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of a sports team with those of a random collection of people that meet for a 
game。 You can see immediately what needs to be done to weld people into 
a team。 
Sports team Sports club 
。 Has the right number of players for 
the game 
。 Everyone has a clearly defined role 
。 Concrete and measurable 
objectives 
。 An obvious petitor for the team 
to unite against 
。 A coach to train and improve 
players’ game 
。 Right equipment for the game 
。 Just the number of people who turn 
up 
。 Positions of players decided on the 
day 
。 Often the aims have never been 
explained and where they have; 
different people have different aims 
。 Sometimes the internal petition is 
more important than winning a game 
。 Training is ad hoc 
。 The right equipment is sometimes 
missing and not all players have the 
right equipment 
Successful teams have certain features in mon。 They all have strong 
and effective leadership; clear objectives; appropriate resources; the ability 
to municate freely throughout the organization; the authority to act 
quickly on decisions; a good balance of team members; the ability to work 
collectively; and a size appropriate to the task。 
Team types 
Teams can be made up of anything from 5 to 20 people。 Anything above 20 is 
usually too unwieldy and will take up more resources than an organization 
can afford to devote to one aspect of the business。 
Business teams 
These are a group of people tasked with managing functions and achieving 
specific results over the longer term。 In this example there are three of these; 
Figure 4。7 Groups are not the same as teams
128 The Thirty…Day MBA 
covering sales; administration and warehouse/dispatch。 So; for example; 
the sales team is expected to meet sales targets and the dispatch team to 
get goods to customers on time。 In practice; every firm will have its own 
definition of business functions。 
Project teams 
These are o。。en cross…functional; made up of people from different areas。 
These can be assembled for any period of time to look at a particular project。 
In this example we have assumed that each of these teams has been asked 
to look at how each function could be made more efficient。 The value of 
having someone from other functions in these teams is to ensure that too 
parochial a view is not taken。 
Taskforce teams 
This is a short…term body put together quickly to look at one narrow issue 
or specific problem。 For example; if you proposed changing your working 
hours a taskforce could look at the implications for everyone inside 
and outside the firm and report back。 Then a decision based on the best information; 
provided by people most affected by the change; can be made。 
Team roles 
However talented the soloists are in an organization; in the end it is orchestras 
that make enough ‘noise’ to make things happen。 But teams don’t just 
occur naturally。 The presumption that people are going to work together is 
usually a mistake。 Chaos is more likely than teamwork。 
Cultures in businesses have very different pedigrees and can pull the 
organization in very different directions。 Take one successful new internet 
business for example; where people came from financial services; retail and 
more recently technology。 The pany’s roots were in financial services。 
Their petitors were banks and brokerage firms and their employees 
had moved around the sector in search of the ultimate accolade; to bee 
a vice…president。 The focus was inwards towards ‘hierarchy and title’。 Their 
second cohort of employees came from retailing; the staff of their one…time 
expanding branch network。 For retailers the focus is outwards towards 
the customer。 Their success was measured in the market and the best salespeople 
had the greatest respect and power。 The third group; and the most 
recent; was the technologists。 For these people success was measured by 
technical expertise。 Titles were irrelevant and their main concern was for 
the pletion of the project。 Their loyalty was not to the hierarchy but to 
the principles of the project itself; and to their team。 
Pu。。ing people with disparate cultures into teams because of their particular 
professional or job skills may not be effective。 If the team is to function 
effectively; the balance of behavioural styles has to mesh too。 These are the 
Organizational Behaviour 129 
key roles identified by Meredith Belbin while a Research Fellow at Cranfield 
(belbin); which need to be taken if a team is to work effectively 
(there are other methods of categorizing team roles): 
。 Chairman/team leader。 Stable; dominant; extrovert。 Concentrates on 
objectives。 Does not originate ideas。 Focuses people on what they do 
best。 
。 Plant。 Dominant; high IQ; introvert。 A ‘ sca。。erer of seeds’ who originates 
ideas。 Misses out on detail。 Thrustful but easily offended。 
。 Resource investigator。 Stable; dominant; extrovert and sociable。 Lots 
of contacts with the outside word。 Strong on networks。 Salesperson/ 
diplomat/liaison officer。 Not an original thinker。 
。 Shaper。 Anxious; dominant; extrovert。 Emotional and impulsive。 Quick 
to challenge and to respond to a challenge。 Unites ideas; objectives and 
possibilities。 petitive。 Intolerant of woolliness and vagueness。 
。 pany worker。 Stable; controlled。 A practical organizer。 Can be 
inflexible but likely to adapt to established systems。 Not an innovator。 
。 Monitor evaluator。 High IQ; stable; introvert。 Goes in for measured 
analysis; not innovation。 Unambiguous and o。。en lacking enthusiasm。 
But solid and dependable。 
。 Team worker。 Stable; extrovert; but not really dominant。 Much concerned 
with individuals’ needs。 Builds on others’ ideas。 Cools things 
down when tempers fray。 
。 Finisher。 Anxious introvert。 Worries over what could go wrong。 Permanent 
sense of urgency。 Preoccupied with order。 Concerned with 
‘following through’。 
BUILDING AND RUNNING A TEAM 
These are the five essential elements to establishing and running effective 
teams。 
Balanced team roles 
You have to start building a team by recognizing that people are different。 
Every team member must not only have their ‘technical’ skills such as being 
an accountant or salesperson。 They must also have a valuable team role。 
Experts in team behaviour have identified the key team profiles that are 
essential if a team is to function well。 Any one person may perform more 
than one of these roles。 But if too many people are peting to perform 
one of the roles; or one or more of these roles are neglected; the team will be 
unbalanced。 They will perform in much the same way as a car does when 
a cylinder misfires。
130 The Thirty…Day MBA 
Shared vision and goal 
It is essential that the team has ownership of its own measurable and clearly 
defined goals。 This means involving the team in business planning。 It also 
means keeping the munications channels open as the business grows。 
The founding team knew clearly what they were trying to achieve and as 
they probably shared an office they shared information as they worked。 
But as the group gets larger and new people join; it will bee necessary 
to help the informal munication systems to work be。。er。 Briefing meetings; 
social events and bulletin boards are all ways to get teams together 
and keep them facing the right way。 
Have a shared language 
To be a member of a business team; people have to have a reasonable grasp 
of the language of business。 It’s not much use extolling people to improve 
return on capital employed or reduce debtor days if they have only the 
haziest notion of what those terms mean; why they ma。。er or how they can 
influence the results。 So you need to develop rounded business skills across 
all the core team members through continuous training; development and 
coaching。 
patible personalities 
While having different Belbin team profiles is important; it is equally vital 
to have a team who can get on with one another。 They have to be able to 
listen to and respect other people’s ideas and views。 They need to support 
and trust one another。 They need to be able to accept conflict as a healthy 
reality and work through it to a 

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