单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,团 队 合 作,Work Teams:An Introduction,讲师/lecture：Alan N.Date,作家Michael Novak在描写篮球队时说，队员们以确定的玩耍形式、节奏和较高的速度运动着，我们不能只看到一个一个的球员，而应看到的是整个球队的活动。,The author Michael Novak,in writing about basketball teams,says that they move in patterns,in rhythms and at high speed.He says dont look at one individual only,but at the team acting together.,培训目标/Learning Objectives,组织中的工作团队特点/Explain the popularity of work teams in organization,工作群体与工作团队的区分/Contrast work groups with work teams,建立高绩效团队/High-performing work teams,内容/Outline,什么是团队？什么是群体？/Definition:-Work teams;Work groups,公司团队与工作群体/Company work teams and work groups,成功团队特征/Characters of successful work teams,演练/Exercises,工作团队与工作群体比较,Comparing Work Teams and Work Groups,(图示1/Figure 1),工作团队/Work Teams 工作群体/Work Groups,集体绩效 目标 信息共享,Collective Performance Goal Share Information,乐观的 协作 中立的有时有负作用,Positive Synergy Neutral(Sometimes Negative),个人的和共同的 责任 个人的,Individual and Mutual Accountability Individual,互补的 技巧 随机和变化的,Complementary Skills Random and Varied,通过共同努力，实现团队协作,A work team generates positive synergy through a coordinated effort,北京枫华世创企业治理参谋Beijing Topgains management Consulting Co.,Ltd.,工作群体/Work group,群体主要是通过信息共享、做出决策，来帮助群体成员完成他自己的本职工作。,A group that interacts primarily to share information and to make decision that will help each group member perform within his or her area of responsibility.,工作团队/Work Team,团队通过集体的协调努力工作，进展乐观的协作,A group that engages in collective work that requires joint effort and generates a positive synergy.,传统治理的弊端,Some Areas of Weakness,Traditional Management Styles,1、指挥与把握/Dictatorial&Controlling,2、从上而下(完全或大局部)/Top down(Completely or mostly),3、缺少反响机制或无人听/Lack of feedback mechanisms(or not listened to),4、重阶层而非力气/Hierarchical,not meritocracy,5、不恰当的解释/Inadequate explanations,6、缺少可度量的目标/Lack of measurable goals,7、模糊的时间限制/Vague time limits,8、责任与权利不对等(或不充分)/,Responsibility,but(or inadequate)authority,团队与传统部门相比的优点,Advantages:teams over traditional department,1、灵敏性/Flexibility,2、有助于对变化的环境做出反响Responsiveness to changing environments,3、组建、进展、重新定位以及解散速度快Speed of assembly,deployment,refocusing,and disbandment,4、工作满足/Job satisfaction,成功团队的特点,Characteristics of successful work teams,高效团队,Effective Teams,1、明确的目标,Clear goals,4、,统一的,Unified commitment,5、良好的沟通,Good communication,3、相互信任,Mutual trust,7、高效的领导,Effective leadership,9、外部支持,External support,8、内部支持,Internal support,6、谈判技能,Negotiating skills,2、相关技能,Relevant skills,1、明确的目标/Clear goals,理解目标/Understand goals,信任其价值及重要性/Believe worthwhile and important,2、相关技能/,Relevant skills,拥有技术技能/,Possess technical skills,拥有与别人一起工作的性格/,Possess personal characteristics for working with others,3、相互信任/Mutual trust,信任别人的正直、特点和力气/Believe in integrity,character,and ability of others.,4、共同担当Unified commitment,团队的认同/Identify with team,为团队目标奉献/Dedicate to teams goals,为实现团队目标而心甘情愿/Willingness to apply self to achieve goals,5、良好的沟通/Good communication,沟通力气口头与非口头/Ability to communicate(verbal and non-verbal),反响/Feedback,6、谈判技能/Negotiating Skills,面对和解决不怜悯问题的力气/Ability to confront and reconcile differences,7、高效的领导/Effective leadership,目标分类/Classify goals,提高团队成员的自信念/Increase members self-confidence,培育、辅导与指导者、把握者/Coach and facilitator vs director and controller,8、内部支持/Internal support,培训、绩效评估体系、鼓舞方案、人力资源支持/Training,evaluative performance measurement systems,incentive programs,and supportive human resource systems.,9、外部支持/,External support,配备所需资源/,Provision by management of required resources,回忆与问题争论,Review&Discussion Question,1、如何理解团队合作在诸如美国、加拿大等这样一些高度个人主义的国家中如此快速普及？/How do you explain the increasing popularity of work teams in the countries,such as the United States and Canada,whose national cultures place a high value on individualism?,2、你宁愿单独工作还是成为团队中的一员？,为什么？/,Would you prefer to work alone or as part of a team?Why?,3、为什么在建设高绩效团队中，信任是如此重要？,Why is trust so important to developing high-performing work teams?,4、组织中什么时候个人单独行动，能比团队合作取得更好结果？/,When might individuals,acting independently,outperform teams in an organization?,1、分成四五人的小组/Break into teams of four or five,2、每个团队成员参与团队后共享他/她人的一个成功的阅历/Each person in the team is to share a positive experience he or she has had while participating on a team.,3、完成其次步后，每个团队成员共享他/她人的一个失败的阅历/After step 2 has completed,each person on team is to share a negative experience he or she has had while participating on a team.,4、分析以下问题的答复：,Team members should now analyze the shared responses.,假设有的话，团队成员在描述一个成功阅历时，你觉察有什么共同特征？一工人失败阅历呢？,What common characters,if any,did you see when team members described a positive experience?A negative experience?,你的团队将从阅历共享中猎取什么来设计团队？或者来提高团队的效率？,What implications can your team draw from these shared experiences for the design of team?For making teams more effective?,团队建设步骤,/Stages of team development,鼓舞、委派、授权/Motivation,delegation,and empowerment,团队类型/Types of work teams,经理如何在团队中建立信任/How managers can build trust among team members,组织如何制造良好的团队成员/How organizations can create good team members players.,经理如何鼓舞团队/How managers can re-invigorate teams,团队与全面质量治理/Tea