【正文】 發(fā)揮著重要的作用?！?團(tuán)隊(duì)的特點(diǎn)：上面是團(tuán)隊(duì)的概念，具有很強(qiáng)的抽象性，下面看一下成功團(tuán)隊(duì)的特征。(3)相關(guān)的技能和角色。(6)一致的承諾。因此，團(tuán)隊(duì)也需要進(jìn)行集體培訓(xùn)。簡而言之，“團(tuán)體”這個(gè)術(shù)語只是語言工具，用以描述在一定時(shí)間和空間以某種方式結(jié)合在一起的個(gè)體的集合。具體表現(xiàn)：（1）團(tuán)隊(duì)由時(shí)間和空間上一組可確切說明的個(gè)體組成，如教室團(tuán)隊(duì)或企業(yè)科研團(tuán)隊(duì)。（5）凝聚力（即人際吸引）可以得到加強(qiáng)，主要因素包括相對(duì)的自愿互動(dòng)、合作或獨(dú)立的任務(wù)關(guān)系、其他人的接受、團(tuán)隊(duì)的大小、身份一致性、共同的外部威脅或挫折、相似性與兼容性等。實(shí)際上，在企業(yè)再造運(yùn)動(dòng)中，核心的工作是流程再造，而流程工作只能是由團(tuán)隊(duì)的形式來代替分散的個(gè)人工作。(3)激勵(lì)一保健理論。這個(gè)理論是美國心理學(xué)家弗魯姆(Victor )于1964年提出。羅賓斯在《組織行為學(xué)》中提到溝通有四種主要功能：控制、激勵(lì)、情緒表達(dá)和傳遞信息。主要包括以下幾個(gè)方面：（1）特質(zhì)理論（2）風(fēng)格理論（3）權(quán)變理論（四）團(tuán)隊(duì)建設(shè)的重要性對(duì)一個(gè)組織而言，有目標(biāo)各異的各種高績效團(tuán)隊(duì)存在，將大大提高組織對(duì)市場(chǎng)環(huán)境的反應(yīng)能力和適應(yīng)能力，促進(jìn)組織在瞬息萬變的市場(chǎng)環(huán)境中生存和發(fā)展。團(tuán)隊(duì)有著極強(qiáng)的凝聚力。團(tuán)隊(duì)精神的實(shí)質(zhì)不是要團(tuán)隊(duì)成員犧牲自我去完成一項(xiàng)工作，而是要充分利用和發(fā)揮團(tuán)隊(duì)所有成員的個(gè)體優(yōu)勢(shì)。在團(tuán)隊(duì)協(xié)作中，逃避責(zé)任是指團(tuán)隊(duì)成員在看到同事的表現(xiàn)或行為有礙于團(tuán)隊(duì)集體利益的時(shí)候，不能夠給予提醒。隨著現(xiàn)代經(jīng)濟(jì)的發(fā)展，團(tuán)隊(duì)建設(shè)在企業(yè)管理中將發(fā)揮越來越大的作用，它有助于企業(yè)更好地發(fā)掘員工的潛力，為建設(shè)高績效的企業(yè)作出巨大貢獻(xiàn)。企業(yè)未來戰(zhàn)略目標(biāo)的實(shí)現(xiàn)不能僅依靠企業(yè)家個(gè)人的能力，必須有一支有遠(yuǎn)大抱負(fù)和共同追求的管理團(tuán)隊(duì)，要靠高素質(zhì)的企業(yè)家群體來完成，而這群人最基本的特質(zhì)就是具有正確的領(lǐng)導(dǎo)力。通用電器公司總裁杰克這是由團(tuán)隊(duì)的自組織性質(zhì)所決定的，團(tuán)隊(duì)核心人物的形成，不是取決于行政組織的認(rèn)可，而是決定于成員對(duì)其作為“核心”的認(rèn)同。但如果一個(gè)團(tuán)隊(duì)內(nèi)部沒有競爭，在開始的時(shí)候，團(tuán)隊(duì)成員也許會(huì)憑著一股激情努力工作，但時(shí)間一長，他會(huì)發(fā)現(xiàn)無論是干多干少，干好干壞，結(jié)果都一樣，那么他的熱情就會(huì)減退。四、參考文獻(xiàn)[1] ，2008(6):P7779.[2] ——未來成功企業(yè)的模式[J].企業(yè)經(jīng)濟(jì)，2004(9):P78.[3] ,2006.[4] ．《技術(shù)經(jīng)濟(jì)與管理研究》，2006(1):P92—94. [5] [英],2003. [6] ，北京科學(xué)出版社,2006.[7] 劍平.《團(tuán)隊(duì)管理》．中國紡織出版社,2005.[8] ,成都新興技術(shù)管理論壇（國家自然科學(xué)基金委管理科學(xué)論壇）,2005．[9] 侯風(fēng)云,李煥龍．企業(yè)團(tuán)隊(duì)人力資本研究[J].管理現(xiàn)代化,2006(4).P27[10] 馮虹．現(xiàn)代人力資源管理．經(jīng)濟(jì)管理出版社,.[11] [美]Stephen behavior.(第七版).北京:中國人民大學(xué)出版社1997(12)：P271—273[12] [13] [M]．第一版．北京：中國紡織出版社,2005(9)：P178180．[14] 彼得在中國大陸，真正意義上的現(xiàn)代團(tuán)隊(duì)精神實(shí)踐才剛剛起步不久。對(duì)團(tuán)隊(duì)的定義有數(shù)十種之多，有代表性的可規(guī)納為：Katzenbach 和Smith (1993)認(rèn)為團(tuán)隊(duì)是具有互補(bǔ)的技能，忠于共同的目標(biāo)，為此而努力且承擔(dān)共同責(zé)任的小群體；斯蒂芬一個(gè)團(tuán)體要成為“團(tuán)隊(duì)”必須要具備以下幾個(gè)條件：第四， 具有共同的愿望與目標(biāo)。(2）團(tuán)隊(duì)由它的凝聚力界定：人際間的相互吸引賦予一群人以凝聚力，并使人群形成團(tuán)體。(6）所有的團(tuán)隊(duì)行為都可以由凝聚力加以解釋：團(tuán)隊(duì)行為的產(chǎn)生取決于人際吸引的動(dòng)力學(xué)性質(zhì)和吸引的決定因素。（哈默和錢比，1993）（三）團(tuán)隊(duì)建設(shè)的重要性對(duì)一個(gè)組織而言，有目標(biāo)各異的各種高績效團(tuán)隊(duì)存在，將大大提高組織對(duì)市場(chǎng)環(huán)境的反應(yīng)能力和適應(yīng)能力，促進(jìn)組織在瞬息萬變的市場(chǎng)環(huán)境中生存和發(fā)展。在團(tuán)隊(duì)中，成員就是這個(gè)團(tuán)隊(duì)的要素。團(tuán)隊(duì)在文化氛圍上既強(qiáng)調(diào)團(tuán)隊(duì)精神，也鼓勵(lì)個(gè)人的完善與發(fā)展，從而激發(fā)了個(gè)人的積極性、主動(dòng)性和創(chuàng)造性，使得企業(yè)員工從機(jī)器的附屬中擺脫出來，充分體現(xiàn)了人本管理的思想。這就直接導(dǎo)致了管理制度的不完善，或雖有制度但執(zhí)行不力，使制度形同虛設(shè)。共同的目標(biāo)能夠發(fā)揮團(tuán)隊(duì)成員所有的潛能，鼓勵(lì)大家在可行性前提下超越眼前的條件限制，激發(fā)大家的斗志，讓大家心甘情愿地為團(tuán)隊(duì)做事，從而取得高績效。在團(tuán)隊(duì)中，既存在著競爭又存著協(xié)作，團(tuán)隊(duì)的成功就是凝聚力和競爭力相互協(xié)調(diào)的結(jié)果。（二）研究方法：本研究的方法主要采用文獻(xiàn)研究法等研究方法。[M].上海：上海三聯(lián)書店,1994.[15] （社會(huì)科學(xué)版）,2006(6)[16] 周曉雪,2009(5): P4850[17] David J. Siegel .Building a pipeline for diversity through intersectoral collaboration,2007 (6)：P219—235.[18] Bob Stewart,Sarah building and team working,2004(11)：P3538.[19] [荷]彼得s most recent performance in yearly evaluations.Analytics specialists also focus on predictive modeling, or using principles of mathematics and psychology to determine the profiles of people who will be most successful at Google and those likely to leave the pany prematurely based on their changing behavior patterns.This group helps us prove what we do in People Operations works and contributes directly to Google39。ve created the right mix of functional specialists and businesssavvy generalists in your department.Peter Cappelli, a professor of management and director of the Center for Human Resources at the University of Pennsylvania39。re focused on seeing beyond today and thinking differently about the future, so strategic skills and a continuous improvement mindset are important in our field generalists, he says.Lamb has made three other key staffing moves during his tenure. He hired a manager with considerable international experience, an expert in the increasingly plex field of executive pensation and a talent development director to spearhead a new organizational development initiative.One element of that initiative has been identifying and channeling resources to pivotal roles, or those Southwest jobs with the biggest impact on the bottom line. For example, one of those key roles might be the hedging strategist that hedges our airplane fuel, Lamb says. The goal is to develop strong talent pipelines and retention strategies for those critical jobs.OldSchool Career Ladders If a recent study coauthored by Cappelli on the attributes of top HR leaders is any indication, the human resource function may be falling back into moretraditional career ladders and roles following changes triggered by the redhot labor market of the 1990s. The study, Who Gets the Top Job? Changes in Attributes of Top HR Leaders and Implications for the Future, examined traits of human resource executives in Fortune 100 panies in 1999 and again in 2009.One of the study39。s rate of growth, that kind of development is simply not fast enough.One way Google speeds development is through a yearlong base camp training initiative that features a bination of HR specialist training, an MBAlike curriculum and the type of training new hires might receive at a toptier consulting firm around working with clients, municating effectively with senior executives and solving business problems, Bock says.The instruction is designed for those who have been in HR for at least two years, and it is taught exclusively by People Operations department employees. A finance module, for example, is taught by a 26yearold member of the pensation team with a degree in finance and previous experience working for a bank. We deliberately put people with different experience levels, functional areas and geographies together in the same classes, since we want them to teach and learn from each other, Bock says. That has the added benefit of knitting employees from different people functions together in a positive way.Unlike most organizations, Google aggressively results top MBA graduates who might otherwise not consider a career in human resources. How does the pany lure these prospects? There is the prestige of Google, of course, but Bock and others also tell candidates they likely will be able to advance their careers faster than in traditional units like marketing or finance, and there also is the opportunity for greater influence.We tell talented MBA graduates that this is a chance to actually shape and revolutionize the way work happens in the pany, to build and innovate in this profession in the same way sales, marketing, operations or other functions have innovated over the past few decades, Bock says. HR