试论团队建设与团队文化

文章阐述了团队建设与团队文化的内涵以及二者之间的相互关系,指出团队文化贯穿于团队建设的始终,好的团队建设能够形成好的团队文化,而好的团队文化能够提高团队绩效,促进团队目标的达成。团队建设和团队文化建设不能照搬西方模式,应当尊重本国和本地区的传统文化,并注意结合企业自身实际。     

团队互动中的团队凝聚力实践探究

团队互动中的团队凝聚力是团队竞争力和创新力形成的重要基础,同时也是管理团队的关键性内容,团队凝聚力严重影响着团队的工作效率。随着时代的发展,科技创新、创造经济效益等都和团队的凝聚力息息相关。但是团队凝聚力是一个复杂的、系统的概念,凝聚力主要发挥在组织、团队中,团队凝聚力还受到多种因素的影响,对团队凝聚力深入探究可加强团队凝聚力,为团队发展奠定基础。文章主要分析了团队凝聚力的意义、影响团队凝聚力的因素以及在团队互动中加强团队凝聚力的策略,以供参考。     

团队 协作

一滴水要想不干涸的惟一办法就是融人大海，一个员工要想生存的惟一选择就是融入团队。一个一名优秀的员工要能自觉地找到自己在团队中的位置，自觉地服从团队运作的需要，把团队的成功看作是发挥个人才能的目标。一个自以为是、好出风头的孤单英雄，离开了团队他终将一事无成。     

团队冲突与团队创造力关系研究

团队创造力不只是以简单的个体创造力来整合的,也是以技能的交叉、共享、整合和知识为重要手段,为各成员创造了基于问题情境的良好互动空间,进而发挥出更大的组合优势和知识协同效应,促使团队能够实现个体单独实现不了的创造效能。本文首先对团队冲突进行了研究,接着探讨了不同种类的团队冲突对团队创造力的影响,最后从团队持续时间和团队规模的角度分析了团队冲突对团队创造力产生的影响。     

超越团队建设，打造成熟团队

如何通过工作团队建设，使其成员的共同努力能够产生积极协同作用，使其团队的绩效水平远大于个体成员绩效的总和，实现1＋1〉2，也许，我们需要一种新的思维方式。团队是一种为了实现某种目标而由相互协作的个体组成的工作群体。具体而言，即是一群人以任务为中心，互相合作，每个人都把个人的智慧、能力和力量贡献给自己正在从事的工作。     

团队归核

民营企业要想做大，首先要解决好做强、做精、做细的问题。二十年来中国民营企业的飞速发展靠的是一个改革开放的大好时机；但真正的经营管理意识还很欠缺，特别是在如何提高自己的核心竞争力上还不够稳定，没认识到盲目地扩大摊子对于企业的长远发展有害无益。在知识经济的今天，只靠政策和机会只不过是客观条件，主观上讲企业很难利用有限的资金，深入所有的业务领域，掌控各项技术的关键环节，很难在所有的业务领域都达到顶尖水平。     

团队领导风格与团队有效性关系初探

本文介绍了国内外变革型领导与交易型领导两种领导风格的研究成果,概括了领导风格对团队作用的中介变量,列举了团队有效性影响因素研究的两个重要理论模型,以期为进一步研究团队领导风格与团队有效性关系提供借鉴。     

团队领导风格与团队有效性关系初探

本文介绍了国内外变革型领导与交易型领导两种领导风格的研究成果,概括了领导风格对团队作用的中介变量,列举了团队有效性影响因素研究的两个重要理论模型,以期为进一步研究团队领导风格与团队有效性关系提供借鉴。     

团队管理篇——团队管理的差异化方案

本篇主要从四个方面来谈谈团队管理的问题．以求管中窥豹．引起思考。现实情况下，要想提高团队绩效．我们必须分清团队的特点，根据不同的团队的不同的特点实施差异化的管理方式。大家常说，集体利益高于个人利益。但面对市场．我们应该反向思考一下．没有个人利益成全，怎么提高绩效？怎么实现集体利益的最大化？与团队成员进行有效地沟通，形成共识，将集体目标和个人目标进行分解实施，寻求既成全个人利益又实现集体利益的办法势在必行。同时，团队管理方式也在随着市场环境的变化提出了更高的要求。适时而变，创新是必然的选择。     

The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups. We also investigate emergent states (e.g., trust, respect, cohesiveness; Marks et al. 2001; Acad Manag Rev 26: 530–547) as mediating the effects of the conflict types and dimensions on group outcomes (productivity and viability). All three types of conflict decreased positive emergent states in groups and this led to a decrease in group viability (the ability of a team to retain its members through their satisfaction and willingness to continue working together; Balkundi and Harrison 2006; Acad Manag J 49: 49–68). This effect was alleviated by resolution efficacy (the belief that the conflict can be easily resolved) regarding process conflict, but could be exacerbated by any negative emotion associated with relationship conflict. Norms that encouraged task conflict also increased positive emergent states within groups, which marginally and positively influenced group performance.     

Teams developing business ideas: how member characteristics and conflict affect member-rated team effectiveness

Team researchers have found that the diversity to effectiveness ratings are mediated by team conflict. Using a sample of 73 teams developing their business ideas, I found direct effects of diversity and conflict on member-rated team effectiveness. Here, I explain how the circumstances under which these teams operate can lead to these findings. For these teams, task conflict was found to relate negatively to member-rated team effectiveness. This finding contrasts with research on organizational teams, where task conflict usually relates positively to team effectiveness ratings. I also found that both diversity and average member experience influence member-rated effectiveness. These findings imply that diversity, conflict, and ratings of team effectiveness may differ for teams developing business ideas as compared to organizational teams. Thus, findings from organizational team research should be applied with caution to teams developing business ideas and possibly to new venture teams in general.     

The Effects of Personal and Group Level Factors on the Outcomes of Simulated Auditor and Client Teams

The way that auditor and client teams develop team resources that they can later use in negotiating with their counterparts is a critical but unexplored issue in auditing research. This study examines several important issues that may affect the development of these team resources. Specifically, it uses interacting groups to evaluate the dynamic interplay between personal and perceived group level factors in determining individual team members' satisfaction with the team's solution, and the development of perceptions of team atmosphere.First, a model of the intra-person and intra-team decision processes is introduced. This model posits that individuals' personalities and hierarchical levels influence their choice of conflict style, the development of their perceptions of the team's atmosphere, and ultimately their satisfaction with the solution reached by the team. Conflict style also is posited to affect perceptions of the team's atmosphere and solution satisfaction. We then test the model using structural equation modeling. We also examine the development of consensus within the teams. Students working on their MBA and MS in Business and Accounting at two AACSB-accredited universities participated in this study. The results provide dramatic evidence of the influence of the factors of interest on the resources that each team brings to the ultimate negotiation with its counterpart team.     

团队任务冲突与关系冲突转化机制——团队氛围的调节作用

团队中不同类型冲突之间作用机制的关系,日益成为组织管理领域的重要问题.本文引入团队氛围作为调节变量,对团队任务冲突对关系冲突影响的边界条件进行了探索.实证研究结果表明,团队氛围能对任务冲突与关系冲突的正相关关系产生负向调节作用,从而减弱任务冲突对关系冲突的负向影响.通过促进和谐的团队氛围,能够使团队在任务冲突存在的前提下形成有效的团队合作.团队经理应尽量避免任务冲突向关系冲突转化,促使团队中的任务冲突发挥促进信息交流和团队学习的作用,从而促进团队绩效的提升.     

高管团队价值观、团队氛围对冲突的影响

文章实证分析了高管团队成员的社会价值观和团队氛围对冲突的影响。结果表明,高管团队的绩效观和集体主义观与任务冲突有正向联系,集体主义观异质性和绩效观异质性抑制任务冲突,利己权力观异质性引起任务冲突。研究发现高管团队开放性和信任构成的团队氛围与任务冲突有正向联系,总经理的集体主义导向与任务冲突正相关。研究没有发现价值观与关系冲突联系的直接证据,关系冲突更可能与情绪因素相联系。     

Goals,Conflict, Politics,and Performance of Cross-Functional Sourcing Teams—Results from a Social Team Experiment

Strategic sourcing is carried out in cross-functional teams to account for the complexity and multidimensionality of modern procurement decisions. However, such teams not only enable the integration of distinct interdependent skill sets and viewpoints, they are also characterized by functional goal misalignment. We focus on the resulting behavioral challenges, namely conflict and politics, and their effects on team satisfaction and rationality, which ultimately leads to observed outcomes. We test our hypotheses in a structural equation model based on data gathered from 468 participants in a social team experiment. We find a mediated effect of goal misalignment on political behavior via two types of team conflict. Political behavior, in turn, obstructs rational team sourcing decisions and reduces team members’ satisfaction with the process. Our study indicates that behavioral challenges in the framework of Organizational Buying Behavior not only co-occur but affect each other via mediation. Hence, managers need to closely monitor the escalation chains’ origin, task conflict, which constitutes a necessary condition for further emotional dissent and political biasing. We contribute to the understanding of the challenges in cross-functional sourcing teams, thereby providing advice to executives in their pursuit to rationalize and improve sourcing team decisions and their outcomes.     

Electronic Meetings and Intense Group Conflict: Effects of a Policy-Modeling Performance Support System and an Audio Communication Support System on Satisfaction and Agreement

Ad-hoc decision teams were used to examine the effects of an electronic meeting system (EMS) on group satisfaction and agreement. The decision task provoked intense conflict of values. The EMS had two core features - a policy-modeling group performance support system (incorporating structured decision methods and computer-supported cognitive feedback using Multi-Attribute Utility Analysis and Social Judgment Analysis), and an audio-based group communication support system (allowed dispersed members to communicate by voice). Policy groups reached higher agreement than conventional decision-making groups, apparently due primarily to the structure for cognitive-conflict tasks that was imposed on group discussion rather than computer-supported cognitive feedback displays. Audio groups were more satisfied with the conflict process than face-to-face groups. Decision agreement was equivalent across the two media. These audio effects for a highly equivocal task represent a further challenge to media richness theory.     

Team deep-level diversity,relationship conflict,and team members' affective reactions: A cross-level investigation

Drawing from recent advances in the study of deep-level diversity in work teams and the similarity–attraction paradigm, this study examines the ways in which diversity in personality characteristics and preference for teamwork among team members influences the relationship between relationship conflict and subsequent team member affective reactions. Using a longitudinal, multilevel sample of 53 teams (260 respondents), results reveal that similarity or homogeneity in agreeableness, conscientiousness, and emotional stability weakens the negative influence of relationship conflict on team member affective reactions, while heterogeneity in extraversion and preference for teamwork also weakens these relationships. A discussion of theoretical and practical implications follows.     

冲突、社会资本与科研团队人才聚集效应

冲突与人才聚集效应的关系已引起学术界的探讨,但是,冲突与人才聚集效应的实证研究并未引起重视。本文以科研团队为分析对象,采用回归分析与调节效应检验等统计分析方法,研究冲突对人才聚集效应的影响,并分析社会资本对冲突与人才聚集效应之间关系的调节作用。研究表明,任务冲突对人才聚集效应具有显著正向影响,关系冲突对人才聚集效应具有显著负向影响。当进一步考虑社会资本的维度特征时,冲突对人才聚集效应的影响也将随着不同的维度特征呈现出内在的差异性。其中,结构资本水平越高,关系冲突与人才聚集效应之间的消极关系越强,而任务冲突与人才聚集效应之间的积极关系越强的结论未通过统计检验。此外,高水平的认知资本削弱了任务冲突与人才聚集效应之间的积极关系,弱化了关系冲突与人才聚集效应之间的消极关系。     

Simple Decision Aids and Consumer Decision Making

To help consumers deal with increasing amounts of information, many online retailers offer simple decision aids, such as the ability to sort on a particular attribute or eliminate undesired alternatives. The authors propose that consumers use simple decision aids as substitutes for cognitive effort, potentially with adverse consequences for decision making. An experimental study shows that providing unrestricted sorting increases decision quality only when choice conflict is low; beyond a certain point, greater use of the decision aid is associated with declines in decision quality. A second study shows that that allowing consumers to sort alternatives only one time enhances decision quality and, when choice conflict is high, reduces decision effort. A third study shows that providing elimination as well as sorting tools helps mitigate the negative effects of simple decision aids. Although the availability of sorting alone hurts decision quality when choice conflict is high, decision quality under choice conflict is improved when both sorting and elimination tools are provided. Implications for retail practice are discussed.