Training in team and consensus building

Article Abstract:

A training program designed to teach supervisors how to organize work groups effectively and promote a team attitude toward work is described. In this program, employees are asked to list and rank their job duties, as well as those of their supervisors, while the supervisors are asked to perform a similar exercise. The lists should then be discussed and a consensus of opinion arrived at regarding each person's job responsibilities. In most cases when the exercise is completed, workers' concepts of jobs reflect an emphasis on people orientation and supervisors' concepts reflect an orientation toward task accomplishment. The exercise and the discussion during and following the exercise should make workers more cooperative and supervisors better leaders.

Usage, Study and teaching, Supervision of employees, Employee supervision, Consensus (Social sciences), Middle managers

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Tarkenton on teambuilding

Article Abstract:

Fran Tarkenton, former quarterback of the Minnesota Vikings and current chief executive of the consulting firm of Tarkenton & Co., believes that team work and people skills are more important management attributes than technical expertise and business knowledge. Tarkenton's firm counts among its clients such industry giants as General Motors, Exxon, and American Express. Team building relies upon defining a goal for the team, soliciting ideas from team members and avoiding dictating to the team, while maintaining some supervisory control. Teams work best when all team members are unconcerned as to who gets credit for the team's success. It is also vital to the success of the team for leaders to concentrate on solving conflicts between team members.

Management, Business consultants, Management consultants, Employee morale, Industrial psychology, Industrial sociology, Industrial-organizational psychology, Tarkenton, Fran, Tarkenton and Co.

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Team excellence

Article Abstract:

The potential value of teamwork in the organization is discussed. Factors in developing and managing high-performance teams include: interdependence, common language, shared leadership and 'followership', assessment-action, and celebration. Interdependence is the key factor, since more teams fail because of a perception of a lack of interdependence than from any other factor. Other factors in teamwork to be considered are: stretching tasks, alignment, trust and respect, and problem-solving and conflict-handling skills.

Methods, Organizational behavior

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