The word team means

A team is a group of individuals (human or non-human) working together to achieve their goal.

As defined by Professor Leigh Thompson of the Kellogg School of Management, «[a] team is a group of people who are interdependent with respect to information, resources, knowledge and skills and who seek to combine their efforts to achieve a common goal».^[1]

A group does not necessarily constitute a team. Teams normally have members with complementary skills^[2]
and generate synergy^[3]
through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses. Naresh Jain (2009) claims:

Team members need to learn how to help one another, help other team members realize their true potential, and create an environment that allows everyone to go beyond their limitations.^[4]

While academic research on teams and teamwork has grown consistently and has shown a sharp increase over the past recent 40 years, the societal diffusion of teams and teamwork actually followed a volatile trend in the 20th century.^[5] The concept was introduced into business in the late 20th century, which was followed by a popularization of the concept of constructing teams. Differing opinions exist on the efficacy of this new management fad.^[6]
Some see «team» as a four-letter word: overused and under-useful.^[7]

Others see it as a panacea that realizes the Human Relations Movement’s desire to integrate what that movement perceives as best for workers and as best for managers.^[8]

Many people believe in the effectiveness of teams, but also see them as dangerous because of the potential for exploiting workers — in that team effectiveness can rely on peer pressure and peer surveillance.^[9]
However, Hackman sees team effectiveness not only in terms of performance: a truly effective team will contribute to the personal well-being and adaptive growth of its members.^[10]

English-speakers commonly use the word «team» in today’s society to characterise many types of groups. Peter Guy Northouse’s book Leadership: theory and practice^[11]
discusses teams from a leadership perspective. According to the team approach to leadership, a team is a type of organizational group of people that are members.^{[citation needed]} A team is composed of members who are dependent on each other, work towards interchangeable achievements, and share common attainments. A team works as a whole together to achieve certain things. A team is usually located in the same setting as it is normally connected to a kind of organization, company, or community. Teams can meet in-person (directly face-to-face) or virtually when practicing their values and activities or duties. A team’s communication is significantly important to their relationship.^{[citation needed]} Ergo, communication is frequent and persistent, and as well are the meetings.^{[citation needed]} The definition of team as an organizational group is not completely set in stone, as organizations have confronted a myriad^[quantify] of new forms of contemporary collaboration. Teams usually have strong organizational structured platforms and respond quickly and efficiently to challenges as they have skills and the capability to do so.^{[citation needed]} An effective organizational team leads to greater productivity, more effective implementation of resources, better decisions and problem-solving, better-quality products/service, and greater innovation and originality.^{[citation needed]}

Alongside the concept of a team, compare the more structured/skilled concept of a crew, the advantages of formal and informal partnerships, or the well-defined – but time-limited – existence of task forces.

A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.^[12]

Thus teams of game players can form (and re-form) to practise their craft/sport. Transport logistics executives can select teams of horses, dogs, or oxen for the purpose of conveying passengers or goods.

Types[edit]

Of particular importance is the concept of different types of teams.^{[citation needed]}

Categories by subject[edit]

Although the concept of a team is relatively simple, social scientists have identified many different types of teams. In general, teams either act as information processors, or take on a more active role in the task and actually perform activities. Common categories and subtypes of teams include:

Action teams[edit]

An action team is a group of people with leadership skills. It devises strategies, analyze situations and execute needed actions.

Advisory teams[edit]

Advisory teams make suggestions about a final product (Devine, 2002). For instance, a quality-control group on an assembly line would be an example of an advisory team: they may examine the products produced and make suggestions about how to improve the quality of the items being made. A product reaches the final stage and is put for sales after getting approved by the advisory teams. The advisory team consists of experts who possess extraordinary skills.

Command team[edit]

The goal of the command team is to combine instructions and to coordinate action among management. In other words, command teams serve as the «middle man» in tasks (Devine, 2002). For instance, messengers on a construction site, conveying instructions from the executive team to the builders, would be an example of a command team.^{[clarification needed]}

Executive team[edit]

An executive team is a management team that draws up plans for activities and then directs these activities (Devine, 2002). An example of an executive team would be a construction team designing blueprints for a new building, and then guiding the construction of the building using these blueprints.

Project teams[edit]

A team used only for a defined period of time and for a separate, concretely definable purpose, often^[quantify] becomes known as a project team. This category of team includes negotiation-, commission- and design-team subtypes. In general, these types of teams are multi-talented and composed of individuals with expertise in many different areas. Members of these teams might belong to different groups, but receive assignment to activities for the same project, thereby allowing outsiders to view them as a single unit. In this way, setting up a team allegedly facilitates the creation, tracking and assignment of a group of people based on the project in hand.^{[citation needed]} The use of the «team» label in this instance often has no relationship to whether the employees work as a team.

Lundin and Soderholm define project teams as a special case in the more general category of temporary organizations which also includes task forces, program committees, and action groups. All of these are formed to «make things happen«. This emphasis on action leads to a demarcation between the temporary organization and its environment. The demarcation is driven by four interrelated concepts (the four T’s):

1. Time – the time horizons and limits are crucial to the existence of temporary organizations «whose very existence helps spread a sense of urgency«.
2. Task – the raison d` ètre for the temporary organization; no other party is attending to the same task at the same time in the same way
3. Team – provides the human resources to accomplish the task in the time available
4. Transition – an accomplishment or some sort of qualitative difference is expected after the time horizon

«The concepts also differ from the crucial concepts that define the permanent organization. Permanent organizations are more naturally defined by goals (rather than tasks), survival (rather than time), working organization (rather than team) and production processes and continual development (rather than transition)»
^[13]

Sports teams[edit]

A sports team is a group of people which play sports (often team sports) together. Members include all players (even those who are waiting their turn to play), as well as support members such as a team manager or coach.

Virtual teams[edit]

Developments in information and communications technology have seen the emergence of the virtual work-team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisational boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.^[14]

In their 2009 literature-review paper, Ale Ebrahim, N., Ahmed, S. and Taha, Z. added two key issues to definition of a virtual team: «as small temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks».^[15] Many virtual teams are solving customer problems or generating new work processes.

Work teams[edit]

Work teams are responsible for the actual act of creating tangible products and services (Devine, 2002). The actual workers on an assembly line would be an example of a production team, whereas waiters and waitresses at a diner would be an example of a service team.

Interdependent and independent[edit]

One common distinction is drawn between interdependent and independent teams.^[16] The difference is determined by the actions that the team members take while working.

Interdependent teams[edit]

A rugby team provides a clear example of an interdependent team:

• no significant task can be accomplished without the help and cooperation of every member;
• within their team members typically specialize in different tasks (r.r the ball, goal kicking and scrum feeding), and
• the success of every individual is inextricably bound to the success of the whole team. No rugby player, no matter how talented, has ever won a game by playing alone.

Independent teams[edit]

On the other hand, a track-and-field team is a classic example of an independent team:^[17]

• races are run, or points are scored, by individuals or by partners
• every person in a given job performs basically the same actions
• how one player performs has no direct effect on the performance of the next player

If all team members each perform the same basic tasks, such as students working problems in a maths class, or outside sales employees making phone calls, then it is likely that this team is an independent team. They may be able to help each other—perhaps by offering advice or practice time, by providing moral support, or by helping in the background during a busy time—but each individual’s success is primarily due to each individual’s own efforts. Runners do not win their own races merely because the rest of their teammates did, and maths students do not pass tests merely because their neighbours know how to solve equations.

In the business environment, sales teams and traditional professionals (such as doctors, lawyers, and teachers), work in independent teams.^[16] Most teams in a business setting are independent teams.^[16]

Coaching differences between interdependent and independent teams[edit]

Coaching an interdependent team like a football team necessarily requires a different approach from coaching an independent team like a gymnastics team, because the costs and benefits to individual team members—and therefore the intrinsic incentives for positive team behaviors—differ markedly. An interdependent team benefits from members getting to know the other team members socially, from developing trust in each other, and from conquering artificial collective challenges (such as those offered in outdoors ropes courses)^{[citation needed]}. Interdependent teams respond well to collective rewards, and independent teams perform better with individual rewards.^[18]

Hybrid teams and hybrid rewards, which try to combine characteristics of both, are sometimes created in the hope of getting the best of both types. However, instead, they tend instead to produce the negative features of each and none of the benefits, and consequently under-perform.^{[18][need quotation to verify]}

Pressuring teams to become independent or interdependent, on the grounds that management has decided that one type is intrinsically better than the other, results in failure.^[17] The nature of the team is defined by the type of work that is done, and not by management’s wishes or by the fashions of the latest management fad.

Multidisciplinary and interdisciplinary[edit]

Teams in areas of work or study such as in the medical field, may be multidisciplinary or interdisciplinary.^[19]

Multidisciplinary teams involve several professionals who independently treat various issues a patient may have, focusing on the issues in which they specialise. The problems that are being treated may or may not relate to other issues being addressed by individual team members.

The interdisciplinary team approach involves all members of the team working together towards the same goal. In an interdisciplinary team approach, members of the core team will often rôle-blend, taking on tasks usually filled by people in different roles on the team.^[19]

Self-directing or self-designing teams[edit]

These types of teams result in the highest potential for innovative work and motivation among its members. Team members determine the team’s objectives and the means to achieve them. The management’s only responsibility among self-directing teams is the creating the team’s organizational context.^[20] Self-directed teams offer the most potential for innovation, enhance goal commitment and motivation, and provide opportunity for organizational learning and change.^[20]

Team size, composition, and formation[edit]

Team size and team composition affect team processes and team outcomes. The optimal size (and composition) of teams is debated^[21] and will vary depending on the task at hand. At least one study of problem-solving in groups showed an optimal size of groups at four members. Other works estimate the optimal size between 5–12 members or a number of members that can consume two pizzas.^[21][22] The following extract is taken from Chong (2007):^[23]

The interest in teams gained momentum in the 1980s with the publication of Belbin’s (1981)^[24] work on successful teams. The research into teams and teamwork followed two lines of inquiry. Writers such as Belbin (1981, 1993),^[24][25] Woodcock (1989),^[26] Margerison and McCann (1990),^[27] Davis et al. (1992),^[28] Parker (1990),^[29] and Spencer and Pruss (1992)^[30] focused on team roles and how these affected team performance. These studies suggested that team performance was a function of the number and type of roles team members played. The number of roles for optimal performance varied from 15 (Davis et al., 1992)^[28] to four (Parker, 1990).^[29] This variation has been attributed to how roles were defined. Lindgren (1997)^[31] believed that, in a social psychological sense, ‘roles’ were behaviours one exhibited within the constraints assigned by the outside world to one’s occupational position e.g. leader, manager, supervisor, worker etc. Personality traits, on the other hand, were internally driven and relatively stable over time and across situations. These traits affected behavioural patterns in predictable ways (Pervin, 1989)^[32] and, in varying degrees, become part of the ‘role’ definition as well.

The other line of inquiry focused on measuring the ‘effectiveness’ of teams. Writers such as Deihl and Stroebe (1987),^[33] Gersik (1988),^[34] Evenden and Anderson (1992),^[35] Furnham et al. (1993),^[36] Cohen and Ledford (1994)^[37] and Katzenbach (1998)^[38] were concerned with high performing teams and the objective measurement of their effectiveness. McFadzean (2002)^[39] believed that the appearance of a number of models of team effectiveness was indicative of a variety of variables such as personality, group size, work norms, status relationships, group structure etc. that can impact on team ‘effectiveness’ and its measurement.

David Cooperrider suggests that the larger the group, the better. This is because a larger group is able to address concerns of the whole system. So while a large team may be ineffective at performing a given task, Cooperider says that the relevance of that task should be considered, because determining whether the team is effective first requires identifying what needs to be accomplished.

Regarding composition, all teams will have an element of homogeneity and heterogeneity. The more homogeneous the group, the more cohesive it will be. The more heterogeneous the group, the greater the differences in perspective and increased potential for creativity, but also the greater potential for conflict.

Team members normally have different roles, like team leader and agents. Large teams can divide into subteams according to need.

Many teams go through a life-cycle of stages, identified by Bruce Tuckman as: forming, storming, norming, performing and adjourning.

Team cognition[edit]

Team cognition has been defined as an «emergent state that refers to the manner in which knowledge important to team functioning is organized, represented, and distributed within team.»^[40] This emergent state can manifest in two ways. Compositional emergence occurs when individual level cognition is similar in form and function to its manifestation at team-level. Compilational emergence, on the other hand, represents a greater degree of synergy among team members and represents a new-team level construct. As such, higher degrees of compilational emergence are more closely related to team process and performance than is compositional emergence.

Research into team cognition has focused on how teams develop mental models and transactive memory systems. Mental models refer to the degree in which team members have similar cognitive understanding of the situation and performance goals which include shared representations of the task. Transactive memory systems relate to how knowledge is distributed among team members and retrieved in a coordinated fashion, the way that team member rely on knowledge that is possessed by other members and how knowledge sets are differentiated within a team. The emergence of team cognition is thought to impact team effectiveness because it can positively affect a team’s behavioural process, motivational states, and performance.

Team cognition consists of two broad types of content. Task related models are related to knowledge of the major duties and resources possessed by the team. Team-related models refer to interactions and interdependence among the team members.

Team effectiveness[edit]

When companies are in trouble, they often restructure into teams. However, putting people into teams does not solve problems; if not done thoughtfully, this may even cause more problems.^[20] The formation of teams is most appropriate for tasks that are difficult, complex and important. These types of tasks are often beyond the skills and abilities of any single individual. However, the formation of a team to complete such tasks does not guarantee success. Rather, the proper implementation of teams is positively related to both member satisfaction and increased effectiveness. Organizations who want to receive the benefits afforded by teams need to carefully consider how teams are built and implemented. Often, teams are created without providing members any training to develop the skills necessary to perform well in a team setting. This is critical, because teamwork can be cognitively and interpersonally demanding. Even when a team consists of talented individuals, these individuals must learn to coordinate their actions and develop functional interpersonal interactions.^[41] In their review of the relevant scientific literature, Kozlowski and Ilgen demonstrated that such training can greatly benefit team effectiveness.^[42] Finally, teams are more likely to be successful when they are fully supported by the organization. Take for example New United Motor Manufacturing Inc (NUMMI). Originally it was a General Motors automotive manufacturing plant that had to close due to numerous issues, causing it to be the worst performing GM plant. NUMMI was the collaborative creation of General Motors and Toyota. These two companies took most of the same work force and created one of the most productive automotive plants, producing high quality cars. They did this by implementing a new team structure, where management and the company was more supportive of the union workforce.^[43]

Not all groups are teams[edit]

Some people use the word «team» when they mean «employees». A «sales team» is a common example of this loose or perhaps euphemistic usage, though inter-dependencies exist in organisations, and a sales group can be let down by poor performance in other parts of the organisation upon which sales depend, like delivery, after-sales service, etc. However «sales staff» is a more accurate description of the typical arrangement.

Groups develop into teams in four stages:^[44]

1. dependency and inclusion
2. counter dependency and fighting
3. trust and structure
4. work

In the first stage, group development is characterized by members’ dependency on the designated leader (identical to ‘Forming’ in Tuckman’s model). In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (identical to ‘Storming’ in Tuckman’s model). In the third stage, the group manages to work through the conflicts (identical to ‘Norming’ in Tuckman’s model). And in the last stage, groups focus on team productivity (identical to ‘Performing’ in Tuckman’s model).^{[clarification needed]}

One aspect of teams that can set them apart from other groups is their level of autonomy. Hackman developed a hierarchical model of team autonomy which consists of four levels of team self-management. It is imagined along a continuum, starting with a manager-led team in which team members complete the required tasks but someone outside the team performs the executive functions. As the person’s job it is who performs the executive functions is to define the goals and methods for the team, the team itself holds the sole responsibility of the execution of the work that needs to be performed.^[45] Next in the hierarchy are self-managing teams, followed by self-designing teams. Finally, at the top of the hierarchy, come self-governing teams. The model describes four different types of control that fully self-governing teams can possess. These include control over the execution of the task, monitoring and managing work processes, control over the design and performance of a team, and setting the overall direction of the team.^[41]

To understand how teams deliver extra performance, we need to distinguish between teams and working groups. A working group’s performance is made up of the individual results of all its individual members. A team’s performance is made up of both individual results and collective results. Teams produce work products/results though the joint contributions of team members. This is what makes the team’s collective performance greater than the sum of all individual members’ best performance. In short, a team is more than the sum of its parts.^[46]

Leadership[edit]

The “team” portion of team leadership is based on individuals and how each share the work between one another. First, individuals must see that they are a team, not simply a group. Each member takes on a portion of the group’s leadership and responsibility. Each member helps other members to see their strengths and how they complement each other.

Second, the team sets result driven goals. To achieve this, the designated leader guides the team based decision making process. The team clarifies or agrees on attainable goals. Additionally, they agree on steps to obtain them. Furthermore, the team determines if they need to take an immediate action, or if they can simply watch a situation for a period of time.

Third, if the team decides to take an action, it may be something they change internally, such as clarifying their goals, receiving training, collaborating, or building commitment as a team. If not internally, this action can be something they will act on outside of the team, such as networking with others or negotiating for support.

Lastly, the team’s leader will contribute by finding ways to improve team work. This may be done through questionnaires given to the team. These can address any problems, or seek avenues the team would like to see improved. A strength of the team is its continuous stride for improvement and openness to interventional assistance.

In Leadership – Theory and Practice 7th Edition by Peter G. Northouse, he states that, “A team is a type of organizational group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals,” (Northouse, 363). Overall, the team will lead each other to bring forth their own individual ideas and strengths, which create opportunities for great success.

A common myth is that to function effectively, teams need a strong, powerful, and charismatic leader. In general, leaders who control all the details, manage alle the key relationships in the team, have all the good ideas, and use the team to execute their «vision» are usually overworked and underproductive.^[20]

Teams are in need of transformational leaders not more managers, with the important caveat that the world does not function well without managers. Transformational leaders engage in the following behaviors:^[47]

• Idealized Influence: The ability to engage other people by your actions. They like the way that you do things, they like the way the you treat people, and they like your approach to problems. Charisma is often associated with idealized influence.
• Inspirational Motivation: The ability to inspire others with your vision. Those who lead with inspirational motivation will enable their followers to achieve things they did not believe were possible.
• Intellectual Stimulation: The ability to stimulate others to be creative and challenge preconceptions they possess. This behavior enables a leader to tap into creativity as a competitive advantage.
• Individualized Consideration: The ability to truly know those that you wish to lead. This behavior enables leaders to realize and draw out the full potential of others.

See also[edit]

References[edit]

• Devine, D. J. (2002). A review and integration of classification systems relevant to teams in organizations. Group Dynamics: Theory, Research, and Practice, 6, 291–310.
• Forsyth, D. R. (2006). Teams. In Forsyth, D. R., Group Dynamics (5th Ed.) (P. 351-377). Belmont: CA, Wadsworth, Cengage Learning.

1
TEAM

TEAM, technical engineering aids management

————————

TEAM, technique for evaluation and analysis of maintainability

————————

TEAM, test and evaluation of air mobility

English-Russian dictionary of planing, cross-planing and slotting machines > TEAM

2
team

team n

экипаж

aircraft maintenance team

бригада технического обслуживания воздушных судов

crew team

экипаж воздушного судна

English-Russian aviation dictionary > team

3
team

team [ti:m]

1) спорти́вная кома́нда

2) брига́да, арте́ль ( рабочих)

3) экипа́ж су́дна

5) упря́жка, запря́жка (лошадей, волов);

амер.

упря́жка с экипа́жем, вы́езд

1) объединя́ться в брига́ду, кома́нду

и т.п.

;

to team up with smb. амер. объедини́ться с кем-л.

2) запряга́ть

3) быть пого́нщиком, возни́цей

Англо-русский словарь Мюллера > team

4
team

team

n

рабочая бригада; команда

— management team

Англо-русский строительный словарь. — М.: Русский Язык.
.
1995.

Англо-русский словарь строительных терминов > team

5
team up

team up а) объединяться; работать сообща б) sport ‘подыграть’ (помочь в иг-ре) в) sport играть в паре

Англо-русский словарь Мюллера > team up

6
team-up

team-up noun mil. 1) объединение 2) взаимодействие

Англо-русский словарь Мюллера > team-up

7
team

Персональный Сократ > team

8
team

Special Forces team, Atlantic Fleet — группа сил специального назначения Атлантического флота

Special Forces team, Pacific Fleet — группа сил специального назначения Тихоокеанского флота

— air-ground combat team

— medical support team

— radiation detection team

— raiding team

— sniper spotter-firer team

* * *

English-Russian military dictionary > team

9
team

Politics english-russian dictionary > team

10
team

[tiːm]
1.

сущ.

1)

а) команда , группа, артель, экипаж

baseball / basketball / volleyball / cricket team — бейсбольная, баскетбольная, волейбольная, крикетная команда

football team — брит. футбольная команда, амер. команда по американскому футболу

home / visiting team — хозяева поля, площадки / гости

opposing / rival team — команда противника

reserve / second team — резервный, второй, запасной состав

team placing — командный зачёт; командное место в соревновании

team’s line-up / make-up, team composition / personnel — состав команды

team members, members of a team — игроки команды

to disband / split up a team — распускать команду

Syn:

Syn:

2)

а) упряжка, запряжка

б)

;

диал.

запряжённый экипаж, повозка; упряжка с экипажем

single / double team — одиночная / парная упряжь

в)

диал.

табун лошадей или стадо какого-л. скота

Syn:

Syn:

Syn:

4)

;

разг.

; = whole team, = full team «целая артель», работает за семерых, мастер на все руки

He’s a full team at anything, this old fart. — Он мастер на все руки, этот старпёр.

5)

;

ист.

юрисдикция помещика над его крепостным; право на крепостных

6) дышло или цепь

Syn:

•

Gram:

[ref dict=»LingvoGrammar (En-Ru)»]team[/ref]

••

2.

гл.

1)

а) объединяться в команду; собирать бригаду, сколачивать артель

to team up with smb. — объединиться с кем-л.

Both of them teamed up to write a book. — Они решили написать книгу вдвоём.

Syn:

б) работать артелью, группой

Syn:

в) выполнять какую-л. работу с помощью рабочей артели или артелей

2)

Syn:

б)

амер.

быть погонщиком, возницей; вести упряжку; транспортировать, перевозить на лошадях

I teamed there and then those days. — В те дни я был возницей.

3) сочетаться, подходить

This sweater teams happily with pants or shorts. — Этот свитер прекрасно будет сочетаться с брюками или шортами.

Syn:

Англо-русский современный словарь > team

11
team

1. n бригада; артель

team up — объединяться; работать сообща, артельно

2. n группа

3. n воен. команда; экипаж

4. n упряжка, запряжка

5. n диал. амер. упряжка с экипажем, выезд

6. n диал. вереница, цепочка

7. n разг. «целая артель»

8. n диал. выводок

9. n юр. ист. юрисдикция помещика над его крепостными

10. v объединяться; работать сообща, артельно; объединять силы

11. v запрягать в упряжку

12. v вести упряжку; быть погонщиком или возницей

Синонимический ряд:

2. close-knit crew (noun) close-knit crew; club; company; contingent; duo; side; squad; trio

3. draft animals (noun) cart horses; draft animals; matched pair; pair; rig; set; span; tandem; yoke

4. force (noun) body; corps; crew; detachment; force; unit

Антонимический ряд:

English-Russian base dictionary > team

12
team

ti:m
1. сущ.
1) команда( особ. спортивная) to coach a team ≈ тренировать команду to disband, split up a team ≈ распускать команду to field a team ≈ выпустить на поле, выставить команду to manage a team ≈ руководить командой to organize a team ≈ организовать команду baseball team ≈ бейсбольная команда basketball team ≈ баскетбольная команда cricket team ≈ крикетная команда football, soccer team ≈ футбольная команда volleyball team ≈ волейбольная команда home team opposing team rival team track team track-and-field team visiting team
2) а) бригада, артель( рабочих) б) экипаж судна в) воен. команда
3) а) упряжка, запряжка( лошадей, волов) б) диал., амер. упряжка с экипажем
2. гл.
1) а) объединяться в бригаду, команду;
собирать, сколачивать артель и т. п. (тж. team up) to team up with smb. амер. ≈ объединиться с кем-л. б) работать артелью, группой
2) а) запрягать( лошадей, волов и т. п.) Syn: harness, put б) быть погонщиком, возницей;
вести упряжку ∙ team up
(спортивная) команда — football * футбольная команда — second * второй cостав — home * хозяева поля — visiting * гости, команда-гостья — first devision * команда класса А — *’s line-up, * composition состав команды — * event(s) командные соревнования — * placing командный зачет;
командное место в соревновании — * races командные гонки — * scoring * placing * member, member of a * игрок команды бригада;
артель (рабочих) — * spirit дух товарищества, коллективизм группа — inspection * инспекционная группа — maintenance * группа технического обслуживания — a * of amateur divers группа ныряльщиков-любителей — a * of authors коллектив авторов — * flight (авиация) групповой полет( военное) команда;
экипаж упражка, запряжка — a * of horses упражка лошадей — tandem * упражка цугом — unicorn * веерная упражка — * driver возчик;
погонщик — to walk at the head of a * идти в голове упряжки;
быть вожаком упряжки (о собаках) ;
быть коренником (о лошадях) (диалектизм) (американизм) упряжка с экипажем, выезд( диалектизм) вереница, цепочка( журавлей, уток и т. п.) (разговорное) «целая артель»;
что твоя артель (об очень способном или энергичном человеке) (диалектизм) выводок( поросят, утят) (юридическое) (историческое) юрисдикция помещика над его крепостными объединяться;
работать сообща, артельно;
объединять силы запрягать в упряжку — *ed in pairs запряженные цугом вести упряжку;
быть погонщиком или возницей перевозить на лошадях, собаках и т. п.
home ~ спорт. команда хозяев поля
marketing ~ группа обеспечения сбыта
team объединяться в бригаду (команду и т. п.) ;
to team up (with smb.) амер. объединиться (с кем-л.) ~ артель ~ бригада, артель (рабочих) ~ бригада ~ быть погонщиком, возницей ~ группа, бригада ~ группа ~ групповой ~ запрягать ~ воен. команда ~ команда ~ командный ~ работать сообща ~ спортивная команда ~ упряжка, запряжка (лошадей, волов) ;
амер. упряжка с экипажем, выезд ~ экипаж ~ экипаж судна
team объединяться в бригаду (команду и т. п.) ;
to team up (with smb.) амер. объединиться (с кем-л.)

Большой англо-русский и русско-английский словарь > team

13
team

1. [ti:m]

1. (спортивная) команда

football [National, reserve] team — футбольная [сборная, запасная] команда

second team — второй /запасной/ состав

visiting team — гости, команда-гостья

first [second] division team — команда класса А [Б]

team’s line-up /make-up/, team composition /personnel/ — состав команды

team placing — а) командный зачёт; б) командное место в соревновании

team scoring = team placing а)

team member, member of a team — игрок команды

2. 1) бригада; артель ()

team spirit — дух товарищества, коллективизм

2) группа

inspection team — инспекционная группа /бригада/

4. 1) упряжка, запряжка

a team of horses [of dogs] — упряжка лошадей [собак]

team driver — возчик; погонщик

to walk at the head of a team — идти в голове упряжки; быть вожаком упряжки (); быть коренником ()

2)

, амер. упряжка с экипажем, выезд

6.

«целая артель»; ≅ что твоя артель ()

8.

ист. юрисдикция помещика над его крепостными

2. [ti:m]

1. объединяться; работать сообща, артельно; объединять силы (

team up)

2. 1) запрягать в упряжку

2) вести упряжку; быть погонщиком возницей

3. перевозить на лошадях, собаках

НБАРС > team

14
team

бригада, команда, группа, расчёт; боевой расчёт; экипаж; группа самолётов

Englsh-Russian aviation and space dictionary > team

15
team

1.

сущ.

2)

общ.

группа; бригада, коллектив

See:

3)

общ.

упряжка, запряжка

4)

общ.

запряженный экипаж [повозка], упряжка с экипажем

5)

с.-х.

стадо , стая , выводок

2.

гл.

1)

общ.

объединиться , создать команду [группу]

to team with outstanding researchers and industry experts to solve a given problem — объединиться с выдающимися исследователями и отраслевыми экспертами для решения данной проблемы

We teamed up for this new project. — Мы объединились для работы над новым проектом.

Two parties team up to provide products and services to third parties. — Две стороны объединяются с целью совместной работы по предоставлению товаров и услуг третьей стороне.

Syn:

3)

общ.

перевозить при помощи упряжки; быть возницей, вести упряжку

3.

прил.

общ.

командный, групповой

Syn:

See:

Англо-русский экономический словарь > team

16
team

[ti:m]

home team спорт. команда хозяев поля marketing team группа обеспечения сбыта team объединяться в бригаду (команду и т. п.); to team up (with smb.) амер. объединиться (с кем-л.) team артель team бригада, артель (рабочих) team бригада team быть погонщиком, возницей team группа, бригада team группа team групповой team запрягать team воен. команда team команда team командный team работать сообща team спортивная команда team упряжка, запряжка (лошадей, волов); амер. упряжка с экипажем, выезд team экипаж team экипаж судна team объединяться в бригаду (команду и т. п.); to team up (with smb.) амер. объединиться (с кем-л.)

English-Russian short dictionary > team

17
team

Англо-русский технический словарь > team

18
team

бригада; команда; расчет; экипаж
team F fire-fighting team команда
team F инженерная пожарная (условное обозначение для категории отдельной резервной инженерной команды)
team FA fire-fighting headquarters — штабная команда FA по руководству пожарными мероприятиями (орган управления двумя- четырьмя пожарными командами и одной командой автоцистерн)
team FB fire truck команда FB пожарных автомобилей
team FC fire trailer команда FC пожарных прицепов
team FD water-tank команда FD пожарных автоводоцистерн
team FE brush fire, truck команда FE; по борьбе с лесными и степными пожарами
team fire(-alert) — объектовая пожарная команда (дружина)
team fire department rescue — пожарно-спаеательный боевой расчет
team fire safety — объектовая пожарная команда (дружина)
team heavy rescue — (аварийно)-спасательный отряд, оснащенный тяжелой инженерной техникой
team rescue — боевой расчет спасателей
team two-engine — наряд из двух пожарных машин
team tear разрыв; раздир(ание); износ; трещина; разрывать; раздирать; рвать; изнашиваться

Англо-русский пожарно-технический словарь > team

19
team

English-russian dctionary of contemporary Economics > team

20
team

Англо-русский словарь технических терминов > team

См. также в других словарях:

• team — team …   Dictionnaire des rimes

• Team B — was a competitive analysis exercise commissioned by the Central Intelligence Agency in the 1970s to analyze threats the Soviet Union posed to the security of the United States. Team B, approved by then Director of Central Intelligence George H. W …   Wikipedia

• Team 10 — Team 10, just as often referred to as Team X , was a group of architects and other invited participants who assembled starting in July 1953 at the 9th Congress of C.I.A.M. and created a schism within CIAM by challenging its doctrinare approach to …   Wikipedia

• Team OS/2 — is an advocacy group formed to promote IBM s OS/2 operating system. Originally internal to and sponsored by IBM, Team OS/2 is now a wholly grassroots organization following IBM s decision to de emphasize OS/2.BeginningsTeam OS/2 was a significant …   Wikipedia

• Team 10 — Team X Team X, Team 10 ou encore Team Ten (généralement prononcé en anglais /ti:m ten/ qui signifie « l équipe dix ») est un groupe d architecte issus du mouvement moderne ayant contribué à repenser l architecture et l urbanisme en… …   Wikipédia en Français

• Team X — Team X, Team 10 ou encore Team Ten (généralement prononcé en anglais /ti:m ten/ qui signifie « l équipe dix ») est un groupe d architectes issus du mouvement moderne ayant contribué à repenser l architecture et l urbanisme en rupture… …   Wikipédia en Français

• TEAM — Datos generales Origen Bratislava,  Eslovaquia Estado …   Wikipedia Español

• Team 60 — Cuatro aviones Saab 105 del Team 60 realizando una exhibición aérea en 2007. Activa 1974 actualidad País …   Wikipedia Español

• Team — (t[=e]m), n. [OE. tem, team, AS. te[ a]m, offspring, progeny, race of descendants, family; akin to D. toom a bridle, LG. toom progeny, team, bridle, G. zaum a bridle, zeugen to beget, Icel. taumr a rein, bridle, Dan. t[ o]mme, Sw. t[ o]m, and… …   The Collaborative International Dictionary of English

• Team 10 — Team 10, Team X oder Team Ten war eine Architektengruppe, von 1953 bis 1981, die aus dem Congrès International d’Architecture Moderne (CIAM) hervorging und nach dem Zweiten Weltkrieg die dogmatischen Vertreter der klassischen Moderne, vorneweg Le …   Deutsch Wikipedia

• Team X — Team 10, Team X oder Team Ten war eine Architektengruppe, die von 1953 bis 1981 bestand. Gruppe von Architekten der 1950er und 1960er Jahre, die aus der CIAM (Congrès Internationaux d Architecture Moderne) hervorging und nach dem Zweiten… …   Deutsch Wikipedia

«I’ve said to Ryan, we’ll do a tag team thing,» Deeley said deviously. ❋ Unknown (2011)

Like a tag team in a pro-wrestling match, Rep. Darrell Issa R-Calif. took over Chaffetz’s line of pointed questions and assertions after a break for a vote on the House floor. ❋ Unknown (2011)

If you are into the YA genre check out the Casts, and if you are an adult who likes racy check out J.R. Ward (not that the entire admin team is plotting to attend a J.R. Ward signing or anything like that.) ❋ Unknown (2009)

According to Claudio Luti, President of Kartell, “The Kartell-Tokujin team is founded on the creativity of both partners, on the brandʼs expertise and on the designerʼs poetry which goes far beyond technical brilliance.” ❋ Unknown (2010)

Successful producers who have remixed tunes for artists including John Legend, 50 Cent, and Kid Cudi, the tag team are busy these days on their own material. ❋ Jon Chattman (2011)

So I was arranging a tag team of three back-up sitters—not a simple logistical dance. ❋ Katherine Rosman (2011)

«Especially in these early weeks, the public will bet the name team over the small team,» said Jeff Stoneback, the Mirage’s sports-book manager. ❋ Unknown (2011)

On the night after WrestleMania, HBK turned on his partner, tossing him out of the ring during a tag team battle royal, thus ending their run with the titles. ❋ Kevin Sullivan (2010)

During a tag team encounter with the Twin Towers, a fed-up Savage slapped Hulk Hogan across the face before ultimately walking out of the match, effectively ending their nearly year-long union. ❋ Kevin Sullivan (2010)

With Rocky III costar Mr. T as his tag team partner, Hogan was able to send the sellout MSG crowd home happy by defeating “Rowdy” Roddy Piper and Paul Orndorff. ❋ Kevin Sullivan (2010)

Six days before their scheduled showdown, emotions reached a boiling point when HBK inexplicably flattened his partner with Sweet Chin Music during a tag team match. ❋ Kevin Sullivan (2010)

Their tag team approach was evident and formidable to many in the room. ❋ Bob Woodward (2010)

The McCain team is looking at the same numbers that we all are looking at. ❋ Unknown (2008)

In fact, one of the negative associations with the word team comes from agricultural farming. ❋ Adrian Gostick (2010)

The tag team of fat and protein keeps you from feeling deprived. ❋ Dr. Eric C. Westman (2010)

Here’s an example [email] text:
«[Team],
[I need you] to do x.» ❋ Burned_by_team (2009)

[im rollin] deep to the club [wit] [my team] ❋ A Cizzle (2005)

there is no «I» in team, but there is an «I» in «[pie]», and there is an «I» in «[meat pie]» so techniqly there is an «I» ❋ Shaun Gardner (2006)

❋ C-Lo (2003)

she’s [part] of [the team]. ❋ Daznconfused (2004)

Guy in bar: [Hey bitch] [yo’] team is looking fine tonight.
Girl in Bar: You fuckin [pig]. ❋ Alex, Dana, Aaron, Laura (2004)

I’m [rooting] for [the Golden State] [Warriors] basketball team to win! ❋ Queen/Cupcakes/Sister (2017)

«Wait here for a second, here comes [Jesse] and Jake» «Hey, Team [Thomson], [over here].» ❋ Greenvilles Own Donkey (2006)

[Look at that] team. they [work] [together] well! ❋ Llggl (2009)

[the team] will [fuck you up]. and they’ll be [drunk]. ❋ Tannerrrr (2005)

команда, бригада, экипаж, командный, объединяться в команду

существительное ↓

глагол ↓

Словосочетания

a doubles team in tennis — парная команда по теннису  
a search and rescue team — поисково-спасательная команда  
the worst player on the team — худший игрок в команде  
to field a team — выпустить команду на поле  
to form schoolboys into a team — сформировать команду из школьников  
a hell of a team — отличная команда  
team work — работа в составе группы  
project management team — команда управления проектом  
project team — основная команда, работающая над проектом  
ability to work in a team — способность работать в команде  
team decision — групповое решение  
penetration team — команда проникновения  

Примеры с переводом

Примеры, ожидающие перевода

Фразовые глаголы

team up — объединяться, работать сообща, , играть в паре, участвовать в парной игре

Возможные однокоренные слова

teamwise  — сообща, вместе
teammate  — член той же бригады, игрок той же команды
teaman  — торговец чаем, чаеторговец

Формы слова

verb
I/you/we/they: team
he/she/it: teams
ing ф. (present participle): teaming
2-я ф. (past tense): teamed
3-я ф. (past participle): teamed

noun
ед. ч.(singular): team
мн. ч.(plural): teams

A team is a group of individuals (human or non-human) working together to achieve their goal. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses.

Where did the term team come from?

Old English team “descendant, family, race, line; child-bearing, brood; company, band; set of draft animals yoked together,” from Proto-Germanic *tau(h)maz (source also of Old Norse taumr, Old Frisian tam “bridle; progeny, line of descent,” Dutch toom, Old High German zoum, German Zaum “bridle”), probably literally ” …

When was the word team first used?

The first known use of team was before the 12th century The masses want to know.

Who came up with there’s no I in team?

Peter Drucker

What’s the meaning of There’s no I in team?

there’s no “I” in “team”: teamwork involves thinking of others, not just oneself. This idiom plays on both the literal sense (the letter “i” is not present in the word “team”) and the figurative (team members should not focus on “I”, meaning that they should not be individualistic).

Is there an I in the word team?

Yes, for grammar dictators and spelling-bee champs, there’s no ‘I’ in the word TEAM. But in terms of managing your team, there will always be an ‘I’ in the word team.

How teamwork is important?

Teamwork helps solve problems. Collaboration within a group can help solve difficult problems. Brainstorming is a good opportunity for the team to exchange ideas and come up with creative ways of doing things. By working together, teams can find the solutions that work best.

Where is the I in team work?

Contrary to popular expression, there is an “I” in teamwork. In fact, there are multiple of them. They can be found in the individuals who contribute their unique strengths and abilities to the mission of the team and who are essential to its success.

What is the lack of teamwork?

When a team fails, falling into factions and division, everyone loses. The employees, managers, and the company lose both financially and in well-being. With these possible consequences, we can see that teamwork is more than a nice idea; it’s essential.

What is not team work?

Signs that a group of employees is NOT working as a team: Inefficient use of meeting time and not having an established and clear meeting purpose (people are chronically late, missing, and/or unprepared). Lack of consistent communication among managers. Uncertainly about who “owns” a decision in the organization.

What can go wrong in teamwork?

10 Reasons Why Teamwork Fails

• A lack of leadership.
• The presence of disruptive personalities.
• Lack of proper training.
• Lack of defined goals.
• Lack of incentive.
• Teammates strengths and weaknesses are not taken into account.
• Fear of failure.
• Not enough team meetings.

What is a good teamwork?

Good teamwork means a synergistic way of working with each person committed and working towards a shared goal. Teamwork maximises the individual strengths of team members to bring out their best.

How do you fix bad teamwork?

When Good Teamwork Goes Bad—and How to Fix It

1. There Is an “I” in Team—Be on the Lookout for It.
2. Begin with the End in Mind.
3. Take Your Front Lines with You.
4. Evaluate Employees Based on Individual and Collaborative Efforts.
5. Empower Your Teams.
6. Have Fun!
7. Weed Out Those Who Do Not Fit the Team.

What three factors improve teamwork and success?

Collaboration, cooperation, and competition work together to improve teamwork, and as we improve in one area, it can lead to benefits in another, creating a momentum which will lead us to optimal performance.

How do you address a dysfunctional team?

10 ways to deal with a dysfunctional team when you’re not the…

1. Know yourself and the role you play best.
2. Know what good teams look like.
3. Step up.
4. Build appreciation and rapport.
5. Listen.
6. Ask good questions.
7. Develop shared language.
8. Embrace productive conflict.

How do you handle a toxic team member?

Here are five steps to get your team out of this highly dysfunctional place:

1. Own it. If you don’t take full ownership for fixing your team, it won’t get better!
2. Study the facts and seek out the truth.
3. Set new standards of behavior and make tough decisions.
4. Get the team on board.
5. Don’t give up.

What are the signs of a toxic employee?

Recognizing the Symptoms of a Toxic Employee

• A general negative attitude: Unhappy employees exude negativity, and many times you can’t correct the situation to make them happy.
• Unwillingness to take responsibility: This often reveals itself in backstabbing and blaming others.
• Gossip.
• Sabotage and insubordination.

Can toxic employees change?

When toxic behaviors add up and the person appears unwilling (or unable) to change, move on. Why invest energy into a negative person when you could give all that attention to positive people who want to improve?

What is unacceptable behavior at work?

Generally, unacceptable behaviour can be defined as behaviour that creates, or has the potential to create, risk to the business or the health and safety of employees. It can include: Bullying. Harassment. Coercion and/or discrimination.

What are the six employee behaviors?

The six important employee behaviors are employee productivity, absenteeism, turnover, organizational citizenship behavior, job satisfaction, and workplace misbehavior.

What is unprofessional behavior?

Any behavior or conduct that adversely affects the ideal functioning of teams is considered to be unprofessional. The common unprofessional conducts in the workplace are as follows: 1. Intimidation or bullying. 2.

What are the unacceptable behaviors?

Unacceptable behaviour (including bullying, harassment and victimisation), may involve actions, words or physical gestures that could reasonably be perceived to be the cause of another person’s distress or discomfort. Bullying or harassment may be by an individual against an individual or involve groups of people.

What is an example of inappropriate Behaviour?

Behaviours that are considered to be inappropriate, concerning or threatening include: angry, aggressive communications (verbal or written) stalking (repeated attempts to impose unwanted communication or contact) …

What is acceptable Behaviour from teachers?

treating pupils with dignity, building relationships rooted in mutual respect, and at all times observing proper boundaries appropriate to a teacher’s professional position. having regard for the need to safeguard pupils’ well-being, in accordance with statutory provisions.

What behaviors should teachers avoid?

Here are some common mistakes teachers make early on that can lead to trouble down the road.

• Not Communicating Expectations Clearly.
• Being Inconsistent.
• Not Creating an Action Plan.
• Waiting Too Long to Intervene.
• Going Big Too Quickly.
• Not Following Through.
• Failing to Triage an Issue.
• Not Establishing Relationships.

Why are teachers called professionals?

For educational communities, understanding that teachers and school leaders are recognised as “professionals” means having high expectations of them. Teachers and school leaders need the support of educational communities in order to succeed at their work.

What are the quality of good teachers?

So what makes a good teacher?

• Good Teachers Are Strong Communicators.
• Good Teachers Listen Well.
• Good Teachers Focus on Collaboration.
• Good Teachers Are Adaptable.
• Good Teachers Are Engaging.
• Good Teachers Show Empathy.
• Good Teachers Have Patience.
• Good Teachers Share Best Practices.

Who is a perfect teacher?

A great teacher is warm, accessible, enthusiastic and caring. This person is approachable, not only to students, but to everyone on campus. This is the teacher to whom students know they can go with any problems or concerns or even to share a funny story.