Team Building: Current Issues and New Alternatives
One of the major developments in the field of organization redesign has been the emergence of self-directed work teams. Team Building explains how teams are most successful when the team becomes part of the culture and structure or systems of the organization. Team building is a human process that involves human feelings, attitudes, and actions. This book is written for managers and human resource professionals who want to develop a more systematic program of team building in their organization or work unit. William G. Dyer has laid the groundwork for all subsequent books in the field of team building. The first edition of this book was the pioneer text on team building; this third edition brings the whole field of team building up to date. The book discusses the major new trends, including self-directed work teams, total quality initiatives, and cross cultural teams, and reviews the strengths and weaknesses of these new developments in team building. Throughout the book Dr. Dyer emphasizes the degree of commitment that managers and members of work teams must bring to the team-building process. For team building to succeed, managers must adopt a true team philosophy, take responsibility for team-building work, and become involved on a personal level. Key executives also must become involved by ensuring that the organization's culture and especially its review and reward systems support the goal of team building.
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Abilene Paradox achieve Action Planning Addison-Wesley agenda agree agreement appropriate asked assignments basic behavior boss Brigham Young University building collaboration commitment conflict consultant critique culture and systems deal decisions discussion diverse effective team efforts engage evaluation facilitator feedback feel follow-up function group members guidelines handle identify implement important improve individual interaction interteam Intervention Theory interview involved issues Jerry Harvey leadership major ment method negative Organization Development organizational participation performance priority problem-solving problems relationships resource responsible reward system Richard Beckhard role self-directed work teams share skills solve staff strategy symptoms task force team development team effectiveness team leader team meeting team members team-building activities team-building meeting team-building program team-building session team's teamwork temporary team theory tion tive top management Total Quality Management trust understand Warner Burke
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