WorkTeamandCommunication（英文版）

1、Class 8.Work Team8.1 Teams vs. Groups how do we explain the current popularity of teams? outperforming individuals when the tasks require multiple skill, judgement, experience(better utilize employee talents); facilitating employee participation in D-M, motivational property. 1.Definitions Work Grou

2、p-interacting primarily to share information & to make decisions to help each member perform with his area of responsibility. -help each member do better; Dont share responsibility for each others results Team-Group whose individual efforts result in a performance that is greater than the sum of

3、 those individual inputs. -working interdependently & being jointly accountable for performance goals. 2.Clarity of the difference Work groups Work teams Share information- Goal- Collective performance Neutral(negative)-Synergy-Positive Individual -Accountability- Individual & mutual Random

4、& varied-Skills- Complementary Team work, Team player-embody teamwork valve, -Intense sense of belonging, Interdependence, Joint responsibilityClass 8. Work Team8.2 Types of Teams1.Classification base on objective Problem-Solving Teams:Group of 5-12 employees from the same department who meet fo

5、r a few hours each week to discuss ways of improving quality,efficiency,& the work setting(P-solving). Quality Circles(Total Q P)-Q control,C reduction, P planning,P design Self-management teams: Group of 10-15 people taking on responsibilities of their former supervisors(empower). Office of the

6、 President-collectively assumes the role of the COO In managing internal operations Cross-Functional team: employees from about the same hierarchical level,but from different wok area coming together to accomplish a task(coordination) Transnational Team-joint-venture team2. Druckers 3 types failure

7、& all-but-universal belief Task force-temporary cross-functional team. Committees-groups made up of members from across departmental lines Baseball Team-Surgical operation team, assembly line. The players play on the team with fixed positions they never leave.-working “in series”,taking turn Foo

8、tball Team-the symphony orchestra.The players play as a team with fixed positions,working “in parallel”. Tennis Double Team-Jazz combo, Presidents Office. (5-7)The players have a primary position,adjusting to their teammates strengths,weakness and the changing demands of the “game”.-totally break wi

9、th the past8.3 Building high-performance team Size of teams-keep them under a dozen. Given a larger working unit,breaking into subteams Abilities of members-3 different types of skills: technical expertise,P-s & D-m skills,interpersonal Allocating roles & promoting diversity-9 roles(1) Havin

10、g a commitment to a common purpose Establishing specific goals Leadership & structure Social loafing & accountability Appropriate performance evaluation & reward system Developing high mutual trust (2)1.Team roles Creator-Innovators:initiate creative ideas. Explorer-Promoters:champion in

11、itiated ideas Assessor-Developers:analyze decision options Thruster-Organizers:provide structure Concluder-Producers: provide direction & follow Controller-Inspectors:check for details Upholder-Maintainers:fight external battles Reporter-Advisers:seek full information Linker:coordinate & int

12、egrate2. Developing high mutual trustCharacteristic of high-performance teams where members believe in the integrity,character,& ability of each other. Dimensions: Integrity-honesty & truthfulness; Competence-Technical & interpersonal knowledge, skills; Consistency-Reliability,predictabi

13、lity,& good judgement in handling situations; Loyalty-Willingness to protect & save face for a person; Openness-share ideas freely How to build trust: Demonstrate youre working for others interest as well as your own; Be a team player; Practice openness; Be fair; Speak your feelings; Show co

14、nsistency in the basic values that guide your D-M; Maintain confidence; Demonstrate competence 8.4 Create team player Design job around team Challenge: 1.Inherent resistance-individual achievers; 2. Individualistic national culture;3.An individual-valued organizational history Shaping team players:

15、Selection-job candidate with team skills, otherwise training,transference to other unit, reject Training-workshop to help improve skills like P-S, communication,negotiation,conflict M,coaching Reward-encourage cooperative efforts rather than competitive ones; intrinsic rewards from team 8.5 Contempo

16、rary Issues TQM: the use of team-the essence of process improvement,employee involvement, natural vehicle Work force diversity on team Advantages:Multiple perspective;Greater openness to new ideas; Multiple interpretations; Increased creativity, flexibility, P-S skills. Disadvantages:Ambiguity;Compl

17、exity;Confusion;Miscommunication;Difficulty in reaching a agreement,agreeing on specific actions Reinvigorating Mature Teams:1. stagnant, apathy, complacency,groupthinking; 2.success due to easy task 3.mental preparation, refresher training, advanced training, constant learning Class 9.Communication

18、8.1 Definition & Function The transference & understanding of meaning. No group can exist without it,4 major functions: Control: job-related grievance,group tease, harass Motivation: evaluation,specific goals,feedback on Emotional expression: feelings, social needs Information:facilitate D-M

19、 Class 9.Communication 9.2 The Communication Process The steps between a source & a receiver that result in the transference & understanding of meaning1.A Communication Model The source: message-what is communicated Encoding:converting a message to symbolic form. Skill,attitude,knowledge, so

20、cial-culture system Channel:the medium through which a message travels-selected by the source Decoding:retranslating a senders message The receiver Feedback loop:the final link in the process; puts the message back into the system as a check against misunderstanding 2.Distortion & Apprehension S

21、ource of distortion:7 component Communication Apprehension: undue tension & anxiety about oral,written communication,or both -more serious than that of people dread speaking in front of a group Oral apprehensive-expect to find suitable job. Teacher-a dominant requirement Class 9.Communication 9.

22、2 Communication fundamentals 1.Direction of Communication Downward-flow from one level of a group or organization to a lower leverupward- flow to a higher leverlateral-taking place among members of the same group,among individuals at the same level,among any horizontally equivalent personnel.2. Comm

23、unication network channels by which information flows Formal network:task-related communications that follow the authority chain -common-small group Criteria Chain Wheel All-channel speed moderate fast fast accuracy high high moderate emergence of leader moderate high none member satisfaction modera

24、te low high Informal network: the communication grapeline Studies:only 10% of people act as liaison Suggestion:1.announce timetable;2.explain inconsistency; 3.emphasize the downside,upside; 4.openly discuss worst case. 3.Nonverbal Communication Messages conveyed through body movement,the intonations

25、 or emphasis we give to words,facial expressions,& the physical distance between the sender & receiver Kinesics:the study of body motions -gestures,facial configurations, Body language linked with spoken language convey fuller meaning Actions speak louder than words4. Choice of channel Model

26、 of media richness Channel richness: the amount of information that can be transmitted during a communication episode richest-leanest Capacity-handle multiple cues simultaneously; facilitate rapid feedback;be very personal message type:nonroutine,ambiguous-routine,clear information medium:face-to-fa

27、ce talk,phone call,E-mail,memos-letters,flyers-bulletins-general reports5.Barriers to effective Communication Filtering:a senders manipulation of information so that it will be seen more favorably by the receiver-tell what he wants to hear (condense & synthesize);number of levels selective perce

28、ption:projecting their personal characteristics into communication as they encode or decode emotions:feelings at the time of receipt language:mean different things to different people Class 9.Communication9.3 In practice: Effective employee communication in leading companies undergoing dramatic changeGuidance based on 10 leading companies CEOs commitment m