Making the Team: A Guide for Managers

Table of contents

1. Copyright
2. Preface
3. Teams in Organizations: Facts and Myths
   1. What Is a Team?
   2. Types of Teams in Organizations
   3. Why Should Organizations Have Teams?
   4. Some Observations about Teams and Teamwork
   5. What Managers Tell Us about Their Teams
   6. Developing Your Team-Building Skills
   7. A Warning
   8. Conclusions
4. Performance and Productivity: Team Performance Criteria and Threats to Productivity
   1. An Integrated Model of Successful Team Performance
   2. Team Context
   3. Essential Conditions for Successful Team Performance
   4. Performance Criteria
   5. The Team Performance Equation
   6. Conclusions
5. Rewarding Teamwork: Compensation and Performance Appraisals
   1. Types of Team Pay
   2. Team Performance Appraisal
   3. Sources of Rater Bias
   4. Sources of Ratee Bias
   5. Guiding Principles
   6. Conclusions
6. Building the Team: Tasks, People, and Relationships
   1. Building the Team
   2. The Task: What Work Needs to Be Done?
   3. The People: Who Is Ideally Suited to Do the Work?
   4. Relationships: How Do Team Members Socialize Each Other?
   5. Conclusions
7. Sharpening the Team Mind: Communication and Collective Intelligence
   1. Team Communication
   2. The Information Dependence Problem
   3. Collective Intelligence
   4. Team Longevity: Routinization Versus Innovation Trade-Offs
   5. Conclusions
8. Team Decision Making: Conformity, Pitfalls, and Solutions
   1. Decision Making in Teams
   2. Conformity: Why It Occurs and How It Works in Teams
   3. Decision-Making Pitfall 1: Groupthink
   4. Decision-Making Pitfall 2: Escalation of Commitment
   5. Decision-Making Pitfall 3: The Abilene Paradox
   6. Decision-Making Pitfall 4: Group Polarization
   7. Conclusions
9. Conflict in Teams: Leveraging Differences to Create Opportunity
   1. Types of Conflict
   2. Team Dilemma: Group Versus Individual Interests
   3. Perils and Pitfalls of Democracy
   4. Group Negotiation
   5. What to Do When Conflict Escalates?
   6. Conclusions
10. Creativity: Mastering Strategies for High Performance
    1. What Exactly Is Creativity?
    2. Creative People or Creative Teams?
    3. Analogical Reasoning
    4. Divergent versus Convergent Thinking
    5. Group Brainstorming
    6. Electronic Brainstorming
    7. Conclusions
11. Managing the External Environment
    1. Team Boundaries
    2. Team Identity
    3. External Roles of Team Members
    4. Networking: A Key to Successful Teamwork
    5. Distance
    6. Time
    7. Conclusions
12. Leadership: Managing the Paradox
    1. The Team Paradox
    2. Leaders and the Nature-Nurture Debate: Great Person Versus Great Opportunity
    3. Great Opportunity: Some Evidence
    4. Leadership Behavior: Routes to Influence
    5. Leadership and Teamwork: Addressing the Paradox
    6. Decision Analysis Model: How Participative Do You Want to Be?
    7. Strategies for Encouraging Participative Management
    8. Freeing the Caged Bird: Effects of Empowerment
    9. Team Empowerment
    10. Red Flags On the Way to Greater Involvement
    11. Conclusions
13. Interteam Relations: Competition and Stereotyping
    1. Overview
    2. Group Membership: The Locus of Human Identity
    3. Strategies for Reducing Prejudice
    4. Conclusions
14. Teamwork via Information Technology: Challenges and Opportunities
    1. Place-Time Model of Social Interaction
    2. Information Technology and Social Behavior
    3. Enhancing Local Teamwork: Redesigning the Workplace
    4. Virtual Teams
    5. Strategies for Enhancing the Virtual Team
    6. Transnational Teams
    7. Conclusions
15. Managing Meetings: A Toolkit
    1. The 4P Meeting Management Model
    2. Dealing with Problem People in Meetings
    3. Advice for Meeting Attendees
    4. Common Meeting Diseases and Fallacies
16. Special Tips for Consultants and Facilitators
    1. Do Your Homework
    2. Organize the Physical Environment
    3. Explain Who You Are and Why You Are There
    4. Find Out Who the Group Is
    5. Use Ground Rules
    6. Create an Agenda
    7. Closing the Meeting
    8. Solicit Feedback for Yourself and the Group
17. A Guide for Creating Effective Study Groups
    1. Very Early On
    2. Sometime During the First Week or Two
    3. After the Group Is Well Under Way
    4. On a Regular Basis
    5. Special Tips for Long-Term Study Groups
18. Example Items from Peer Evaluations and 360-Degree Performance Evaluations
    1. Pete: Personal Effectiveness In Team Environments
    2. Industrial Example of 360-Degree Evaluations
19. References