silo

简明释义

英[ˈsaɪləʊ]美[ˈsaɪloʊ]

n. 筒仓；青贮窖；飞弹发射井

vt. 把……存入青贮窖；把……储存在筒仓内

n. （Silo）人名；（意、西、芬、瑞典）西洛

复 数 s i l o s

第 三 人 称 单 数 s i l o e s

现 在 分 词 s i l o i n g

过 去 式 s i l o e d

过 去 分 词 s i l o e d

英英释义

单词用法

同义词

反义词

例句

1.Then, he stuffs the whole bundle into a small metal porthole in the base of the silo wall.

然后，他将这捆东西塞进竖井地底的一个小金属孔道中。

2.This is the barn and silo used for the cattle raised by Willis Hatch.

这是威利斯.哈奇养牛用的仓库和竖井。

3.The autonomy each functional tower enjoys lead to the working in a silo approach.

每个功能塔所享有的自治权将导致采用竖井方式进行工作。

4.Grain inpermanent indoor storage, hay in a barn and silage in a covered silo may beconsidered protected.

暂时放在室内储存 库存的干草和加盖筒仓里的青储饲料可以看作是安全的。

5.But most impressive is the Silo House's complex, highly controlled electrical, HVAC and land irrigation systems.

但是，最引人注目的是筒仓屋复杂而高度自动化的电力、HVAC和土地灌溉系统。

6.With library catalogs, bigger is better, and one all-inclusive silo is preferable to lots of little ones.

对于图书馆联机目录，是越大越好的，一个包含了所有书库信息的系统比其他许多小一些的系统表现得好。

7.The data was stored in a silo that made it difficult to share across departments.

数据存储在一个信息孤岛中，这使得跨部门共享变得困难。

8.The company is trying to break down the silos between marketing and sales.

公司正在努力打破营销和销售之间的壁垒。

9.The farmers stored their grain in a large silo to protect it from pests.

农民们把谷物存放在一个大型筒仓中，以保护它免受害虫的侵害。

10.She felt like she was in a silo at work, with no communication between teams.

她觉得自己在工作中像是在一个孤立的环境中，团队之间没有沟通。

11.In the factory, the raw materials were kept in separate siloes to avoid contamination.

在工厂中，原材料被保存在不同的隔离仓中，以避免污染。

作文

In today's fast-paced world, organizations often face challenges related to communication and collaboration. One of the significant barriers to effective teamwork is the phenomenon known as silo (信息孤岛). A silo occurs when departments or groups within an organization operate in isolation from one another, leading to a lack of information sharing and cooperation. This can hinder innovation and reduce overall efficiency. To illustrate this concept, let's consider a hypothetical company that manufactures electronic devices. In this company, the marketing team works diligently to develop strategies to promote their latest product. However, they do not communicate with the research and development (R&D) team, which is busy creating new features for the product. As a result, the marketing team may launch a campaign based on outdated information, leading to customer dissatisfaction. Meanwhile, the R&D team, unaware of the marketing efforts, might be focusing on features that are not aligned with market demands. This disconnect exemplifies how silo (信息孤岛) mentality can adversely affect an organization. Moreover, silo (信息孤岛) structures can create a competitive atmosphere among departments rather than fostering collaboration. Employees may feel protective of their own projects and reluctant to share insights or data with others. This can lead to duplicated efforts, where multiple teams unknowingly work on similar initiatives without realizing it. For instance, if the sales team develops a customer relationship management tool independently of the IT department, both teams might waste resources and time, ultimately affecting the company's bottom line. To combat the silo (信息孤岛) effect, organizations must prioritize open communication and collaboration. Leadership plays a crucial role in breaking down these barriers by encouraging cross-departmental meetings and joint projects. For example, the aforementioned electronic device company could establish regular workshops where the marketing, R&D, and sales teams come together to share updates and brainstorm ideas. This would not only enhance understanding among teams but also foster a sense of unity and shared purpose. Additionally, technology can be a powerful ally in dismantling silo (信息孤岛) structures. Implementing collaborative tools such as project management software, shared digital workspaces, and communication platforms can facilitate seamless information flow. When employees have access to real-time data and insights from other departments, they are more likely to make informed decisions that benefit the entire organization. In conclusion, the concept of silo (信息孤岛) highlights the importance of interdepartmental collaboration in achieving organizational success. By recognizing and addressing the barriers that create these silos, companies can enhance communication, improve efficiency, and ultimately drive innovation. In a world where adaptability and responsiveness are key, breaking down silo (信息孤岛) structures is essential for any organization aiming to thrive in today's competitive landscape.

在当今快节奏的世界中，组织往往面临与沟通和协作相关的挑战。有效团队合作的一个重大障碍是被称为silo（信息孤岛）现象。当组织内的部门或小组相互孤立运作时，就会发生silo，导致缺乏信息共享和合作。这可能阻碍创新并降低整体效率。为了说明这个概念，让我们考虑一个假设的公司，该公司制造电子设备。在这家公司，市场营销团队努力制定推广最新产品的策略。然而，他们没有与研究和开发（R&D）团队沟通，而后者正忙于为产品创造新功能。因此，市场营销团队可能会基于过时的信息启动一项活动，导致客户不满意。同时，研发团队则不知道市场营销工作，可能专注于与市场需求不符的功能。这种脱节例证了silo（信息孤岛）心态如何对组织产生不利影响。此外，silo（信息孤岛）结构可能在部门之间创造竞争氛围，而不是促进合作。员工可能会感到保护自己项目的必要性，不愿意与他人分享见解或数据。这可能导致重复工作，多个团队在不知情的情况下在类似的项目上工作。例如，如果销售团队独立于IT部门开发客户关系管理工具，两者可能会浪费资源和时间，最终影响公司的盈利能力。为了打击silo（信息孤岛）效应，组织必须优先考虑开放的沟通和协作。领导层在打破这些障碍方面发挥着至关重要的作用，通过鼓励跨部门会议和联合项目来实现这一目标。例如，上述电子设备公司可以建立定期研讨会，让市场营销、研发和销售团队聚在一起分享更新和集思广益。这不仅将增强团队之间的理解，还将培养团结和共同目标感。此外，技术可以成为拆除silo（信息孤岛）结构的强大盟友。实施协作工具，如项目管理软件、共享数字工作空间和沟通平台，可以促进无缝的信息流动。当员工能够访问来自其他部门的实时数据和见解时，他们更有可能做出有利于整个组织的明智决策。总之，silo（信息孤岛）的概念突显了部门间合作在实现组织成功中的重要性。通过认识到并解决造成这些孤岛的障碍，公司可以改善沟通，提高效率，并最终推动创新。在一个适应性和响应性至关重要的世界中，打破silo（信息孤岛）结构对于任何希望在当今竞争激烈的环境中蓬勃发展的组织都是必不可少的。