Summary of Hbr Article

Summary of HBR Article

Definition of a Team Managers have to agree and be clear on the definition. This one reflects the discipline-oriented and effective quality of a team: “A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.” Most people think of a "team" as a group of people working together. This article explains that a team is much more than that. Teams have a common commitment and purpose, performance goals, complementary skills, and mutual accountability. Teams are usually a smaller group ranging from 2 - 14 people. Larger teams can be achieved but are more likely to form subgroups due to the lack of time they can spend together and communicate effectively with each other.

4 Elements that make teams function according to Katzenbach and Smith:     Common Commitment and purpose Performance Goals Complementary Skills Mutual Accountability

Teams have 3 Common Varieties (or Categories) according to authors:   Teams that recommend things Teams that make or do things

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Teams that run things

Key Findings of research in their discovery to find what differentiates levels of team performance, where/how teams work best and what top management can do to improve their effectiveness:     There is a basic discipline that makes teams work. Teams & good performance are Inseparable; you can’t have one without the other. The word team is loosely used, and its Important to accurately define what a team is and isn’t. Most executives advocate teamwork as they should. Teamwork represents a given set of values that encourage constructive and active listening/responding. Examples of these values are: giving the benefit of the doubt, providing moral support, and recognition of the interests and achievements of others.  Committees, councils and task forces = may be a group or a workforce, but not a team. Groups do not...