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Teams and Teamwork for the 21st Century.

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Introduction

Teams and Teamwork for the 21st Century Introduction In 21st century, many organizations are tend to be decentralized, team and teamwork are become popular terms in management circles, in today's environment, teams promise to be a cornerstone of progressive management for the foreseeable future. A lot of cases show that more and more organization trying to narrow job titles and encourage employees working together to become a effective and efficiently team. According to management expert Peter Drucker, tomorrow's organizations will be flatter, information based, and organized around teams. (Kreitner & Kinicki, 2001) According to Katzenbach & Smith (1999, p.214), a work group become a team when 1. Leadership becomes a shared activity. 2. Accountability shifts from strictly individual to both individual and collective. 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity 5. Effectiveness is measured by the group's collective outcomes and products A group of people working together become a team is required team member have sufficient knowledge, experience, ability to contribute in a team, leadership, top-management support, interpersonal communication skills, and so on. ...read more.

Middle

Cohesiveness includes members' socio-emotional and instrumental cohesiveness. Socio-emotional cohesiveness is individuals derive emotional satisfaction from group participation, and instrumental cohesiveness is when members think them should working because they believe they could not achieve the group's goal by acting separately. An effective team should balance the socio-emotional and instrumental cohesiveness. Virtual team Today technology allows peoples being a member of work team by using Internet, email, video and audio equipment to working together, whether you from different locations, different organization even different time zone. Virtual teams are base on tasks, the benefits of virtual team is include flexible, timing saving for travel, and so on, but some argue is virtual team member lack face-to-face communication, this can cause reduce the team effectiveness because both members are lack trust communication and accountability with others. Virtual team can not replace the tradition factors that includes: top-management support, effective leadership, and well designed time schedules. Self-managed teams Self-managed teams should be prepared to undergo revolutionary changes in management philosophy, structure, staffing and training practices and reward systems. ...read more.

Conclusion

Irwin McGraw-Hill, Singapore pp.106, 109 Katzenbach, J, R & Smith, D, K, The Wisdom Of Teams: Creating the High-Performance Organization (New York: HarperBusiness, 1999). P. 214 Kohn, A, "How to Succeed without Even Vying," Psychology Today, Sep. 1996, pp.27-28 Mcfarlin, D, (2001), The Leading Edge: Corporate culture can drive, hinder success, Dayton Business Journal, February 5, 2001 available online: http://www.dayton.bcentral.com/dayton/stories/2001/02/05/smallb3.html Schlenker, B, R, Weigold, M, F & Hallam, J, R, (1990), "Self-Serving Attributions in Social Context: Effects of Self-Esteem and Social Pressure," Journal of Personality and Social Psychology, May 1990, pp 855-63 Stein, J, A, Newcomb, M, D & Bentler, P, M, 1990, "The Relative Influence on Vocational Behavior and Family Involvement on Self-Esteem" Longitudinal Analysis of Young Adult Woman and Man," Journal of Vocational Behavior, June 1990, pp.320-38 Raudsepp, E, (1985), "Are You Properly Assertive?" Supervision, June 1992, pp17-18, Wheelan, S, A, Murphy, D, Tsumura, E, & Kline, S, F, "Member Perceptions of Internal Group Dynamic & Productivity," Small Group Research, June, 1998, pp.371-93 V Gecas, "The self-concept," Annual Review of Sociology, eds R H Turner and J F Short, Jr (Palo Alto, CA: Annual Reviews Inc., 1982), vol.8 p 3. ...read more.

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