0736-团队合作.ppt

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1、 团 队 合 作Work Teams:An Introduction讲师讲师/lecturelecture：Alan N.DateAlan N.Date 作家作家Michael NovakMichael Novak在在描写篮球队时说，队描写篮球队时说，队员们以一定的游戏形式、节奏和较高的速度运员们以一定的游戏形式、节奏和较高的速度运动着，我们不能只看到一个一个的球员，而应动着，我们不能只看到一个一个的球员，而应看到的是整个球队的活动。看到的是整个球队的活动。The author Michael Novak,in writing The author Michael Novak,in writi

2、ng about basketball teams,says that they about basketball teams,says that they move in patterns,in rhythms and at high move in patterns,in rhythms and at high speed.He says dont look at one speed.He says dont look at one individual only,but at the team acting individual only,but at the team acting t

3、ogether.together.培训目标培训目标/Learning ObjectivesLearning Objectivesl组织中的工作团队特点组织中的工作团队特点/Explain the popularity of Explain the popularity of work teams in organizationwork teams in organizationl工作群体与工作团队的区别工作群体与工作团队的区别/Contrast work groups with Contrast work groups with work teamswork teams l建立高绩效团队建立高

4、绩效团队/High-performing work teamsHigh-performing work teams 内容内容/OutlineOutlinel什么是团队？什么是群体？什么是团队？什么是群体？/Definition:-Work Definition:-Work teams;Work groupsteams;Work groupsl公司团队与工作群体公司团队与工作群体/Company work teams and work Company work teams and work groupsgroupsl成功团队特征成功团队特征/Characters of successful wo

5、rk teamsCharacters of successful work teamsl演练演练/ExercisesExercises 工作团队与工作群体比较工作团队与工作群体比较Comparing Work Teams and Work GroupsComparing Work Teams and Work Groups (图示图示1/1/Figure 1Figure 1)工作团队工作团队/Work Teams Work Teams 工作群体工作群体/Work GroupsWork Groups 集体绩效集体绩效 目标目标 信息分享信息分享Collective Performance Goa

6、l Share InformationCollective Performance Goal Share Information 积极的积极的 协作协作 中立的（有时有负作用）中立的（有时有负作用）Positive Positive Synergy Neutral(Sometimes Negative)Synergy Neutral(Sometimes Negative)个人的和共同的个人的和共同的 责任责任 个人的个人的Individual and Mutual Accountability IndividualIndividual and Mutual Accountability Ind

7、ividual 互补的互补的 技巧技巧 随机和变化的随机和变化的Complementary Skills Random and VariedComplementary Skills Random and Varied通过共同努力，实现团队协作通过共同努力，实现团队协作A work team generates positive synergy A work team generates positive synergy through a coordinated effortthrough a coordinated effort 北京枫华世创企业管理顾问有限公司北京枫华世创企业管理顾问有限公

8、司BeijingBeijing Topgains Topgains management Consulting Co.,Ltd.management Consulting Co.,Ltd.工作群体工作群体/Work groupWork group v群群体体主主要要是是通通过过信信息息分分享享、做做出出决决策策，来来帮帮助群体成员完成他自己的本职工作。助群体成员完成他自己的本职工作。vA A group group that that interacts interacts primarily primarily to to share share information informatio

9、n and and to to make make decision decision that that will will help help each each group group member member perform perform within within his his or or her her area area of of responsibility.responsibility.工作团队工作团队/Work TeamWork Teamv团队通过集体的协调努力工作，进行积极的团队通过集体的协调努力工作，进行积极的协作协作vA group that engages

10、in collective A group that engages in collective work that requires joint effort and work that requires joint effort and generates a positive synergy.generates a positive synergy.传统管理的弊端传统管理的弊端Some Areas of Weakness Some Areas of Weakness Traditional Management StylesTraditional Management Styles1 1

11、、指挥与控制、指挥与控制/Dictatorial&ControllingDictatorial&Controlling2 2、从上而下从上而下(完全或大部分完全或大部分)/)/Top Top down(Completely or mostly)down(Completely or mostly)3 3、缺少反馈机制（或无人听）缺少反馈机制（或无人听）/Lack of Lack of feedback mechanisms(or not listened to)feedback mechanisms(or not listened to)4 4、重重阶层而非能力阶层而非能力/Hierarchic

12、al,not Hierarchical,not meritocracymeritocracy5 5、不恰当的解释、不恰当的解释/Inadequate explanationsInadequate explanations6 6、缺少可度量的目标缺少可度量的目标/Lack of measurable goals Lack of measurable goals 7 7、模糊的时间限制模糊的时间限制/Vague time limitsVague time limits8 8、责任与权利不对等责任与权利不对等(或不充分或不充分)/)/Responsibility,but(or inadequate)

13、authorityResponsibility,but(or inadequate)authority 团队与传统部门相比的优点团队与传统部门相比的优点 Advantages:teams over traditional Advantages:teams over traditional departmentdepartmentv1 1、灵活性灵活性/FlexibilityFlexibilityv2 2、有助于对变化的环境做出反应有助于对变化的环境做出反应Responsiveness to changing environmentsResponsiveness to changing envi

14、ronmentsv3 3、组建、发展、重新定位以及解散速度组建、发展、重新定位以及解散速度快快Speed of assembly,deployment,refocusing,and Speed of assembly,deployment,refocusing,and disbandmentdisbandmentv4 4、工作满意工作满意/Job satisfactionJob satisfaction成功团队的特点成功团队的特点Characteristics of successful work teamsCharacteristics of successful work teams高效团

15、队Effective Teams1、明确的目标Clear goals4、统一的Unified commitment5、良好的沟通Good communication3、相互信任Mutual trust7、高效的领导Effective leadership9、外部支持External support8、内部支持Internal support6、谈判技能Negotiating skills2、相关技能Relevant skills1、明确的目标、明确的目标/Clear goals 理解目标理解目标/Understand goals 相相 信信 其其 价价 值值 及及 重重 要要 性性/Belie

16、ve worthwhile and important 2、相关技能、相关技能/Relevant skills 拥有技术技能拥有技术技能/Possess technical skills 拥有与别人一起工作的性格拥有与别人一起工作的性格/Possess personal characteristics for working with others3、相互信任、相互信任/Mutual trust 相信别人的正直、特点和能力相信别人的正直、特点和能力/Believe in integrity,character,and ability of others.4、共同承担、共同承担Unified c

17、ommitment 团队的认同团队的认同/Identify with team 为团队目标奉献为团队目标奉献/Dedicate to teams goals 为实现团队目标而心甘情愿为实现团队目标而心甘情愿/Willingness to apply self to achieve goals 5、良好的沟通、良好的沟通/Good communication 沟通能力（口头与非口头）沟通能力（口头与非口头）/Ability to communicate(verbal and non-verbal)反馈反馈/Feedback 6、谈判技能、谈判技能/Negotiating Skills 面对和解决

18、不同情问题的能力面对和解决不同情问题的能力/Ability to confront and reconcile differences7、高效的领导、高效的领导/Effective leadership 目标分类目标分类/Classify goals 提高团队成员的自信心提高团队成员的自信心/Increase members self-confidence 培养、辅导与指导者、控制者培养、辅导与指导者、控制者/Coach and facilitator vs director and controller 8、内部支持、内部支持/Internal support 培训、绩效评估体系、激励方案、

19、培训、绩效评估体系、激励方案、人力资源支持人力资源支持/Training,evaluative performance measurement systems,incentive programs,and supportive human resource systems.9、外部支持、外部支持/External support 配备所需资源配备所需资源/Provision by management of required resources回顾与问题讨论回顾与问题讨论Review&Discussion Question 1、如何理解团队合作在诸如美国、加拿大、如何理解团队合作在诸如美国、加

20、拿大等这样一些高度个人主义的国家中如此等这样一些高度个人主义的国家中如此迅速普及？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、你宁愿单独工作还是成为团队中的一员、你宁愿单独工作还是成为团队中的一员？为什么？为什么？/Would you prefer to work alone or

21、 as part of a team?Why?3、为什么在建设高绩效团队中，信任是如、为什么在建设高绩效团队中，信任是如此重要？此重要？Why is trust so important to developing high-performing work teams?4、组织中什么时候个人单独行动，能比团、组织中什么时候个人单独行动，能比团队合作取得更好结果？队合作取得更好结果？/When might individuals,acting independently,outperform teams in an organization?1、分成四、分成四五人的小组五人的小组/Break i

22、nto teams of four or five2、每个团队成员加入团队后分享他每个团队成员加入团队后分享他/她人的一个她人的一个成功的经验成功的经验/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，每个团队成员分享他、完成第二步后，每个团队成员分享他/她人的她人的一个失败的经验一个失败的经验/After step 2 has completed,each person on team is to share a

23、 negative experience he or she has had while participating on a team.4、分析以下问题的回答：、分析以下问题的回答：Team members should now analyze the shared responses.v如果有的话，团队成员在描述一个成功如果有的话，团队成员在描述一个成功经验时，你发现有什么共同特征？一工经验时，你发现有什么共同特征？一工人失败经验呢？人失败经验呢？vWhat common characters,if any,did you see when team members described a

24、 positive experience?A negative experience?v你你的的团团队队将将从从经经验验分分享享中中获获取取什什么么来来设设计团队？或者来提高团队的效率？计团队？或者来提高团队的效率？vWhat implications can your team draw from these shared experiences for the design of team?For making teams more effective?v 团队建设步骤团队建设步骤 /Stages of team developmentStages of team developmentv

25、 激励、委派、授权激励、委派、授权/Motivation,delegation,and Motivation,delegation,and empowermentempowermentv团队类型团队类型/Types of work teamsTypes of work teams v经理如何在团队中建立信任经理如何在团队中建立信任/How How managers can build trust among managers can build trust among team membersteam membersv组织如何创造良好的团队成员组织如何创造良好的团队成员/How How organizations can create good organizations can create good team members players.team members players.v经理如何激励团队经理如何激励团队/How managers How managers can re-invigorate teams can re-invigorate teams v 团队与全面质量管理团队与全面质量管理/Teams and Teams and TQMTQM谢谢大家！谢谢大家！ThanksThanks！