Making the team : a guide for managers / / Leigh L. Thompson, Kellogg School of Management, Northwestern University

• Autore: Thompson Leigh L.
• Pubblicazione: Boston : , : Pearson, , [2015]; ©2015
• Edizione: Fifth edition, Global edition.
• Descrizione fisica: 1 online resource (480 pages) : illustrations (some color), tables
• Disciplina: 658.4/022
• Soggetto topico: Teams in the workplace; Performance; Leadership; Organizational effectiveness
• Note generali: Bibliographic Level Mode of Issuance: Monograph
• Nota di bibliografia: Includes bibliographical references (pages 381-440) and index.
• Nota di contenuto: Cover -- Title -- Copyright -- Contents -- Preface -- Part 1 The Basics of Teamwork -- Chapter 1 Teams in Organizations: Facts and Myths -- What Is a Team? -- Why Should Organizations Have Teams? -- Information Technology -- Competition -- Globalization and Culture -- Multigenerational Teams -- Types of Teams in Organizations -- Manager-Led Teams -- Self-Managing Teams -- Self-Directing Teams -- Self-Governing Teams -- Some Observations about Teams and Teamwork -- Teams Are Not Always the Answer -- Managers Fault the Wrong Causes for Team Failure -- Managers Fail to Recognize Their Team-Building Responsibilities -- Experimenting with Failures Leads to Better Teams -- Conflict Among Team Members Is Not Always a Bad Thing -- Strong Leadership Is Not Always Necessary for Strong Teams -- Good Teams Can Still Fail Under the Wrong Circumstances -- Retreats Will Not Fix All the Conflicts Between Team Members -- What Leaders Tell Us about Their Teams -- Most Common Type of Team -- Team Size -- Team Autonomy Versus Manager Control -- Team Longevity -- The Most Frustrating Aspect of Teamwork -- Developing Your Team-Building Skills -- Skill 1: Accurate Diagnosis of Team Problems -- Skill 2: Research-Based Intervention -- Skill 3: Expert Learning -- A Warning -- Chapter Capstone -- Chapter 2 Performance and Productivity: Team Performance Criteria and Threats to Productivity -- An Integrated Model of Successful Team Performance -- Team Context -- Essential Conditions for Successful Team Performance -- Performance Criteria -- The Team Performance Equation -- Chapter Capstone -- Chapter 3 Rewarding Teamwork: Compensation and Performance Apraisals -- Types of Team Pay -- Incentive Pay -- Recognition -- Profit Sharing -- Gainsharing -- Teams and Pay for Performance -- Team Performance Appraisal -- What Is Measured? -- Who Does the Measuring?. ; Developing a 360-Degree Program -- Rater Bias -- Inflation Bias -- Extrinsic Incentives Bias -- Homogeneity Bias -- Halo Bias -- Fundamental Attribution Error -- Communication Medium -- Experience Effect -- Reciprocity Bias -- Bandwagon Bias -- Primacy and Recency Bias -- Conflict of Interest Bias -- Ratee Bias -- Egocentric Bias -- Intrinsic Interest -- Social Comparison -- Fairness -- Listening to Advice -- Guiding Principles -- Principle 1: Goals Should Cover Areas That Team Members Can Directly Affect -- Principle 2: Balance the Mix of Individual and Team-Based Pay -- Principle 3: Consult the Team Members Who Will Be Affected -- Principle 4: Avoid Organizational Myopia -- Principle 5: Determine Eligibility (Who Qualifies for the Plan) -- Principle 6: Determine Equity Method -- Principle 7: Quantify the Criteria Used to Determine Payout -- Principle 8: Determine How Target Levels of Performance Are Established and Updated -- Principle 9: Develop a Budget for the Plan -- Principle 10: Determine Timing of Measurements and Payments -- Principle 11: Communicate with Those Involved -- Principle 12: Plan for the Future -- Chapter Capstone -- Part 2 Internal Dynamics -- Chapter 4 Designing the Team: Tasks, People, and Processes -- Building the Team -- The Task: What Work Needs to Be Done? -- Is the Goal Clearly Defined? -- How Much Authority Does the Team Have? -- What Is the Focus of the Work the Team Will Do? -- What Is the Degree of Task Interdependence Among Team Members? -- Is There a Correct Solution That Can Be Readily Demonstrated and Communicated to Members? -- Are Team Members' Interests Perfectly Aligned (Cooperative), Opposing (Competitive), or Mixed-Motive in Nature? -- How Big Should the Team Be? -- Time Pressure: Good or Bad? -- The People: Who Is Ideally Suited to Do the Work? -- Member-Initiated Team Selection -- Diversity. ; Processes: How to Work Together? -- Team Structure -- Team Norms -- Team Coaching -- Chapter Capstone -- Chapter 5 Team Identity, Emotion, and Development -- Are We a Team? -- Group Entitativity -- Group Identity -- Self-verification and Group-verification -- Group-serving Attributions -- Group Potency and Collective Efficacy -- Group Mood and Emotion -- How Emotions Get Shared in Groups -- Emotional Intelligence in Teams -- Leadership and Group Emotion -- Group Cohesion -- Cohesion and Team Behavior -- Building Cohesion in Groups -- Trust -- Types of Trust -- Psychological Safety -- Status -- Perceptions of status -- Status competition -- Team Development and Socialization -- Group Socialization -- The Phases of Group Socialization -- Old-timers' Reactions to Newcomers -- Newcomer Innovation -- Turnover and Reorganizations -- Chapter Capstone -- Chapter 6 Sharpening the Team Mind: Communication and Collective Intelligence -- Team Communication -- Message Tuning -- Message Distortion -- Saying Is Believing -- Biased Interpretation -- Perspective-Taking Failures -- Illusion of Transparency -- Indirect Speech Acts -- Uneven Communication -- Absorptive Capacity -- The Information Dependence Problem -- The Common Information Effect -- Hidden Profile -- Best Practices for Optimal Information Sharing -- Collaborative Problem Solving -- Collective Intelligence -- Team Mental Models -- The Team Mind: Transactive Memory Systems -- Team Learning -- Learning from the Environment -- Learning from Newcomers and Rotators -- Learning from Vicarious Versus in Vivo Experience -- Learning from Threat, Change, and Failure -- Team Longevity: Routinization Versus Innovation Trade-Offs -- Chapter Capstone -- Chapter 7 Team Decision Making: Pitfalls and Solutions -- Decision Making in Teams -- Individual Decision-Making Biases -- Framing Bias -- Overconfidence. ; Confirmation Bias -- Decision Fatigue -- Individual versus Group Decision Making in Demonstrable Tasks -- Group Decision Rules -- Decision-Making Pitfall 1: Groupthink -- Learning from History -- How to Avoid Groupthink -- Decision-Making Pitfall 2: Escalation of Commitment -- Project Determinants -- Psychological Determinants -- Social Determinants -- Structural Determinants -- Avoiding Escalation of Commitment to a Losing Course of Action -- Decision-Making Pitfall 3: The Abilene Paradox -- How to Avoid the Abilene Paradox -- Decision-Making Pitfall 4: Group Polarization -- The Need to Be Right -- The Need to Be Liked -- Conformity Pressure -- Decision-Making Pitfall 5: Unethical Decision Making -- Rational Expectations Model -- False Consensus -- Vicarious Licensing -- Desensitization -- Chapter Capstone -- Chapter 8 Conflict in Teams: Leveraging Diferences to Create Opportunity -- Types of Conflict -- Relationship, Task, and Process Conflict -- Proportional and Perceptual Conflict -- Types of Conflict and Work Team Effectiveness -- Conflict In Teams -- Power and Conflict -- Conflict in Cross-Functional Teams -- Minority and Majority Conflicts in Teams -- Conflict in Culturally Diverse Teams -- Work-Family Conflict in Teams -- Conflict Management Approaches -- The Managerial Grid -- A Contingency Theory of Task Conflict and Performance in Teams -- Interests, Rights, and Power Model of Disputing -- Wageman and Donnenfelds' Conflict Intervention Model -- Fairness and Conflict -- Norms of Fairness -- Distributive and Procedural Justice -- Chapter Capstone -- Chapter 9 Creativity: Mastering Strategies for High Performance -- Creative Realism -- Measuring Creativity -- Convergent and Divergent Thinking -- Exploration and Exploitation -- Creative People or Creative Teams? -- Brainstorming -- Brainstorming on Trial -- Threats to Team Creativity. ; Social Loafing -- Conformity -- Production Blocking -- Performance Matching -- What Goes on During a Typical Group Brainstorming Session? -- Enhancing Team Creativity -- Cognitive-Goal Instructions -- Social-Organizational Methods -- Structural-Environmental Methods -- Electronic Brainstorming -- Advantages of Electronic Brainstorming -- Disadvantages of Electronic Brainstorming -- Chapter Capstone -- Part 3 External Dynamics -- Chapter 10 Networking, Social Capital, and Integrating across Teams -- Team Boundaries -- Insulating Teams -- Broadcasting Teams -- Marketing Teams -- Surveying Teams -- X-Teams -- External Roles of Team Members -- Networking: A Key to Successful Teamwork -- Communication -- Human Capital and Social Capital -- Boundary Spanning -- Cliques Versus Boundary-Spanning Networks -- Team Social Capital -- Leadership Ties -- Increasing Your Social Capital -- Analyze Your Social Network -- Identify Structural Holes in Your Organization -- Expand the Size of the Network -- Diversify Networks -- Build Hierarchical Networks -- Understand Gender Scripts in Networks -- Multiteam Systems -- Types of Ties in Teams -- Knowledge Valuation -- Chapter Capstone -- Chapter 11 Leadership: Managing the Paradox -- The Leadership Paradox -- Leadership and Management -- Leaders and the Nature-Nurture Debate -- Trait Theories of Leadership -- Incremental Theories of Leadership -- Leadership Styles -- Task Versus Person Leadership -- Transactional Versus Transformational Leadership -- Autocratic Versus Democratic Leadership -- Leader Mood -- What Teams Expect of leaders -- Implicit Leadership Theories -- Status, Uncertainty, and Leadership Expectations -- Perceptions of Male and Female Leaders -- Leader-Member Exchange -- Key Attributes That Influence Differential Treatment -- Advantages of Differential Treatment -- Disadvantages of Differential Treatment. ; Leadership and Power.
• Sommario/riassunto: For undergraduate or graduate management courses in Organization Behavior, Group Dynamics, or Teamwork; also appropriate for executives enrolled in degree and non-degree short courses on general management. Gain inside insight to help team leaders and team members maximize their success in business. Making the Team: A Guide for Managers combines cutting-edge theory with the latest research and real-world applications in order to help team leaders and team members succeed in the business world. Every chapter of this edition contains new information, new research, updated examples, and more.
• Titolo autorizzato: Making the team
• ISBN: 1-292-07034-X
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910154783303321
• Lo trovi qui: Univ. Federico II
• Serie: Always learning.