Team Building1.docx
《Team Building1.docx》由会员分享,可在线阅读,更多相关《Team Building1.docx(13页珍藏版)》请在冰豆网上搜索。
![Team Building1.docx](https://file1.bdocx.com/fileroot1/2023-6/15/5800be35-017d-409c-80a4-f10a61e8be23/5800be35-017d-409c-80a4-f10a61e8be231.gif)
TeamBuilding1
TeamBuilding-DevelopingPerformingTeams
Thecommandandcontrolstyleofleadershipisbecomingredundantandtheteam-basedapproachtoworkisincreasinglybecomingpopular.Thearticleexplainsthecharacteristicsofgreatteamsandtheleadershipapproachestobuildingperformingteams.
TheMichaelDell,thefounderandCEOofDELLComputers,believesthatbusinessisallaboutbuildingteamsandbuildingtalentintheorganization.Accordingtohim,itisthemostessentialcomponentofsuccessasdiversityofideasandinputhelpsalotinmakingbetterdecisions.Dellalwaysencourageshisteams,evenifsomeoftheirproductsfailorhavetobescrapped.Hemotivatesthemtoworkbetterontheirnextproduct.
InApril1993,JohnMedica,wholedthedevelopmentofApple'sPowerBook,wasputinchargeoftheNotebookdivisionofDELL.Bythetimehetookover,oneproducthadalreadybeencanceledandthedevelopmentofotherproductswastakinglongerthanexpected.Afterarealisticassessmentofthesituation,itwasfeltthatonlyoneoftheproductsunderdevelopment-theLatitudeXP-wouldbecompetitiveinthemarket.Thecompanydecidedtocancelseveralproductsthatwereinthedevelopmentstage.Thisdemotivatedtheengineerswhohadspentalotoftimeandenergydevelopingtheproductsthathadbeencanceled.Tomotivatethem,Dellreinforcedthecompany'sstrategytothenotebookgroupandencouragedthemtopulltogethertomaketheLatitudeXPasuccess.
Dellrealizedthataligningteamstowardacommonobjectiveandcreatingthesameincentivesystemacrosstheentirecompanywouldhelpdirecteveryone'stalenttowardcreatingvalueforcustomersandshareholders.AtDell,peopleworkinteamsoftwotoreceive,manufacture,andpackanorderfordeliverytoacustomer.Theprofitsharingincentiveencouragesthemtobeproductiveasateam.Hourlymetricsarepostedonmonitorsonthefactoryfloorsothateachteamcanseeifitsperformancemeetsthecompany'sgoals.Dellalsobelievesthat360°performanceappraisalshelpidentifyareasthatmightrequirefurtherdevelopmentorimprovementandalsokeeppeoplefocusedonachievingtheirgoalsasateam.Hebelievesthatteamworkisallaboutpeoplewhoareinterestedineachother'sgrowth.
MovingFromCommandandControltoTeamwork
Asmoreandmoreorganizationsmovetowardsateam-basedapproachtowork,thecommandandcontrolstyleofleadershipisbecomingredundant.Leadersareplayingtheroleoffacilitatorsmoreandarenowexpectedtoteachtheirteammembers,andletthemmakedecisionsfortheteam.Ateam-basedapproachisexpectedtoimproveefficiencyandproductivitylevelsinanorganization.However,thetransformationfromacommandandcontrolstyletotheteambasedapproachcanbeconfusingandgrueling.Companiesexpecttheirmiddlelevelmanagerstotransformthemselvesintoteamleaders.Theyareexpectedtocoach,motivate,andempowertheirpeople.
However,veryfewmanagersorcompaniesreallyunderstandthetransformationprocess.Mostmanagersfindthetransitiondifficulttomake.Often,thethingstheywereencouragedtododuringthecommandandcontroldaysarenolongerappropriate.Thesemanagersdonotrealizetheshiftinmindsetandthebehavioralskillsrequiredtobesuccessfulteamleaders.Managersintheirnewrolearenotsurewhatlong-termeffectthisteam-basedapproachwillhaveontheircareers.Softskillssuchascommunication,conflictresolution,andcoachingthoughcrucialforsuccessasteamleadersmaynotaddmuchvaluetotheirresumes.Accordingtosome,beinganeffectiveteamleaderdoesnotguaranteepromotionwithinacompanyoropportunitiesoutside2.Managersshouldnotworryiftheyareaskedtomakethetransitionfromthecommandandcontrolstyletotheteam-basedapproach.Theycanacquiretheskillsneededtobeeffectiveteamleaders:
patiencetoshareinformation,trustinothers'abilitiestomakedecisions,andwillingnessandabilitytosharepowerwithteammembers.
UnderstandingTeams&Teamwork
Whatisateam?
Ateamisasmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,asetofperformancegoals,andanapproachforwhichtheyholdthemselvesmutuallyaccountable.3Tobecomeapowerfulunit,alltheteammembersshouldhaveacommoncommitment.Withoutacommoncommitment,alltheteammemberswillperformasindividuals.Developingcommoncommitmentrequiresacommonpurposeinwhichtheteamferventlybelieves.Thewaytheyshapetheirpurposeiscontingentuponthedemandsandopportunitiesplacedbythetopmanagement.Thetopmanagementdeterminesthecharacter,rationale,andperformancechallengesforteams.Themanagementshouldgiveenoughflexibilitytotheteamstodevelopcommitmentbasedonthegivenpurpose,specificgoals,timing,andapproach.
Successfulteamsinvestsignificanttimeandefforttodeterminecollectiveandindividualpurpose.Unsuccessfulteamsfailtocreateacollectiveandchallengingaspirationduetovariousreasonssuchaslackofemphasisonperformance,lackofeffort,andpoorleadership.Successfulteamsconverttheircommonpurposeintospecificperformancegoals.
Withoutthesespecificperformancegoals,membersoftheteamlackclarityontheircontributionandperforminamediocremanner.Whenpurposesandgoalsoftheteamsareconsistent,andarebackedbyteamcommitment,theyleadtoimprovedperformance.Teamworkplaysanimportantroleinthesuccessofanyorganization.Teamworkcharacterizesvaluesthatencouragelisteningandrespondingconstructivelytoothers'views,providingsupport,andrecognizingtheinterestsandachievementsofothers.4Thesevaluesensureteamperformance,individualperformance,andorganizationalperformance.
Exhibit1.1
CrossFunctionalTeamsatKodak
Kodakhasalwaysrecognizedtheimportanceofteamsandeffectiveteamworkinitsorganization.Itbelievesthatteamshelpanorganizationgaincustomerfocus,improveworkefficiency,achievesuccessfulrestructuringandreengineeringofworkprocesses,andfosteraspiritofcooperationandcollaborationwithintheorganization.
Formingcross-functionalteamswasjustanothereffortonthepartofKodak'smanagementtoimprovetheoverallefficiencyoftheorganization.InKodak'scross-functionalteams,peoplefromdepartmentsacrosstheorganizationpooledtheirideastoimprovethevariousworkprocessesandoperationalflowsintheorganizationalstructure.Byformingsuchteams,Kodakbroughttogethertheskillsandideasofemployeesworkingindifferentdepartmentsoftheorganization.Thisenhancedtheabilityoftheorganizationtosolveproblemsandledtobetterdecision-making.
ThecrossfunctionalteamsestablishedatKodakweresuccessful:
•Inbuildingasharedvision,anddevelopingsharedvaluesandprinciples
•Increatingafocusoncustomers
•Inrestructuringandre-engineeringworkpractices
•Inidentifyingthebestwaysofoperating
•Inreducingoperationalcosts
•Inassessingbusinessrisksandopportunities
•Indealingwithissuesinaccountingandadministrationand
•Insolvingproblems
UnderstandingTeams&TeamworkContd...
Anygroupofpeopleworkingtogetherdoesnotformateam.Thus,committees,councils,andtaskforcesarenotalwaysteams.Thereisacleardifferencebetweenteamsandworkgroups.Theperformanceofaworkgroupisafunctionofitsmembers'performanceasindividuals.Theperformanceofateamisafunctionofbothindividualresultsand"collectivework-products".Activitieslikeinterviews,surveys,andexperimentsgenerallyneedinvolvementofmorethanoneperson.
Suchactivitiescanbeconsideredas"collectivework-products."Workinggroupsarecommonandmoreusefulinlargeorganizationswhereindividualaccountabilityisimportant.Theyareformedtoshareinformation,insights,andperspectives.Themembersofworkgroupscometogethertohelpeachotherperformbetter.Themeetingofthesegroupsalsoreinforcesindividualperformancestandards.Thefocusofworkgroupsisonindividualperformanceandaccountability.Thereisnomutualresponsibilityforeachother'sperformanceasinteams.Thereisnoquestionofincrementalperformance-contributionthatresultsfromtwoormorepeopleworkingtogetheringroups.Theemphasisofworkgroupsisalwaysonindividualgoalsandresponsibilities.Forbetterunderstandingofdifferencesbetweenworkinggroupsandteamsrefertotable1.1.
PrinciplesofGreatTeams
WarrenBennis5conductedastudytoidentifytheprinciplesthatmadegreatteamssuccessful.HestudiedteamsthatworkedontheManhattanproject6,andthosewhoworkedinthePaloAltoResearchCenter(PARC)7ofXerox,AppleComputers8,LockheedSkunkWorks9,andWaltDisneyanimationstudios.AccordingtoBennisthoughalltheseteamswereextraordinaryintheirownway,thereweresomeprinciplesthatwerecommontoallandtheseprinciplesapplytoalltheorganizationswheretheseteamsworked.Theprinciples10are:
SharedDream
Allthegreatteamssharedthedreamofmakingtheworldabetterplacetolivein.Theysincerelybelievedthattheywouldchangetheworldforthebetter.Theseteamswereobsessedwithwhattheyweredoinganddidnottreattheirworkassimplyajobbutaferventquest.Theshareddreamsandbeliefsgavethemthecohesivenessandenergyneededtowork.
MissionisBiggerthanEgo
DuringtheManhattanproject,oneteammemberhadaproblemworkingwithacolleague,anddecidedtoleave.Buttheprojectleaderremindedhimthatthemissionwasmoreimportantthanindividualegosandthismadetheteammemberrethinkhisdecision,andultimatelystayback.Thisexampleshowshowgreatteamsplacedmissionwayabove