共找到2條詞條名為團隊角色的結果 展開
- 管理學概念
- 機械工業出版社2017年出版圖書
團隊角色
機械工業出版社2017年出版圖書
為什麼在同等資源與規則下，不同團隊的業績差異很大？
為什麼大家都很努力，業績卻沒有起色？
為什麼由明星成員組成的團隊，卻沒有明星業績？
如何解讀團隊績效與團隊角色配置的關係？
“團隊角色理論之父” ——劍橋大學亨利管理學院的R.梅雷迪思·貝爾賓博士——經過九年半的研究和實驗，揭開了團隊角色配置的秘密。
貝爾賓博士因《管理團隊：成敗啟示錄》和《團隊角色：在工作中的應用》兩本書被譽為“團隊角色理論之父”。
貝爾賓的團隊角色理論，已經為全世界的經理人和管理培訓界所熟悉。
在過去的10年間，隨著人們對團隊工作的興趣暴髮式的增長，人們對梅雷迪思·貝爾賓著作的熱情大大提高。貝爾賓的團隊角色分類被證明是極其精確的，並被各類組織所廣泛採用。
如今，貝爾賓的團隊角色理論和e-INTERPLACE測評系統，已經被翻譯成22種語言，包括法文、德文、丹麥文、荷蘭文、挪威文、西班牙文、日文、韓文、中文等，在眾多世界知名企業中成功應用，同時也進入了各地商學院的教材。
如果說貝爾賓的第一本暢銷書《管理團隊：成敗啟示錄》提出了團隊角色理論的概念，那麼這本《團隊角色：在工作中的應用》則提供了將該理論運用到實際工作場景中的有效建議。
《團隊角色：在工作中的應用》從團隊中的人際互動和複雜關係入手，揭示了團隊角色語言的影響力，旨在賦能團隊、發展個體、培育高效領導者，重啟組織活力。
R.梅雷迪思·貝爾賓博士，劍橋產業培訓研究部前主任，畢業於英國劍橋大學卡萊爾學院，劍橋大學管理研究協會資深會員。他和他的同事們經過多年在英國和澳大利亞的研究與實踐，提出了著名的貝爾賓團隊角色理論，被廣泛用於全世界的組織中，擁有22種不同語言的版本。
貝爾賓博士曾以諮詢顧問的身份向經合組織（OECD）、美國勞工部、歐共體（歐盟前身）委員會以及多家大型企業與公共機構提供決策諮詢。作為團隊角色理論的創始人，他訪問過歐美諸國，現為貝爾賓協會全球合伙人之一。
貝爾賓博士因《管理團隊：成敗啟示錄》和《團隊角色：在工作中的應用》兩本書被譽為“團隊角色理論之父”。
致中國讀者·······················································································Ⅲ
譯者序·······························································································Ⅴ
前言···································································································Ⅶ
第一章 團隊角色的起源·································································· 1
隨著原始團隊的消亡，權力組織應運而生······························ 3
傳統的工作分配方法·································································· 5
自由城市的興起········································································ 10
勞動市場的技能分化································································ 12
人才市場的尷尬局面································································ 13
出人意料的結果········································································ 15
小結··························································································· 16
第二章 資格證書的秘密································································ 17
誰才是精英？············································································ 18
選拔時對真才實學的考量························································ 19
如何確定最終候選人································································ 20
選人的窘境················································································ 22
資格證書帶給職業生涯的影響················································ 24
規則之外的秘密········································································ 24
非正規學習的隱性優勢···························································· 26
小結··························································································· 27
第三章 團隊角色語言的產生························································ 28
團隊角色的演變········································································ 30
甄別與開發團隊角色································································ 34
團隊角色與職能角色································································ 35
預測指標和抵消指標································································ 37
實踐中的經驗與教訓································································ 40
現實環境的影響········································································ 41
角色多技能性與角色優先························································ 44
共同使用的角色語言································································ 45
小結··························································································· 46
第四章 合格與合適········································································ 47
任職資格的難題········································································ 48
發現人才的種種障礙································································ 49
合適但不合格的“黑馬”························································ 50
偶然性觸發的管理進化···························································· 53
跨越性別界限············································································ 55
“理想人選”為什麼未必是正確的選擇·································· 57
“空降兵”的困境······································································ 58
成功任命合適人選的案例························································ 59
選拔的最佳策略········································································ 61
小結··························································································· 63
第五章 自知者明············································································ 64
他人反饋與自我修正是通往成熟之路···································· 65
影響工作行為成熟的因素——性格還是技能？···················· 67
團隊中自我認知的培養對團隊業績的影響···························· 69
團隊成員的角色認知一致是成熟團隊的重要標誌················ 71
發現弱點···················································································· 72
優點突出的員工都有明顯弱點················································ 74
可容許的弱點與不可容許的弱點············································ 76
完美的角色組合········································································ 78
對立的角色組合········································································ 79
高材生的自我認知困惑···························································· 80
自知者的優勢············································································ 83
小結··························································································· 83
第六章 職場中的人際關係···························································· 84
單一角色和多角色人際關係···················································· 86
“鞭策者”的角色關係······························································ 88
“智多星”的角色關係······························································ 90
“專家”的角色關係·································································· 92
“審議者”的角色關係······························································ 93
“完成者”的角色關係······························································ 94
“執行者”的角色關係······························································ 95
“外交家”的角色關係······························································ 96
“協調者”的角色關係······························································ 97
“凝聚者”的角色關係······························································ 98
小結························································································· 100
第七章 處理棘手的工作關係······················································ 101
不要迴避問題·········································································· 102
工作關係緊張的不同表現······················································ 102
解決途徑一：建立角色關係·················································· 103
解決途徑二：團隊角色犧牲·················································· 105
解決途徑三：貌似矛盾的角色關係的黃金搭檔·················· 108
第三方角色關係的利與弊······················································ 113
小結························································································· 115
第八章 自我管理策略·································································· 116
認識自己與自我發展途徑······················································ 117
模仿他人還是探索自我·························································· 119
將自我認知和外界看法進行有效比較·································· 120
發揮天生的角色優勢······························································ 126
發展可駕馭的角色·································································· 128
團隊角色外包·········································································· 130
小結························································································· 133
第九章 搭班子塑團隊的藝術······················································ 134
進取與和諧：兩種合作生效的情況······································ 135
打破同質化困局······································································ 137
建立角色平衡的團隊······························································ 138
團隊建設的基石：明確的目標·············································· 140
團隊建設的實踐······································································ 141
失敗的項目團隊：角色缺位·················································· 143
什麼時候該改變團隊？·························································· 145
團隊角色分配的技術······························································ 148
小結························································································· 148
第十章 管理團隊的更迭······························································ 150
到哪裡去尋找繼任者？·························································· 151
尋找新舵手·············································································· 152
接班人計劃·············································································· 154
權力更迭的方法······································································ 156
團隊角色與權力更迭······························································ 159
應對權力更迭的萬全之策······················································ 163
小結························································································· 165
第十一章 當今世界的領導力······················································ 166
產業與政治·············································································· 167
截然不同的領導力風格·························································· 169
兩種領導風格所產生的結果·················································· 172
自然團隊角色的變異······························································ 174
當代的政治領導者·································································· 178
信仰與團隊角色之間的關係·················································· 180
凝聚者型領導者······································································ 182
情景與領導力·········································································· 183
小結························································································· 185
第十二章 變革中的組織形態······················································ 186
動蕩的世紀·············································································· 187
企業的強勢暴君······································································ 189
衰退的產業帝國······································································ 191
權力中心面臨的風險······························································ 193
公共部門中的組織·································································· 194
簡單的組織最有活力······························································ 196
未來的三種組織形態······························································ 197
梯形組織·················································································· 200
未來的願景·············································································· 203
小結························································································· 205