第十四章managing team 團(tuán)隊(duì)管理ppt課件

1、第十四章：Managing Team團(tuán)隊(duì)管理在如今越來(lái)越復(fù)雜的環(huán)境下，為了提高競(jìng)爭(zhēng)優(yōu)勢(shì)，許多公司出現(xiàn)了各種各樣的團(tuán)隊(duì)，這一章，我們就來(lái)學(xué)習(xí)與團(tuán)隊(duì)有關(guān)的知識(shí)。.第一節(jié)：The contributions of teams團(tuán)隊(duì)的奉獻(xiàn)1 building block for organization structure.組織構(gòu)造的構(gòu)成元素2 force for productivity.消費(fèi)力3 force for quality.質(zhì)量的作用4 force for cost reduction.減少本錢(qián).5 force for speed.對(duì)速度的作用6 force for change.對(duì)變化的作

2、用7 force for innovation.對(duì)創(chuàng)新的作用.第二節(jié)：Benefits of groups群體的益處In organizations, groups serve numerous functions. Some of these functions benefit the organization directly; others benefit primarily the groups members.在組織中，群體有許多作用，有些直接對(duì)組織有益，其他主要對(duì)群體的成員有益。.1 For the organization對(duì)組織1 Accomplish tasks that co

3、uld not be done by individuals working alone.完成個(gè)人單獨(dú)任務(wù)不能完成的義務(wù)2 Bring multiple skills and talents to bear on complex tasks.帶來(lái)能承當(dāng)復(fù)雜義務(wù)的復(fù)合技術(shù)和才干3 Provide a vehicle for decision making that permits multiple and conflicting views to be aired and considered.提供決策載體，讓多種和沖突的觀念并存.4 Provide an efficient means for

4、 organizational control of individual behavior.對(duì)個(gè)人行為的組織控制提供了有效的手段。5 Facilitate changes in organizational policies or procedures.使組織的政策或程序改動(dòng)卦便利6 Increase organizational stability by transmitting shared beliefs and values to new members.經(jīng)過(guò)向新成員傳輸共同信仰和價(jià)值觀添加了組織的穩(wěn)定性.對(duì)個(gè)人1 有助于了解組織及其環(huán)境2 有助于了解本人3 為獲得新技藝提供協(xié)助4

5、獲得個(gè)人行為不能得到的報(bào)酬5 直接滿足重要的個(gè)人需求，特別是被社會(huì)認(rèn)可的需求.第三節(jié)：The new team environment新團(tuán)隊(duì)環(huán)境A working group is a collection of people who work in the same area or have been drawn together to undertake a task but do not necessarily come together as a unit and achieve significant performance improvements.一個(gè)任務(wù)群體是指在同一領(lǐng)域內(nèi)任務(wù)

6、或集中在一同從事一項(xiàng)任務(wù)的人員集合，一個(gè)群體不需求作為一個(gè)單位并獲得重要的績(jī)效提高。.Team A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.團(tuán)隊(duì)：由有互補(bǔ)技藝、共同目的、共同業(yè)績(jī)目的、相互擔(dān)任的少數(shù)人組成。.Organizations have been using groups

7、for a long time. But things are different today. Managers realize more than ever that teams can provide competitive advantage and greatly improve organizational performance.組織運(yùn)用群體有很長(zhǎng)時(shí)間了，但如今情況不同了，管理者比以前更加認(rèn)識(shí)到：團(tuán)隊(duì)能帶來(lái)競(jìng)爭(zhēng)優(yōu)勢(shì)，能極大提高組織績(jī)效。.1 Type of teams團(tuán)隊(duì)的類(lèi)型Teams can be divided into four primary types.團(tuán)隊(duì)可以被分為

8、四種根本的類(lèi)型。.1.1 Work teams任務(wù)團(tuán)隊(duì)Work teams Teams that make or do things like manufacture, assemble, sell, or provide service.任務(wù)團(tuán)隊(duì)：從事制造、組裝、銷(xiāo)售或提供效力的團(tuán)隊(duì)。.These typically are well-defined, a clear part of the formal organizational structure, and composed of full-time, stable membership.這些是被明確定義了的、正式組織構(gòu)造的一部分，由

9、全職穩(wěn)定的成員組成。.1.2 Project and development teams工程和開(kāi)發(fā)團(tuán)隊(duì)Project and development teams Teams that work on long-term projects but disband once the work is completed.工程和開(kāi)發(fā)團(tuán)隊(duì)：努力于長(zhǎng)期工程，一旦任務(wù)完成，就解散。.1.3 parallel teams平行團(tuán)隊(duì)Parallel teams Teams that operate separately from the regular work structure, and exist temp

10、orarily.平行團(tuán)隊(duì)：不同于常規(guī)的任務(wù)構(gòu)造，并且是暫時(shí)性存在。 .Members often come from different units or jobs and are asked to do work that is not normally done by the standard structure. Their charge is to recommend solutions to specific problems. They usually do not have authority to act, however.成員經(jīng)常來(lái)自于不同的單位或崗位，做規(guī)范任務(wù)不常做的任務(wù)

11、，他們用來(lái)對(duì)特殊問(wèn)題提出處理方案。但他們經(jīng)常沒(méi)有權(quán)益。.1.4 management teams管理團(tuán)隊(duì)Management teams Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.管理團(tuán)隊(duì)：對(duì)管轄范圍內(nèi)的下屬部門(mén)進(jìn)展協(xié)調(diào)和提供指點(diǎn)，使下屬部門(mén)成為一體。.self-managed teams自我管理團(tuán)隊(duì)Figure 14.1 shows the different types according to

12、how much autonomy they have. To the left, teams are more traditional with little decision-making authority, being under the control of direct supervision. To the right is more autonomy, decision-making power, and self-direction.圖14.1根據(jù)自主性的多少顯示團(tuán)隊(duì)不同的類(lèi)型，左邊的團(tuán)隊(duì)更傳統(tǒng)，有較少的決策權(quán)，在直接監(jiān)視控制下。右邊的更有自主性，有決策權(quán)，自我指點(diǎn)。.The

13、 trend today is toward self-managed teams.今天的趨勢(shì)是向自我管理團(tuán)隊(duì)開(kāi)展。Self-managed teams Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors. 自我管理團(tuán)隊(duì)：自主任務(wù)群體，工人們被培訓(xùn)做單位內(nèi)一切的或大部分的任務(wù)，他們沒(méi)

14、有直接的監(jiān)管者，以前由一線指點(diǎn)作出的決策由他們本人來(lái)作.Compared to traditionally managed teams, self-managed teams appear to be more productive, have lower costs, provide better customer service, provide higher quality, have better safety records, and be more satisfying for members.與傳統(tǒng)管理團(tuán)隊(duì)相比，自我管理團(tuán)隊(duì)顯示出更有消費(fèi)力、更低本錢(qián)、提供更好的顧客效力和更高質(zhì)量

15、，并且使團(tuán)隊(duì)成員更稱(chēng)心。.Traditional work groups have no managerial responsibilities. The first-line manager plans, organizes, staffs, directs, and controls them, and other groups provide support activities including quality control and maintenance.傳統(tǒng)任務(wù)群體沒(méi)有管理責(zé)任。一線基層管理者方案、組織、指點(diǎn)和控制他們，其他群體提供包括質(zhì)量控制和維護(hù)在內(nèi)的支持性活動(dòng)。.Qual

16、ity circles are voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions or execute.質(zhì)量小組由從各種消費(fèi)團(tuán)隊(duì)中抽出來(lái)的人組成的義務(wù)群體，他們對(duì)質(zhì)量提出建議，但是沒(méi)有決策權(quán)和執(zhí)行權(quán)。.Semiautonomous work groups make decisions about managing and carrying out major produc

17、tion activities, but still get outside support for quality control and maintenance.半自開(kāi)任務(wù)群體在管理和執(zhí)行主要的消費(fèi)活動(dòng)中做決策，但是對(duì)質(zhì)量控制和維護(hù)仍需求外面的支持。.Self-designing teams do all of that and go one step furtherthey also have control over the design of the team. They decide themselves whom to hire, whom to fire, and what t

18、asks the team will perform.自我設(shè)計(jì)團(tuán)隊(duì)做上面提到的一切事情，并進(jìn)而他們還控制團(tuán)隊(duì)的設(shè)計(jì)。他們本人決議招聘誰(shuí)，解雇誰(shuí)并決議團(tuán)隊(duì)要執(zhí)行什么義務(wù)。.第四節(jié)：How groups become teams群體怎樣變成團(tuán)隊(duì)Groups become true teams via basic group activities, the passage of time, and team development activities.群體經(jīng)過(guò)根本的群體活動(dòng)、時(shí)間過(guò)程和團(tuán)隊(duì)開(kāi)展活動(dòng)就可變?yōu)檎嬲膱F(tuán)隊(duì)。.1 Group activities群體活動(dòng)1 Forminggroup mem

19、bers attempt to lay the ground rules for positions of behavior are acceptable.構(gòu)成：群體成員試圖規(guī)定什么行為是可接受的。2 Storminghostilities and conflict arise, and people jockey for positions of power and status.沖突：矛盾和沖突出現(xiàn)，人們?yōu)榱藱?quán)益和位置而斗爭(zhēng)。.Norminggroup members agree on their shared goals, and norms and closer relationshi

20、ps develop.規(guī)范：群體成員達(dá)成他們共同的目的、規(guī)范和嚴(yán)密關(guān)系的開(kāi)展。Performingthe group channels its energies into performing its tasks.執(zhí)行：群體集中精神執(zhí)行義務(wù)。.2 The passage of time時(shí)間過(guò)程A key aspect of development is the passage of time. Group pass through critical periods, or times when they are particularly open to formative experience

21、s.開(kāi)展的一個(gè)關(guān)鍵方面是時(shí)間過(guò)程。團(tuán)隊(duì)的構(gòu)成要閱歷一個(gè)關(guān)鍵時(shí)期。.The first such critical period is in the forming stage, at the first meeting, when rules, norms, and roles are established that set long-lasting precedents.在構(gòu)成階段，第一個(gè)重要時(shí)期是在第一次會(huì)議上，當(dāng)規(guī)那么、規(guī)范和角色建立以形生長(zhǎng)期商定時(shí)。.A second critical period is the midway point between the initial me

22、eting and a deadline.第二個(gè)重要時(shí)期是在中間階段。.A developmental sequence: from group to team開(kāi)展步驟：從群體到團(tuán)隊(duì)A useful developmental sequence is depicted in Figure 14.2.( page 447)一個(gè)有用的開(kāi)展步驟如圖14.2所示.第五節(jié)：Building effective teams建立有效的團(tuán)隊(duì)Team effectiveness is defined by three criteria.團(tuán)隊(duì)的有效性由三個(gè)規(guī)范來(lái)定義。.First,the productive o

23、utput of the team meets or exceeds the standards of quantity and quality; the teams output is acceptable to those customers, inside or outside the organization, who receive the teams products or services.第一，團(tuán)隊(duì)的產(chǎn)出要到達(dá)或超越質(zhì)量和數(shù)量規(guī)范；團(tuán)隊(duì)的產(chǎn)品要被接受團(tuán)隊(duì)的產(chǎn)品或效力的組織內(nèi)外的顧客所接受。.Second, team members realize satisfaction of

24、 their personal needs.第二，團(tuán)隊(duì)成員實(shí)現(xiàn)了他們個(gè)人需求的滿足。Third, team members remain committed to working together again.第三，團(tuán)隊(duì)成員樂(lè)于再次一同任務(wù)。.A performance focus以績(jī)效為主The best teams are ones that have been given an important performance challenge by management, and then come to a common understanding and appreciation of

25、 their purpose.最好的團(tuán)隊(duì)是那些被管理部門(mén)給予重要的、挑戰(zhàn)性的義務(wù)，然后對(duì)他們的目的達(dá)成一致的了解和正確評(píng)價(jià)的團(tuán)隊(duì)。.The best teams also work hard at developing a common understanding of how they will work together to achieve their purpose.最好的團(tuán)隊(duì)也在他們?cè)鯓右煌蝿?wù)以到達(dá)目的上獲得一致。.The teams general purpose should be translated into specific, measurable performance

26、 goals.團(tuán)隊(duì)的普通目的應(yīng)該是詳細(xì)的、可丈量的績(jī)效目的。.2 Motivating teamwork鼓勵(lì)協(xié)作Social loafing Working less hard and being less productive when in a group.社會(huì)虛度：在群體中個(gè)人任務(wù)不努力。消費(fèi)力下降。Social facilitation effect Working harder when in a group than when working alone.社會(huì)促進(jìn)效應(yīng)：個(gè)人在群體中任務(wù)比單獨(dú)任務(wù)更努力。.A social facilitation effect is maintai

27、ned, and a social loafing effect can be avoided, when there is a culture that supports teamwork.當(dāng)存在一個(gè)支持協(xié)作的文化時(shí)，社會(huì)促進(jìn)效應(yīng)就會(huì)維持，社會(huì)虛度效應(yīng)可以防止。.Accountability to one another, rather than just to the boss, is an essential aspect of good teamwork. Accountability inspires mutual commitment and trust. Trust in you

28、r teammatesand their trust in youmay be the ultimate key to effectiveness.彼此擔(dān)任，而不是僅僅對(duì)老板擔(dān)任，是好的協(xié)作的重要方面，責(zé)任激發(fā)了相互的承諾和信任，信任他的團(tuán)隊(duì)同伴他們也信任他，這能夠是有效性的最終關(guān)鍵之處。.3 member contributions成員奉獻(xiàn)Team members should be selected and trained so they become effective contributors to the team.團(tuán)隊(duì)成員應(yīng)該被挑選并被培訓(xùn)，以使他們成為團(tuán)隊(duì)有效的奉獻(xiàn)者。.Gene

29、rally, the skills required by the team include technical or functional expertise, problem-solving and decision-making skills, and interpersonal skills.通常，團(tuán)隊(duì)需求的技藝包括技術(shù)或職能專(zhuān)長(zhǎng)，處理問(wèn)題和決策的技藝，人際交往的技藝。.4 Norms規(guī)范 Norms Shared beliefs about how people should think and behave.規(guī)范：人們應(yīng)該怎樣思索和行為的共同認(rèn)識(shí)。.From the organiz

30、ations standpoint, norms can be positive or negative. In some teams, everyone works hard; in other groups, employees are antimanagement and do as little work as possible.從組織的立場(chǎng)出發(fā)，規(guī)范可以起正面作用或負(fù)面作用。在一些團(tuán)隊(duì)里，每個(gè)人都努力任務(wù)，在其他的群體里，員工反對(duì)管理并盡能夠少的任務(wù)。.5 Roles 角色Roles Different sets of expectations for how different i

31、ndividuals should behave.角色：對(duì)不同的個(gè)人應(yīng)該如何行為的不同期望。.Two important sets of roles must be performed: task specialist and team maintenance specialist.兩個(gè)重要的角色必需執(zhí)行：義務(wù)專(zhuān)家角色和維持專(zhuān)家角色。.Task specialist An individual who has more advanced job-related skills and abilities than other group members possess.義務(wù)專(zhuān)家：比其他的群體成員擁有更多先進(jìn)的、跟任務(wù)有關(guān)的技藝的個(gè)人。.These employees have more decision-making responsibilities and provide instructions and advice.這些員工有更多的決策責(zé)任，提供指點(diǎn)和建議。.Team maintenance specialist Individual who develops and maintains team harmony.團(tuán)隊(duì)維持專(zhuān)家：開(kāi)展和維持團(tuán)隊(duì)協(xié)調(diào)的個(gè)人。.They boost morale, give support, provide humor, soothe h