团队管理持续性关注文献翻译.docx
- 文档编号:9652278
- 上传时间:2023-02-05
- 格式:DOCX
- 页数:10
- 大小:23.93KB
团队管理持续性关注文献翻译.docx
《团队管理持续性关注文献翻译.docx》由会员分享,可在线阅读,更多相关《团队管理持续性关注文献翻译.docx(10页珍藏版)》请在冰豆网上搜索。
团队管理持续性关注文献翻译
本科毕业设计(论文)
外文翻译
原文:
Teammanagement:
developingconcerns
Introduction:
benefitsofateammanagementapproach.Thispaperhasbeenwrittenwithinaparadigmthatholdsteamworkasfundamentaltocontinuouscorporateimprovement.Unfortunately,muchdiscussionofteamworkis,ingeneral,baseduponstudiesconductedwithintheprivatesector.Tofillthisgap,wewilldiscussboththecharacteristicsandbenefitsofteammanagementonanorganization-widebasis,aswellasexaminestepsthatacompanycantaketosupportateammanagementapproachthroughouttheorganization.
Indoingso,wehopetoarticulatethefollowing:
thebestteamskills;thecharacteristicsofaneffectiveteam;thebesttypeofteamplayer;thereasonsteamsfail;thereasonsteamssucceed;thecomponentsofaneffectiveteam.Asameansofintroduction,wewillfirstdiscusssomeofthemoretangiblebenefitsofteammanagement.Fortheorganization,perhapsthesinglegreatestbenefitofadoptingasystemofteammanagementcanbeunderstoodintermsoftheincreasedpotentialthatisbestowedupontheteam-memberbecauseofhisorheraffiliationwiththeteam.Membershipofateamnotonlychangesbutactuallyenhancesbothanemployee’sday-to-dayworkactivitiesandtheendresultofthoseefforts.Anemployee’spotential,i.e.theextenttowhichheorshecanperformhigh-quality,meaningfulworkisthusextended.
Descriptionsofthenatureoftheteamcannotbecompletewithoutsomedescriptionoftheorganizationbehindtheteam.Whileteammanagementpracticesandtheresponsibilityoftheorganization’sleadershiptotheteamarethefocusofthenextsection,thetangiblenatureoftheorganizationthatsupportstheteamwillbediscussedhere.Inshort,inorderforanorganizationtodemonstrateitsupportsthefundamentalsofteammanagement,itmustremovesymbolsofhierarchyandthereforestatus,includingreservedparking,executivebathrooms,timecards.Theseelementsrepresentbasicseparationsbetweenmanagementandstaff.Iftheyareavisibleandpronouncedaspectoftheorganization,managementisgoingtohavedifficultyinsimultaneouslyexpressingequalandhonestrespectforindividualteammembers,tosaynothingoftheeliminationofthepossibilityofanyparticipatorymanagementstrategies.
Effectiveteammanagement
Ifteammanagementistobefosteredandemployeesaretoshiftparadigms,theorganization’sleadershipmustleadthewaybyalteringitsownassumptionsandbehaviorstoembodythefollowingvalues:
(1)Thebasicfoundationofanorganizationisitspeople,andthebasicunitofchangeisitspeople.
(2)Given
(1),decisionmakinginahealthyorganizationisbestdelegatedtothesourcesofinformationratherthanbeingmadeafunctionofasetroleinarigidhierarchy.
(3)Thesubunitsofanorganizationtendtomanagetheiraffairsintermsofpredeterminedgoals.Controlsaresetintermsofproductionmeasurement,nothumanrelations.Humanrelationsmustthereforebeputattheforefrontofthecorporateagenda.
(4)Peoplesupportwhattheyhelpcreate.Ideally,individualstobeaffectedbychangeshouldbegivenanopportunitytoparticipateintheplanningandimplementationofthatchange(Beckhard,1992).
Trustisacriticalcomponentoftheentireteamconcept.First,managementtrustindividualteammembersinordertostepbackanddelegateresponsibility.Thistrustdevelopsoveralongperiodoftimeandthroughaprocessoftrialanderror.Inorderforarealandgenuinetrusttoemergebetweenteammembersandmanagement,organizationleadersmustlearntofunctioninatrainingandfacilitatingcapacityaswell.Eachpersoninanyteambeginswithadifferentunderstandingofwhatconstitutestrust,howitcanbeassessedandwhentogiveoneselfovertoaprocesswhichisbiggerthantheindividual.Oncetrustisunderstoodbytheindividualteammembersandthenestablishednotonlybetweenteamleadersandteammembers,butalsoamongstthemembersthemselves,taskdelegationcanbemadewithconfidenceandfaith.Inshort,teammanagersandorganizationleadersmusthonestlyassesstheabilitiesandskilllevelsoftheirteammembersanddividetheworkaccordingly.Eachpersonisdifferentfromtheotherandeachmustbeempoweredtoachievequalitysothatallwillfeeltheyarecontributingtotheteaminaconstructiveandfairmanner.
Giventheimportanceoftrust,itfollowsthatthekeytosuccessinanorganizationthatespousesteammanagementistheempowermentofemployees.Trustremainsastaticconceptifemployeesarenotcountedupontocompletethetaskstheyaregiven.Theindividualwhoisempoweredachievesgreaterlevelsofqualityandsubsequentlyenjoyshigherlevelsofsuccess.Tasksmustthereforebedelegatedandteammembersmustbeallowedtomakedecisionsindependently.Notonlywillthisallowteammemberstohonetheirskills,itwillalsoprovidethemwithasenseofownershipandthereforeasenseofimportancetotheteamasawhole.Ateammemberwhoknowsheorsheisinfactvaluedandneededisfarlesslikelytofailtheteamortheorganization.Naturally,inorderforteammemberskillstodeveloptopointwheretheycanbetrusted,allowingemployeestoachieveempowerment,theorganization’sleadersmustimplementatrainingprogrambywhichthoseskillscanbeacquired.However,trainingteammembersinvolvesamulti-layeredsystemofeducationwhichextendsbeyondthesimpletransmissionofskills.Atminimum,employeetrainingshouldbeontwolevels:
skill-basedtrainingwhichstrivestomakeemployeescross-functionalsothatteammemberscansupportoneanother;andcommunicationtraining.Whileitisundeniablycrucialthatteammembersareunderstoodintermsoftheirindividualskills,itisalsoessentialthatteammemberspossesstheskillsnotonlytoaccomplishtheirowntasksbutalso,ifnecessary,toassistotherteammembersinthecompletionoftheirtasks.Thesecondlevelofteammembertraining,communicationtraining,isperhapsthecornerstoneuponwhichthesuccessorfailureofateamisbuilt.Asnoted,teammanagementis,atbottom,aradicaldeparturefromarigidhierarchicalmanagement.Communicationwithintheteam,theverydynamicwhichoccursamongstteammembersaswellasbetweenteammembersandteamleaders,mustalsorepresentadeparturefromparadigmsofcontrolled,linearhierarchies.Instead,ateamleadermustinstillwhatParkercalls“opencommunication”.
“Opencommunication”ischaracterizedbygoodteam-memberlisteningskills,civildisagreements,andconsensusdecisions(Parker,1996,p.33).Organizationleadersmusttrainteam-memberstoenjoythesetalentsandcommunicateinanevenandfairmannerthatplacestheinputofallunderstudiedandseriousconsideration(Parker,1996,p.138).Ourstudy’srespondentsregularlyreflectedonthecostandmonitoringofteamtraining.Inarecentarticle,ArrobaandWedgewood-Oppenheim(1995)describedthistypeofcommunicationaslacking“centripetalforce”,anelementtheyassertiscommontoorganizationteamcommunication.Afterconductingastudyofteamcommunicationexperiencedby66servicedirectorsand38centraldirectors,ArrobaandWedgewood-Oppenheimobservedthefollowing:
a“forceoperatinginthegroupwhichdrawsthecentraldirectorstowardthehubtotheexclusionoftheservicedirectors”.ArrobaandWedgewood-Oppenheimdescribethisunseenforceas“centripetal”becauseitpullscommunicationtowardsthecentral,management-orientedcomponentsofteamsandorganizations,andawayfromtheconcernsoftheservicedirectors.
Consequently,thefocusofdiscussion“reflect[s]theconcernsofthecentraldepartments”attheexpenseofstaffneedtherebybroadcastingthemessagethatcertainconcerns,opinions,andbeliefsfaroutweighothers.Wearebacktoaclassic,hierarchicalmanagement.Theinterviewprocessdiscussed,andteammanagementpracticesingeneral,cannotallowa“centripetalforce”todominatecommunication.Instead,organizationleadersmustfacilitatedemocraticdialoguethatinvolvestheinsightsofall.
Thelastcomponentofeffectiveteammanagementtobediscussed(appropriately)istherewardsystemthatleadershipincludeaspartoftheirteammanagementstrategy.Teammanagementstrategiesthatincorporatearewardsystemthatrecognizesgoalachievementthroughteamworkarehighlyeffectiveincentives.
Suchrewardsshouldnotonlyrecognizetheteam’saccomplishment,theyalsotelltheparticularemployeethatthegoalwouldnotinfacthavebeenachievedwithouthisorherspecificcontributions.AsLundy(1994)writes,alongside“sharedvision”mustbe“sharedcredit”whenthatvisionis,infact,realized.
Companiesimplementingteamworkapproachesmustdesignplansthatrewardemployeesandencourageworkerstoparticipateenthusiasticallyinteamprojects.Managementmustsetgroupgoalsthatarelinkedtothecorporatestrategicplan,developaperformancemeasurementsystemanddetermineallocationandpaymentmethods(Musselwhite,1988,p.63).Therespondentsinourleadershipcohortremainedsingularlyuneasyaboutdeliveryofincentivesandrewards.Theyreportedalmostuniversalconflict(89percentofrespondents)abouttheirconcernsthatboththeindividualandtheteamleaderssupportedteamcanbeimplementedwitheffectiveleadershipsupportingandenergizingit.Whenaskedwhichprecisepersonalityaspectsdoesoneseekwhenchoosingleadershiptosupportaparadigmshiftfromindividualtoteam,187outof200respondentsindicated:
respectandhonesty,opennesstonewideas.Teammanagementprovideanenvironmentwherethesequalitiescanbeusedtotheirfullest.Teammanagementrequiresthatorganizationleadersr
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 团队 管理 持续性 关注 文献 翻译