参考developing management skills管理技巧topic9chapter

1、Chapter 9:Building Effective Teams and Teamwork9-0Learning ObjectivesDiagnose and facilitate team developmentBuild high-performance teamsFacilitate team leadershipFoster effective team membership9-1TeamsGroups of people who are interdependent, interact with each other, and see themselves as a unique

2、 entity9-2The Team Explosion79% of Fortune 1000 companies use self-managed teams91% use employee work groupsMore than 2/3 of college students participate in teams9-3Team and PerformanceTeams can improve performance by:Cutting staffing costsReducing errorsImproving decision makingImproving employee r

3、elations9-4A Team ExampleLogistical Support for the United States Armed Services in the 1990 Persian Gulf War9-5Pagonis Team122 million meals1.3 billion gallons of fuelTanks, planes, ammunition, etc.500 new traffic signs in different languages500 tons of mail each day70,000 contracts9-6Stages of Tea

4、m DevelopmentFormingNormingStormingPerforming9-7Forming StageTo effectively manage this first stage of development:Orient members and answer questionsEstablish trustEstablish relationshipsEstablish clarity of purpose, norms, procedures, and expectations9-8Norming StageTo effectively manage this seco

5、nd stage of development:Maintain unity and cohesionFacilitate participation and empowermentShow support to team membersProvide feedback on team and team member performance9-9GroupthinkWhen the preservation of the team takes precedence over good decisions and problem solving9-10Janis Examples of Grou

6、pthinkCuban Missile CrisisBay of Pigs9-11Symptoms of GroupthinkIllusion of invulnerabilityShared stereotypesRationalizationIllusion of moralitySelf-censorshipDirect pressureMind-guardingIllusion of unanimity9-12Resolving GroupthinkCritical evaluatorsOpen discussionSubgroupsOutside expertsDevils advo

7、cateSecond-chance meetings9-13Storming StageTo effectively manage this third stage of development:Manage conflictLegitimize productive expressions of individuality Turn counter dependence into interdependenceFoster consensus-building among heterogeneous perspectives9-14Storming Stage contdIdentify a

8、n external enemy (rather than one another) as a target for competitionReinforce team commitment with recognition of team-level performanceMaintain visibility of vision and goalsHave members teach the groups values to other9-15Xerox Dissemination ProcessInsert figure 9.29-16Attributes of High Perform

9、ing TeamsPerformance esSpecific, shared purpose and visionMutual, internal accountabilityBlurring of formal distinctionsCoordinated, shared work roles9-17Attributes of High Performing TeamsInefficiency leading to efficiencyExtraordinarily high qualityCreative continuous improvementHigh credibility a

10、nd trustClarity of core competence9-18Leading TeamsTwo critical factors:Developing credibility and influenceEstablishing a motivating vision and goals9-19Developing CredibilityDemonstrating integrityBeing clear and consistentCreating positive energyUsing commonality and reciprocity9-20Developing Cre

11、dibilityManaging agreement and disagreementEncouraging and coachingSharing information9-21Team Leadership and GoalsSMART GoalsSpecificMeasurableAlignedRealisticTime-bound9-22Effects of Goals on PerformanceInsert figure 9.39-23Attributes of Everest GoalsRepresent ultimate achievementRepresent inheren

12、t value and worthFocus on opportunities, possibilities, and potentialEmphasize what individuals can give compared to what they can getInherently energizing9-24Examples of Everest GoalsFord Motor Company democratize the automobile Sony e the image of poor Japanese qualityApple one computer for every

13、person on the planetCK Prahalad help 500,000 Indians e employable within 10 years 9-25Team MembershipTeam members not only need clear goals, they needs roles to help facilitate task plishment and group cohesion9-26Task Facilitating RolesDirection givingInformation seekingInformation givingElaboratin

14、gUrgingMonitoringProcess analyzingReality testingEnforcingSummarizing9-27Relationship Building RolesSupportingHarmonizingTension RelievingConfrontingEnergizingDevelopingConsensus buildingEmpathizing9-28Blocking RolesDominatingOveranalyzingStallingRemaining passiveOver-generalizingFault-findingPremat

15、ure decision makingPresenting opinions as factsRejectingPulling rankResistingDeflecting9-29Rules for Effective FeedbackFocus on behaviorsFocus on observationsFocus on descriptionsFocus on a specific situation9-30Rules for Effective FeedbackFocus on the presentFocus on sharing ideas and informationGi

16、ve feedback that is valuable to the receiverGive feedback at an appropriate time and place9-31Management Skills for High Performing TeamsInsert figure 9.49-32Behavioral GuidelinesDiagnose the stage that your group is in to facilitate team developmentProvide structure and clarity in the forming stage, support in the norming stage, independence in the storming stage, and foster innova