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Making the team : a guide for managers / / Leigh L. Thompson, Kellogg School of Management, Northwestern University
| Making the team : a guide for managers / / Leigh L. Thompson, Kellogg School of Management, Northwestern University |
| Autore | Thompson Leigh L. |
| Edizione | [Fifth edition, Global edition.] |
| Pubbl/distr/stampa | Boston : , : Pearson, , [2015] |
| Descrizione fisica | 1 online resource (480 pages) : illustrations (some color), tables |
| Disciplina | 658.4/022 |
| Collana | Always Learning |
| Soggetto topico |
Teams in the workplace
Performance Leadership Organizational effectiveness |
| ISBN | 1-292-07034-X |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| 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. |
| Record Nr. | UNINA-9910154783303321 |
Thompson Leigh L.
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| Boston : , : Pearson, , [2015] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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The mind and heart of the negotiator / / Leigh L. Thompson
| The mind and heart of the negotiator / / Leigh L. Thompson |
| Autore | Thompson Leigh L. |
| Edizione | [Sixth, Global edition.] |
| Pubbl/distr/stampa | Harlow, England : , : Pearson, , [2015] |
| Descrizione fisica | 1 online resource (432 pages) : illustrations |
| Disciplina | 658.4052 |
| Collana | Always learning |
| Soggetto topico | Negotiation in business |
| ISBN | 1-292-07334-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title -- Copyright -- Contents -- Preface -- About the Author -- Part I: Essentials of Negotiation -- Chapter 1 NEGOTIATION: THE MIND AND THE HEART -- Negotiation: Definition and Scope -- Negotiation as a Core Management Competency -- Dynamic Nature of Business -- Interdependence -- Economic Forces -- Information Technology -- Globalization -- Most People are Ineffective Negotiators -- Negotiation Traps -- Why People are Ineffective Negotiators -- Egocentrism -- Confirmation Bias -- Satisficing -- Self-Reinforcing Incompetence -- Debunking Negotiation Myths -- Myth 1: Negotiations are Fixed-Sum -- Myth 2: You Need to be either Tough or Soft -- Myth 3: Good Negotiators are Born -- Myth 4: Life Experience is a Great Teacher -- Myth 5: Good Negotiators Take Risks -- Myth 6: Good Negotiators Rely on Intuition -- Learning Objectives -- The Mind and Heart -- Chapter 2 PREPARATION: WHAT TO DO BEFORE NEGOTIATION -- Self-Assessment -- What Do I Want? -- What Is My Alternative to Reaching Agreement in This Situation? -- Determine Your Reservation Point -- Be Aware of Focal Points -- Beware of Sunk Costs -- Do Not Confuse Your Target Point with Your Reservation Point -- Identify the Issues in the Negotiation -- Identify the Alternatives for Each Issue -- Identify Equivalent Multi-Issue Proposals -- Assess Your Risk Propensity -- Endowment Effects -- Am I Going to Regret This? -- Violations of the Sure Thing Principle -- Do I Have an Appropriate Level of Confidence? -- Other Assessment -- Who Are the Other Parties? -- Are the Parties Monolithic? -- Counterparties' Interests and Position -- Counterparties' BATNAs -- Situation Assessment -- Is the Negotiation One Shot, Long Term, or Repetitive? -- Do the Negotiations Involve Scarce Resources, Ideologies, or Both? -- Is the Negotiation One of Necessity or Opportunity?.
Is the Negotiation a Transaction or Dispute? -- Are Linkage Effects Present? -- Is Agreement Required? -- Is it Legal to Negotiate? -- Is Ratification Required? -- Are Time Constraints or Other Time-Related Costs Involved? -- Are Contracts Official or Unofficial? -- Where Do the Negotiations Take Place? -- Are Negotiations Public or Private? -- Is Third-Party Intervention a Possibility? -- What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)? -- Do Negotiations Involve More Than One Offer? -- Do Negotiators Communicate Explicitly or Tacitly? -- Is There a Power Differential Between Parties? -- Is Precedent Important? -- Conclusion -- Chapter 3 DISTRIBUTIVE NEGOTIATION: SLICING THE PIE -- The Bargaining Zone -- Bargaining Surplus -- Negotiator's Surplus -- Pie-Slicing Strategies -- Strategy 1: Assess Your BATNA and Improve It -- Strategy 2: Determine Your Reservation Point, but do not reveal It -- Strategy 3: Research the Other Party's BATNA and Estimate Their Reservation Point -- Strategy 4: Set High Aspirations (Be Realistic but Optimistic) -- Strategy 5: Make the First Offer (If You Are Prepared) -- Strategy 6: Immediately Reanchor if the Other Party Opens First -- Strategy 7: Plan Your Concessions -- Strategy 8: Support Your Offer with Facts -- Strategy 9: Appeal to Norms of Fairness -- Strategy 10: Do Not Fall for the "Even Split" Ploy -- The Most Commonly Asked Questions -- Should I Reveal My Reservation Point? -- Should I Lie About My Reservation Point? -- Should I Try to Manipulate the Counterparty's Reservation Point? -- Should I Make a "Final Offer" or Commit to a Position? -- Saving Face -- The Power of Fairness -- Multiple Methods of Fair Division -- Situation-Specific Rules of Fairness -- Social Comparison -- The Equity Principle -- Restoring Equity -- Procedural Justice -- Fairness in Relationships. Egocentrism -- Wise Pie Slicing -- Consistency -- Simplicity -- Effectiveness -- Justifiability -- Consensus -- Generalizability -- Satisfaction -- Conclusion -- Chapter 4 WIN-WIN NEGOTIATION: EXPANDING THE PIE -- What is Win-Win Negotiation? -- Telltale Signs of Win-Win Potential -- Does the Negotiation Contain More Than One Issue? -- Can Other Issues Be Brought In? -- Can Side Deals Be Made? -- Do Parties Have Different Preferences Across Negotiation Issues? -- Most Common Pie-Expanding Errors -- False Conflict -- Fixed-Pie Perception -- Most Commonly used win-win strategies -- Commitment to Reaching a Win-Win Deal -- Compromise -- Focusing on a Long-Term Relationship -- Adopting a Cooperative Orientation -- Taking Extra Time to Negotiate -- Effective Pie-Expanding Strategies -- Perspective Taking -- Ask Questions About Interests and Priorities -- Reveal Information About Your Interests and Priorities -- Unbundle the Issues -- Logrolling and Value-added Trade-offs -- Make Package Deals, Not Single-Issue Offers -- Make Multiple Offers of Equivalent Value Simultaneously -- Structure Contingency Contracts by Capitalizing on Differences -- Presettlement Settlements (PreSS) -- Search for Postsettlement Settlements -- A Strategic Framework for Reaching Integrative Agreements -- Resource Assessment -- Assessment of Differences -- Offers and Trade-Offs -- Acceptance/Rejection Decision -- Prolonging Negotiation and Renegotiation -- Conclusion -- Part II Advanced Negotiation Skills -- Chapter 5 DEVELOPING A NEGOTIATING STYLE -- Motivational Orientation -- Assessing Your Motivational Style -- Strategic Issues Concerning Motivational Style -- Interests, Rights, and Power Model of Disputing -- Assessing Your Approach -- Strategic Issues Concerning Approaches -- Emotions and Emotional Knowledge -- Genuine Versus Strategic Emotion -- Negative Emotion. Positive Emotion -- Emotional Intelligence and Negotiated Outcomes -- Strategic Advice for Dealing with Emotions at the Table -- Conclusion -- Chapter 6 ESTABLISHING TRUST AND BUILDING A RELATIONSHIP -- The People Side of Win-Win -- Trust as the Bedrock of Relationships -- Three Types of Trust in Relationships -- Building Trust: Rational and Deliberate Mechanisms -- Building Trust: Psychological Strategies -- What Leads to Mistrust? -- Repairing Broken Trust -- Reputation -- Relationships in Negotiation -- Negotiating with Friends -- Negotiating with Businesspeople -- When in Business with Friends and Family -- Conclusion -- Chapter 7 POWER, GENDER, AND ETHICS -- Power -- The Power of Alternatives -- Power Triggers in Negotiation -- Symmetric and Asymmetric Power Relationships -- The Effect of Using Power on Powerful People -- The Effects of Power on Those with Less Power -- Status -- Gender -- Gender and Negotiation Outcomes -- Initiating Negotiations -- Leveling the Playing Field -- Evaluations of Negotiators -- Gender and Race Discrimination in Negotiation -- Gender and Third-Party Dispute Resolution -- Ethics -- Ethics and Lying -- Other Questionable Negotiation Strategies -- Sins of Omission and Commission -- Costs of Lying -- Under What Conditions Do People Engage in Deception? -- Responding to Unethical Behavior -- Conclusion -- Chapter 8 CREATIVITY AND PROBLEM SOLVING IN NEGOTIATIONS -- Creativity in Negotiation -- Test Your Own Creativity -- What Is Your Mental Model of Negotiation? -- Haggling -- Cost-Benefit Analysis -- Game Playing -- Partnership -- Problem Solving -- Creative Negotiation Agreements -- Fractionating Single-Issue Negotiations into Multiple Issues -- Finding Differences: Looking for Patterns in Offers -- Expanding the Pie -- Bridging -- Cost Cutting -- Nonspecific Compensation -- Structuring Contingencies. Threats to Effective Problem Solving and Creativity -- The Inert Knowledge Problem -- Availability Heuristic -- Representativeness -- Anchoring and Adjustment -- Unwarranted Causation -- Belief Perseverance -- Illusory Correlation -- Just World -- Hindsight Bias -- Functional Fixedness -- Set Effect -- Selective Attention -- Overconfidence -- The Limits of Short-Term Memory -- Techniques for Enhancing Creative Negotiation Agreements -- Negotiation Skills Training -- Bilateral or Unilateral Training -- Feedback -- Learning Versus Performance Goals -- Analogical Training -- Counterfactual Reflection -- Incubation -- Rational Problem-Solving Model -- Brainstorming -- Deductive Reasoning -- Inductive Reasoning -- Conclusion -- Part III Applications and Special Scenarios -- Chapter 9 MULTIPLE PARTIES, COALITIONS, AND TEAMS -- Analyzing Multiparty Negotiations -- Multiparty Negotiations -- Key Challenges of Multiparty Negotiations -- Strategies for Successful Multiparty Negotiations -- Coalitions -- Key Challenges of Coalitions -- Strategies for Maximizing Coalitional Effectiveness -- Principal-Agent Negotiations -- Disadvantages of Agents -- Strategies for Working Effectively with Agents -- Constituent Relationships -- Challenges for Constituent Relationships -- Strategies for Improving Constituent Relationships -- Team Negotiation -- Challenges That Face Negotiating Teams -- Strategies for Improving Team Negotiations -- Intergroup Negotiation -- Challenges of Intergroup Negotiations -- Strategies for Optimizing Intergroup Negotiations -- Conclusion -- Chapter 10 CROSS-CULTURAL NEGOTIATION -- Learning About Cultures -- Culture as an Iceberg -- Cultural Values and Negotiation Norms -- Individualism versus Collectivism -- Egalitarianism versus Hierarchy -- Direct versus Indirect Communications -- Key Challenges of Intercultural Negotiation. Expanding the Pie. |
| Record Nr. | UNINA-9910154782903321 |
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Thompson Leigh L.
|
||
| Harlow, England : , : Pearson, , [2015] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||