Effective Teamwork: Practical Lessons from Organizational Research

Höfundur: Michael A. West (Útgáfa: 3)
Effective Teamwork: Practical Lessons from Organizational Research

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Updated to reflect the latest research evidence, the third edition of Effective Teamwork provides business managers with the necessary guidance and tools to build and maintain effective teamwork strategies.

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Útgefandi
Wiley Global Research (STMS)
ISBN
9781118871935
Print ISBN
9780470974971
Format
ePub
Útgáfa
3
Höfundar
Michael A. West
Tungumál
English
Útgefið
2012-01-20
Prent takmörkun á líftíma
100
Prent takmörkun
10
Afritunar takmörkun
2

Kaflar

  • Front Matter
  • Contents
  • Acknowledgements
  • Part 1 Team Effectiveness
  • 1 Creating Effective Teams
  • Key Learning Points
  • Task and Social Elements of Team Functioning
  • Team Effectiveness
  • Table 1 Four types of teams and their outcomes.
  • Exercise 1 The team reflexivity questionnaire
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 2 Real Teams Work
  • Key Learning Points
  • Case Study
  • why work in Teams?
  • Barriers to Effective Teamwork
  • Loss of effort
  • Poor problem solving and decision making
  • Box 1 Baseball or basketball teams?
  • Low creativity
  • Baseball or basketball teams?
  • What is a Team?
  • What do Teams do?
  • How can we build Effective Teams?
  • Exercise 2 Measuring the effectiveness of your team’s performance
  • Conclusions
  • Case Study
  • Key Revision Points
  • Further Reading
  • Web Resources
  • Part 2 Developing Teams
  • 3 Creating Teams
  • Key Learning Points
  • Personality and Ability
  • Box 2 Belbin’s team role theory
  • Teamwork Skills
  • Social skills
  • Knowledge, skills and attitudes (KSAs) for teamwork
  • Table 2 Stevens and Campion’s Knowledge, Skills and Abilities for team working.
  • Exercise 3 Knowledge, skills and attitudes for teamwork
  • Diversity of Team Members
  • Functional diversity
  • Personality diversity
  • Demographic diversity
  • Benefiting from Team Diversity
  • Implications of Diversity
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 4 Leading Teams
  • Key Learning Points
  • The Three Team Leadership Tasks
  • Box 3 Team leadership differs from traditional leadership
  • The Three Elements of Leading Teams
  • Leading the team
  • Box 4 The essence of effective leadership
  • Managing the team
  • Box 5 The fallacies and wisdom of team leadership
  • Box 6 Favouritism
  • Coaching the team
  • Recognizing and revealing feelings.
  • Giving feedback.
  • Agreeing goals.
  • Box 7 Team leadership functions (adapted from Zaccaro, Heinen and Shuffler, 2009).
  • Tripwires for Team Leaders
  • Developing Team Leadership Skills
  • Box 8 Emotional intelligence (EI): Developing self-awareness
  • Transformational team leadership
  • Box 9 Fitting leadership style to the situation
  • Self-managing or Shared Leadership Work Teams
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 5 Team Training
  • Key Learning Points
  • The Stages of Team Development
  • Types of Team Training Interventions
  • Team start-up
  • Regular formal reviews
  • Box 10 Dealing with a known problem
  • Addressing known task-related problems
  • Identifying what the problems are
  • Crew Resource Management (CRM) Training
  • Social process interventions
  • Exercise 3 Satisfaction with team social processes
  • Exercise 4 Role negotiation exercise
  • Role clarification and negotiation
  • Conclusions
  • Key Revision Points
  • Further Reading
  • Web Resources
  • Part 3 Team Working
  • 6 Setting Team Direction
  • Key Learning Points
  • Team Objectives
  • The Elements of Team Vision
  • Strategy for Teams
  • Domains
  • Vehicles
  • Differentiators
  • Economic logic
  • Sequences and stages
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 7 Team Playing
  • Key Learning Points
  • Interaction
  • Case Study
  • Chairing meetings
  • Box 11 Ground rules for team meetings
  • Information Sharing
  • Case Study
  • Influencing and Decision Making
  • Exercise 5 Information sharing in the team
  • The stepladder technique for decision making
  • Exercise 6 A short form of the stepladder technique for decision making
  • Creating Safety in Teams
  • Box 12 Creating an atmosphere of trust, support and safety
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 8 Team Quality Management
  • Key Learning Points
  • Groupthink
  • Team Pressures to Conform
  • Obedience to Authority
  • Team Defence Mechanisms
  • Box 13 Overcoming defensive routines
  • Commitment to Quality
  • Task Focus/Constructive Controversy
  • Table 3 Constructive controversy.
  • Encouraging Constructive Controversy in Teams
  • Devil’s advocacy
  • Negative brainstorming
  • Stakeholder analysis
  • Box 14 Stakeholder analysis in practice
  • Minority group influence in teams
  • Case Study
  • Conclusion
  • Box 15 Bringing about change: a minority influence strategy
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 9 Creative Team Problem Solving
  • Key Learning Points
  • Team Innovation
  • Figure 1 A model of team innovation.
  • Vision/shared objectives
  • Participative safety
  • Exercise 7 How innovative is your team at work?
  • Task focus or commitment to excellence
  • Support for innovation
  • Box 16 The ‘yes, and ...’ method
  • Creative Problem Solving in Teams
  • Stage 1 – Exploration
  • Stage 2 – Ideation
  • Stage 3 – Selection
  • Stage 4 – Implementation
  • Techniques for Promoting Creativity within a Team
  • Creativity and innovation techniques
  • Technique 1 – classical brainstorming
  • Technique 2 – brainwriting pool
  • Technique 3 – negative brainstorming
  • Technique 4 – goal orientation
  • Technique 5 – table of elements
  • Table 4 Table of elements: A novel social event.
  • Technique 6 – stakeholder analysis
  • Using Creativity Techniques in Team Meetings
  • Other Influences on Team Innovation
  • Box 17 Fostering team creativity and innovation
  • Exercise 8 How innovative are you at work?
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 10 Team Support
  • Key Learning Points
  • The Emotional Life of Teams
  • Box 18 Team leader–member exchange
  • Figure 2 The social dimensions of team working. All these factors contribute to team viability and team member mental health.
  • Social Support
  • Emotional support
  • Case Example
  • Informational support
  • Case Example
  • Instrumental support
  • Case Examples
  • Appraisal support
  • Case Example
  • Support for Team Member Growth and Development
  • Skill development
  • Job enrichment
  • Exercise 9 A team exercise to promote job enrichment
  • Balance between Home and Work Life
  • Social Climate
  • Case Example
  • Conclusions
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 11 Conflict in Teams
  • Key Learning Points
  • Team Conflicts
  • Types of Team Conflict
  • Resolving Team Conflicts
  • Organizational Causes of Conflict
  • Case Study
  • Interpersonal Conflicts
  • Managing interpersonal conflicts
  • Difficult Team Members
  • Case Example
  • Key Revision Points
  • Further Reading
  • Web Resources
  • Part 4 Teams in Organizations
  • 12 Teams in Organizations
  • Key Learning Points
  • Introducing Team-based Working (TBW)
  • Figure 3 The six-stage process of introducing team-based working (TBW).
  • Stage 1 Deciding on team-based working (TBW)
  • Stage 2 Developing support systems
  • Stage 3 Team leader and team member selection
  • Stage 4 Developing effective teams
  • Stage 5 Reviewing and sustaining team effectiveness
  • Stage 6 Reviewing team-based working
  • The Relationship between Teams and their Organizations
  • What do Teams need from their Organizations?
  • Targets
  • Resources
  • Information
  • Education
  • Feedback
  • Technical and process assistance
  • The Role of Human Resource Management (HRM)
  • Box 19 Developing team reward systems
  • What do Organizations require from Teams?
  • Bridging across Teams
  • Box 20 The Robber’s Cave studies
  • Conclusions
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 13 Virtual Team Working
  • Key Learning Points
  • Case Study
  • Case Study
  • What is Virtual Team Working?
  • Advantages and Disadvantages of Virtual Teams
  • Table 5 Advantages and disadvantages of virtual teams (adapted from Hertel, Geister and Konradt, 2005).
  • How to Develop Effective Virtual Team Working
  • Inputs
  • Processes
  • Other factors include:
  • Lifecycle of Virtual Teams
  • Conclusion
  • Key Revision Points
  • Further Reading
  • Web Resources
  • 14 Top Management Teams
  • Key Learning Points
  • Task Design
  • Team Effort and Skills
  • Organizational Supports
  • Figure 4 Organizational supports for top teams.
  • Case Study
  • Top Management Team Processes
  • Case Study
  • Top Team Participation
  • Corporate Social Responsibility
  • Case Study
  • Top Team Meetings
  • Conflict
  • CEO Leadership
  • Conclusions
  • Key Revision Points
  • Further Reading
  • Web Resources
  • Back Matter
  • References
  • Author Index
  • Subject Index