Using Katzenbach and Smith’s article
Using Katzenbach and Smith’s article as a guide, what might you do if wanted to encourage team performance? What risks would you face in doing this, and what would you have to be careful of?
In the article, it is clear that not all the groups are equal to teams. They define a team as “a small number of people have the complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” (Katzenbach and Smith, 2005: 162). For that status, it can be seen that there are five important elements for a successful team performance, in terms of the size of teams, complementary skills, common purpose, team performance goal and mutual accountability. The above five key characteristics are the basic requirements when the team is formed.
Firstly, there are a small number of members in a team, usually less than 10 people per team. Although the team is so small, that a leader still exists and that person needs to give other members greater motivation in order to operate. A small number of people are easily to work together and everyone can easily spare time to meet and discuss. Team member has to share the leadership role, setting rules are also important for teamwork; it regulates teammates’ behavior and allow their work distribute evenly. Teammates must cooperate together, it is not an individual work product and therefore they need to give more time and effort to achieve the target that they were aimed at.
Secondly, complementary skill is essential for the team members to do the job. In the article, there are three fairly self-evident categories for skill requirements, in terms of Technical or Functional Expertise, Problem-solving and Decision-Making Skills and interpersonal Skills. The above 3 skills are the basic skills for team performance. For example, a group of doctors will fail and lose the license without the knowledge, professional senses and rules. Different company
In the article, it is clear that not all the groups are equal to teams. They define a team as “a small number of people have the complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” (Katzenbach and Smith, 2005: 162). For that status, it can be seen that there are five important elements for a successful team performance, in terms of the size of teams, complementary skills, common purpose, team performance goal and mutual accountability. The above five key characteristics are the basic requirements when the team is formed.
Firstly, there are a small number of members in a team, usually less than 10 people per team. Although the team is so small, that a leader still exists and that person needs to give other members greater motivation in order to operate. A small number of people are easily to work together and everyone can easily spare time to meet and discuss. Team member has to share the leadership role, setting rules are also important for teamwork; it regulates teammates’ behavior and allow their work distribute evenly. Teammates must cooperate together, it is not an individual work product and therefore they need to give more time and effort to achieve the target that they were aimed at.
Secondly, complementary skill is essential for the team members to do the job. In the article, there are three fairly self-evident categories for skill requirements, in terms of Technical or Functional Expertise, Problem-solving and Decision-Making Skills and interpersonal Skills. The above 3 skills are the basic skills for team performance. For example, a group of doctors will fail and lose the license without the knowledge, professional senses and rules. Different company