio Morita.