1、 團(tuán)隊(duì)協(xié)作培訓(xùn)Work Teams:An Introduction 作家Michael Novak在描寫籃球隊(duì)時(shí)說，隊(duì)員們以一定的游戲方式、節(jié)拍和較高的速度運(yùn)動(dòng)著，我們不能只看到一個(gè)一個(gè)的球員，而應(yīng)看到的是整個(gè)球隊(duì)的活動(dòng)。 The author Michael Novak,in writing about basketball teams,says that they move in patterns,in rhythms and at high speed.He says dont look at one individual only,but at the team acting toge

2、ther. 培訓(xùn)目的/Learning Objectives組織中的任務(wù)團(tuán)隊(duì)特點(diǎn)/Explain the popularity of work teams in organization任務(wù)群體與任務(wù)團(tuán)隊(duì)的區(qū)別/Contrast work groups with work teams 建立高績效團(tuán)隊(duì)/High-performing work teams 內(nèi)容/Outline什么是團(tuán)隊(duì)？什么是群體？/Definition:-Work teams; Work groups公司團(tuán)隊(duì)與任務(wù)群體/Company work teams and work groups勝利團(tuán)隊(duì)特征/Characters of

3、 successful work teams演練/Exercises 任務(wù)團(tuán)隊(duì)與任務(wù)群體比較Comparing Work Teams and Work Groups (圖示1/Figure 1)任務(wù)團(tuán)隊(duì)/Work Teams 任務(wù)群體/Work Groups 集體績效 目的 信息分享Collective Performance Goal Share Information 積極的 協(xié)作 中立的有時(shí)有負(fù)作用 Positive Synergy Neutral(Sometimes Negative)個(gè)人的和共同的 責(zé)任 個(gè)人的Individual and Mutual Accountability

4、Individual 互補(bǔ)的 技巧 隨機(jī)和變化的Complementary Skills Random and Varied經(jīng)過共同努力，實(shí)現(xiàn)團(tuán)隊(duì)協(xié)作A work team generates positive synergy through a coordinated effort 北京楓華世創(chuàng)企業(yè)管理顧問 Topgains management Consulting Co.,Ltd.任務(wù)群體/Work group 群體主要是經(jīng)過信息分享、做出決策，來協(xié)助群體成員完成他本人的本職任務(wù)。A group that interacts primarily to share information

5、and to make decision that will help each group member perform within his or her area of responsibility. 任務(wù)團(tuán)隊(duì)/Work Team團(tuán)隊(duì)經(jīng)過集體的協(xié)調(diào)努力任務(wù)，進(jìn)展積極的協(xié)作A group that engages in collective work that requires joint effort and generates a positive synergy. 傳統(tǒng)管理的弊端Some Areas of Weakness Traditional Management Styles1

6、、指揮與控制/Dictatorial & Controlling2、從上而下(完全或大部分)/Top down(Completely or mostly)3、短少反響機(jī)制或無人聽/Lack of feedback mechanisms(or not listened to)4、重階層而非才干/Hierarchical,not meritocracy5、不恰當(dāng)?shù)慕忉?Inadequate explanations6、短少可度量的目的/Lack of measurable goals 7、模糊的時(shí)間限制/Vague time limits8、責(zé)任與權(quán)益不對(duì)等(或不充分)/Responsibilit

7、y,but(or inadequate)authority 團(tuán)隊(duì)與傳統(tǒng)部門相比的優(yōu)點(diǎn) Advantages:teams over traditional department1、靈敏性/Flexibility2、有助于對(duì)變化的環(huán)境做出反響Responsiveness to changing environments3、組建、開展、重新定位以及解散速度快Speed of assembly,deployment,refocusing,and disbandment4、任務(wù)稱心/Job satisfaction勝利團(tuán)隊(duì)的特點(diǎn)Characteristics of successful work tea

8、ms高效團(tuán)隊(duì)Effective Teams1、明確的目的Clear goals4、一致的Unified commitment5、良好的溝通Good communication3、互置信任Mutual trust7、高效的指點(diǎn)Effective leadership9、外部支持External support8、內(nèi)部支持Internal support6、談判技藝Negotiating skills2、相關(guān)技藝Relevant skills1、明確的目的/Clear goals 了解目的/Understand goals 置信其價(jià)值及重要性/Believe worthwhile and impo

9、rtant 2、相關(guān)技藝/Relevant skills 擁有技術(shù)技藝/Possess technical skills 擁有與他人一同任務(wù)的性格/Possess personal characteristics for working with others3、互置信任/Mutual trust 置信他人的耿直、特點(diǎn)和才干/Believe in integrity,character,and ability of others. 4、共同承當(dāng)Unified commitment 團(tuán)隊(duì)的認(rèn)同/Identify with team 為團(tuán)隊(duì)目的奉獻(xiàn)/Dedicate to teams goals

10、為實(shí)現(xiàn)團(tuán)隊(duì)目的而心甘情愿/Willingness to apply self to achieve goals 5、良好的溝通/Good communication 溝通才干口頭與非口頭/Ability to communicate(verbal and non-verbal) 反響/Feedback 6、談判技藝/Negotiating Skills 面對(duì)和處理不同情問題的才干/Ability to confront and reconcile differences7、高效的指點(diǎn)/Effective leadership 目的分類/Classify goals 提高團(tuán)隊(duì)成員的自自信心/In

11、crease members self-confidence 培育、輔導(dǎo)與指點(diǎn)者、控制者/Coach and facilitator vs director and controller 8、內(nèi)部支持/Internal support 培訓(xùn)、績效評(píng)價(jià)體系、鼓勵(lì)方案、人力資源支持/Training,evaluative performance measurement systems,incentive programs,and supportive human resource systems. 9、外部支持/External support 配備所需資源/Provision by manage

12、ment of required resources回想與問題討論Review & Discussion Question 1、如何了解團(tuán)隊(duì)協(xié)作在諸如美國、加拿大等這樣一些高度個(gè)人主義的國家中如此迅速普及？/How do you explain the increasing popularity of work teams in the countries,such as the United States and Canada,whose national cultures place a high value on individualism? 2、他寧愿單獨(dú)任務(wù)還是成為團(tuán)隊(duì)中的一員？為什

13、么？/Would you prefer to work alone or as part of a team? Why? 3、為什么在建立高績效團(tuán)隊(duì)中，信任是如此重要？Why is trust so important to developing high-performing work teams?4、組織中什么時(shí)候個(gè)人單獨(dú)行動(dòng)，能比團(tuán)隊(duì)協(xié)作獲得更好結(jié)果？/When might individuals,acting independently,outperform teams in an organization?1、分成四五人的小組/Break into teams of four or

14、five2、每個(gè)團(tuán)隊(duì)成員參與團(tuán)隊(duì)后分享他/她人的一個(gè)勝利的閱歷/Each person in the team is to share a positive experience he or she has had while participating on a team. 3、完成第二步后，每個(gè)團(tuán)隊(duì)成員分享他/她人的一個(gè)失敗的閱歷/After step 2 has completed,each person on team is to share a negative experience he or she has had while participating on a team. 4

15、、分析以下問題的回答：Team members should now analyze the shared responses.假設(shè)有的話，團(tuán)隊(duì)成員在描畫一個(gè)勝利閱歷時(shí)，他發(fā)現(xiàn)有什么共同特征？一工人失敗閱歷呢？What common characters,if any,did you see when team members described a positive experience?A negative experience?他的團(tuán)隊(duì)將從閱歷分享中獲取什么來設(shè)計(jì)團(tuán)隊(duì)？或者來提高團(tuán)隊(duì)的效率？What implications can your team draw from these shared experiences for the design of team?For making teams more effective? 團(tuán)隊(duì)建立步驟 /Stages of team development 鼓勵(lì)、委派、授權(quán)/Motivation,delegation,and emp