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Chapter11
ManagingTeamPerformance11-1Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallChapter11
ManagingTeamPerfOverviewDefinitionandImportanceofTeamsTypesofTeamsandImplicationsforPMPurposesandChallengesofTeamPMIncludingTeamPerformanceinthePMSystemRewardingTeamPerformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-2OverviewDefinitionandImportaDefinitionofTeamTwoormorepeopleInteractDynamicallyIndependentlySharecommonandvaluedGoal,Objective,orMissionCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-3DefinitionofTeamTwoormoreImportanceofTeamsIncreasedpressure,includingglobalcompetitionFlexibilityinflatterorganizationsComplexityofproductsandservicesRapidlychangingbusinessenvironmentsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-4ImportanceofTeamsIncreasedpPerformanceManagementandTeamsPMsystemsshouldtarget:IndividualperformanceIndividual’scontributiontoteamperformancePerformanceofentireteamCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-5PerformanceManagementandTeaGeneralPrinciplesofPMRelatingtoTeamsDesignandimplementbestsystempossibleConsiderdangersofpoorlyimplementedsystemCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-6GeneralPrinciplesofPMRelatManagingforImprovedTeamPerformanceDon’tlimitteamprocesseswithothertaskororganizationalrequirementsProvidegoodteamdesignandorganizationalsupportGivefeedbackonlyonprocessesthattheteammemberscancontrolCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-7ManagingforImprovedTeamPerTypesofTeamsClassifiedbyComplexityoftaskMembershipconfigurationCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-8TypesofTeamsClassifiedbyCopComplexityofTaskRangesFrom:RoutineWell-definedFewdeviationsinhowworkisdoneOutcomesareeasilyassessed-to-NonroutineNotdefinedwellNoclearspecificationsonhowtodotheworkOutcomesarelongtermanddifficulttoassessCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-9ComplexityofTaskRangesFromMembershipConfigurationIncludesLengthoftimeteamexpectstoworktogetherStabilityofteammembership
Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-10StaticDynamicMembershipConfigurationIncluTypesofTeamsBasedon
MembershipConfigurationandTaskComplexityCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-11
Dynamic
°Network
Teams
Membership
Configuration
°Project
Teams
Static
°
Workand
Service
Teams
Routine
Non-Routine
TaskComplexity
TypesofTeamsBasedon
MembeTypesofTeamsWorkorServiceTeamsProjectTeamsNetworkTeamsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-12TypesofTeamsWorkorServiceWorkorServiceTeamsIntactRoutinetasksSharesimilarskillsetsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-13WorkorServiceTeamsIntactCoProjectTeamsAssembledforspecificpurposeTasksoutsidecoreproductorserviceMembersfromdifferentfunctionalareasCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-14ProjectTeamsAssembledforspeNetworkTeamsMembershipnotconstrainedby:TimeorspaceOrganizationalboundariesTeamsmayinclude:Temporaryorfull-timeworkersCustomersVendorsConsultantsWorkisextremelynonroutineCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-15NetworkTeamsMembershipnotcoExamplesofPMApproachesbyTypeofTeamCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-16TypeofTeamTypeofPMApproachWorkandServiceTeamPeerratingsProjectteamOngoingmeasurementsNetworkTeamDevelopmentofcompetenciesExamplesofPMApproachesbyTPurposesofTeamPMTraditionalgoalsofanyPMsystemSpecifictoteamperformance:MakeallteammembersaccountableMotivateallteammemberstohaveastakeinteamperformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-17PurposesofTeamPMTraditionalChallengesofTeamPMHowdoweassessrelativeindividualcontribution?Howdowebalanceindividualandteamperformance?Howdoweidentifyindividualandteammeasuresofperformance?Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-18ChallengesofTeamPMHowdowe
SixBasicPrinciplesforDesigningaPMSystem
ThatIncludesTeamPerformanceMakesureyourteamisreallyateamMaketheinvestmenttomeasureDefinemeasurementgoalsclearlyUseamulti-methodapproachtomeasurementFocusonprocessaswellasoutcomesMeasurelong-termchangesCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-19
SixBasicPrinciplesforDesiPerformanceManagementProcess(Overview/Review)PerformanceReviewPerformanceRenewalandRecontractingPerformanceAssessmentPerformanceExecutionPerformancePlanningPrerequisitesCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-20PerformanceManagementProcessPrerequisitesKnowledgeofmissionOrganizationTeamKnowledgeofjobtobeperformedbytheteam,includingKSAsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-21PrerequisitesKnowledgeofmissPrerequisitesKSAsneededformostteams:TaskContextualCommunicationDecision-makingCollaborationTeamleadershipSelf-controlCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-22PrerequisitesKSAsneededformPerformancePlanningResultsexpectedoftheteamBehaviorsexpectedofteammembersDevelopmentalobjectivestobeachievedbyteamanditsmembersCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-23PerformancePlanningResultsexPerformancePlanningFacilitateadaptivelearningEncouragenewbehaviorsFacilitategenerativelearningProvidebestpracticesrecommendationsFacilitatetransformativelearningDeeplearningby,forexample,bringinginmembersofotherteamsintotheteamtoworktemporarilyInnovationandchangeCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-24PerformancePlanningCopyrightPerformanceExecutionTeamresponsibilitiesCommittogoalachievementSeekfeedbackfromOneanotherSupervisor
CommunicateopenlyandregularlyConductregularandrealisticpeerappraisalsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-25PerformanceExecutionTeamrespPerformanceExecutionSupervisorresponsibilitiesObserveanddocumentTeamperformanceRelativecontributionofteammembersUpdateteamonanychangesingoalsoftheorganizationProvideresourcesandreinforcementCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-26PerformanceExecutionSupervisoPerformanceAssessmentTypesofAssessmentsSelf-appraisalsPeerevaluationsSupervisorevaluationOutsiderappraisals(ifappropriate)Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-27PerformanceAssessmentTypesofPerformanceAssessmentKindsofPerformancetobeAssessedIndividualtaskperformanceIndividualcontextualperformanceTeamperformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-28PerformanceAssessmentKindsofDimensionsofTeamPerformancetoAssessEffectivenessEfficiencyLearningandgrowthTeammembersatisfactionCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-29DimensionsofTeamPerformancePerformanceReviewTwomeetingswithsupervisororreviewboardTeammeetingIndividualmeetingEmphasisonpast,present,andfutureCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-30PerformanceReviewTwomeetingsTeamMeetingDiscussoverallteamPerformanceResultsInformationcomesfrom:TeammembersOtherteams/outsidersSupervisor’sevaluationCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-31TeamMeetingDiscussoverallteIndividualMeetingDiscusshowindividualbehaviorcontributedtoteamperformanceInformationcomesfrom:Self-appraisalPeerratingsSupervisor’sevaluationCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-32IndividualMeetingDiscusshowPerformanceRenewaland
RecontractingMakeadjustmentstoperformanceplanIncludeplanforindividualperformanceasitaffectsteamfunctioningCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-33PerformanceRenewaland
ReconMakingTeam-BasedRewardsEffectiveAllemployeesshouldbeeligibleRewardsshouldbe:VisibleContingentReversibleAvoidfactorswhichcauserewardsystemstofailConsidervariablepaysystems(inadditiontoindividualbonuses)Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-34MakingTeam-BasedRewardsEffeQuickReviewDefinitionandImportanceofTeamsTypesofTeamsandImplicationsforPMPurposesandChallengesofTeamPMIncludingTeamPerformanceinthePMSystemRewardingTeamPerformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-35QuickReviewDefinitionandImpAllrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-36Allrightsreserved.NopartoChapter11
ManagingTeamPerformance11-37Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallChapter11
ManagingTeamPerfOverviewDefinitionandImportanceofTeamsTypesofTeamsandImplicationsforPMPurposesandChallengesofTeamPMIncludingTeamPerformanceinthePMSystemRewardingTeamPerformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-38OverviewDefinitionandImportaDefinitionofTeamTwoormorepeopleInteractDynamicallyIndependentlySharecommonandvaluedGoal,Objective,orMissionCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-39DefinitionofTeamTwoormoreImportanceofTeamsIncreasedpressure,includingglobalcompetitionFlexibilityinflatterorganizationsComplexityofproductsandservicesRapidlychangingbusinessenvironmentsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-40ImportanceofTeamsIncreasedpPerformanceManagementandTeamsPMsystemsshouldtarget:IndividualperformanceIndividual’scontributiontoteamperformancePerformanceofentireteamCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-41PerformanceManagementandTeaGeneralPrinciplesofPMRelatingtoTeamsDesignandimplementbestsystempossibleConsiderdangersofpoorlyimplementedsystemCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-42GeneralPrinciplesofPMRelatManagingforImprovedTeamPerformanceDon’tlimitteamprocesseswithothertaskororganizationalrequirementsProvidegoodteamdesignandorganizationalsupportGivefeedbackonlyonprocessesthattheteammemberscancontrolCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-43ManagingforImprovedTeamPerTypesofTeamsClassifiedbyComplexityoftaskMembershipconfigurationCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-44TypesofTeamsClassifiedbyCopComplexityofTaskRangesFrom:RoutineWell-definedFewdeviationsinhowworkisdoneOutcomesareeasilyassessed-to-NonroutineNotdefinedwellNoclearspecificationsonhowtodotheworkOutcomesarelongtermanddifficulttoassessCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-45ComplexityofTaskRangesFromMembershipConfigurationIncludesLengthoftimeteamexpectstoworktogetherStabilityofteammembership
Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-46StaticDynamicMembershipConfigurationIncluTypesofTeamsBasedon
MembershipConfigurationandTaskComplexityCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-47
Dynamic
°Network
Teams
Membership
Configuration
°Project
Teams
Static
°
Workand
Service
Teams
Routine
Non-Routine
TaskComplexity
TypesofTeamsBasedon
MembeTypesofTeamsWorkorServiceTeamsProjectTeamsNetworkTeamsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-48TypesofTeamsWorkorServiceWorkorServiceTeamsIntactRoutinetasksSharesimilarskillsetsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-49WorkorServiceTeamsIntactCoProjectTeamsAssembledforspecificpurposeTasksoutsidecoreproductorserviceMembersfromdifferentfunctionalareasCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-50ProjectTeamsAssembledforspeNetworkTeamsMembershipnotconstrainedby:TimeorspaceOrganizationalboundariesTeamsmayinclude:Temporaryorfull-timeworkersCustomersVendorsConsultantsWorkisextremelynonroutineCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-51NetworkTeamsMembershipnotcoExamplesofPMApproachesbyTypeofTeamCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-52TypeofTeamTypeofPMApproachWorkandServiceTeamPeerratingsProjectteamOngoingmeasurementsNetworkTeamDevelopmentofcompetenciesExamplesofPMApproachesbyTPurposesofTeamPMTraditionalgoalsofanyPMsystemSpecifictoteamperformance:MakeallteammembersaccountableMotivateallteammemberstohaveastakeinteamperformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-53PurposesofTeamPMTraditionalChallengesofTeamPMHowdoweassessrelativeindividualcontribution?Howdowebalanceindividualandteamperformance?Howdoweidentifyindividualandteammeasuresofperformance?Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-54ChallengesofTeamPMHowdowe
SixBasicPrinciplesforDesigningaPMSystem
ThatIncludesTeamPerformanceMakesureyourteamisreallyateamMaketheinvestmenttomeasureDefinemeasurementgoalsclearlyUseamulti-methodapproachtomeasurementFocusonprocessaswellasoutcomesMeasurelong-termchangesCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-55
SixBasicPrinciplesforDesiPerformanceManagementProcess(Overview/Review)PerformanceReviewPerformanceRenewalandRecontractingPerformanceAssessmentPerformanceExecutionPerformancePlanningPrerequisitesCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-56PerformanceManagementProcessPrerequisitesKnowledgeofmissionOrganizationTeamKnowledgeofjobtobeperformedbytheteam,includingKSAsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-57PrerequisitesKnowledgeofmissPrerequisitesKSAsneededformostteams:TaskContextualCommunicationDecision-makingCollaborationTeamleadershipSelf-controlCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-58PrerequisitesKSAsneededformPerformancePlanningResultsexpectedoftheteamBehaviorsexpectedofteammembersDevelopmentalobjectivestobeachievedbyteamanditsmembersCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-59PerformancePlanningResultsexPerformancePlanningFacilitateadaptivelearningEncouragenewbehaviorsFacilitategenerativelearningProvidebestpracticesrecommendationsFacilitatetransformativelearningDeeplearningby,forexample,bringinginmembersofotherteamsintotheteamtoworktemporarilyInnovationandchangeCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-60PerformancePlanningCopyrightPerformanceExecutionTeamresponsibilitiesCommittogoalachievementSeekfeedbackfromOneanotherSupervisor
CommunicateopenlyandregularlyConductregularandrealisticpeerappraisalsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-61PerformanceExecutionTeamrespPerformanceExecutionSupervisorresponsibilitiesObserveanddocumentTeamperformanceRelativecontributionofteammembersUpdateteamonanychangesingoalsoftheorganizationProvideresourcesandreinforcementCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-62PerformanceExecutionSupervisoPerformanceAssessmentTypesofAssessmentsSelf-appraisalsPeerevaluationsSupervisorevaluationOutsiderappraisals(ifappropriate)Copyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-63PerformanceAssessmentTypesofPerformanceAssessmentKindsofPerformancetobeAssessedIndividualtaskperformanceIndividualcontextualperformanceTeamperformanceCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-64PerformanceAssessmentKindsofDimensionsofTeamPerformancetoAssessEffectivenessEfficiencyLearningandgrowthTeammembersatisfactionCopyright©2013PearsonEducation,Inc.publishingasPrenticeHal11-65DimensionsofTeamPerformancePerformanceReviewTwomeetingswithsupervisororreviewboardTeammeetingIndividualmeetingEmphas
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