team

Examples of team in the following topics:

• Leading Teams

  • The members of Bob's team think that he is a great team leader.
  • The team lead reports to a project manager (overseeing several teams).
  • The team membership may not directly report or answer to the team leader (who is very often a senior member of the organization but may or may not be a manager), but would be expected to provide support to the team leader and other team members in achieving the team's goals.
  • Therefore, an effective team leader must be both a component to the team and also a leader to manage the team's progress.
  • One cannot lead a team without knowing the purpose and goal of the team.

• The Team and the Organization

• Teams

  • Team leaders in each store and each region are also a team.
  • Teams can be both horizontal and vertical.
  • Cross-functional teams often function as self-directed teams responding to broad directives.
  • Decision-making within a team may depend on consensus, but is often led by a manager/coach/team leader.
  • The rise of self-directed teams reflects these trends.

• Cross-Functional and Self-Managed Teams

  • One of the newest organizational structures developed in the twentieth century is team.
  • In small businesses, the team structure can define the entire organization.
  • Teams can be both horizontal and vertical.
  • For example, every one of the Whole Foods Market stores, the largest natural-foods grocer in the United States developing a focused strategy, is an autonomous profit center composed of an average of 10 self-managed teams, while team leaders in each store and each region are also a team.
  • Larger bureaucratic organizations can benefit from the flexibility of teams as well.

• Organizing team meetings

  • The following issues should be discussed, agreed upon and written down before a team can be expected to perform:
  • Some practitioners suggest that efficiency teams should meet at least two to four times a month.
  • Encourage team members to do their own research and collect their own facts,
  • Remember that the point of formulating a group is to produce results (i.e. assigning teams is not a solution in itself),
  • Assign team members to question suggestions and obtain better solutions. ( Janus, Irving, ‘Groupthink', Psychology Today)

• Definition of Management

  • A manager who is in charge of developing a new product, for example, must coordinate the efforts of his team (human resources) and make sure they get the tools needed to get the job done.
  • The addition of work teams and servant leadership has changed what is expected from managers, and what managers expect from their employees.
  • In a team management arrangement the manager is a guiding hand to help the members of the team work together to solve problems but doesn't dictate policy and the entire team receives the reward of meeting those goals.

• Introduction to Putting a Team Together

  • Before putting a team together, state the company's goals.
  • Keep team sizes at a manageable level.
  • Another business displayed team achievements on giant scoreboards.
  • Maintain links between your teams and the rest of the organization.
  • Be aware and share what every team is attempting and accomplishing.

• Leadership

  • When applying these concepts for "manager" and "leader" in a team setting, one finds interesting results.
  • If there is a team leader that is perceived to be unconcerned with the team members' needs or has a personal agenda more important than the team's goals, then the leader is perceived to be more of a "manager" and becomes estranged from the team members.
  • Conversely, the team leaders who are admired and followed loyally are those who show concern for the team members as individuals with real needs, and who put "the cause" of the team above their own persona agenda.
  • Realistically, most organizations do need leaders who sometimes look at their teams with cold, analytical eyes, evaluating inefficiencies and making unpopular choices.
  • If a team leader's tasks, such as efficiency analysis, were done hand-in-hand with sincerely seeking to know team members' individual needs, then the team leader would be perceived to have a genuine desire to make the team more successful.

• What to do when efforts slow

  • Not every team project story has a happy ending.
  • Sometimes the enthusiasm and work of even the best teams can slow or falter.
  • Further problems can develop when the smug air of superiority creeps into a team or when the team refuses to consider what it feels are weird or different viewpoints from outsiders.

• Managing differences in organizations

  • These three categories of differences have a major impact on team performance because they can become the cause for multiple types of conflicts within a team.
  • When approaching tasks, different members of the team will have different behaviors based on their own set of informational, visible, and values characteristics.
  • After the appearance of conflict, team members can create a true learning environment where they can perform far beyond expectations by leveraging their differences.
  • This suggests that interaction processes within a diverse team are crucial to the integration of diverse viewpoints.
  • For example, Abramson found that organizations that had teams with high diversity and integration had the best performance" (Consequences of Feeling Dissimlar from Others in a Work Team, 2003).