Team Performance Management
Опубликовано на портале: 01-10-2003
Melissa Horner
Team Performance Management.
1997.
Vol. 3.
No. 4.
P. 270-287.
Organizations have changed over the past several decades with regard to the structuring
of work methods and processes. Moving away from the traditional hierarchical design,
most organizations are developing flatter, leaner structures that support a more
empowered, team-based workforce. The nature of leadership has also changed significantly
over time. Building on the body of work that has been done to understand leadership,
the current paper explores the various theories of leadership and how these theories
have changed over time. Starting with a review of work done on leadership, the trends
and changes over time are discussed. In addition, characteristics of successful leaders
are identified. Given current developments in organizations, a call for change is
presented in the context of teams and team leadership. A modified view of leadership
is proposed that may be more appropriate in team-based structures.
On teams and teambuilding [статья]
Опубликовано на портале: 03-10-2003
Michael F. Kipp, Mary Ann Kipp
Team Performance Management.
2000.
Vol. 6.
No. 7/8.
P. 138.
In this article, the authors discuss the characteristics and dynamics of effective
teams. They consider the factors influencing interpersonal interactions within a
team and consequently propose that there is a variety of strategies which may be
employed in any teambuilding initiative. The authors suggest a number of key points
which they consider to be vital to any intervention to improve team effectiveness.
Опубликовано на портале: 03-10-2003
Charles Margerison
Team Performance Management.
2001.
Vol. 7.
No. 7.
P. 117-122.
Suggests there is misplaced overemphasis on individual competence levels and not
enough attention paid to team competency. Feels that individual competencies need
to be seen in the context of what a team requires to perform well. Presents nine
major team competency factors and a resulting team model, from which a team can assess
its objectives, priorities, time management allocations and performance assessment.
Teams in Teleland: working effectively in geographically dispersed teams in the Asia
Pacific [статья]
Опубликовано на портале: 09-01-2003
Gary Fontaine
Team Performance Management.
2002.
No. 5-6.
P. 122-133.
In the Asia Pacific, along with the rest of the world, there has been a rapid expansion
in the use of geographically dispersed teams playing pivotal organizational and interorganizational
roles. Yet our understanding of the conditions nurturing the task effectiveness of
those teams is still embryonic. This article examines conceptual issues associated
with the impact of culture, geography and technology in those teams in the Asia Pacific.
It identifies the pivotal role played by "a sense of presence" (the feeling of "being
there" with team members in different places and often different times) in both the
effectiveness of, and satisfaction in, the use of such teams. Current research designed
to explore these issues in teams in business and education in the region is described.
Опубликовано на портале: 03-10-2003
Leonard Karakowsky, Diane Miller
Team Performance Management.
2002.
Vol. 8.
No. 7.
P. 146 -156.
Life research has considered how work team characteristics influence reactions to
negetive feedback. When feedback indicates that the group`s strategy is inadequate,
how members respond to such feedback can determine the team`s ultimate success or
failure. The aim of this theory paper is to identify central sources of influence
on group responsiveness to negetive feedback in a mixed-gender context. Drawing upon
sociological and psychological perspectives, we offer a framework that considers
how men and womenrespond to negative feedback in work teams settings.
The impact of team leader performance on team member satisfaction: the
subordinate's
perspective [статья]
Опубликовано на портале: 03-10-2003
Sandy Jeanquart Miles, Glynn Mangold
Team Performance Management.
2002.
Vol. 8.
No. 5/6.
P. 113 -- 121 .
The focus of this paper was twofold: to examine critical team leader behaviors (as
perceived by the subordinate) that result in team member satisfaction; and to determine
if there is a significant difference between the perceptions of team leaders and
team members regarding the level of team satisfaction and factors that predict team
leader performance. Results indicate that team member satisfaction was influenced
by: the extent to which communication within the group was open; and the team leaders'
performance. Team leader performance was influenced by the team members' satisfaction
with their leaders' ability to resolve conflicts and the teams' openness in communication.
Team members' and leaders' perceptions did not differ significantly regarding open
communication in the group, however, team members assessed their leaders' performance
less favorably than the team leaders assessed themselves and were less satisfied
with the team leaders' ability to resolve conflicts.
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