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Making teams work : how to form, measure, and transition today's teams /
Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
American Management Association,
©2001.
|
| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
MARC
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| 100 | 1 | |a Deeprose, Donna. | |
| 245 | 1 | 0 | |a Making teams work : |b how to form, measure, and transition today's teams / |c Donna Deeprose. |
| 260 | |a New York : |b American Management Association, |c ©2001. | ||
| 300 | |a 1 online resource (xvii, 168 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 504 | |a Includes bibliographical references (pages 155-157) and index. | ||
| 505 | 0 | |a About this course -- How to take this course -- Pre-test -- 1. The business case for teams -- Many problems -- One solution with variations -- Example 1: Union Sanitary District (USD) -- Example 2: Y2K vigilantes at Gartner -- Example 3: AXAs eDOX Team -- Example 4: Gartner's WCW 2000 Team -- Just what is a team anyway? -- Why teams outperform individuals -- Teams vs. teamwork -- Kinds of teams -- Recap -- Review questions -- 2. When to form teams -- Ready for teams? Not yet -- Three situations that cry out for teams -- Warning: crisis ahead -- Needed & do more with less -- The moving target: continuous improvement -- Teams make (dollars and) sense -- Three conditions needed for success -- Condition 1: Long-term, visible management support -- Condition 2: Willingness to fail and learn from it -- Condition 3: Zeal for acquiring new skills -- When teamwork works better than teams -- Absent: the three conditions -- Nobody trusts nobody -- Sharing information is enough -- Individual contributions are enough -- Advocating for teams -- Recap -- Review questions -- 3. Characteristics of successful teams -- What successful teams have, reviewed -- What successful teams do -- A most unusual investment firm -- Recap -- Review questions -- 4. Getting off to a good start -- Start-up steps -- One more giant step for new teams -- Catching up -- Recap -- Review questions -- 5. What team leaders do -- It's never lonely at the top, it's way too lively -- Responsibilities of team leaders -- Track progress and coordinate the work -- Keep the team focused on performance goals -- Motivate team members -- Facilitate team meetings -- Facilitate team problem solving and decision making -- Remove obstacles -- Report to upper management -- Relate to outside stakeholders -- Additional responsibilities of project team leaders -- Additional leadership roles in permanent work unit teams -- Responsibilities of executive sponsors -- How one sponsor defined his role -- Recap -- Review questions -- 6. What team members do -- What you should expect from team members -- Task-related responsibilities -- People-related responsibilities -- Team process responsibilities -- Assessing team member performance -- Recap -- Review questions -- 7. Measuring team effectiveness -- Measuring team effectiveness at AMD -- What to measure -- Start with the right goals -- Measure processes as well as outcomes -- Measure all the team's accomplishments -- Measure individual contributions as well as team performance -- How to measure -- Recap -- Review questions -- 8. Hurdling obstacles -- Resistance to teaming -- Converting the unbelievers -- Resistance from the outside -- Conflicting priorities -- Lack of cooperation among teams -- Intra-team dissention -- Individual performance problems -- Loss of focus -- Slow pace of organizational change -- Inconsistent management support -- Recap -- Review questions -- 9. Handling team transitions -- New team member -- New leader -- New goals -- Closure when goals are met -- Recap -- Review questions. | |
| 588 | 0 | |a Print version record. | |
| 520 | |a Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the tools you need to build a case for teaming in your organization, set performance goals, and continually measure team effectiveness. You'll learn how to identify and foster the characteristics of successful teams, define responsibilities for team members, and overcome common obstacles to high perfor. | ||
| 590 | |a eBooks on EBSCOhost |b EBSCO eBook Subscription Academic Collection - Worldwide | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Teams in the workplace |v Examinations, questions, etc. | |
| 650 | 6 | |a Équipes de travail |v Examens, questions, etc. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Corporate Governance. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Development. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Workplace Culture. |2 bisacsh | |
| 650 | 7 | |a Teams in the workplace |2 fast | |
| 655 | 7 | |a Examinations |2 fast | |
| 655 | 7 | |a Examinations. |2 lcgft | |
| 710 | 2 | |a American Management Association. | |
| 776 | 0 | 8 | |i Print version: |a Deeprose, Donna. |t Making teams work. |d New York : American Management Association, ©2001 |z 0761213473 |w (DLC) 2002279569 |w (OCoLC)49718708 |
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