High-Performance Teams
Abstract
The purpose of this paper is to explain how a group can become a high-performance team. The purpose is also to examine the impact of demographic characteristics and cultural diversity on group behavior. This paper will illustrate how demographic characteristics and cultural diversity contribute to or detract from high-performance teams.
High-Performance Teams A high-level of performance makes up the basis for groups and teams today. High-performance is a major focus for many organizations since group and teams have become more common among organizations. High-performance teams are teams that get together for a specific and important task. For a group to become a high-performance team, the team needs to be able to use their collective skills and behaviors to become an efficient model working towards a common goal. Demographics, and cultural diversity greatly influence how a group becomes a high-performance team. Demographic characteristics and cultural diversity can have an impact on group behavior, while contributing or detracting from high-performance teams. There is one major difference between a group and a team: accountability. Group members are accountable to each other, but each member is individually held responsible for their own performance. In a team, all members share accountability as a unit. "A team is a small group of people with complementary skills who work actively together to achieve a common purpose for which they hold themselves collectively accountable" (Schermerhorn, Hunt, and Osborn, 2005). It is important for everyone that is a part of a high performance team to have the same purpose and goals. If the teammates have different goals or motives then it can make it difficult for the team to be effective. Everyone who is participating with the team should trust or learn to trust each other. The collection of ideas, knowledge, and experience of different individuals is better than that of only one person. From
The purpose of this paper is to explain how a group can become a high-performance team. The purpose is also to examine the impact of demographic characteristics and cultural diversity on group behavior. This paper will illustrate how demographic characteristics and cultural diversity contribute to or detract from high-performance teams.
High-Performance Teams A high-level of performance makes up the basis for groups and teams today. High-performance is a major focus for many organizations since group and teams have become more common among organizations. High-performance teams are teams that get together for a specific and important task. For a group to become a high-performance team, the team needs to be able to use their collective skills and behaviors to become an efficient model working towards a common goal. Demographics, and cultural diversity greatly influence how a group becomes a high-performance team. Demographic characteristics and cultural diversity can have an impact on group behavior, while contributing or detracting from high-performance teams. There is one major difference between a group and a team: accountability. Group members are accountable to each other, but each member is individually held responsible for their own performance. In a team, all members share accountability as a unit. "A team is a small group of people with complementary skills who work actively together to achieve a common purpose for which they hold themselves collectively accountable" (Schermerhorn, Hunt, and Osborn, 2005). It is important for everyone that is a part of a high performance team to have the same purpose and goals. If the teammates have different goals or motives then it can make it difficult for the team to be effective. Everyone who is participating with the team should trust or learn to trust each other. The collection of ideas, knowledge, and experience of different individuals is better than that of only one person. From
References: Aghazadeh, S. (2004). Managing workforce diversity as an essential resource for improving organizational performance. International Journal of Productivity and Performance Management Vol 53, Iss 5/6. Retrieved April 25, 2006 from ProQuest Australian Government. (2005). Workplace Diversity 's Practitioner 's Handbook. Retrieved April 26, 2006 from http://www.apsc.gov.au/publications98/practicehandbook.htm Park, Craig. (Nov 1, 2005) Building High-Performance Teams -- Taking a Collaborative Approach to Profitability. In Systems Contractor News, p98. Retrieved April 26, 2006, from InfoTrac OneFile via Thomson Gale http://find.galegroup.com/itx/infomark.do?&contentSet=IAC- Saji, B. (2004). Cross Cultural Management, Vol 11, Iss 4; Pg 40. Retrieved April 25, 2006 from ProQuest Database Schermerhorn, J.R., Hunt, J. G., & Osborn, R. N. (2005). Organizational Behavior. [University of Phoenix Custom Edition e-text]. Retrieved April 26, 2006, from University of Phoenix, Resource, MGT 331—Website:https://ecampus.phoenix. edu/content/eBookLibrary/content (1,158 Word Count)