High Performance Team
High-Performance Team
Felix E. Rivera
MGT/331
Carol Jones
September 12th 2005
Abstract
This paper will explain how a group within an organization becomes a high-performance team. It will also examine the impact of demographic characteristics and cultural diversity on group behavior. The paper will try to describe how demographic characteristics and cultural diversity contribute to, or detract from high-performance teams.
Introduction
There are a number of elements that are necessary for the creation of any team. These include: two or more individuals, a common team goal, and the necessary resources of time, materials, space, and perhaps money needed to accomplish and then sustain the goal. High Performance teams learn and demonstrate behaviors that are not exhibited by most teams. In most organizations teams are formed to either make decisions or implement decisions. High Performance Teams are expected to both decide how change is to occur, and implementing the change. High Performance Teams need to take this dual role into consideration and choose both individuals who are thought to be leaders and influencers in the organization and individuals who have varied backgrounds and experience. While High Performance Teams can be implemented to achieve any significant business purpose, they are most often formed to achieve dramatic improvements within the processes. However, High Performance Teams need to take into consideration the effects demographics, and cultural diversity will have on the overall success of the team.
From Group to High Performance Team
Three key characteristics of High Performance Team building involve trust, respect, and support. Support involves actively keeping an eye on the other team members and demonstrating a willingness to help each other out when help is needed. High Performance teams are always conscious of quality and strive
Felix E. Rivera
MGT/331
Carol Jones
September 12th 2005
Abstract
This paper will explain how a group within an organization becomes a high-performance team. It will also examine the impact of demographic characteristics and cultural diversity on group behavior. The paper will try to describe how demographic characteristics and cultural diversity contribute to, or detract from high-performance teams.
Introduction
There are a number of elements that are necessary for the creation of any team. These include: two or more individuals, a common team goal, and the necessary resources of time, materials, space, and perhaps money needed to accomplish and then sustain the goal. High Performance teams learn and demonstrate behaviors that are not exhibited by most teams. In most organizations teams are formed to either make decisions or implement decisions. High Performance Teams are expected to both decide how change is to occur, and implementing the change. High Performance Teams need to take this dual role into consideration and choose both individuals who are thought to be leaders and influencers in the organization and individuals who have varied backgrounds and experience. While High Performance Teams can be implemented to achieve any significant business purpose, they are most often formed to achieve dramatic improvements within the processes. However, High Performance Teams need to take into consideration the effects demographics, and cultural diversity will have on the overall success of the team.
From Group to High Performance Team
Three key characteristics of High Performance Team building involve trust, respect, and support. Support involves actively keeping an eye on the other team members and demonstrating a willingness to help each other out when help is needed. High Performance teams are always conscious of quality and strive
References: Special Forces, (2005) Microsoft® Encarta® Online Encyclopedia The U.S. Bureau of Labor Statistics, (2005) L 'Allier, James J. Ph.D. & Kolosh, Kenneth (June, 2005) Cox, Taylor (1994) University of Michigan Bruhn, John (1996) Pennsylvania State University