Team Performance
Using Katzenbach and Smith’s article as a guide, what might you do if you wanted to encourage team performance? What risks would you face in doing this, and what would you have to be careful of?
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Introduction
The team is able to identify with a precise group with members whose task is corporately responsible for accomplishing the team’s targets. This view has been supported in the work of Kim (2002, p7). A group of people who are enjoying working together will achieve high quality consequences. (Francis and Young, 1979). Individuals are not able to achieve some kinds of things that a team can, people who work in a team with high performance can use their skills and their specific knowledge to realize the team’s goals. ( Cook. S, p18) This report is focused on how to encourage team performance, and what the risk would be facing when people are encouraging team performance and what need people have to be careful of.
Main body
Katzenbach and Smith (1993, p162) define a team as a group which is composed of a small number of people, they have supplementary skills, and have responsible for achieving the team’s goals. They enjoy working together to accomplish the common objective and setting performance goals. The team stands for a series of significance that make a constructive response to encourage listening to the standpoints and give the interests to others with no doubt, to encourage and accept their interest and success. Therefore, the authentic team with high performance is hard to find. In general, capability, environment of work and incentive are three main elements which can resolve the performance. ( Stott and Walker, 1995) Katzenbach and Smith (1993, p 162) state that team performance is considered as composed of four factors—corporate acceptance and goals, performance targets, complementary knowledge and abilities, and common duty. Team performance tasks are helping to identify a series of work which results are different from the
1005
129024338
Introduction
The team is able to identify with a precise group with members whose task is corporately responsible for accomplishing the team’s targets. This view has been supported in the work of Kim (2002, p7). A group of people who are enjoying working together will achieve high quality consequences. (Francis and Young, 1979). Individuals are not able to achieve some kinds of things that a team can, people who work in a team with high performance can use their skills and their specific knowledge to realize the team’s goals. ( Cook. S, p18) This report is focused on how to encourage team performance, and what the risk would be facing when people are encouraging team performance and what need people have to be careful of.
Main body
Katzenbach and Smith (1993, p162) define a team as a group which is composed of a small number of people, they have supplementary skills, and have responsible for achieving the team’s goals. They enjoy working together to accomplish the common objective and setting performance goals. The team stands for a series of significance that make a constructive response to encourage listening to the standpoints and give the interests to others with no doubt, to encourage and accept their interest and success. Therefore, the authentic team with high performance is hard to find. In general, capability, environment of work and incentive are three main elements which can resolve the performance. ( Stott and Walker, 1995) Katzenbach and Smith (1993, p 162) state that team performance is considered as composed of four factors—corporate acceptance and goals, performance targets, complementary knowledge and abilities, and common duty. Team performance tasks are helping to identify a series of work which results are different from the