Team managementFrom Wikipedia, the free encyclopediaTeam
management is the ability of an individual or an organization to
administer and coordinate a group of individuals to perform a task.
Team management involves teamwork, communication, objective setting
and performance appraisals. Moreover, teammanagement is the
capability to identify problems and resolve conflicts within a
team. There are various methods and leadership styles a team
manager can take to increase personnel productivity and build an
effective team.!"Contentshide" !#lements of a healthy and
successful teamo !.!$ohesive leadershipo !.%#ffective
communicationo !.&$ommon goalo !.'(efined team roles and
responsibilities %Methods of team managemento %.!)$ommand and
$ontrol)o %.%)#ngage and $reate)o %.&)#con !*!) &+roblems
in team managemento &.!,bsence of trusto &.%Fear of
conflicto &.&-ack of commitmento &.',voidance of
accountabilityo &../nattention to results '0esolving problems
through team managemento '.!1uilding trusto '.%,ppraisalso
'.&Team2building activities '.&.!1ack to 1ack (rawing
'.&.%The 3uman 4not .-eadership styles in team managemento
..!,utocratico ..%(emocratico ..&-aissez2Faire 56ee also
70eferencesElements of a healthy and successful team[edit]Cohesive
leadership[edit]/n any functional team, cohesion amongst team
leaders and decision makers is vital. $ohesive leadership means
that team leaders are acting together as a unit and making
decisions as a leadership team instead of each branching off into
their own work and operating individually. This will ensure that
the team will be steered in one direction instead of multiple due
to team leaders not being concise and consistent with their
instructions. $ohesive leadership will re8uire team leaders to have
strong communicationskills. %"1Efective communication[edit]There
must be an effective channel of communication from the top to the
bottom of the chain of command and vice versa. ,n effective channel
of communication will allow messages to be transferred accurately
without delay to the intended recipient, this will speed up
decision making processes and the operations of the team.
Furthermore, effective communication will increase the fle9ibility
of an organisation and cause it to be less susceptible to changes
in the e9ternal environment: as a faster decision making process
will allow organisations a longer time period to adapt to the
changes and e9ecutecontingency plans.%"Common goal[edit]When team
members first come together they will all have different ideas,
however the key to a successful team is the alignment of objectives
within the team. /t is essential thatthe team leader sets a common
goal the entire team is willing to pursue. This way, all the team
members will put in effort in order to attain the goal. /f there is
not a common goal, team members who disagree with the objective in
hand will feel reluctant to utilise their full effort, leading to
failure to achieve the goal. /n other cases, team members might
divert themselves to other tasks due to a lack of belief or
interest in the goal.&"Defned team roles and
responsibilities[edit]+oorly defined roles is often the biggest
obstacle to a successful team.'" /f team membersare unclear of what
their role is, their contributions towards the team will be
minimal, therefore it is the team leader;s duty to outline the
roles and responsibilities of each individual within the team and
ensure that the team is working together as an integral unit./n a
successful team, a team leader will first evaluate the mission of
the team to understand what is needed to accomplish the task. Then,
they will identify the strengths and weaknesses of their team
members and assign roles accordingly. -astly, they must ensure that
all team members know what each other;s responsibilities are to
avoid confusion and to create an effective channel of
communication.."Methods of team management[edit]"Command and
Control"[edit]The method
2this2month2s2articlesDcommand22control2is2out2engage2create2is2inD7.
E Fump up toCa b 6polsky, F. %**5. Three Management Methods
N/ntroductionO.Bnline". ,ccessed !. Bctober %*!'". ,vailable fromC
httpCDDwww.joelonsoftware.comDitemsD%**5D*>D*7.html>. Jump
up^ 0iley, F. %*!%. Motivation Theory 2 Taylor.Bnline". ,ccessed !.
Bctober %*!'". ,vailable
fromChttpCDDwww.tutor%u.netDbusinessDpeopleDmotivationPtheoryPtaylor.asp?.
Jump up^ 3oang, +. %*!!. /nternational 1accalaureate 1usiness and
Management. #dition %./1/( +ress.!*. E Fump up toCa b c d e f g h i
-encioni, +. %**%. The Five (ysfunctions of a Team. FohnWiley Q
6ons.!!. E Fump up toCa b 6lideshare. %*!%. The Five (ysfunctions
of a Team by +atrick -encioni.Bnline". ,ccessed !. Bctober %*!'".
,vailable
fromChttpCDDwww.slideshare.netDpeterdschwartzDthe2five2dysfunctions2of2a2team2by2patrick2lencioni2slides!%.
E Fump up toCa b c d 6amiti,lbania. %*!!. +atrick -encioniC Five
(ysfunctions Bf a Team.wmv. Bnline". ,ccessed !. Bctober %*!'".
,vailable fromChttpsCDDwww.youtube.comDwatchGvH5s8vW#/!$Rg!&.
Jump up^ 3audan, F. +eer ,ccountability 2 , +owerful +erformance
(river.Bnline". ,ccessed !. Bctober %*!'". ,vailable fromC
httpCDDwatercoolernewsletter.comDpeer2accountability2a2powerful2performance2driverDS.R#,v*BfzJfF!'.
Jump up^ Iray, $. Team vs /ndividual +erformance
,ppraisals.Bnline". ,ccessed !. Bctober %*!'". ,vailable fromC
httpCDDsmallbusiness.chron.comDteam2vs2individual2performance2appraisals2%**'*.html!..
E Fump up toCa b MindTools.Bnline". ,ccessed !. Bctober %*!'".
,vailable fromC
httpCDDwww.mindtools.comDpagesDarticleDnewTMMP.%.htm!5. Jump up^
Kniversity of Bregon. 3uman 4not. Bnline". ,ccessed !. Bctober
%*!'". ,vailable
fromChttpCDDleadership.uoregon.eduDresourcesDe9ercisesPtipsDteamPbuildersDhumanPknot!7.
Jump up^ 1usiness $ase 6tudies. +eople Theory. Bnline". ,ccessed !.
Bctober %*!'". ,vailable
fromChttpCDDbusinesscasestudies.co.ukDbusiness2theoryDpeopleDmethods2of2management.htmlSa9zz&I&/FT8M(!>.
E Fump up toCa b c 6impson, +.: 6mith, ,. %*!!. 1usiness and
Management for the /1 (iploma. $ambridgeC $ambridge Kniversity
+ress.!?. Jump up^ 0iley, F. %*!%. -eadership 2 Models and 6tyles.
Bnline". ,ccessed !. Bctober %*!'". ,vailable fromC
httpCDDwww.tutor%u.netDbusinessDstrategyDleadership2models2styles.html$ategoriesC
ManagementMavigation menu $reate account -og in6 ,rticle Talk 0ead
#dit Riew historyIo Main page $ontents Featured content $urrent
events 0andom article (onate to Wikipedia Wikipedia
store/nteraction 3elp ,bout Wikipedia $ommunity portal 0ecent
changes $ontact pageTools What links here 0elated changes Kpload
file 6pecial pages +ermanent link +age information Wikidata item
$ite this page+rintDe9port $reate a book (ownload as +(F +rintable
version-anguages TUVWXYZ [\]^_ Fran`ais #dit links This page was
last modified on ' ,ugust %*!., at %&C'!. Te9t is available
under the $reative $ommons ,ttribution26hare,like -icense:
additional terms may apply. 1y using this site, you agree to the
Terms of Kse and +rivacy +olicy. Wikipediaa is a registered
trademark of the Wikimedia Foundation, /nc., a non2profit
organization. +rivacy policy ,bout Wikipedia (isclaimers $ontact
Wikipedia7 (evelopers Mobile view8
