 | David Needham, Robert Dransfield - 1994 - 772 σελίδες
...real opportunity and a challenge for management. 4. The real team It is worth repeating that a real team is 'a small number of people with complementary...committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable'. 5. The high-performance team In addition... | |
 | Information Resources Management Association. International Conference - 1994 - 564 σελίδες
...required. Effective work groups are called teams. Katzenbach and Smith define team as follows [11]: "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." A team... | |
 | Michaël Steehouder - 1994 - 282 σελίδες
...the co-authors of The Wisdom of Tenms (1993), published by the Harvard Business School Press: A leam 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 (Katzenbach... | |
 | Diana Furr, Joe Petrick - 1995 - 396 σελίδες
...not yet established collective accountability. Potential teams abound in most organizations. A real team is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually... | |
 | Sul H Lee - 1996 - 152 σελίδες
...the success of this team. I draw on a definition of a team from Kaltzenbach, The Wisdom of Teams. A team is a "small number of people with complementary skills who are committed to a common purpose, have performance goals, and an approach for which they hold themselves mutually accountable . . . there... | |
 | Bela H. Banathy - 1996 - 392 σελίδες
...members and can engender a high level of commitment to a shared goal. The authors define a team as "a small number of people with complementary skills...who are committed to a common purpose, performance, and approach for which they hold themselves mutually accountable" (p. 45). The authors find that (... | |
 | European Construction Institute - 1996 - 292 σελίδες
...charter from output of previous step European Construction Institute 1996 Slide 24 What is a team? A small number of people: * with complementary skills who are committed to: * a common purpose, a set of performance goals and an approach for which they hold themselves mutually accountable. ©... | |
 | Mark Anstey - 1997 - 220 σελίδες
...are vehicles of self-management (Cohen 1993). Katzenbach and Smith (1994: 45) define a team as '. . . a small number of people with complementary skills...purpose, performance goals, and approach for which they hold themselves mutually accountable'. Quality circles are teams. Cohen (1993) identifies four types... | |
 | Joseph A. Petrick, John F. Quinn - 1997 - 422 σελίδες
...It has not yet established collective ability. Potential teams abound in most organizations. A real team is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually... | |
 | C. Gene Wilkes - 1998 - 276 σελίδες
...feed the poor. Business has recognized the power of teams. The Harvard business school says that a team is a small number of people with complementary...purpose, performance goals, and approach for which they hold themselves mutually accountable. : These authors claim that high-performance teams should be the... | |
| |
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable. 
