Abstract:

The ability to work in a team (team orientation) is one of the most popular competences in the modern world. Unlike ability to cooperate, that was studied for the recent past, teamwork is much more effective. It is a real means of achieving competitive advantages, since it implements the principle of synergy, which multiplies the effectiveness of each participant. The design nature of the activity and mobility demanded by the developing economy and, accordingly, employers, update the skills of team work in different teams to accelerate the achievement of goals, which leads to lower management costs – team management becomes more effective than the administrative-command system. Moreover the team is a carrier of elements of corporate culture. In conditions of intense competition and the emergence of the latest technologies, it turned out to be practically impossible to copy only two things – an intellectual resource and effective interaction between participants in business processes and production relations. In-company learning today is seen as a means of achieving the strategic goals of the company, increasing the value of the organization’s human resources and making organizational changes. Organizational staff training is one of the key HR technologies that are used in working with the staff of modern organizations, and is aimed at creating conditions for employees to master the skills to effectively perform their job duties to improve the quality of the company’s activities as a whole. The objective of our research was to study team orientation as one of the key competencies demanded by modern organizations of different levels and profiles; in the conditions of in-company training, it can become a background objective that determines the forms of organization of the educational process and the choice of learning technologies.

To form teamwork skills, we used a set of certain techniques that were aimed at the ability to communicate and establish a constructive interaction with any team member (listen, hear, ask questions, convincingly argue, correctly criticize and accept criticism without offense, give feedback, respect, share information and experience), support and help (emotionally support, offer and do not be shy to accept help), make mistakes (admit your mistakes and accept someone else's point of view), trust (quickly adapt, a priori trusting partners and relying on their reliability), comply with deadlines (act steadily and evenly “on schedule”, rather than committing “feats”), abide by agreements (implement the decision made by the team, even if it diverges from personal opinion). Empirically, we noted that on the basis of these skills in teamwork, communicative and social skills are developed, the ability to establish relationships with colleagues in such a way that jointly effectively accomplishes assigned tasks.

To solve the problem of the study we identified indicators of the formation of the ability to work in a team, determined the roles of external and internal factors of this process (specialized trainings were used as a tool for developing skills). In addition, we identified the criteria for creating socio-cultural, psychological and pedagogical conditions for team building in an organization, developed a module of in-house training programs aimed at developing students' teamwork skills. The research data are presented in the article.

Keywords:

In-company training, corporate culture, continuing education, specialist, teamwork, team orientation, team building, flexible competencies.