Team Performance Management
Опубликовано на портале: 01-10-2003Melissa 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: 03-10-2003Michael 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: 03-10-2003Charles 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: 09-01-2003Gary 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.
Teams that listen and teams that do not: exploring the role of gender in group responsiveness to negative feedback [статья]
Опубликовано на портале: 03-10-2003Leonard 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: 03-10-2003Sandy 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.