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than a single member. A team can have less stress to worry about than one person
that collaborate have better communication and able to complete projects more
teams are expensive to maintain, difficult to build, adaptive, and glorious to see. A
every learning team is required to have a team charter. Charters are made to lay
done the guidelines of the group similar to that of a code of conduct. The first step
charter. The creation of the charter is a team activity that requires the input and
agreement of all team members. Elements that are key in the development of a
high performance team is having the resources to create the team; money,
individuals, time, space and materials. These items are necessary in developing a
A business that is global has to understand that all its employees are part of
the team. A code of conduct that is in effect in one area must also be in effect in
different beliefs and cultures. A company that understands this and implements
them into the code of conduct or charter is on its way to building a high
performance team. A company has to respect the different cultures of its employees
and understand that all need to work together. A company that is global and does
Groups and Teams3
not allow for the individual to have a say in where the company heads will have a
drone for an employee. That individual will just go to work without truly caring as to
the results of how he or she affects the productivity of the company. Consider Wal-
everything. An employee of Wal-Mart knows the position they have has an effect on
the business. A cashier tallies the merchandise of the customer, the door greeter
welcomes and bids farewell, and associates placed throughout the store are there
to help the shopper look for whatever he or she is looking for. All the employees can
goal and that is in providing service to the customer while seeing to their needs. It
is not only argued that teamwork leads to higher firm's performance (Katzenbach
and Smith, 1993; Weisbord, 1987; Wellins et. al., 1994) and that "teams outperform
individuals" (Katzenbach and Smith, 1999; p.1) but also that employees, due to
higher education and skill level, become more and more demanding and ask for
organisations where the 'intellectual capital is the key asset" (Scase, 2003; p.2) of
the company (Quader and Quader, 2008). An associate who fails in this aspect
incurs a customer who will not want to come back, thereby losing a consumer that
can go on to tell anyone who will listen about his or her experience.
most of its competitors for extended periods of time (Jamrog, Vickers, Overholt, and
Morrison, 2008). A company excelling along these guidelines has the making of a
References:
Jamrog, J., Vickers, M., Overholt, M., and Morrison, C. (2008). High-Performance
http://highperformanceteams.org/home.htm