Team
A team is a group of individuals (usually four or more
people) working together to achieve a goal.
Team members need to learn how to help one another, help
other team members realize their true potential, and create an environment that
allows everyone to go beyond his or her limitations. Teams can be broken down
into from a huge team or one big group of people, even if these smaller
secondary teams are temporary.
A team becomes more than just a collection of people when a
strong sense of mutual commitment creates synergy, thus generating performance
greater than the sum of the performance of its individual members.
Thus teams of game players can form (and re-form) to
practise their craft/sport. Transport logistics executives can select teams of
horses, dogs, or oxen for the purpose of conveying passengers or goods.
While academic research on teams and teamwork has grown
consistently and has shown a sharp increase over the past recent 40 years, the
societal diffusion of teams and teamwork actually followed a volatile trend in
the 20th century.
The concept was introduced into business in the late 20th century, which was followed by a popularization of the concept of constructing teams. Differing opinions exist on the efficacy of this new management fad. Some see "team" as a four-letter word: overused and under-useful.
Others see it as a panacea that realizes the human-relations movement's desire to integrate what that movement perceives as best for workers and as best for managers. Still others believe in the effectiveness of teams, but also see them as dangerous because of the potential for exploiting workers in that team effectiveness can rely on peer pressure and peer surveillance.
However, Hackman argued that team effectiveness should not be viewed only in terms of performance. While performance is an important outcome, a truly effective team will contribute to the personal well-being and adaptive growth of its members.
The concept was introduced into business in the late 20th century, which was followed by a popularization of the concept of constructing teams. Differing opinions exist on the efficacy of this new management fad. Some see "team" as a four-letter word: overused and under-useful.
Others see it as a panacea that realizes the human-relations movement's desire to integrate what that movement perceives as best for workers and as best for managers. Still others believe in the effectiveness of teams, but also see them as dangerous because of the potential for exploiting workers in that team effectiveness can rely on peer pressure and peer surveillance.
However, Hackman argued that team effectiveness should not be viewed only in terms of performance. While performance is an important outcome, a truly effective team will contribute to the personal well-being and adaptive growth of its members.
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