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论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-03-11编辑:zhaotianyun点击率:7726
论文字数:2573论文编号:org201603082134122217语种:英语 English地区:中国价格:免费论文
关键词:团队合作输出模型Organisational Context
摘要:摘要:本文主要讲述了团队合作在当代组织中的有效性和作用,团队的工作方式为输入、过程和输出模型。
The composition of a team is of high importance, because members and their skills highly influence the team's success. Although, having able members does itself not success, because the members may not combine efficiently (Belbin, 1994, p. 93).
组织环境——Organisational Context
Team effectiveness is highly influenced in many ways by the organisation the team functions within. Some of these influential factors are the rewards the individuals receive as team members and employees of the organisation, the technical assistance provided to the team, the degree of organisational support to teamwork, the level of competition in the organisation and the level of environmental uncertainty (Chmiel, Unsworth, West 2000, pp. 334-335, citing Hackman, 1990, Beard and Salas, 1992).
文化环境——Cultural Context
The cultural context of each country has four dimensions:
Individualism - Collectivism is the degree that shows whether people consider themselves as individuals or team members.
Power Distance highlights the degree of formality between employees and their superiors.
Uncertainty Avoidance '' is the degree of doubtfulness about the future that can be tolerated''.
Masculinity - Femininity Dimension is about the degree of importance between achievements (masculine) and interpersonal relationships (feminine) at work.
(Chmiel, Unsworth, West 2000, pp. 334-335, citing Hofstede, 1980)
流程——Processes
Team members need to work together, communicate and make common decision in order to to fulfil their team's tasks and targets. Furthermore, they should determine the team climate and the general atmosphere of the team's working environment. These five processes convert the inputs to output, which is effectiveness:
Leadership has important influence on the team. Transformational leadership is the first of the two basic leadership types.It motivates the team members to think the team objectives, instead of their personal objectives. It is based on the inspiration of the leader. On the contrary, transactional leadership uses rewards and punishment, aalong with active and passive management by exception to change the behaviour of the team members (Chmiel, 2000, p. 337, Kozlowski and Ilgen 2006, pp. 83-84).
Communication is the key for the team's survival. The existence of a facilitator , different than the team leader and the use use of information technology influence the degree of communication between the team members (Chmiel, 2000, p. 338)
Decision Making is divided in four categories: description, identification of possible solutions, evaluation and choice of solutions and implementation of the solution (Chmiel, 2000, p. 339)
Cohesivess refers to the degree of the members' likeness for their teammates and the team itself.Strong cohesiveness leads to high team effectiveness and motivation (Chmiel, 2000, p. 341, citing Isen and Baron, 1991).
Team Climate is the way members perceive team's values and beliefs, such as procedures, practices and policies, which have the power to influence performance, productivity and innovation (Chmiel, 2000, p. 341, citing Burke and Litwin, 1992).