Using Katzenbach and Smith’s Article as a guide, what might you do if you wanted to improve team performance? What risks would you face in doing this and what would you have to be careful of?
Article Report 2
Using Katzenbach and Smith’s Article as a guide, what might you do if you wanted to improve team performance? What risks would you face in doing this and what would you have to be careful of?
A team is "a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” [Katzenbach and Smith, 1993]. According to Katzenbach and Smith’s article -“Building Team Performance”- there are a variety of ways to encourage team performance but there is “no guaranteed how-to recipe for building team performance” [Building Team Performance, Katzenbach and Smith, 1993].
A team need a common purpose to be able to function well and perform the necessary tasks that are required of them. “Teams develop direction, momentum, and commitment by working to shape a meaningful purpose” [Building Team Performance, Katzenbach and Smith, 1993]. This means that a team can function better when they know for what they’re working for; they can “broadly frame the company 's performance expectation” [Building Team Performance, Katzenbach and Smith, 1993]. Teams however do not just come with a common purpose on their own, higher management usually as to get involved “Management is responsible for clarifying the charter, rationale, and performance challenge for the team” [Building Team Performance, Katzenbach and Smith, 1993].
Specific Performance goals are also another important aspect towards encouraging team performance because without them a team “becomes confused, pull apart, and revert to mediocre performance” [Building Team Performance, Katzenbach and Smith, 1993].This means that when a team does not have a common purpose, they do not have performance goals either and are generally lost about what they should be working to achieve.
Spending time together with your team members either from the office or other project outside of the
Using Katzenbach and Smith’s Article as a guide, what might you do if you wanted to improve team performance? What risks would you face in doing this and what would you have to be careful of?
A team is "a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” [Katzenbach and Smith, 1993]. According to Katzenbach and Smith’s article -“Building Team Performance”- there are a variety of ways to encourage team performance but there is “no guaranteed how-to recipe for building team performance” [Building Team Performance, Katzenbach and Smith, 1993].
A team need a common purpose to be able to function well and perform the necessary tasks that are required of them. “Teams develop direction, momentum, and commitment by working to shape a meaningful purpose” [Building Team Performance, Katzenbach and Smith, 1993]. This means that a team can function better when they know for what they’re working for; they can “broadly frame the company 's performance expectation” [Building Team Performance, Katzenbach and Smith, 1993]. Teams however do not just come with a common purpose on their own, higher management usually as to get involved “Management is responsible for clarifying the charter, rationale, and performance challenge for the team” [Building Team Performance, Katzenbach and Smith, 1993].
Specific Performance goals are also another important aspect towards encouraging team performance because without them a team “becomes confused, pull apart, and revert to mediocre performance” [Building Team Performance, Katzenbach and Smith, 1993].This means that when a team does not have a common purpose, they do not have performance goals either and are generally lost about what they should be working to achieve.
Spending time together with your team members either from the office or other project outside of the
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