Team Building: Proven Strategies for Improving Team Performance

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John Wiley & Sons, Dec 28, 2010 - Business & Economics - 272 pages
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This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.
 

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Contents

Plan of the Book
The Four Cs
Whatever Happened to John Smith?
Why Teamwork Doesnt Work
The Importance of Context
Team Composition and Performance
Team Size
Assessing Context and Composition
Unhealthy Agreement
Symptoms of the Problem
Team Building Around the Crisis of Agreement
Diagnosing the Problem
FollowUp
Case Studies of Interteam Conflict
Preliminary Conditions for Temporary Teams
Design for a Temporary Team

Developing the Competencies of HighPerformingTeams
The Shift from Management to Team Leadership
Team Leader as Educator in Developing Team Competencies
Developing Team Competencies
Team Leader as Coach
Team Leader as Facilitator
HighPerforming Teams at General Growth Properties
Common Problems Found in Teams
Team Building as a Process
Use of an Outside Facilitator or Consultant
The TeamBuilding Cycle
Preparation
Creating an Open Climate for Data Gathering
Group Data Analysis and Problem Solving
Using Feedback to Improve Team Performance
Action Planning
FollowUp Team Sessions
Expectation Theory of Conflict
Negotiating Agreements
The RoleClarification Exercise
The StartStopContinue Exercise
The Manager as the Center of Conflict
Diversity as the Source of Conflict
The Problem Member
How Virtual Teams Differ from Traditional Teams
Common Problems in Virtual Teams
Team Building in Virtual Teams
How Alliance Teams Differ from Internal Teams
Implementing the Four CsThe Key to Success
Challenges Facing Organizations of the Future
Conclusion
Introduction
Chapter Four
Chapter Eight
Chapter Nine
Chapter Thirteen
A
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D
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G
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About the author (2010)

William G. Dyer was the past dean of the Marriott School of Management and founder of the Department of Organizational Behavior at Brigham Young University. He passed away in 1997.

W. Gibb Dyer, Jr. is the O. Leslie Stone Professor of Entrepreneurship and the academic director of the Center for Economic Self-Reliance in the Marriott School of Management at Brigham Young University.

Jeffrey H. Dyer is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University, where he is the chair of the business strategy group.

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