Team Building: Current Issues and New Alternatives

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Addison-Wesley, 1995 - Business & Economics - 154 pages
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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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About the author (1995)

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 (BYU). He served as a private consultant to many companies, such as Exxon, General Foods, AT& T, and Honeywell. He was the author of numerous books and  articles on the topics of organizational change and team dynamics. During the last years of his life, he devoted much of his time to the plight of Native Americans and others who were in need or disadvantaged. He received his B.A. and M.A. degrees from BYU and his Ph.D. degree from the University of Wisconsin. 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. He received his B.S. and M.B.A. degrees from BYU and his Ph.D. degree in management philosophy from the Massachusetts Institute of Technology. He has also served as a visiting professor at IESE (Instituto de Estudios Superiores de la Empresa) in Barcelona, Spain, and in 2005 was a visiting scholar at the University of Bath in England. He publishes widely on the topics of family business, entrepreneurship, organizational culture, and managing change in organizations, and his articles have appeared in many of the top journals in his field. Because of his innovative approach to teaching, Dr. Dyer was awarded the 1990 Leavy Award for Excellence in Private Enterprise Education by the Freedoms Foundation at Valley Forge. Dr. Dyer has consulted with numerous organizations such as General Growth Properties and NuSkin Enterprises, and is a recognizedauthority on organizational change, family business, and entrepreneurship. He has been quoted in publications such as "Fortune," the "Wall Street Journal," the "New York Times," and "Nation’ s Business." At BYU, he has previously served as chair of the Department of Organizational Behavior, as director of the Masters Program in Organizational Behavior, and on the University Council on Faculty Rank and Status. He and his wife, Theresa, are the parents of seven children— six daughters and one son.

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. Before joining BYU, Dr. Dyer was a professor at the University of Pennsylvania’ s Wharton School, where he maintains an adjunct professor position. Dr. Dyer received his Ph.D. degree in management strategy at the UCLA Anderson Graduate School of Management. His experience includes five years as a consultant and manager at Bain & Company, where he consulted with such clients as Baxter International, First National Stores, Maryland National Bank, Kraft, and Iowa Beef. Since leaving Bain & Company, Dr. Dyer has consulted with companies such as Motorola, Ford, Navistar, Bain & Company, AT Kearney, and Bang & Olufsen. He teaches regularly in executive programs in strategy and strategic alliances at the Wharton School, Northwestern University’ s Kellogg School, and UCLA. Dr. Dyer has published widely in the top journals, including the "Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Review, California Management Review," and "OrganizationScience." His research has won awards from McKinsey & Company, the Strategic Management Society, the Institute of Management Science, and the Academy of Management. His Oxford University Press book, "Collaborative Advantage," won the Shingo Prize Research Award for Excellence in Manufacturing.

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