Developing and Enhancing Teamwork in Organizations: Evidence-based Best Practices and Guidelines
Lýsing:
In this new Professional Practice volume, all-star editors and contributors highlight the evidence, the lessons learned, the principles and the findings that matter when composing and managing work teams. The book is organized around (1) the organizational influence on teams; (2) the leaders contribution to the teams; (3) how the context matters in teams and (4) what applications or interventions work.
Chapter 1: The science and practices of teamwork: An overview Chapter 2: Why Teamwork Matters? The Organization and Its Influence: Chapter 3: Overcoming Silent Barriers to Team Performance: The Role of Organizational Learning in Shaping the Context for Team Performance and Commitment. Chapter 4: Creating a Culture that Allows Teams to Succeed. Chapter 5: The Power of Incentives in Teams The Leaders Chapter 6: Shared Team Leadership: What Goes Wrong and how to get it right.
How to Develop Team Leadership. Chapter 8: Three Essentials for Leadership Teams. Chapter 9: Developing Teams to Lead Strategic Change: Lessons From the Field. The Organizational Context Chapter 10: Virtual Teams: Challenges and Opportunities. Chapter 11: How to Improve Outcome in Distributed Work Groups? Chapter 12: Using Teamwork to Build a Culture of Safety in Healthcare: The DoD Journey Chapter 13: I-O Psychology in Health Care Services the UK National Health Service Chapter 14: Culture and Collaboration The Applications and Interventions Chapter 15: Can Team Training Enhance Teamwork in Organizations?: What Works.
Annað
- Höfundur: Eduardo Salas, Scott Tannenbaum, Deborah Cohen, Gary Latham
- Útgáfa:1
- Útgáfudagur: 2013-05-20
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9781118420959
- Print ISBN: 9781118145890
- ISBN 10: 1118420950
Efnisyfirlit
- Cover
- The Professional Practice Series
- Published by Jossey-Bass
- Published by Guilford Press
- Editor
- Dedication
- Title
- Copyright
- Foreword
- The Editors
- The Contributors
- Essay 1
- Essay 2
- Essay 3
- Essay 4
- Essay 5
- Essay 6
- Chapter 1
- Chapter 2
- Chapter 3
- Chapter 4
- Chapter 5
- Chapter 6
- Chapter 7
- Chapter 8
- Chapter 9
- Chapter 10
- Chapter 11
- Chapter 12
- Chapter 13
- Chapter 14
- Chapter 15
- Chapter 16
- Chapter 17
- Chapter 18
- Chapter 19
- Chapter 20
- Part One: Why Teamwork Matters in Organizations
- ESSAY ONE: Teamwork in Financial Institutions—Does It Really Matter?
- ESSAY TWO: Do Teams’ Leaders Really Matter?
- ESSAY THREE: Teamwork Matters
- ESSAY FOUR: Making a Difference with Health Care Teams
- Health Care Teams Explored
- ESSAY FIVE: Developing Leaders on Any Team
- ESSAY SIX: Teamwork and Spaceflight—An Evolving Relationship
- Part Two: The Organization and Its Influence
- CHAPTER ONE: Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them
- Silent Barriers to Team Performance
- Overcoming Silent Barriers to Team Performance
- CHAPTER TWO: How Organizational Process Maturity Improved Software Team Performance
- The Impact of Individual Differences
- Dissecting a Software Design Team
- Measuring Software Team Performance
- Early Team Methods to Improve Productivity and Quality
- The Process Maturity Framework
- The Capability Maturity Model
- Adopting the CMM to Workforce Development
- The Team Software Process
- Teams in the Context of Software Organizations
- Conclusion
- CHAPTER THREE: Leading a Team to a Major Technological Development
- Leading a Team to a Major Technological Development
- Background
- Definition of the Problem and a Conceptual Solution
- Development and Communication of Policies and Strategies
- Vision Statement
- Goals and Change Plan
- Stakeholder Involvement and Management
- Governance
- Staffing, Training, and Professional Development
- Implementation and Measurement of Success
- Keeping Staff Inspired and Motivated
- CHAPTER ONE: Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them
- CHAPTER FOUR: Building Great Leadership Teams for Complex Problems
- Leadership Teams
- Tripwire 1: What Is the Purpose of This Leadership Team?
- Obstacles to Clarity of Purpose
- Condition 1: Create a Compelling and Clear Purpose for the Team
- Tripwire 2: The Wrong People Are Convening
- Condition 2: Convene the Right People
- Tripwire 3: Meetings Are a Waste of Time
- Condition 3: Create an Enabling Structure for the Team
- Conclusion
- CHAPTER FIVE: Developing High-Impact Teams to Lead Strategic Change
- Leadership of High-Impact Teams
- The Nature of Strategic Change
- Challenges Teams Experience in Leading Strategic Change
- Enhancing the Team's Ability to Lead Strategic Change: Tools for Leaders and Practitioners
- Conclusion
- CHAPTER SIX: Leading Executive Teams: The Good, the Bad, and the Ugly
- Leaders Must Recognize That Executive Teams Are Different
- Executive Teams Need Care and Feeding
- Leaders Must Do Their Work Through Executive Teams
- Leaders Must Know Themselves First
- Leaders and Executive Teams Must Develop a Shared Understanding About the Culture
- Leaders Must Be Clear on Who Is on the Executive Team
- Define the Role of the Executive Team
- Operational Responsibilities of the Executive Team Must Be Clear
- Leaders Must Focus on Developing Trust Among Executive Team Members
- Leaders Must Expect Executive Team Conflict, But All Conflict Is Not Equal
- Executive Teams Must Be Provided Proper Rewards and Recognition
- Leaders Must Deal with Good, Bad, and Ugly Executive Team Members
- Leaders Must Recognize That Location, Location, Location Matters with Executive Teams
- Conclusion
- CHAPTER SEVEN: Leading from the Helm: Lessons from America's Cup Sailing Teams
- Defining Team Leadership
- Team Leadership in Context: Sailing Teams
- Setting: Leadership in the America's Cup
- Team Lessons
- America's Cup Team Vignettes
- Lessons Forward
- CHAPTER EIGHT: Virtual Teams: The How To's of Making “Being Virtually There” Successful
- Introduction
- Striving for Success
- Review of Team Processes, Virtual and Otherwise
- Challenges to Virtual Teamwork
- Using Team Processes to Overcome Challenges
- Virtual Teamwork Issues for Tomorrow
- Conclusion
- CHAPTER NINE: Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups?
- How Can I Improve the Way My Distributed Group Works Together?
- Basic Principle: Social Information
- Mechanisms That Affect Social Information in Distributed Groups
- Examples and Evidence from Practice
- Myths and Misconceptions
- Conclusion
- CHAPTER TEN: Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know
- Introduction
- Background
- The Evidence Base for TeamSTEPPS
- TeamSTEPPS Today, a Systems Solution: Lessons Learned About Drivers of Success
- Success Factors Applied Before Training Delivery
- Success Factors Applied After Training Delivery
- Implications for the Future of Health Care Team Training
- Conclusion
- CHAPTER ELEVEN: Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of High-Quality Patient Care
- The Context and Characteristics of Health Care Teams
- The Science of Health Care Teams
- Outcomes in Health Care Teams
- Team Processes for Ensuring Health Care Team Performance
- Practical Measures of Health Care Team Effectiveness
- Recommendations for Improving Health Care Team Effectiveness
- Future Challenges for Health Care Team Research
- Conclusion
- CHAPTER TWELVE: Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats
- Introduction
- The Theory of Faultlines
- The Management of Faultlines
- Structural Level Managerial Strategies
- Relational Level Managerial Strategies
- Final Considerations and Conclusion
- CHAPTER THIRTEEN: High Performance in Temporally Separated Team Work
- Introduction
- The Role of Team Coordination
- Global Boundary Complexity
- Temporal Separation Complexity
- Time Zone Coordination Tactics
- Temporal Distance and Calendar Efficiencies
- Temporal vs. Spatial Distance
- Dyad-Level Findings
- Team Level Findings
- The Role of Interaction Synchronicity
- Concluding Remarks
- CHAPTER FOURTEEN: Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work
- Teamwork and Team Training
- Principles for Team Training
- Conclusion
- CHAPTER FIFTEEN: Conducting Team Debriefings That Work: Lessons from Research and Practice
- What Is a Debriefing and Why Should We Care?
- When Can Debriefings Be Conducted and Who Can Use Them?
- What Are the Most Common Debriefing Pitfalls and Obstacles to Success?
- Lessons Learned: Levers and Tips to Promote Effective Team Debriefings
- What Does the Future Hold for Debriefing?
- CHAPTER SIXTEEN: Achieving Optimal Team Composition for Success
- Introduction
- Types of Team Composition Decisions
- Models of Team Composition
- Team Composition Decision Constraints
- A Recommended Approach for Practitioners
- Additional Considerations for Research and Application
- CHAPTER SEVENTEEN: How, When, and Why You Should Measure Team Performance
- Why Measure Team Performance?
- What Should Be Measured?
- How Should Team Performance Be Measured?
- When Should Team Performance Be Measured?
- Directions for Future Research
- CHAPTER EIGHTEEN: Team Time Management: Psychological Insights for Timely Project Performance
- Temporal Synchronization in Collaborative Action
- The Role of Shared Temporal Cognitions
- Threats to Shared Temporal Cognitions
- Action Regulation Toward Meeting Deadlines
- A Dynamic Model of Team Time Management
- Closing Comments
- CHAPTER NINETEEN: Five Simple Processes That Improve High-Risk Team Effectiveness
- Introduction
- High-Risk Team Specifics
- Five Simple (But Not Simplified) Team Processes
- Maintaining Situation Awareness
- Talking to the Room
- Explicit Reasoning
- Speaking Up
- Closed-Loop Communication
- Outlook
- CHAPTER TWENTY: Enhancing the Practice of Teamwork in Organizations: Emerging Themes
- 1. Clearly, Teamwork Does Matter in Organizations!
- 2. Break Down Barriers to Intra- and Inter-Team Coordination
- 3. Composition Variables Influence the Management of Teams
- 4. Organizational Conditions Drive Team Performance
- 5. The Nature of Teamwork Is Changing to Include Virtual Distributed Teams and Teams of Teams
- 6. Team Training Works, But Must Be Scientifically Grounded and Systematically Designed, Delivered, Implemented, and Evaluated
- 7. Teams Are Adaptable Social Entities
- 8. Leadership Matters!
- 9. Engage Team Members with a Shared Vision, Clear Mission, and Compelling Purpose
- 10. There's Still a Lot to Learn About Teamwork
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- Gerð : 208
- Höfundur : 12553
- Útgáfuár : 2013
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