第十四章managing eam 團(tuán)隊(duì)管理

第十四章：ManagingTeam

團(tuán)隊(duì)管理在現(xiàn)在越來越復(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，我們就來學(xué)習(xí)與團(tuán)隊(duì)有關(guān)的知識(shí)。第一節(jié)：Thecontributionsofteams團(tuán)隊(duì)的貢獻(xiàn)1buildingblockfororganizationstructure.組織結(jié)構(gòu)的構(gòu)成元素2forceforproductivity.生產(chǎn)力3forceforquality.質(zhì)量的作用4forceforcostreduction.減少成本5forceforspeed.對(duì)速度的作用6forceforchange.對(duì)變化的作用7forceforinnovation.對(duì)創(chuàng)新的作用第二節(jié)：Benefitsofgroups

群體的益處Inorganizations,groupsservenumerousfunctions.Someofthesefunctionsbenefittheorganizationdirectly;othersbenefitprimarilythegroup’smembers.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。1Fortheorganization對(duì)組織1Accomplishtasksthatcouldnotbedonebyindividualsworkingalone.完成個(gè)人單獨(dú)工作不能完成的任務(wù)2Bringmultipleskillsandtalentstobearoncomplextasks.帶來能承擔(dān)復(fù)雜任務(wù)的復(fù)合技術(shù)和才能3Provideavehiclefordecisionmakingthatpermitsmultipleandconflictingviewstobeairedandconsidered.提供決策載體，讓多種和沖突的觀點(diǎn)并存4Provideanefficientmeansfororganizationalcontrolofindividualbehavior.對(duì)個(gè)人行為的組織控制提供了有效的手段。5Facilitatechangesinorganizationalpoliciesorprocedures.使組織的政策或程序改變更便利6Increaseorganizationalstabilitybytransmittingsharedbeliefsandvaluestonewmembers.通過向新成員傳輸共同信仰和價(jià)值觀增加了組織的穩(wěn)定性對(duì)個(gè)人1有助于了解組織及其環(huán)境2有助于了解自己3為獲得新技能提供幫助4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)人需要，特別是被社會(huì)認(rèn)可的需要第三節(jié)：Thenewteamenvironment新團(tuán)隊(duì)環(huán)境Aworkinggroupisacollectionofpeoplewhoworkinthesameareaorhavebeendrawntogethertoundertakeataskbutdonotnecessarilycometogetherasaunitandachievesignificantperformanceimprovements.一個(gè)工作群體是指在同一領(lǐng)域內(nèi)工作或集中在一起從事一項(xiàng)工作的人員集合，（一個(gè)群體）不需要作為一個(gè)單位并取得重要的績(jī)效提高。TeamAsmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,setofperformancegoals,andapproachforwhichtheyholdthemselvesmutuallyaccountable.團(tuán)隊(duì)：由有互補(bǔ)技能、共同目的、共同業(yè)績(jī)目標(biāo)、相互負(fù)責(zé)的少數(shù)人組成。Organizationshavebeenusinggroupsforalongtime.Butthingsaredifferenttoday.Managersrealizemorethaneverthatteamscanprovidecompetitiveadvantageandgreatlyimproveorganizationalperformance.組織使用群體有很長(zhǎng)時(shí)間了，但現(xiàn)在情況不同了，管理者比以前更加認(rèn)識(shí)到：團(tuán)隊(duì)能帶來競(jìng)爭(zhēng)優(yōu)勢(shì)，能極大提高組織績(jī)效。1Typeofteams團(tuán)隊(duì)的類型型Teamscanbedividedintofourprimarytypes.團(tuán)團(tuán)隊(duì)可以被分分為四種基本本的類型。1.1Workteams工工作團(tuán)隊(duì)WorkteamsTeamsthatmakeordothingslikemanufacture,assemble,sell,orprovideservice.工作團(tuán)隊(duì)：從從事制造、組組裝、銷售或或提供服務(wù)的的團(tuán)隊(duì)。Thesetypicallyarewell-defined,aclearpartoftheformalorganizationalstructure,andcomposedoffull-time,stablemembership.這些是被被明確定義了了的、正式組組織結(jié)構(gòu)的一一部分，由全全職穩(wěn)定的成成員組成。1.2Projectanddevelopmentteams項(xiàng)項(xiàng)目目和和開開發(fā)發(fā)團(tuán)團(tuán)隊(duì)隊(duì)ProjectanddevelopmentteamsTeamsthatworkonlong-termprojectsbutdisbandoncetheworkiscompleted.項(xiàng)目目和和開開發(fā)發(fā)團(tuán)團(tuán)隊(duì)隊(duì)：：致致力力于于長(zhǎng)長(zhǎng)期期項(xiàng)項(xiàng)目目，，一一旦旦工工作作完完成成，，就就解解散散。。1.3parallelteams平平行行團(tuán)團(tuán)隊(duì)隊(duì)ParallelteamsTeamsthatoperateseparatelyfromtheregularworkstructure,andexisttemporarily.平行行團(tuán)團(tuán)隊(duì)隊(duì)：：不不同同于于常常規(guī)規(guī)的的工工作作結(jié)結(jié)構(gòu)構(gòu)，，并并且且是是臨臨時(shí)時(shí)性性存存在在。。Membersoftencomefromdifferentunitsorjobsandareaskedtodoworkthatisnotnormallydonebythestandardstructure.Theirchargeistorecommendsolutionstospecificproblems.Theyusuallydonothaveauthoritytoact,however.成成員員經(jīng)經(jīng)常常來來自自于于不不同同的的單單位位或或崗崗位位，，做做標(biāo)標(biāo)準(zhǔn)準(zhǔn)工工作作不不常常做做的的工工作作，，他他們們用用來來對(duì)對(duì)特特殊殊問問題題提提出出解解決決方方案案。。但但他他們們經(jīng)經(jīng)常常沒沒有有權(quán)權(quán)力力。。1.4managementteams管管理理團(tuán)團(tuán)隊(duì)隊(duì)ManagementteamsTeamsthatcoordinateandprovidedirectiontothesubunitsundertheirjurisdictionandintegrateworkamongsubunits.管理理團(tuán)團(tuán)隊(duì)隊(duì)：：對(duì)對(duì)管管轄轄范范圍圍內(nèi)內(nèi)的的下下屬屬部部門門進(jìn)進(jìn)行行協(xié)協(xié)調(diào)調(diào)和和提提供供指指導(dǎo)導(dǎo)，，使使下下屬屬部部門門成成為為一一體體。。self-managedteams自自我我管管理理團(tuán)團(tuán)隊(duì)隊(duì)Figure14.1showsthedifferenttypesaccordingtohowmuchautonomytheyhave.Totheleft,teamsaremoretraditionalwithlittledecision-makingauthority,beingunderthecontrolofdirectsupervision.Totherightismoreautonomy,decision-makingpower,andself-direction.圖14.1根根據(jù)據(jù)自自主主性性的的多多少少顯顯示示團(tuán)團(tuán)隊(duì)隊(duì)不不同同的的類類型型，，左左邊邊的的團(tuán)團(tuán)隊(duì)隊(duì)更更傳傳統(tǒng)統(tǒng)，，有有較較少少的的決決策策權(quán)權(quán)，，在在直直接接監(jiān)監(jiān)督督控控制制下下。。右右邊邊的的更更有有自自主主性性，，有有決決策策權(quán)權(quán)，，自自我我指指導(dǎo)導(dǎo)。。Thetrendtodayistowardself-managedteams.今今天天的的趨趨勢(shì)勢(shì)是是向向自自我我管管理理團(tuán)團(tuán)隊(duì)隊(duì)發(fā)發(fā)展展。。Self-managedteamsAutonomousworkgroupsinwhichworkersaretrainedtodoallormostofthejobsinaunit,havenoimmediatesupervisor,andmakedecisionspreviouslymadebyfirst-linesupervisors.自我我管管理理團(tuán)團(tuán)隊(duì)隊(duì)：：自自主主工工作作群群體體，，工工人人們們被被培培訓(xùn)訓(xùn)做做單單位位內(nèi)內(nèi)所所有有的的或或大大部部分分的的工工作作，，他他們們沒沒有有直直接接的的監(jiān)監(jiān)管管者者，，以以前前由由一一線線領(lǐng)領(lǐng)導(dǎo)導(dǎo)作作出出的的決決策策由由他他們們自自己己來來作作Comparedtotraditionallymanagedteams,self-managedteamsappeartobemoreproductive,havelowercosts,providebettercustomerservice,providehigherquality,havebettersafetyrecords,andbemoresatisfyingformembers.與傳統(tǒng)管管理團(tuán)隊(duì)隊(duì)相比，，自我管管理團(tuán)隊(duì)隊(duì)顯示出出更有生生產(chǎn)力、、更低成成本、提提供更好好的顧客客服務(wù)和和更高質(zhì)質(zhì)量，并并且使團(tuán)團(tuán)隊(duì)成員員更滿意意。Traditionalworkgroupshavenomanagerialresponsibilities.Thefirst-linemanagerplans,organizes,staffs,directs,andcontrolsthem,andothergroupsprovidesupportactivitiesincludingqualitycontrolandmaintenance.傳統(tǒng)工作作群體沒沒有管理理責(zé)任。。一線（（基層））管理者者計(jì)劃、、組織、、指導(dǎo)和和控制他他們，其其他群體體提供包包括質(zhì)量量控制和和維護(hù)在在內(nèi)的支支持性活活動(dòng)。Qualitycirclesarevoluntarygroupsofpeopledrawnfromvariousproductionteamswhomakesuggestionsaboutqualitybuthavenoauthoritytomakedecisionsorexecute.質(zhì)量小小組由從從各種生生產(chǎn)團(tuán)隊(duì)隊(duì)中抽出出來的人人組成的的義務(wù)群群體，他他們對(duì)質(zhì)質(zhì)量提出出建議，，但是沒沒有決策策權(quán)和執(zhí)執(zhí)行權(quán)。。Semiautonomousworkgroupsmakedecisionsaboutmanagingandcarryingoutmajorproductionactivities,butstillgetoutsidesupportforqualitycontrolandmaintenance.半自動(dòng)動(dòng)工作群群體在管管理和執(zhí)執(zhí)行主要要的生產(chǎn)產(chǎn)活動(dòng)中中做決策策，但是是對(duì)質(zhì)量量控制和和維護(hù)仍仍需要外外面的支支持。Self-designingteamsdoallofthatandgoonestepfurther—theyalsohavecontroloverthedesignoftheteam.Theydecidethemselveswhomtohire,whomtofire,andwhattaskstheteamwillperform.自我設(shè)計(jì)計(jì)團(tuán)隊(duì)做做上面提提到的所所有事情情，并進(jìn)進(jìn)而—他他們還控控制團(tuán)隊(duì)隊(duì)的設(shè)計(jì)計(jì)。他們們自己決決定招聘聘誰，解解雇誰并并決定團(tuán)團(tuán)隊(duì)要執(zhí)執(zhí)行什么么任務(wù)。。第四節(jié)：：Howgroupsbecometeams群群體怎樣樣變成團(tuán)團(tuán)隊(duì)Groupsbecometrueteamsviabasicgroupactivities,thepassageoftime,andteamdevelopmentactivities.群體經(jīng)過過基本的的群體活活動(dòng)、時(shí)時(shí)間過程程和團(tuán)隊(duì)隊(duì)發(fā)展活活動(dòng)就可可變?yōu)檎嬲嬲膱F(tuán)團(tuán)隊(duì)。1Groupactivities群體活活動(dòng)1Forming—groupmembersattempttolaythegroundrulesforpositionsofbehaviorareacceptable.形成成：群體體成員試試圖規(guī)定定什么行行為是可可接受的的。2Storming—hostilitiesandconflictarise,andpeoplejockeyforpositionsofpowerandstatus.沖沖突：矛矛盾和沖沖突出現(xiàn)現(xiàn)，人們們?yōu)榱藱?quán)權(quán)力和地地位而斗斗爭(zhēng)。Norming—groupmembersagreeontheirsharedgoals,andnormsandcloserrelationshipsdevelop.規(guī)范：：群體成成員達(dá)成成他們共共同的目目標(biāo)、規(guī)規(guī)范和緊緊密關(guān)系系的發(fā)展展。Performing—thegroupchannelsitsenergiesintoperformingitstasks.執(zhí)執(zhí)行：群群體集中中精力執(zhí)執(zhí)行任務(wù)務(wù)。2Thepassageoftime時(shí)間過過程Akeyaspectofdevelopmentisthepassageoftime.Grouppassthroughcriticalperiods,ortimeswhentheyareparticularlyopentoformativeexperiences.發(fā)展的一一個(gè)關(guān)鍵鍵方面是是時(shí)間過過程。團(tuán)團(tuán)隊(duì)的形形成要經(jīng)經(jīng)歷一個(gè)個(gè)關(guān)鍵時(shí)時(shí)期。Thefirstsuchcriticalperiodisintheformingstage,atthefirstmeeting,whenrules,norms,androlesareestablishedthatsetlong-lastingprecedents.在形成成階段段，第第一個(gè)個(gè)重要要時(shí)期期是在在第一一次會(huì)會(huì)議上上，當(dāng)當(dāng)規(guī)則則、規(guī)規(guī)范和和角色色建立立以形形成長(zhǎng)長(zhǎng)期約約定時(shí)時(shí)。Asecondcriticalperiodisthemidwaypointbetweentheinitialmeetingandadeadline.第第二個(gè)個(gè)重要要時(shí)期期是在在中間間階段段。Adevelopmentalsequence:fromgrouptoteam發(fā)發(fā)展展步驟驟：從從群體體到團(tuán)團(tuán)隊(duì)AusefuldevelopmentalsequenceisdepictedinFigure14.2.(page447)一個(gè)有有用的的發(fā)展展步驟驟如圖圖14.2所示示第五節(jié)節(jié)：Buildingeffectiveteams建建立有有效的的團(tuán)隊(duì)隊(duì)Teameffectivenessisdefinedbythreecriteria.團(tuán)隊(duì)的的有效效性由由三個(gè)個(gè)標(biāo)準(zhǔn)準(zhǔn)來定定義。。First,theproductiveoutputoftheteammeetsorexceedsthestandardsofquantityandquality;theteam’’soutputisacceptabletothosecustomers,insideoroutsidetheorganization,whoreceivetheteam’’sproductsorservices.第一，，團(tuán)隊(duì)隊(duì)的產(chǎn)產(chǎn)出要要達(dá)到到或超超過質(zhì)質(zhì)量和和數(shù)量量標(biāo)準(zhǔn)準(zhǔn)；團(tuán)團(tuán)隊(duì)的的產(chǎn)品品要被被接受受團(tuán)隊(duì)隊(duì)的產(chǎn)產(chǎn)品或或服務(wù)務(wù)的組組織內(nèi)內(nèi)外的的顧客客所接接受。。Second,teammembersrealizesatisfactionoftheirpersonalneeds.第二，，團(tuán)隊(duì)隊(duì)成員員實(shí)現(xiàn)現(xiàn)了他他們個(gè)個(gè)人需需要的的滿足足。Third,teammembersremaincommittedtoworkingtogetheragain.第三，，團(tuán)隊(duì)隊(duì)成員員樂于于再次次一起起工作作。Aperformancefocus以以績(jī)效效為主主Thebestteamsareonesthathavebeengivenanimportantperformancechallengebymanagement,andthencometoacommonunderstandingandappreciationoftheirpurpose.最好好的團(tuán)團(tuán)隊(duì)是是那些些被管管理部部門給給予重重要的的、挑挑戰(zhàn)性性的任任務(wù)，，然后后對(duì)他他們的的目標(biāo)標(biāo)達(dá)成成一致致的理理解和和正確確評(píng)價(jià)價(jià)的團(tuán)團(tuán)隊(duì)。。Thebestteamsalsoworkhardatdevelopingacommonunderstandingofhowtheywillworktogethertoachievetheirpurpose.最好的的團(tuán)隊(duì)隊(duì)也在在他們們?cè)鯓訕右黄鹌鸸ぷ髯饕赃_(dá)達(dá)到目目標(biāo)上上取得得一致致。Theteam’’sgeneralpurposeshouldbetranslatedintospecific,measurableperformancegoals.團(tuán)隊(duì)的的一般般目標(biāo)標(biāo)應(yīng)該該是具具體的的、可可測(cè)量量的績(jī)績(jī)效目目標(biāo)。。2Motivatingteamwork激激勵(lì)合合作SocialloafingWorkinglesshardandbeinglessproductivewheninagroup.社會(huì)虛虛度：：在群群體中中個(gè)人人工作作不努努力。。生產(chǎn)產(chǎn)力下下降。。SocialfacilitationeffectWorkingharderwheninagroupthanwhenworkingalone.社會(huì)促促進(jìn)效效應(yīng)：：個(gè)人人在群群體中中工作作比單單獨(dú)工工作更更努力力。Asocialfacilitationeffectismaintained,andasocialloafingeffectcanbeavoided,whenthereisaculturethatsupportsteamwork.當(dāng)存在在一個(gè)個(gè)支持持合作作的文文化時(shí)時(shí)，社社會(huì)促促進(jìn)效效應(yīng)就就會(huì)維維持，，社會(huì)會(huì)虛度度效應(yīng)應(yīng)能夠夠避免免?！猘ndtheirtrustinyou—maybetheultimatekeytoeffectiveness.彼此負(fù)責(zé)，，而不是僅僅僅對(duì)老板板負(fù)責(zé)，是是好的合作作的重要方方面，責(zé)任任激發(fā)了相相互的承諾諾和信任，，信任你的的團(tuán)隊(duì)伙伴伴—他們也也信任你，，這可能是是有效性的的最終關(guān)鍵鍵之處。3membercontributions

成員員貢獻(xiàn)Teammembersshouldbeselectedandtrainedsotheybecomeeffectivecontributorstotheteam.團(tuán)隊(duì)成員應(yīng)應(yīng)該被挑選選并被培訓(xùn)訓(xùn)，以使他他們成為團(tuán)團(tuán)隊(duì)有效的的貢獻(xiàn)者。。Generally,theskillsrequiredbytheteamincludetechnicalorfunctionalexpertise,problem-solvinganddecision-makingskills,andinterpersonalskills.通常，團(tuán)隊(duì)隊(duì)需要的技技能包括技技術(shù)或職能能專長(zhǎng)，解解決問題和和決策的技技能，人際際交往的技技能。4Norms規(guī)規(guī)范NormsSharedbeliefsabouthowpeopleshouldthinkandbehave.規(guī)范：人們們應(yīng)該怎樣樣思考和行行為的共同同認(rèn)識(shí)。Fromtheorganization’sstandpoint,normscanbepositiveornegative.Insometeams,everyoneworkshard;inothergroups,employeesareantimanagementanddoaslittleworkaspossible.從組組織的立場(chǎng)場(chǎng)出發(fā)，規(guī)規(guī)范可以起起正面作用用或負(fù)面作作用。在一一些團(tuán)隊(duì)里里，每個(gè)人人都努力工工作，在其其他的群體體里，員工工反對(duì)管理理并盡可能能少的工作作。5Roles角角色RolesDifferentsetsofexpectationsforhowdifferentindividualsshouldbehave.角色：對(duì)不不同的個(gè)人人應(yīng)該如何何行為的不不同期望。。Twoimportantsetsofrolesmustbeperformed:taskspecialistandteammaintenancespecialist.兩個(gè)重要的的角色必須須執(zhí)行：任任務(wù)專家角角色和維持持專家角色色。TaskspecialistAnindividualwhohasmoreadvancedjob-relatedskillsandabilitiesthanothergroupmemberspossess.任務(wù)專家：：比其他的的群體成員員擁有更多多先進(jìn)的、、跟工作有有關(guān)的技能能的個(gè)人。。Theseemployeeshavemoredecision-makingresponsibilitiesandprovideinstructionsandadvice.這些員工有有更多的決決策責(zé)任，，提供指導(dǎo)導(dǎo)和建議。。TeammaintenancespecialistIndividualwhodevelopsandmaintainsteamharmony.團(tuán)隊(duì)維持專專家：發(fā)展展和維持團(tuán)團(tuán)隊(duì)協(xié)調(diào)的的個(gè)人。Theyboostmorale,givesupport,providehumor,soothehurtfeelings,andgenerallyexhibitaconcernwithmembers’well-being.他們提高士士氣，給予予支持，提提供幽默感感，安慰悲悲傷者，總總的來說顯顯示了對(duì)成成員的幸福福的關(guān)心。。6Cohesiveness凝凝集力Oneofthemostimportantpropertiesofaworkteamiscohesiveness.工工作小組的的最重要特特征之一是是凝聚力。。CohesivenessThedegreetowhichagroupisattractivetoitsmembers,membersaremotivate