Building a High Performance Team
International Information Technology University | Building a high performance team | Software Project Management |
Turtemir Kamila IS0906
03.12.2012
|
Introduction
When a sports team is working well together, it can feel like magic. We 've all experienced it, either as a team member or as a fan. Fortunately, you do not have to be Michael Jordan or Johan Cruyff to have the skills you need to build and lead high performing teams in your organization.
In order to understand the competencies needed to build and lead high performance teams, it is helpful to first define a team. Here is a simple but effective description from The Wisdom of Teams (Harvard Business School Press, 1993.)
"A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable."
You can have the best tools, most productive processes and the biggest bank account, but none of this will produce results unless you have people.
Using this definition, we can outline three important competencies for the effective team builder and leader. * Promoting understanding of why a group of people need to be a team. The team needs to understand its shared goals and what each team member brings to the team that is relevant and crucial to its overall successes. * Ensuring the team has adequate knowledge to accomplish its task. This includes information relevant to the team 's goals and individual job competencies. * Facilitating effective interaction in such as way as to ensure good problem solving, decision making and coordination of effort.
Topic description
An effective work team is a group of engaged individuals. In “The Toyota Way,” Jeffrey Liker tells us, “The center of TPS (Toyota Production System) is people. A common phrase heard around Toyota is 'Before we build cars, we build people. '”
You can have the best tools, most productive processes and the
Turtemir Kamila IS0906
03.12.2012
|
Introduction
When a sports team is working well together, it can feel like magic. We 've all experienced it, either as a team member or as a fan. Fortunately, you do not have to be Michael Jordan or Johan Cruyff to have the skills you need to build and lead high performing teams in your organization.
In order to understand the competencies needed to build and lead high performance teams, it is helpful to first define a team. Here is a simple but effective description from The Wisdom of Teams (Harvard Business School Press, 1993.)
"A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable."
You can have the best tools, most productive processes and the biggest bank account, but none of this will produce results unless you have people.
Using this definition, we can outline three important competencies for the effective team builder and leader. * Promoting understanding of why a group of people need to be a team. The team needs to understand its shared goals and what each team member brings to the team that is relevant and crucial to its overall successes. * Ensuring the team has adequate knowledge to accomplish its task. This includes information relevant to the team 's goals and individual job competencies. * Facilitating effective interaction in such as way as to ensure good problem solving, decision making and coordination of effort.
Topic description
An effective work team is a group of engaged individuals. In “The Toyota Way,” Jeffrey Liker tells us, “The center of TPS (Toyota Production System) is people. A common phrase heard around Toyota is 'Before we build cars, we build people. '”
You can have the best tools, most productive processes and the
Bibliography: of literature sources The Performance Factor: Unlocking the Secrets of Teamwork, a Triaxia publication. http://www.di.net/articles/process-to-build-high-performance-teams/ http://www.inc.com/resources/leadership/articles/20070101/musselwhite.html