团 队 合 作

Work Teams:An Introduction

讲师 /lecture ： Alan N.Date

作家 Michael Novak 在描写篮球队时说，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。

The author Michael Novak,in writing about basketball teams,says that they move in patterns,in rhythms and at high speed.He says don’t look at one individual only,but at the team acting together.

培训目标 /Learning Objectives 组织中的工作团队特点 /Explain the popularity of wo

rk teams in organization

工作群体与工作团队的区别 /Contrast work groups with work teams

建立高绩效团队 /High-performing work teams

内容 /Outline 什么是团队？什么是群体？ /Definition:-Work teams; Wor

k groups 公司团队与工作群体 /Company work teams and work grou

ps 成功团队特征 /Characters of successful work teams

演练 /Exercises

工作团队与工作群体比较Comparing Work Teams and Work Gro

ups

( 图示 1/Figure 1)工作团队 /Work Teams 工作群体 /Work Groups 集体绩效 目标 信息分享Collective Performance Goal Share Information 积极的 协作 中立的（有时有负作用） Positive Synergy Neutral(Sometimes Negative)个人的和共同的 责任 个人的Individual and Mutual Accountability Individual 互补的 技巧 随机和变化的Complementary Skills Random and Varied

通过共同努力，实现团队协作A work team generates positive synergy thr

ough 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司Beijing Topgains management Consulting Co.,Ltd.Beijing Topgains management Consulting Co.,Ltd.

工作群体 /Work group

群体主要是通过信息分享、做出决策，来帮助群体成员完成他自己的本职工作。

A group that interacts primarily to share information and to make decision that will help each group member perform within his or her area of responsibility.

工作团队 /Work Team

团队通过集体的协调努力工作，进行积极的协作

A group that engages in collective work that requires joint effort and generates a positive synergy.

传统管理的弊端Some Areas of Weakness

——Traditional Management Styles

1 、指挥与控制 /Dictatorial & Controlling2 、从上而下 ( 完全或大部分 )/Top down(Completely or

mostly)3 、缺少反馈机制（或无人听） /Lack of feedback mecha

nisms(or not listened to)4 、重阶层而非能力 /Hierarchical,not meritocracy

5 、不恰当的解释 /Inadequate explanations6 、缺少可度量的目标 /Lack of measurable goals 7 、模糊的时间限制 /Vague time limits8 、责任与权利不对等 ( 或不充分 )/Responsibility,but(or inadequate)authority

团队与传统部门相比的优点 Advantages:teams over traditional de

partment

1 、灵活性 /Flexibility2 、有助于对变化的环境做出反应 Respon

siveness to changing environments3 、组建、发展、重新定位以及解散速

度快 Speed of assembly,deployment,refocusing,and disbandment

4 、工作满意 /Job satisfaction

成功团队的特点Characteristics of successful work teams

高效团队Effective Teams

高效团队Effective Teams

1 、明确的目标Clear goals

4 、统一的Unified commitment

5 、良好的沟通

Good communication

3 、相互信任

Mutual trust

7 、高效的领导

Effective leadership

9 、外部支持

External support

8 、内部支持

Internal support6 、谈判技能

Negotiating skills

2 、相关技能

Relevant skills

1 、明确的目标 /Clear goals

—— 理解目标 /Understand goals

—— 相信其价值及重要性 /Believe worthwhile and important

2 、相关技能 /Relevant skills ——拥有技术技能 /Possess technical sk

ills

——拥有与别人一起工作的性格 /Possess personal characteristics for working with others

3 、相互信任 /Mutual trust

—— 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 Unified commitment —— 团队的认同 /Identify with team ——为团队目标奉献 /Dedicate to te

am’s goals ——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 /Good communication

——沟通能力（口头与非口头） /Ability to communicate(verbal and non-verbal)

—— 反馈 /Feedback

6 、谈判技能 /Negotiating Skills

——面对和解决不同情问题的能力/Ability to confront and reconcile differences

7 、高效的领导 /Effective leadership

—— 目标分类 /Classify goals

——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 /Coach and facilitator vs director and controller

8 、内部支持 /Internal support

—— 培训、绩效评估体系、激励方案、人力资源支持 /Training,evaluative performance measurement systems,incentive programs,and supportive human resource systems.

9 、外部支持 /External support

——配备所需资源 /Provision by management of required resources

回顾与问题讨论Review & Discussion Question

1 、如何理解团队合作在诸如美国、加拿大等这样一些高度个人主义的国家中如此迅速普及？ /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 、你宁愿单独工作还是成为团队中的一员？为什么？ /Would you prefer to work alone

or as part of a team? Why?

3 、为什么在建设高绩效团队中，信任是如此重要？ 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，能比团队合作取得更好结果？ /When might individuals,acting independently,outperform teams in an organization?

1 、分成四 ~五人的小组 /Break into teams of four or five

2 、每个团队成员加入团队后分享他 /她人的一个成功的经验 /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 /她人的一个失败的经验 /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 、分析以下问题的回答：Team members should now analyze the sha

red responses.

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？一工人失败经验呢？

What common characters,if any,did you see when team members described a positive experience?A negative experience?

你的团队将从经验分享中获取什么来设计团队？或者来提高团队的效率？

What implications can your team draw from these shared experiences for the design of team?For making teams more effective?

团队建设步骤 /Stages of team development 激励、委派、授权 /Motivation,d

elegation,and empowerment团队类型 /Types of work teams

经理如何在团队中建立信任 /How managers can build trust among team members

组织如何创造良好的团队成员 /How organizations can create good team members players.

经理如何激励团队 /How manager

s can re-invigorate teams 团队与全面质量管理 /Teams and

TQM

谢谢大家！——Thanks！