儿童眼屎多
Unit 6: Team Building
Team building involves more than throwing a few people together
‘Teamworking’ has infiltrated every nook and cranny within just about every organization. You can’t get away from ‘teams’ that are suppod to be able to create something that is greater than the sum of its parts. Or so the theory goes.
Yet the truth about teams is that the large majority of them do not achieve the synergies they could. For example, poor teamworking is the culprit when meetings regularly overrun, when there are frequent arguments between team members or there is an unhealthy level of competition between individuals. Other signs of unproductive teamworking are people not always completing tasks assigned to them or last minute panics to meet deadlines. More often than not, ineffective teams are the result of poor planning.
There are six measures that need to be taken before you can get the most out of a team:质量员
1……………………………….
In other words, a clear reason for the team to exist. But don’t think of goals as wish lists - they have to be achievable, yet challenging enough to motivate team members.
2………………………………
Members must be able to express their opinions freely without fear of retribution, and feel that suggestions will be taken riously. The team might also need to agree whether politically nsitive topics of discussion in meetings should be kept within the confines of the team or shared with other employees.
3…………………………………消防安全常识二十条
It is easy to think (albeit subconsciously) that a junior team member may have less to contribute than more experienced members.
This is not only demoralizing, it also makes no n - people that have nothing to contribute should not have been lected for the team in the first place. You need to ensure that every member has an opportunity to add his or her thought to discussions.
个人励志的座右铭4…………………………….
感受英语
Disagreements are natural and, in fact, debate and discussion should be encouraged. A team made up only of ‘yes men’ can make disastrous decisions that few people honestly agreed with in the first place. Conquently, there should be explicit rules on how lengthy disagreements should be tackled. For example, team meetings may not be the most appropriate place for a discussion that involves only two people, so the team could agree to certain issues being taken ‘off line’ .
5………………………….
Most high-performing teams (whether it is in the workplace, sports or even in a pub quiz) have leaders. A good leader should be able to play to individuals’ strengths and compensate for their weakness. ‘A good leader is critical,’ says Gary Spellins, Managing Director of Managed Services, Lex Service plc, which delivers a range of outsourcing solutions to the public and private ctor. ‘It should be someone who can act as a catalyst and a constant reminder of what the team needs to achieve.’ The leader mu
st, above all, be skilled in sharing responsibility and delegating work to others, coaching them to achieve tasks, and providing constructive feedback on how the tasks went.
6……………………………
Team members need to be able to e how they are doing against the objectives t at the beginning of the project.
From Accountancy magazine
CASE按摩故事>调解纠纷 Study
The new boss
Background
Business Equipment and Systems (BES), bad in Birmingham, England, lls fax machines, data projectors and slim plasma screens. Eighteen months ago, its national Sales Manager， Vanessa Bryant， moved to a nior management position. Her replac
ement， Nigel Frar，has been told to increa turnover by least10% and to create a high-performing sales team. However, since Nigel’s appointment the team has not been working effectively and morale is low. Last year’s sales were over 20% below target. The sales team has a mix of nationalities becau BES intends to enter other European markets in the near future.
学心理学的好处Problem
1. Nigel has asked for more detailed sales reports from his team and want to check their diaries every two weeks. The more experienced staff rent this.
2. To t clear objectives and improve communication, he holds more meeting. However, some staff are often late or don’t attend, and two or three people dominate the discussions.
3. When targets are not met or customers complain, staff blame each other or other departments. They never take responsibility for mistakes.
4. Becau of rivalry between individual members, they do not help each other. Some actively dislike each other.
5. The team become defensive if outsiders make helpful suggestions. They lack creativity and can’t accept criticism.
6. Nigel often prais his previous company and colleagues, while the team talk about ‘the good old days’ when Vanessa was Sales Manager.
