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The Wisdom of Teams: Creating the High-Performance
Organization |
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In this book, two senior McKinsey
& Co. partners argue that we cannot meet the challenges
ahead, from total quality to customer service to innovation,
without teams. Among their findings: formal hierarchy is actually
good for teams; successful team leaders fit no ideal profile;
commitment to performance goals is more important than commitment
to team-building goals; top management teams are often smaller
and more difficult to sustain; and team endings can be as
important to manage as team beginnings. The wisdom of teams lies
in recognizing their unique potential to deliver results and in
understanding their many benefits. :Jon R. Katzenbach ; Douglas
K. Smith :Harperbusiness :1/1/1997 :Book |
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Overcoming the Problems of Cultural Differences to
Establish Success for International Management
Teams |
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In developing effective international
management teams it appears that the following areas should be
considered: Identifying the nature and implications of national
cultural differences within the team; Establishing a basis for
building understanding and awareness of cultural differences and
how they may be managed; Formulating a framework for developing a
high performing team which takes account of cultural differences
and leverages the diversity present is an international team.
This article sets out to explore each of these areas and propose
an overall framework for building in international management
teams. :Malcolm Higgs :Team Performance Management: An
International Journal. V 2 N. 1 Page: 36 -- 43 :6/1/1996
:Article
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The Seven Deadly Sins of Team
Building |
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Identifies seven major errors found
frequently in teambuilding programmes. Each of the errors, all
management failures, are illustrated by real life episodes.
Guidelines are presented for overcoming each of these deadly
sins: malselection, impatience, deception, aimlessness,
powerlessness, inhibited communications, and competitive mania.
:J. Michael McDonald; J. Bernard Keys :Team Performance
Management: An International Journal V (2) 2 Page: 19/26
:6/1/1996 :Article
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Using team - individual reward and recognition
strategies to drive organizational success |
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A review of team effectiveness and
models of teamwork are first discussed so that team rewards are
understood as important motivators to accomplishing
organisational objectives. Four factors need to be considered in
establishing team-based rewards: the stages of a team life cycle,
reward and recognition categories, the type of teams and the
culture of the team and organisation. Forty-four specific reward
tools are described which can be used for individual or team
incentives. :Ron Cacioppe :Leadership and Organization
Development Journal V(20) :6/1/1999 :Article
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Management Teams: Why They Succeed or
Fail. |
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First published in 1981, a classic in
management research, identifying team roles, outlining
characteristics of successful and unsuccessful teams and offering
advice on team leadership, dealing with similar personalities
within teams, ideal team size, and teams in public affairs. One
of the most widely read, imaginative and influential books on
this vital area of management research. Includes a
self-perception inventory so you can match your personality to
particular team roles. :Meredith Belbin :Butterworth-Heinemann
:6/1/1996 :Book
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Wharton Centre for Organizational Structure and
Design |
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Tools for Design and Change,
Organizational Effectiveness, Building the office of the
executive, Creating performance cultures, Designing and leading
management teams, Designing human resource systems, Incentivizing
compensation and appraising performance, Organizational
Structures, Aligning strategy and design, Organizing for
productivity and quality, Identifying, applying and leveraging
core competence. :Archive |
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The Self-directed Team: A Conflict Resolution
Analysis |
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One way of answering the demands that
face today's management is to increase employees' implication in
the organization by empowering them. The shift from top to bottom
authority to a team-oriented organization is a key element in
making this work. In this paper, after a brief definition and
description of this kind of team, we will focus on conflict
management as an important factor for their success :Steven H
Appelbaum; Chahrazad Abdallah; Barbara T Shapiro :Team
Performance Management. Volume: 5 Number: 2 Page: 60 -- 77
:6/1/1999 :Article
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Team Roles at Work |
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Belbin has become one of the world
experts on teams and written a number of books on team work. A
follow up to Management Teams: Why They Succeed or Fail, explores
how people must fulfill not only their functional roles, but also
their roles as team members. Explains how to find the right
structure for the personalities and function, and ways in which
people can be fit in. :Meredith Belbin :Butterworth-Heinemann
:6/1/1996 :Book |
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Improving the creativity of organizational work
groups. |
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In the rapidly changing, more
competitive new economy, teams need to engage in divergent
thinking in which they put aside typical assumptions. However,
teams excel at convergent thinking, but it is individuals who
excel at divergent thinking. In this article, the four key
obstacles to creative teamwork are identified and described.
Then, ten techniques for enhancing creative teamwork are outlined
that most teams or workgroups can put into place. These
techniques have all been proven effective in enhancing creativity
and are extremely cost-effective. :Leigh Thompson :Academy of
Management Executive :2/1/2003 :Article
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Community
of Practice (CoP) Start-up Kit |
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Communities of Practice (CoPs) are
groups of people in organizations that form to share what they
know, to learn from one another regarding some aspects of their
work and to provide a social context for that work. Although the
term "Community of Practice" is new, CoPs are not. Such groups
have been around ever since people in organizations realized they
could benefit from sharing their knowledge, insights, and
experiences with others who have similar interests or goals. This
CoP Start- Up Kit provides a variety of resources useful to
people who are interested in sponsoring or starting up a
Community of Practice (CoP). :Fred Nickols :The Distance
Consulting Company :6/1/2000 :Article
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Awake at the wheel: A study on executive team
development |
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Senior executive teams are often a
microcosm of the culture in which they exist, while also
responsible for creating that very culture. Thus, developing the
senior executive team as an effective coalition is crucial to
creating sustainable organization change. However, the unique
composition and dynamics of senior teams (i.e. members who lead
their own divisions, high stakes around succession, etc.)
contribute to the difficulty of their development. :Robert A
Goldberg :Leadership and Organization Development Journal V(21)
:6/1/2000 :Article
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The importance of conflict in work team
effectiveness |
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Focusses on the dynamic of conflict -
particularly A-type and C-type - and its effects on the
decision-making process of work teams. Notes that C-type conflict
can have positive effects, e.g. fostering creativity, and that
conflict can be managed into and through C-type conflict by an
eight-step technique. Suggests that, as the use of work teams
increases, the ability to understand conflict and to manage it
successfully will be an advantage. :Michael A Esquivel; Brian H
Kleiner :Journal of Team Performance Management V(2) :6/1/1996
:Article
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Being a better team player |
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Being a good team player is a highly
sought-after skill. How to determine the team to play on and how
to be a team player are skills needed by many of us. This article
will show you how to improve these skills: (1) Determine the
specific expectations of the team.(2) Discover the role of the
team in the bigger scheme of things.(3) Discover specific
expectations of you as a team member.(4) Determine how your role
contributes to the team effort.(5) Clarify role relationships.(6)
Be supportive.(7) Help team members.(8) Accept help (from your
leader and fellow members).(9) Seek help. :Jay T Knippen; Thad B
Green :The Journal of Workplace Learning V(11) :6/1/1999
:Article
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