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TEAM LEADERSHIP TEAM WORK REQUIREMENTS



Teamwork is something difficult to achieve, and therefore not all working groups get the desired success. The requirements to be able to develop good teamwork are:

• Participation: The first condition for teamwork in an organization is the level of participation of its members.
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• LEADERSHIP SKILLS: Working as a Team Leader requires a sufficiently trained. In some teams, depending on each phase of development may be that the leadership role changes from one participant to another. Be proactive, know the objectives and goals, namely hierarchy, creating win-win situations, understand to be understood, cooperate to achieve synergies, to understand the physical, emotional, mental and social aspects of every individual, are common characteristics of leaders.

• METHODS, TECHNIQUES AND MEDIA: Teamwork necessarily require tools that every participant should be able to use a greater or lesser degree. The methods of analysis and problem solving, positive thinking, brainstorming. The public presentation techniques, ways of meeting, technical speeches, interviews, and hardware, such as halls, provision of blackboards, overhead projectors, computers are essential to address a team with all the guarantees.

• TEAM SPIRIT: Every organization has its values, culture, norms, patterns of historical and current behavior that directly affect Working in teams present and future. You can not work together without knowing the spirit of the company relative to teamwork. This spirit does not have to be written or executed.

• COMMUNICATION: Participants in a team is properly notified when the group communication process is known and used, there is real interaction. The importance of listening is basic. And know the different cultures (American, Japanese, German, Latin) of teamwork.

• NEGOTIATION: Teamwork requires solving problems and crises that always appear in greater or lesser extent. A good bargain overcome barriers and allows the team to revive production synergies and fulfillment of objectives and goals. Knowing the phases, attitudes and techniques for obtaining necessary agreements.

• SYNERGY PRODUCTION: Working in groups but only get to work together when there is a real production synergies, and the participants perceive their environment as well. Each individual notes as the team achieves a higher efficiency and effectiveness of the performance of any of its members, achieving performance optimization.

• OBJECTIVE / GOAL: The goals and objectives should be known to the team and its participants, they must be defined as temporal level, quantitative and qualitative. There may be some hidden agenda to team members but known by the leader or consultant.

Until next

Source: Fainstein, N. H (1997). EFFECTIVE MANAGEMENT OF EQUIPMENT. Buenos Aires: Macchi.

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WHAT IS THE DIFFERENCE BETWEEN A PANEL AND A TEAM? MEETING OF GROUP II


Many people use the word team and group interchangeably, ignoring the fact that two concepts are treated quite different. The basic essence of the concept of Team contribution is often fair, the members in obtaining a goal, while a group is based on the willingness to follow orders.

is usually much easier to find a group a team. If we had a room full of professionals, we can group them according to gender, experience, specialty, age or any other factor. Form a group taking into account characteristics is not difficult, how complicated is to be effective. However, the industrial relations climate of that can go on a range of perfect compatibility up terrible intolerance, which at the time of reaching a consensus would bring many problems.

Instead, a team is much more complex form. Each member must be selected taking into account their skills and not just demographic data. For example, in the case of a business team find an accountant, a salesman, a company executive and a secretary. Each team member has a purpose and a role for the team and its success depends on the contributions of each. Usually there is usually no room for conflict when working in teams.

The successes of a group usually measured by its final results, not necessarily by the proceedings. In a group likely to argue, discuss and then attack the individuality of the members, seeking consensus. A jury is an example of this, no matter the process, if not the result.

The team does not depend on the pressure towards consensus (groupthink) to yield results. An example is found in the CSI team, each expert examines an aspect of the accident, and then looks for an answer compatible with all individual observations.

Finally, members of a group can leave the same when their opinions are unnecessary, something that happens very often. In the case of a computer , the absence of a member can alter the performance of the task, which often form a very cohesive whole, as the case of elite military units.

Source: Wisegeek.com
Photo: wikipedia

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Meetings are held at all levels of organizations and are used for all kinds of activities. Currently the meetings are becoming more relevant, and its use is widespread, due to various reasons, including:

"The great importance attached to communication in general, and meetings in particular, in all sectors and organizational settings.

"The greater complexity of the tasks and problems, which requires the contribution of knowledge and efforts of different professionals and specialists.

-Increased participation employees in all activities of organizations.
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more professional training of workers and especially those who assume leadership and management.

"The significant development of new technology that allows meetings in a more affordable, saving major impediments, such as physical distance, and reducing its cost.

But if meetings can be very useful to their work groups and their development can also have negative consequences to hold meetings not properly justified, may lead to unproductive or conflicting not only disinterested in people, but also motivation in the team and the emergence of conflicts among participants, which could end up even in a division or disintegration of the group.

Source: Alcover de la Hera, C. M (2004). Group techniques in organizational settings. Madrid: Piramide.

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