Designing team-based organizations: new forms for knowledge work

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Jossey-Bass, May 10, 1995 - Business & Economics - 389 pages
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"A terrific book!" —David A. Nadler, chairman, Delta Consulting Group

Tackle the organizational issues related to implementing teams. Learn new designs to support the knowledge work components of organizations. Drawing on over fifteen years of research and consulting with such companies as Honeywell, Hewlett-Packard, Pacific Bell, General Mills, Pratt and Whitney, Pfizer, and Texas Instruments, the authors shows you how to create new organization designs that empower teams so that they make a real difference.

You'll discover how to:

  • Design new work teams
  • Identify new roles and responsibilities
  • Manage team performance
  • Create an empowering team environment
Over 50 tables, figures, and exhibits reinforce the practical text. Even if teams already exist at your organization, you'll use this well-researched guide to push your teams to higher levels of performance!

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Contents

Organizations and Teams
1
Organization
39
The Design Sequence
69
Copyright

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About the author (1995)

SUSAN ALBERS MOHRMAN is a senior research scientist at the Center for Effective Organizations (CEO) in the School of Business Administration at the University of Southern California. She is the author or coauthor of several books, including Employee Involvement and Total Quality Management (with E. E. Lawler III, and G. E. Ledford, Jr., Jossey-Bass, 1992). SUSAN G. COHEN is a research scientist at the Center (CEO) and serves on the executive committee for the Western Academy of Management. ALLAN M. MOHRMAN is associate director and research scientist at the CEO. He has authored or coauthored several books including Large-Scale Organizational Change (with S. Mohrman, G. Ledford, E. E. Lawler III, and T. G. Cummings, Jossey-Bass, 1989).