Soc/110 Teamwork, Collaboration, and Conflict Resolution - Teams in the 21st Century
SOC/110 TEAMWORK, COLLABORATION, AND CONFLICT RESOLUTION WEEK 1 - TOPIC 1: TEAMS IN THE 21ST CENTURY
Relevance of Teams -
Many of us have seen that "Nobody's Perfect - But A Team Can Be" and we have seen a team produce a quality and quantity of work far higher than the sum of what the separate members could have produced on their own. The success of any Endeavour hinges on the behavior, talents, balance and cohesion of this management team. There are two main points when it comes to relevance of teams, the first is the recognition that human strengths usually bring countervailing weaknesses and the second is that some combinations of these roles have a greater probability of team success than others.
Advantages of Teams -
1) Those closest to the work know best how to perform and improve their jobs.
2) Most employees want to feel that they "own" their jobs and are making meaningful contributions to the effectiveness of their organizations.
3) Teams provide possibilities for empowerment that are not available to individual employees.
4) Teams tend to be more successful in implementing complex plans.
5) Teams develop more creative solutions to difficult problems.
6) Teams build commitment and support for new ideas among staff and community members.
7) Teams become part of the learning process of professionals in schools.
Team Structure –
Structure of the team decide that variables that relate to how teams should be staffed. These variables are as follows –
1) Ability of members – A big part of team’s performance depends upon the knowledge, skills, and its abilities of individual members. To perform effectively, a team requires three types of skills, namely, technical expertise, problem solving or decision making skills, and interpersonal skills.
2) Personality – Teams that rate higher in mean levels of extraversion, agreeableness, conscientiousness, openness to experience, and emotional stability tend to receive higher managerial ratings for
Relevance of Teams -
Many of us have seen that "Nobody's Perfect - But A Team Can Be" and we have seen a team produce a quality and quantity of work far higher than the sum of what the separate members could have produced on their own. The success of any Endeavour hinges on the behavior, talents, balance and cohesion of this management team. There are two main points when it comes to relevance of teams, the first is the recognition that human strengths usually bring countervailing weaknesses and the second is that some combinations of these roles have a greater probability of team success than others.
Advantages of Teams -
1) Those closest to the work know best how to perform and improve their jobs.
2) Most employees want to feel that they "own" their jobs and are making meaningful contributions to the effectiveness of their organizations.
3) Teams provide possibilities for empowerment that are not available to individual employees.
4) Teams tend to be more successful in implementing complex plans.
5) Teams develop more creative solutions to difficult problems.
6) Teams build commitment and support for new ideas among staff and community members.
7) Teams become part of the learning process of professionals in schools.
Team Structure –
Structure of the team decide that variables that relate to how teams should be staffed. These variables are as follows –
1) Ability of members – A big part of team’s performance depends upon the knowledge, skills, and its abilities of individual members. To perform effectively, a team requires three types of skills, namely, technical expertise, problem solving or decision making skills, and interpersonal skills.
2) Personality – Teams that rate higher in mean levels of extraversion, agreeableness, conscientiousness, openness to experience, and emotional stability tend to receive higher managerial ratings for
References: “Strategies for developing an effective team”. Available: http://erc.msh.org/quality/ittools/ittipstm.cfm. Last accessed 25 June, 2009. “The Teal Trust: Team Process”. Available: http://www.teal.org.uk/et/teampro.htm. Last accessed 25 June, 2009. Pietri Mosley (2001). “Group Development and Team Building”. Referenced 25 June, 2009: from www.swlearning.com/professional/professional.html