Gower handbook of teamworking:
Gespeichert in:
| Weitere Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Aldershot [u.a.]
Gower
1999
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXX, 530 S. graph. Darst. |
| ISBN: | 0566079682 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804138965542895616 |
|---|---|
| adam_text | Contents
List of figures xi
List of tables xiv
List of boxes xv
List of charts xvi
Preface xvii
Notes on contributors xx
PART I TEAMS AND THE ORGANIZATION
Introduction to Part I 3
1 The business environment 7
George Blair and Sandy Meadows
Organizational considerations - Lessons learnt from implementing
Total Quality Management, re-engineering and empowerment -
Overcoming initiative fatigue - Why do you want to establish
teams? - Does your organizational culture support teams? -
How far do you want to go? - Having the best of both worlds -
New paradoxes - References - Recommended reading - Useful
organization
2 The flexible organization 24
Valerie Garrow and Linda Holbeche
Rhetoric versus reality - Types of team - Power-distance - Enabling
teamworking - Leadership - New manager roles - Supporting
structures - Conclusion - References v
CONTENTS
3 Corporate alignment and cultural realignment 35
Nigel MacLennan
Understanding alignment - The corporate alignment model - Using
the CAM - The 9Rs of change or alignment - Summary -
Recommended reading
4 Creating a team-based organization 55
Colin Hastings
The role of senior management - Creating high-performance
teams - Dealing with consultants - Conclusion - Recommended
reading
5 Organizing for project work 66
Dennis Lock
Background - Organization charts - Line and function manufacturing
organization - Project teams - Matrix organizations - Hybrid
organizations - More complex variations - Responsibility matrix
chart - The project manager - Conclusion - Recommended reading
6 Developing strategic team leaders 88
Hugh Brawley
People: the missing element - The need for a new model - A
programme to develop strategic leadership - Developing the
leadership skills - Programme results - Benefits for the organization
- Conclusion - References - Recommended reading
7 Teams and the learning organization 101
Julia Pokora and Wendy Briner
Learning: individual and organizational - Some characteristics
of learning organizations - How do traditional organizations
learn? - How do teamworking organizations learn? - Individual and
organizational learning in teams - Linking individual and
organizational learning: becoming aware of the existing mental model
and developing it - Sharing learning - Using teams to develop a
learning organization - Summary - References - Recommended
reading
8 Transient teams and organizational structure 122
Tony Molony
The work environment - The hierarchical model - Case study:
the team in training - Case study: the team under test - Case
study: the mixed race and culture team - Conclusions - General
vi conclusions
CONTENTS
PART II UNDERSTANDING TEAMS
Introduction to Part II 139
9 Team needs analysis 143
Leslie Rae
Action-centred leadership - The stages of team needs analysis -
Diagnosing the existing group or embryonic team - The effective
team model - The effective team leader model - Team development -
Conclusions - References and recommended reading
10 Using team roles 159
Nancy Foy
Why Belbinize? - DIY team role inventory - Adjusting team balance
- Counter-Belbin team wreckers - Conclusion - Recommended
reading
11 How groups and teams learn 173
Alan Mumford
The manager as a socialized worker - Teams or groups -
Characteristics of effective teams - What sort of learning? - Learning
from success as well as failure - Balancing attention to task and
learning - Balancing task and learning - Assisting with learning in
the group - Setting up temporary learning teams - Learning skills in a
group - Group learning review - Helpers as learners in groups -
Other issues - References
12 A systems approach to team effectiveness 191
Joyce Fortune
The formal system model - Failing teams - The systems failures
method - Summary - References - Recommended reading
13 Intra-team communication 210
Christopher Moore
The difference between a team and a group - Quality communication
- Social constructionism - Research and analysis - The team tasks
- Conclusion - Recommended reading
14 Choosing, joining and leaving teams 224
Chris Elgood
What do you mean by a team? - Who said this was a team anyway? -
My needs are adequately met even if the level of success is ordinary
- Lessons for leaders - The realities of personal motivation - One
member, many teams - A way forward - Recommended reading vii
CONTENTS
15 Creativity in teams 234
Tudor Rickards
Mind maps and platforms of understanding - Perspectives and
problems - Ideas and action ideas - Convergence processes
(rationality and judgement) - MPIA step-by-step - The project team:
basic principles - Constructive team development - Recommended
reading
16 Managing stress for optimum performance 251
Jane Cranwell-Ward
Understanding the nature of stress - Individual differences and stress
- Recognition of stress in individuals and teams - Sources of
stress for individuals and teams - Managing stress to optimize
performance - Conclusion - References - Recommended reading
17 Negotiating teams in industrial relations 269
Maggie Dunn and Chris Wills
Introduction to the case study - Conclusion - General conclusions -
Appendix
PART III MANAGING TEAMS
Introduction to Part HI 285
18 The superteam approach 287
Julia Pokora and Wendy Briner
Developing a superteam - Applying the superteam model - Conclusion
- Recommended reading
19 Leading team meetings 296
Quentin de la Bedoyere
Meetings as an investment - Numbers - Membership - Frequency and
regularity - Meeting venue - Agendas and so forth - Leadership style
- Conducting the meeting - Purpose, agenda, documents - Handling
the discussion - The leader s influence - Training the group - Non¬
verbal communication - Postmortem - Summary - Recommended
reading
20 Team selection, psychometric* and feedback 311
Malcolm Crockford
Team selection - Selection criteria and processes - The use of
psychometrics in teamwork - Team feedback processes - Summary
viii - References - Recommended reading
CONTENTS
21 Managing teams assertively 324
Terry Gillen
The changing world of work - Synergy and leadership - The three
styles of behaviour - Conclusion - Recommended reading
22 Solving problems face-to-face 340
Quentin de la Bedoyere
LEGUP - an overview - LEGUP - a robust and versatile
methodology - Recommended reading
23 Motivating teams 353
Gisela Hagemann
A motivating corporate culture - A clear and convincing purpose - A
shared vision - Focus and persistency - Summary - Recommended
reading
24 Coaching and mentoring teams 369
Nigel MacLennan
MacLennan seven-stage model - Asking questions: the master
tool - Objectives, ownership and focus - Deciding what to ask: an
operational model - What affects team performance -
Understanding team/organization formation - Team analysis -
Applying the coaching model - Concluding comments and summary
- Reference
25 Designing and facilitating team development 388
Malcolm Crockford
Stages in the team development process - Design considerations -
Summary - References - Recommended reading
26 Using management games 403
Chris Elgood
Understanding the objective and being committed to it -
Communication - Leadership - The communicative climate -
Maintenance and morale - Recognizing, using and developing
human resources - Understanding how it all fits together - Is the
learning transferable? - Recommended reading
27 Turning teamwork into knowledge creation 413
Ronnie Lessem
Project 1: ordinary action learning, developing teamwork - Project 2:
extra-ordinary self-organizing networks, dynamic learning - Project 3:
leadership and mastery, transformative learning - Conclusion -
References and recommended reading ix
CONTENTS
PART IV TEAMS AND TECHNOLOGY
Introduction to Part IV 429
28 Making the most of new technology 431
Robin Hirsch
The effects of new technology - Fax, e-mail and the Internet - Standard
software - Groupware - Limitations of technology -
Videoconferencing and conference calls - Language and translation -
Conclusions and loose ends - the effect on team structure and
individuals - References
29 Computer-supported cooperative work 448
Chris Hutchison
CSCW and the nature of cooperative work - What is CSCW? - Case
studies - Conclusion - References - Recommended reading
30 Virtual teams 462
Chris Hutchison
Real and virtual organizations - What is virtual about virtual
teams ? - Managing virtual teams - Team knowledge management and
organizational memory - Conclusion and summary - References -
Recommended reading
31 Information systems and cultural change 479
Roger Stewart
Background - Soft risk management approach - Workshop approach
- WCHT results to date - Conclusions - References and
recommended reading
32 IT teams in the London Borough of Richmond 490
Pat Keane
Organizational background - IT division - How things were - How
things are - The future
Postscript: Pulling it all together 501
Roger Stewart
Key stages - References
Index 519
x
List of figures
1.1 The UK/European quality assessment model 12
3.1 Aligned culture 37
3.2 Non-aligned culture - lack of direction 38
3.3 Non-aligned culture - infighting 39
3.4 Corporate Alignment Model 40
3.5 The relationship between the elements of the CAM 43
5.1 Typical organization of a manufacturing company,
mid-20th century 69
5.2 Team for a large project 71
5.3 Functional matrix 74
5.4 Project services matrix 76
5.5 Matrix organization for multiple projects 77
5.6 Organigram for a perfectly balanced matrix 78
5.7 Project team compared with balanced matrix organization 80
5.8 One form of a contract matrix 82
5.9 Responsibility matrix 84
6.1 Dilts Logical Levels (1996) 91
6.2 The grammar of change 96
6.3 Personal expectations influence change 96
7.1 Pressures on organizations 103
7.2 Teamworking cultures: cycle of learning and activity 110
7.3 The key learning processes 118
8.1 Traditional management structure 124
8.2 Expected management strucure of a diving team 125
8.3 Diving site organization 130
8.4 Hierarchical model: Gurkha unit 132
9.1 The divisions of the action-centred leadership model 144 xi
LIST OF FIGURES
9.2 The essential overlapping of the action-centred leadership
model
9.3 Stages of team needs analysis J«
9.4 Team development model |5fa
11.1 The learning pyramid j™
11.2 Task cycle
11.3 Learning cycle
12.1 The Formal System Model Jj»
12 2a A centralized network within a team j»
12 2b A decentralized network within a team Ji»
12.2c Netmap showing actual communication links lj«
12 3 The systems failures method *«
12 4 Systems map of the command and control system ^Ub
12.5 The command and control system in the form of the FSM Mb
12.6 Feedback control
13 1 Bipolar constructs
13.2 A partly completed matrix showing the dyadic relationships
between four team members 218
14 1 The committed team and the associated team »
15.1 The MPIA model represented as a linear structure with
iterations between stages 23
15.2 The MPIA model represented as interrelated groupings of
activities 241
15.3 Spider diagrams
16.1 Relationship between performance, pressure and stress levels **
16 2 Model of sources of stress l
17.1 Inter-team negotiation process * »
18.1 The superteam approach
21.1 The assertiveness pyramid ™
24 1 The seven-stage coaching model A
25.1 Stages in the team development process J»J
27.1 Action learning 417
27.2 Dynamic learning -
27 3 The knowledge-creating process *
28 1 Technology effects on team members «
28.2 Remote access and Inter/intranet **
29.1 Groupware time-space matrix
29.2 Directions in groupware design ^
29.3 TheColab 459
29 4 Conceptual framework
30.1 Distance vs. likelihood of collaboration ™j
30.2 The virtual meeting room
30 3 Accessing people and information *
30 4 The People and Information Finder *
30.5 Virtual teams and nearest neighbours *
xii 31.1 CISP and SSA approach
LIST OF FIGURES
31.2 Awareness workshop model 484
31.3 Action planning cycle 486
32.1 The old IT division 493
32.2 The IT division as it is now 495
32.3 Roles and responsibilities 497
32.4 How IT needs to be 500
PS.l Team analysis and action approach 502
PS.2 Team situational model 504
PS.3 Team relationship model 506
PS.4 Tuckman and Jensen team development cycle 508
PS.5 Team scoping diagrams 513
PS.6 Change analysis matrix 513
XII
List of tables
1.1 Success criteria checklist for your organization 15
1.2 Where are you starting from? 16
1.3 Development plan for your current teams 17
1.4 Powers and responsibilities to devolve to teams: example 20
1.5 Powers and responsibilities to devolve to teams: to fill in 21
6.1 Seven steps to co-alignment for strategic leaders 95
6.2 Workshop programme content 98
10.1 Scoring grid for team role inventory 164
10.2 Belbin and counter-Belbin team roles 168
12.1 Symptoms of Groupthink 207
15.1 MPLA model, preferred introductory techniques, and additional
techniques for testing as experience is gained 239
15.2 Cultural variations in creativity enhancing systems 240
15.3 A two-day training programme to introduce a team to the
MPIA system 248
16.1 Strategies for managing stress in the team 264
17.1 Participants primary team roles 271
17.2 Frequency of proactive verbal contributions 272
17.3 Behaviour in terms of role type 272
17.4 Categorizing proactive and reactive members contributions 273
17.5 Belbin roles and communication categories 274
18.1 Sample agenda for task force meeting 294
21.1 The three behaviour styles 328
21.2 Rights, thoughts and behaviour 331
25.1 Facilitation styles - intervention categories 400
28.1 Timescales for communication methods 436
PS.l Construct theory: sample of factors 512
xiv
List of boxes
1.1 How your staff might see your initiative 14
23.1 Values of a motivating corporate culture 357
23.2 Common basis of values 359
23.3 Developing a vision 361
23.4 Clarifying the goal 363
23.5 Analysing the current situation 364
23.6 Starting the action 365
23.7 Suggestions for promoting focus and persistency 366
23.8 Flexibility in approaching the goal 367
xv
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| spelling | Gower handbook of teamworking ed. by Roger Stewrt Aldershot [u.a.] Gower 1999 XXX, 530 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Teamwork (DE-588)4126974-3 gnd rswk-swf Teamwork (DE-588)4126974-3 s DE-604 Stewart, Roger edt HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017418211&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Gower handbook of teamworking |
| title_auth | Gower handbook of teamworking |
| title_exact_search | Gower handbook of teamworking |
| title_full | Gower handbook of teamworking ed. by Roger Stewrt |
| title_fullStr | Gower handbook of teamworking ed. by Roger Stewrt |
| title_full_unstemmed | Gower handbook of teamworking ed. by Roger Stewrt |
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