Making the team
Subtitle: a guide for managers
By: Leigh L. Thompson
Edition: 2nd ed.
Publisher: Pearson Prentice Hall
Published: 2004
Place of publication: Upper Saddle River, NJ
Language: eng
Number of pages: 372
ISBN-13: 9780131416581
Subjects: Efficacité organisationnelle; Leadership; Rendement au travail; Équipes de travail; Performance; Organizational effectiveness; Teams in the workplace
Notes: Includes bibliographical references and (p. 322-359) indexes.
Table of contents: title: The Basics of Teamwork; title: Teams in Organizations: Facts and Myths; title: What Is a Team?; title: Why Should Organizations Have Teams?; title: Customer service focus; title: Competition; title: Information age; title: Globalization; title: Types of Teams in Organizations; title: Manager-led teams; title: Self-managing teams; title: Self-directing teams; title: Self-governing teams; title: Some Observations about Teams and Teamwork; title: Teams are not always the answer; title: Managers fault the wrong causes for team failure; title: Managers fail to recognize their team-building responsibilities; title: Experimenting with failures leads to better teams; title: Conflict among team members is not always a bad thing; title: Strong leadership is not always necessary for strong teams; title: Good teams can still fail under the wrong circumstances; title: Retreats wil not fix all the conflicts between team members; title: What Leaders Tell Us about Their Teams; title: Most common type of team; title: Team Size; title: Team Autonomy versus manager control; title: Team longevity; title: The most frustrating aspect of teamwork; title: Developing Your Team-Building Skills; title: Skill 1: Accurate Diagnosis of Team Problems; title: Skill 2: Theory-based Intervention; title: Skill 3: Expert Learning; title: A Warning; title: Conclusions; title: Performance and Productivity: Team Performance Criteria and Threats to Productivity; title: An Integrated Model of Successful Team Performance; title: Team Context; title: Essential conditions for Successful Team Performance; title: Performance Criteria; title: The Team Performance Equation; title: Conclusions; title: Rewarding Teamwork: Compensation and Performance Appraisals; title: Types of Team Pay; title: Incentive Pay; title: Recognition; title: Profit Sharing; title: Gainsharing; title: Teams and Pay for Performance; title: Team Performance Appraisal; title: What is Measured?; title: Who does the measuring?; title: Developing a 360-degree Program; title: Rater Bias; title: Infation Bias; title: Extrinsic Incentives Bias; title: Homgeneity Bias; title: hao Bias; title: Fundamental Attribution Error; title: Communication Medium; title: Experience Effect; title: Reciprocity Bias; title: Bandwagon Bias; title: Primacy and Recency Bias; title: Ratee Bias; title: Egocentric Bias; title: Intrinsic Interest; title: Social Comparison; title: Fairness; title: Guiding Principles; title: Principle 1: Goals Should Cover Areas that Team Members Can Directly Affect; title: Principle 2: Balance the mix of individuals and team-based pay; title: Principle 3: Consult with the team members who will be affected; title: Principle 4: Avoid organizational myopia; title: Principle 5: Determine eligibility (who qualifies for the plan); title: Principle 6: Determine Equity Method; title: Principle 7: Quantify the criteria used to determine payout; title: Principle 8: Determine how target levels of performance are established and updated; title: Principle 9: Develop a budget for the plan; title: Principle 10: Determine Timing of Measurements and Payments; title: Principle 11: Communicate with those involved; title: Principle 12: Plan for the future; title: Conclusions; title: Internal Dynamics; title: Building the Team: Tasks, People, and Relationships; title: Building the Team; title: The Task: What Work Needs to Be Done?; title: How much authority does the team have to manage its own work?; title: What is the focus of the work the team will do?; title: What is the degree of task interdependence among team members?; title: Is there a correct solution that can be readily demonstrated and communicated to members?; title: Are team members' interests perfectly aligned (cooperative), opposing (competitive), or mixed in nature?; title: How big should the team be?; title: The People: Who Is Ideally Suited to Do the Work?; title: Diversity; title: Relationships: How do team members socialize with each other?; title: Group Socialization; title: Role Negotiation; title: Team Norms: Development and Enforcement; title: Cohesion: Team Bonding; title: Trust; title: Turnover and reorganizations; title: Conclusions; title: Sharpening the Team Mind: Communication and collective Intelligence; title: Team Communication; title: Message Tuning; title: Message Distortion; title: Biased Interpretation; title: Perspective-taking failures; title: Transparency Illusion; title: Indirect Speech Acts; title: Uneven Communication; title: Intellectual Bandwidth; title: The Information Dependence Problem; title: The common Information Effect; title: Hidden Profile; title: Practicexs to Put Into Place; title: Collective Intelligence; title: Team Mental Models; title: The Team Mind: Transactive Memory Systems; title: Team Longevity: Routinization versus Innovation Trade-Offs; title: Conclusions; title: Team Decision Making: Pitfalls and Solutions; title: Decision Making In Teams; title: Individual versus Group Decision-Making; title: Decision-Making Pitfall 1: Groupthink; title: Learning from history; title: how to avoid groupthink; title: Decision-Making Pitfall 2: Escalation of Commitment; title: Project Determinants; title: Psychological Determinants; title: Social Determinants; title: Structural Determinants; title: Avoiding the Escalation of Commitment Problem; title: Decision-Making Pitfall 3: The Abilene Paradox; title: How to Avoid the Abilene Paradox; title: Decision-Making Pitfall 4: Group Polarization; title: The need to be right; title: The need to be liked; title: Conformity pressures; title: Decision-Making Pitfall 5: Unethical Decision Making; title: Rational Man Model; title: Pluralistic Ignorance; title: Desensitization; title: Accountability For Behavior; title: Reward Model; title: Appropriate Role Models; title: Eliminate Conflicts of Interest; title: Create Cultures of Integrity; title: Conclusions.; title: Conflict in Teams: Leveraging Differences to Create Opportunity; title: Types of Conflict; title: Types of Conflict and Work Team Effectiveness; title: Proportional and Perpetual Conflict; title: Transforming Relationshiop into Task Conflict; title: Team Dilemma: Group versus Individual Interests; title: Strategies to enhance cooperation and minimize competition; title: Perils and Pitfalls of Democracy; title: Voting Rules; title: Drawbacks to voting; title: Coalitions; title: Team Negotiations; title: The BATNA Principle; title: Avoid the fixed-pie fallacy; title: Bild trust and share information; title: Understand underlying interests; title: Share information; title: Make multiple proposals simultaneously; title: Avoid sequential discussion of issues; title: Construct contingency contracts and leverage differences; title: Search for postsettlement settlements; title: Invoke Norms of Justice; title: What do Do When Conflict Escalates?; title: Conclusions; title: Creativity: Mastering Strategies for High Performance; title: Creative Realism; title: Measuring Creativity; title: Convergent and divergent thinking; title: Exploration and exploitation; title: Creativity and context dependence; title: Creative People or Creative Teams?; title: Brainstorming; title: Brainstorming on trial; title: Major Threates to Team Creativity; title: Social Loafing; title: Conformity; title: Production Blocking; title: Downard Norm Setting; title: What goes on during a typical group brainstorming session?; title: Enhancing Team Creativity; title: Trained Facilitators; title: High Benchmarks; title: Brainwriting; title: Nominal Group Technique; title: Diversify the team; title: Analogical reasoning; title: Creating an organizational memory; title: Membership change; title: Build a playground; title: Electronic Brainstorming; title: Advantages of electronic brainstorming; title: Disadvantages of electronic brainstorming; title: Capstone on brainstorming; title: Conclusions; title: External Dynamics; title: Netowrking, Social Capital, and Integrating Across Teams; title: Team Boundaries; title: Insulating Teams; title: Broadcasting Teams; title: Marketing Teams; title: Surveying Teams; title: External Roles of Team Members; title: Knowledge Valuation; title: Netowrking: A Key to Successful Teamwork; title: Communication; title: Human Capital and Social Capital; title: The Importance of Boundary Spanning; title: Cliques versus boundary-spanning networks: Advantages and Disadvantages; title: Advice for the Manager; title: Structural Positioning; title: Relationships Outside the Team; title: Distance; title: Time; title: Conclusions; title: Leadership: Managing the Paradox; title: Leaders and the Nature-Nurture Debate: Great Person versus Great Opportunity; title: Leadership Styles; title: Task Versus Person Leadership; title: Transactional versus Transformational Leadership; title: Active versus Passive Leadership; title: Autcratic versus democratic leadership; title: Team Coaching; title: Types of coaching; title: Leadership and Power; title: Source sof power; title: Using power; title: Decision Analysis Model: How Participative Do You Want To Be?; title: Decision Styles; title: Problem Identification; title: Deicsion Tree Model; title: Strategies for Encouraging Participative Management; title: Task Delegation; title: Parallel Suggestion Involvement; title: Job Involvement; title: Organizational Involvement; title: conclusions; title: Interteam Relations: Competition and Cooperation; title: Personal and Team Identity; title: Intrateam and interteam respect; title: Independence versus Interdependence; title: Self-interest versus group-interest; title: Ingroups and outgroups; title: Balancing the need to belong and the need to be distinct; title: Interteam Relationships; title: Social Comparison Processes; title: Post-merger behavior; title: Intergroup conflict; title: When and Why Conflict is Good; title: Cohesion; title: How and why organizations benefit from minority viewpoints; title: Biases Associated with Intergroup Conflict; title: Categorization: Us versus Them; title: Ingroup bias (or "We are better than them"); title: Racism and racial discrimination; title: Denial; title: "They all look alike":  The outgroup homogeneity bias; title: Strategies for Reducing Negative Effects of Intergroup Conflict; title: Contact; title: Cross-cut role assignments; title: Conclusions; title: Teamwork via Information Technology: Challenges and Opportunities; title: Place-Time Model of Social Interaction; title: Face-to-face communication; title: Same time, different place; title: Different time, same place; title: Different place, different time; title: Information Technology and Social Behavior; title: Reduced status differences:  The "weak get strong" effect; title: Equalization of team members' participation; title: Technology can lead to face-to-face meetings; title: Increased time to make decisions; title: Communication; title: Risk taking; title: Social norms; title: Task Performance and quality of group decisions; title: Enhancing Local Teamwork: Redesigning the Workplace; title: Virtual or flexible space; title: Flexible furniture; title: Hoteling; title: Virtual teams; title: Strategies for Enhancing the Virtual Team; title: Collaboratory; title: Virtual Team Technology; title: Initial face-to-face experience; title: Temporary Engagement; title: One-day videoconference; title: Touching base; title: Schmoozing; title: Transactional Teams; title: Conclusions; title: Managing Meetings: A Toolkit; title: Tips for Consultants and Facilitators; title: A Guide for Creating Effective Study Groups; title: Example Items from Peer Evaluations and 360-Degree Performance Evaluations.