团队管理(英文).ppt

1、Organizational Behaviour2nd European Edition,Teams and Teamwork for the 21st Century,Tuckmans Five-Stage Theoryof Group Development,Performing,Adjourning,Norming,Storming,Forming,Return toIndependence,Dependence/interdependence,Independence,Tuckmans Five-Stage Theoryof Group Development (continued),

2、IndividualIssues,Forming,Storming,Norming,Performing,How do I fit in?,Whats myrole here?,What do theothers expectme to do?,How can I bestperform my role?,GroupIssues,Why are we here?,Why are wefighting overwhos incharge and whodoes what?,Can we agreeon roles andwork as a team?,Can we do thejob prope

3、rly?,Teams,The Evolution of a Team A work group becomes a team when: Leadership becomes a shared activity. Accountability shifts from strictly individual to both individual and collective. The group develops its own purpose or mission. Problem solving becomes a way of life, not a part-time activity.

4、 Effectiveness is measured by the groups collective outcomes and products.,Team: A small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.,Types of Work Teams,Advice teams (help broade

5、n information base for managerial decisions). Production teams (perform day-to-day operations). Project teams (apply specialized knowledge for creative problem solving). Action teams (collection of highly-co-ordinated specialists who exhibit peak performance on demand).,Team Effectiveness,Team Effec

6、tiveness Criteria Performance- Team output meets users expectations. Viability- Members satisfied with team experience.- Members willing to continue contributing to team effort.,Characteristics of an Effective Team,Clear purpose Informality Participation Listening Civilized disagreement Consensus de

7、cisions Open communication Clear roles and work assignments Shared leadership External relations Style diversity Self-assessment,Why Work Teams Fail,Mistakes typically made by management Teams cannot overcome weak strategies and poor business practices. Hostile environment for teams (command-and-con

8、trol culture; competitive/individual reward plans; management resistance). Teams adopted as a fad, a quick-fix; no long-term commitment. Lessons from one team not transferred to others (limited experimentation with teams). Vague or conflicting team assignments. Inadequate team skills training. Poor

9、staffing of teams. Lack of trust.,Why Work Teams Fail (continued),Problems typically experienced by team members Team tries to do too much too soon. Conflict over differences in personal work styles (and/or personality conflicts). Too much emphasis on results, not enough on team processes and group

10、dynamics. Unanticipated obstacle causes team to give up. Resistance to doing things differently. Poor interpersonal skills (aggressive rather than assertive communication, destructive conflict, win-lose negotiation). Poor interpersonal chemistry (loners, dominators, self-appointed experts do not fit

11、 in). Lack of trust.,Trust,How to Build Trust Communication (keep everyone informed; give feedback; tell the truth). Support (be available and approachable). Respect (delegate; be an active listener). Fairness (give credit where due; objectively evaluate performance). Predictability (be consistent;

12、keep your promises). Competence (demonstrate good business sense and professionalism).,Trust: Reciprocal faith in others intentions and behavior. Propensity to trust: A personality trait involving ones general willingness to trust others.,Interpersonal Trust Involves a Cognitive Leap,Firsthand knowl

13、edgeof other personsreliability and integrity,Distrust,Trust,Cognitive leap,Faith in the other persons good intentionsAssumption that other person will behave as desired,Steps Managers Can Take ToEnhance the Two Types ofGroup Cohesiveness,Socio-Emotional Cohesiveness Keep the group relatively small

14、Strive for a favourable public image to increase the status and prestige of belonging Encourage interaction and co-operation Emphasize members common characteristics and interests Point out environmental threats (e.g. competitors achievements to rally the group),Steps Managers Can Take ToEnhance the

15、 Two Types ofGroup Cohesiveness (continued),Instrumental Cohesiveness Regularly update and clarify the groups goal(s) Give every group member a vital piece of the action Channel each group members special talents toward the common goal(s) Recognize and equitably reinforce every members contributions

16、 Frequently remind group members they need each other to get the job done,Basic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams,Quality Circles,Virtual Teams,Self-Managed Teams,Type of team(see Table 13-2),Type ofempowerment(see Table 16-2),Members,Advice,Advice or project(u

17、sually project),Production,project, or action,Consultation,Consultation,participation,or delegation,Delegation,Production/servicepersonnel,Managers andtechnical specialists,Production/service,technicalspecialists,Basic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams (continu

18、ed),Quality Circles,Virtual Teams,Self-Managed Teams,Basis ofmembership,Relationship toorganization,Amount of face-to-facecommunication,Voluntary,Assigned(some voluntary),Assigned,Parallel,Parallel orintegrated,Integrated,Strictly face-to-face,Periodic to none,Varies, dependingon use ofinformationte

19、chnology,The Evolution of Self-Managed Work Teams,Managerial control of groupsstructure, staffing and task procedures Group control of its ownstructure, staffing andtask procedures,TraditionalWork Groups,Semi-autonomousWork Groups,Self-ManagedTeams,Eight Attributes of High-Performance Teams:,Participative leadership. Creating an interdependency by empowering, freeing up and