管理学,罗宾斯,9版,英文Robbins10.pptVIP

Five team process variables have been shown to be related to team effectiveness. An effective team has a common plan and purpose that provides direction, momentum, and commitment for team members. Members of successful teams put a lot of time and effort into discussing, shaping, and agreeing on a purpose that belongs to them both individually and as a team. Teams also need specific goals that facilitate clear communication and help teams maintain their focus on getting results. Team efficacy emerges when teams believe in themselves and in their members and believe that they can succeed. Effective teams also need some of the right kind of conflict, which actually improves team effectiveness. Task conflicts—those based on disagreements about task content—can be beneficial because they may stimulate discussion, promote critical assessment of problems and options, and lead to better team decisions. Note that relationship conflicts are almost always dysfunctional. Finally, effective teams work to minimize the tendency for social loafing, which can be avoided by making members individually and jointly accountable for the team’s purpose, goals, and approach. * A manager can shape a team’s behavior through proper selection, employee training, and rewarding the appropriate team behaviors. Member selection is key. When hiring team members, managers should check whether applicants have the technical skills required to successfully perform the job and whether they have the interpersonal skills to fulfill team roles. Some applicants may have been socialized around individual contributions and lack team skills. This could also be true of some current employees being moved into teams due to organizational restructuring. In this situation, a manager can choose not to hire the person or to hire him or her on a probationary basis and provide training. Performing well in a team involves a set of behaviors that can be learned from training specialists who conduct workshops