团队工作的秘诀：车间到行政部门的团体效能研究外文翻译.docVIP

本科毕业设计（论文） 外文翻译 外文出处 Journal of Management;1997,No.3,Vol.23:P239-290/ Team Performance Management;1998,No.8,Vol.4:P3199-330 外文作者 Cohen,Susan G;Bailey,Diane E/Samuel M. Natale and Anthony F. Libertella 原文： What makes teams work: group effectiveness research from the shop floor to the executive suite The management and academic press increasingly emphasizes the importance of teams for organizational success in the modem economy. Books and articles have been written about how to design empowered or self-directed work teams (Wellins, Byham Wilson, 1991; Orsburn, Moran, Musselwhite, Zenger, 1990), parallel learning teams (Bushe Shani, 1991), cross-functional project teams (Parker, 1994), executive teams (Nadler Ancona, 1992), and team-based organizations (Mohrman, Cohen, Mohrman, 1995). The use of teams has expanded dramatically in response to competitive challenges. For example, 82% of companies with 100 or more employees reported that they use teams (Gordon, 1992). Sixty-eight percent of Fortune 1000 companies reported that they used self-managing work teams and 91% reported that they used employee participation groups in 1993 compared to 28% and 70% respectively in 1987 (Lawler, Mohrman, Ledford, 1995). In examining data on 56,000 U.S. production workers, Capelli and Rogovsky (1994) found that one of the most common skills required by new work practices is the ability to work as a team. Academics have increasingly selected teams and team effectiveness as important areas for research in response to the increased use of teams in organizations. Hundreds of studies have been published about teams in the six years since Kenneth Bettenhausen last reviewed this literature for the Journal of Management. Team What is a team in an organizational setting? There are multiple definitions but the one we use comes from the work of