MANAGING
TEAMS
Working
with teams, whether as leader of a single team or manager of several, is an
essential part of a manager remit. Team working is repidly becoming the
preferred practice in many organization as traditional corporate hirarchies give
way to flat, multiskilled working methods.
Managing
teams is an indispensable and practical guide to leadin teams with expertise,
covering subjects such as defining the skills required to complate a project,
establishing trust between individuals within a team, and maximizing the
performance of team.
Managing
teams willl discuss and talking about many problem in management, such as
understanding team work, matching team to task
and etc.
First
of the all, we will talking about “How we can understanding team work”. Chek it
out.
A
true team is a living, constanly changing, dynamic force in which a number of
people come together to work. Team members discuss their objectives, asses
ideas, make decision, and work towards their targets together.
In this post we have 5
concise tips offer practical advice.
1.
Remember that each member has something to
add to your team
Succesfull
teams can be formed by 2 to 25 or more people, but much more important than
size is shape - the pattern of working
inti which team members settle to perform their given tasks. Repetitive tasks
and familiar work require each team member to have a fixed role, which is
fulfilled independently, as on assembly lines.
2.
Formulate team objectives carefully, and
always take them seriously
Project
that require some creative input require team members to have fixed roles and
working procedurs, but also to work in unison, as when generating new product.
Work that demands constant creative input and personal contributions requires
people to work very closely as partners. This style of working is prevalent
among senior management.
3.
Remember that team members must support each
other
To
horness and take full advantage of team –power the individual brains and per sonalities involved must be encouraged to collaborate.
This procces is vital in generating results. Giving streching goals to a team
will encourage it to work collectivelly and introduce a sense of urgency –
potentially eliminating bureaucracy as it concentrates on getting positive
results in the shortest possible time. The impact of a single team
breakthrought can, by its exemple, galvanize an entire company.
4.
Break long-term aims into short-team
projects.
Achieving potential. There is no limit to the
potential of a good team. Given an “impossible” task, team member will
reinforce each other’s confidence as they seek to turn the “impossible” into
reality. The collective ability to innovate is stronger than that of the
individual becouse the combined brainpower of a team, however small in number,
exceeds that any one person.
By
harnessing this power, a team can go beyond simple, useful improvements to
achieve real breakthroughts. For example, in one company an engeneering team
was asked to double machine reliability. They thought it impossible, but went
on to produce a plan that trebled performance.
5.
Allocate a clear deadline for each of your
projects
Once
a team has been formed, the next major step is to establish its goals. There is
a little point in having a team that is raring to go if its members are all
pursuing disparate aims. Goals may well change over the course of a team’s
existance; for example, if a new product is being launched on to the market,
the first priority will be for the team to the concentrate on research into its
competition. If
the aim is to improve customer satisfaction, the first goal will be to find
ways of providing a higher standard of service.
All
successful teams demonstrate the same fundamental features: strong and
effective leadership; the establishement of precise objectives; making informed
decisions; the ability to act quickly upon these decisions; communicating
freely; mastering the requisite skills and techniques to fulfill the project in
hand; providing clear targets for the team to work towards; and above all finding
the right balance of people prepared to work together for the common good of
the team.
