第十四章managing team 團隊管理ppt課件

1、第十四章：Managing Team團隊管理在如今越來越復雜的環(huán)境下，為了提高競爭優(yōu)勢，許多公司出現(xiàn)了各種各樣的團隊，這一章，我們就來學習與團隊有關(guān)的知識。.第一節(jié)：The contributions of teams團隊的奉獻1 building block for organization structure.組織構(gòu)造的構(gòu)成元素2 force for productivity.消費力3 force for quality.質(zhì)量的作用4 force for cost reduction.減少本錢.5 force for speed.對速度的作用6 force for change.對變化的作

2、用7 force for innovation.對創(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，有些直接對組織有益，其他主要對群體的成員有益。.1 For the organization對組織1 Accomplish tasks that co

3、uld not be done by individuals working alone.完成個人單獨任務(wù)不能完成的義務(wù)2 Bring multiple skills and talents to bear on complex tasks.帶來能承當復雜義務(wù)的復合技術(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.對個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卦便利6 Increase organizational stability by transmitting shared beliefs and values to new members.經(jīng)過向新成員傳輸共同信仰和價值觀添加了組織的穩(wěn)定性.對個人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、獲得個人行為不能得到的報酬5 直接滿足重要的個人需求，特別是被社會認可的需求.第三節(jié)：The new team environment新團隊環(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任務(wù)的人員集合，一個群體不需求作為一個單位并獲得重要的績效提高。.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.團隊：由有互補技藝、共同目的、共同業(yè)績目的、相互擔任的少數(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.組織運用群體有很長時間了，但如今情況不同了，管理者比以前更加認識到：團隊能帶來競爭優(yōu)勢，能極大提高組織績效。.1 Type of teams團隊的類型Teams can be divided into four primary types.團隊可以被分為

8、四種根本的類型。.1.1 Work teams任務(wù)團隊Work teams Teams that make or do things like manufacture, assemble, sell, or provide service.任務(wù)團隊：從事制造、組裝、銷售或提供效力的團隊。.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工程和開發(fā)團隊Project and development teams Teams that work on long-term projects but disband once the work is completed.工程和開發(fā)團隊：努力于長期工程，一旦任務(wù)完成，就解散。.1.3 parallel teams平行團隊Parallel teams Teams that operate separately from the regular work structure, and exist temp

10、orarily.平行團隊：不同于常規(guī)的任務(wù)構(gòu)造，并且是暫時性存在。 .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、，他們用來對特殊問題提出處理方案。但他們經(jīng)常沒有權(quán)益。.1.4 management teams管理團隊Management teams Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.管理團隊：對管轄范圍內(nèi)的下屬部門進展協(xié)調(diào)和提供指點，使下屬部門成為一體。.self-managed teams自我管理團隊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隊不同的類型，左邊的團隊更傳統(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。.The

13、 trend today is toward self-managed teams.今天的趨勢是向自我管理團隊開展。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. 自我管理團隊：自主任務(wù)群體，工人們被培訓做單位內(nèi)一切的或大部分的任務(wù)，他們沒

14、有直接的監(jiān)管者，以前由一線指點作出的決策由他們本人來作.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)管理團隊相比，自我管理團隊顯示出更有消費力、更低本錢、提供更好的顧客效力和更高質(zhì)量

15、，并且使團隊成員更稱心。.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)群體沒有管理責任。一線基層管理者方案、組織、指點和控制他們，其他群體提供包括質(zhì)量控制和維護在內(nèi)的支持性活動。.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團隊中抽出來的人組成的義務(wù)群體，他們對質(zhì)量提出建議，但是沒有決策權(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.半自開任務(wù)群體在管理和執(zhí)行主要的消費活動中做決策，但是對質(zhì)量控制和維護仍需求外面的支持。.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)計團隊做上面提到的一切事情，并進而他們還控制團隊的設(shè)計。他們本人決議招聘誰，解雇誰并決議團隊要執(zhí)行什么義務(wù)。.第四節(jié)：How groups become teams群體怎樣變成團隊Groups become true teams via basic group activities, the passage of time, and team development activities.群體經(jīng)過根本的群體活動、時間過程和團隊開展活動就可變?yōu)檎嬲膱F隊。.1 Group activities群體活動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。.Norminggroup members agree on their shared goals, and norms and closer relationshi

20、ps develop.規(guī)范：群體成員達成他們共同的目的、規(guī)范和嚴密關(guān)系的開展。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時間過程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.開展的一個關(guān)鍵方面是時間過程。團隊的構(gòu)成要閱歷一個關(guān)鍵時期。.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，第一個重要時期是在第一次會議上，當規(guī)那么、規(guī)范和角色建立以形生長期商定時。.A second critical period is the midway point between the initial me

22、eting and a deadline.第二個重要時期是在中間階段。.A developmental sequence: from group to team開展步驟：從群體到團隊A useful developmental sequence is depicted in Figure 14.2.( page 447)一個有用的開展步驟如圖14.2所示.第五節(jié)：Building effective teams建立有效的團隊Team effectiveness is defined by three criteria.團隊的有效性由三個規(guī)范來定義。.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，團隊的產(chǎn)出要到達或超越質(zhì)量和數(shù)量規(guī)范；團隊的產(chǎn)品要被接受團隊的產(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，團隊成員實現(xiàn)了他們個人需求的滿足。Third, team members remain committed to working together again.第三，團隊成員樂于再次一同任務(wù)。.A performance focus以績效為主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.最好的團隊是那些被管理部門給予重要的、挑戰(zhàn)性的義務(wù)，然后對他們的目的達成一致的了解和正確評價的團隊。.The best teams also work hard at developing a common understanding of how they will work together to achieve their purpose.最好的團隊也在他們怎樣一同任務(wù)以到達目的上獲得一致。.The teams general purpose should be translated into specific, measurable performance

26、 goals.團隊的普通目的應該是詳細的、可丈量的績效目的。.2 Motivating teamwork鼓勵協(xié)作Social loafing Working less hard and being less productive when in a group.社會虛度：在群體中個人任務(wù)不努力。消費力下降。Social facilitation effect Working harder when in a group than when working alone.社會促進效應：個人在群體中任務(wù)比單獨任務(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.當存在一個支持協(xié)作的文化時，社會促進效應就會維持，社會虛度效應可以防止。.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.彼此擔任，而不是僅僅對老板擔任，是好的協(xié)作的重要方面，責任激發(fā)了相互的承諾和信任，信任他的團隊同伴他們也信任他，這能夠是有效性的最終關(guān)鍵之處。.3 member contributions成員奉獻Team members should be selected and trained so they become effective contributors to the team.團隊成員應該被挑選并被培訓，以使他們成為團隊有效的奉獻者。.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，團隊需求的技藝包括技術(shù)或職能專長，處理問題和決策的技藝，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：人們應該怎樣思索和行為的共同認識。.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.從組織的立場出發(fā)，規(guī)范可以起正面作用或負面作用。在一些團隊里，每個人都努力任務(wù)，在其他的群體里，員工反對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：對不同的個人應該如何行為的不同期望。.Two important sets of roles must be performed: task specialist and team maintenance specialist.兩個重要的角色必需執(zhí)行：義務(wù)專家角色和維持專家角色。.Task specialist An individual who has more advanced job-related skills and abilities than other group members possess.義務(wù)專家：比其他的群體成員擁有更多先進的、跟任務(wù)有關(guān)的技藝的個人。.These employees have more decision-making responsibilities and provide instructions and advice.這些員工有更多的決策責任，提供指點和建議。.Team maintenance specialist Individual who develops and maintains team harmony.團隊維持專家：開展和維持團隊協(xié)調(diào)的個人。.They boost morale, give support, provide humor, soothe h