Making teams work :: how to form, measure, and transition today's teams /
Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Körperschaft: | |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York :
American Management Association,
©2001.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the tools you need to build a case for teaming in your organization, set performance goals, and continually measure team effectiveness. You'll learn how to identify and foster the characteristics of successful teams, define responsibilities for team members, and overcome common obstacles to high perfor. |
| Beschreibung: | 1 online resource (xvii, 168 pages) |
| Bibliographie: | Includes bibliographical references (pages 155-157) and index. |
| ISBN: | 9780761215219 0761215212 |
Internformat
MARC
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| 100 | 1 | |a Deeprose, Donna. |0 http://id.loc.gov/authorities/names/n91040240 | |
| 245 | 1 | 0 | |a Making teams work : |b how to form, measure, and transition today's teams / |c Donna Deeprose. |
| 260 | |a New York : |b American Management Association, |c ©2001. | ||
| 300 | |a 1 online resource (xvii, 168 pages) | ||
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| 504 | |a Includes bibliographical references (pages 155-157) and index. | ||
| 505 | 0 | |a About this course -- How to take this course -- Pre-test -- 1. The business case for teams -- Many problems -- One solution with variations -- Example 1: Union Sanitary District (USD) -- Example 2: Y2K vigilantes at Gartner -- Example 3: AXAs eDOX Team -- Example 4: Gartner's WCW 2000 Team -- Just what is a team anyway? -- Why teams outperform individuals -- Teams vs. teamwork -- Kinds of teams -- Recap -- Review questions -- 2. When to form teams -- Ready for teams? Not yet -- Three situations that cry out for teams -- Warning: crisis ahead -- Needed & do more with less -- The moving target: continuous improvement -- Teams make (dollars and) sense -- Three conditions needed for success -- Condition 1: Long-term, visible management support -- Condition 2: Willingness to fail and learn from it -- Condition 3: Zeal for acquiring new skills -- When teamwork works better than teams -- Absent: the three conditions -- Nobody trusts nobody -- Sharing information is enough -- Individual contributions are enough -- Advocating for teams -- Recap -- Review questions -- 3. Characteristics of successful teams -- What successful teams have, reviewed -- What successful teams do -- A most unusual investment firm -- Recap -- Review questions -- 4. Getting off to a good start -- Start-up steps -- One more giant step for new teams -- Catching up -- Recap -- Review questions -- 5. What team leaders do -- It's never lonely at the top, it's way too lively -- Responsibilities of team leaders -- Track progress and coordinate the work -- Keep the team focused on performance goals -- Motivate team members -- Facilitate team meetings -- Facilitate team problem solving and decision making -- Remove obstacles -- Report to upper management -- Relate to outside stakeholders -- Additional responsibilities of project team leaders -- Additional leadership roles in permanent work unit teams -- Responsibilities of executive sponsors -- How one sponsor defined his role -- Recap -- Review questions -- 6. What team members do -- What you should expect from team members -- Task-related responsibilities -- People-related responsibilities -- Team process responsibilities -- Assessing team member performance -- Recap -- Review questions -- 7. Measuring team effectiveness -- Measuring team effectiveness at AMD -- What to measure -- Start with the right goals -- Measure processes as well as outcomes -- Measure all the team's accomplishments -- Measure individual contributions as well as team performance -- How to measure -- Recap -- Review questions -- 8. Hurdling obstacles -- Resistance to teaming -- Converting the unbelievers -- Resistance from the outside -- Conflicting priorities -- Lack of cooperation among teams -- Intra-team dissention -- Individual performance problems -- Loss of focus -- Slow pace of organizational change -- Inconsistent management support -- Recap -- Review questions -- 9. Handling team transitions -- New team member -- New leader -- New goals -- Closure when goals are met -- Recap -- Review questions. | |
| 588 | 0 | |a Print version record. | |
| 520 | |a Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the tools you need to build a case for teaming in your organization, set performance goals, and continually measure team effectiveness. You'll learn how to identify and foster the characteristics of successful teams, define responsibilities for team members, and overcome common obstacles to high perfor. | ||
| 650 | 0 | |a Teams in the workplace |v Examinations, questions, etc. | |
| 650 | 6 | |a Équipes de travail |v Examens, questions, etc. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Corporate Governance. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Development. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Workplace Culture. |2 bisacsh | |
| 650 | 7 | |a Teams in the workplace |2 fast | |
| 655 | 7 | |a Examinations |2 fast | |
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Datensatz im Suchindex
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| _version_ | 1816881771524915200 |
| adam_text | |
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| author | Deeprose, Donna |
| author_GND | http://id.loc.gov/authorities/names/n91040240 |
| author_corporate | American Management Association |
| author_corporate_role | |
| author_facet | Deeprose, Donna American Management Association |
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| contents | About this course -- How to take this course -- Pre-test -- 1. The business case for teams -- Many problems -- One solution with variations -- Example 1: Union Sanitary District (USD) -- Example 2: Y2K vigilantes at Gartner -- Example 3: AXAs eDOX Team -- Example 4: Gartner's WCW 2000 Team -- Just what is a team anyway? -- Why teams outperform individuals -- Teams vs. teamwork -- Kinds of teams -- Recap -- Review questions -- 2. When to form teams -- Ready for teams? Not yet -- Three situations that cry out for teams -- Warning: crisis ahead -- Needed & do more with less -- The moving target: continuous improvement -- Teams make (dollars and) sense -- Three conditions needed for success -- Condition 1: Long-term, visible management support -- Condition 2: Willingness to fail and learn from it -- Condition 3: Zeal for acquiring new skills -- When teamwork works better than teams -- Absent: the three conditions -- Nobody trusts nobody -- Sharing information is enough -- Individual contributions are enough -- Advocating for teams -- Recap -- Review questions -- 3. Characteristics of successful teams -- What successful teams have, reviewed -- What successful teams do -- A most unusual investment firm -- Recap -- Review questions -- 4. Getting off to a good start -- Start-up steps -- One more giant step for new teams -- Catching up -- Recap -- Review questions -- 5. What team leaders do -- It's never lonely at the top, it's way too lively -- Responsibilities of team leaders -- Track progress and coordinate the work -- Keep the team focused on performance goals -- Motivate team members -- Facilitate team meetings -- Facilitate team problem solving and decision making -- Remove obstacles -- Report to upper management -- Relate to outside stakeholders -- Additional responsibilities of project team leaders -- Additional leadership roles in permanent work unit teams -- Responsibilities of executive sponsors -- How one sponsor defined his role -- Recap -- Review questions -- 6. What team members do -- What you should expect from team members -- Task-related responsibilities -- People-related responsibilities -- Team process responsibilities -- Assessing team member performance -- Recap -- Review questions -- 7. Measuring team effectiveness -- Measuring team effectiveness at AMD -- What to measure -- Start with the right goals -- Measure processes as well as outcomes -- Measure all the team's accomplishments -- Measure individual contributions as well as team performance -- How to measure -- Recap -- Review questions -- 8. Hurdling obstacles -- Resistance to teaming -- Converting the unbelievers -- Resistance from the outside -- Conflicting priorities -- Lack of cooperation among teams -- Intra-team dissention -- Individual performance problems -- Loss of focus -- Slow pace of organizational change -- Inconsistent management support -- Recap -- Review questions -- 9. Handling team transitions -- New team member -- New leader -- New goals -- Closure when goals are met -- Recap -- Review questions. |
| ctrlnum | (OCoLC)755068606 |
| dewey-full | 658.4/022 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/022 |
| dewey-search | 658.4/022 |
| dewey-sort | 3658.4 222 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:18:01Z |
| institution | BVB |
| institution_GND | http://id.loc.gov/authorities/names/n79060211 |
| isbn | 9780761215219 0761215212 |
| language | English |
| oclc_num | 755068606 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xvii, 168 pages) |
| psigel | ZDB-4-EBA |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | American Management Association, |
| record_format | marc |
| spelling | Deeprose, Donna. http://id.loc.gov/authorities/names/n91040240 Making teams work : how to form, measure, and transition today's teams / Donna Deeprose. New York : American Management Association, ©2001. 1 online resource (xvii, 168 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references (pages 155-157) and index. About this course -- How to take this course -- Pre-test -- 1. The business case for teams -- Many problems -- One solution with variations -- Example 1: Union Sanitary District (USD) -- Example 2: Y2K vigilantes at Gartner -- Example 3: AXAs eDOX Team -- Example 4: Gartner's WCW 2000 Team -- Just what is a team anyway? -- Why teams outperform individuals -- Teams vs. teamwork -- Kinds of teams -- Recap -- Review questions -- 2. When to form teams -- Ready for teams? Not yet -- Three situations that cry out for teams -- Warning: crisis ahead -- Needed & do more with less -- The moving target: continuous improvement -- Teams make (dollars and) sense -- Three conditions needed for success -- Condition 1: Long-term, visible management support -- Condition 2: Willingness to fail and learn from it -- Condition 3: Zeal for acquiring new skills -- When teamwork works better than teams -- Absent: the three conditions -- Nobody trusts nobody -- Sharing information is enough -- Individual contributions are enough -- Advocating for teams -- Recap -- Review questions -- 3. Characteristics of successful teams -- What successful teams have, reviewed -- What successful teams do -- A most unusual investment firm -- Recap -- Review questions -- 4. Getting off to a good start -- Start-up steps -- One more giant step for new teams -- Catching up -- Recap -- Review questions -- 5. What team leaders do -- It's never lonely at the top, it's way too lively -- Responsibilities of team leaders -- Track progress and coordinate the work -- Keep the team focused on performance goals -- Motivate team members -- Facilitate team meetings -- Facilitate team problem solving and decision making -- Remove obstacles -- Report to upper management -- Relate to outside stakeholders -- Additional responsibilities of project team leaders -- Additional leadership roles in permanent work unit teams -- Responsibilities of executive sponsors -- How one sponsor defined his role -- Recap -- Review questions -- 6. What team members do -- What you should expect from team members -- Task-related responsibilities -- People-related responsibilities -- Team process responsibilities -- Assessing team member performance -- Recap -- Review questions -- 7. Measuring team effectiveness -- Measuring team effectiveness at AMD -- What to measure -- Start with the right goals -- Measure processes as well as outcomes -- Measure all the team's accomplishments -- Measure individual contributions as well as team performance -- How to measure -- Recap -- Review questions -- 8. Hurdling obstacles -- Resistance to teaming -- Converting the unbelievers -- Resistance from the outside -- Conflicting priorities -- Lack of cooperation among teams -- Intra-team dissention -- Individual performance problems -- Loss of focus -- Slow pace of organizational change -- Inconsistent management support -- Recap -- Review questions -- 9. Handling team transitions -- New team member -- New leader -- New goals -- Closure when goals are met -- Recap -- Review questions. Print version record. Successfully achieve business objectives through the use of teams. Why work in teams? Simply put, PERFORMANCE! Teams vastly outperform the combined output of individuals in traditional work settings. But high performance teams require planning, accountability, and commitment. This book gives you the tools you need to build a case for teaming in your organization, set performance goals, and continually measure team effectiveness. You'll learn how to identify and foster the characteristics of successful teams, define responsibilities for team members, and overcome common obstacles to high perfor. Teams in the workplace Examinations, questions, etc. Équipes de travail Examens, questions, etc. BUSINESS & ECONOMICS Corporate Governance. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Workplace Culture. bisacsh Teams in the workplace fast Examinations fast Examinations. lcgft http://id.loc.gov/authorities/genreForms/gf2014026096 American Management Association. http://id.loc.gov/authorities/names/n79060211 has work: Making teams work (Text) https://id.oclc.org/worldcat/entity/E39PCGrcHjfWPGRmFh7HQj9cvb https://id.oclc.org/worldcat/ontology/hasWork Print version: Deeprose, Donna. Making teams work. New York : American Management Association, ©2001 0761213473 (DLC) 2002279569 (OCoLC)49718708 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=387629 Volltext |
| spellingShingle | Deeprose, Donna Making teams work : how to form, measure, and transition today's teams / About this course -- How to take this course -- Pre-test -- 1. The business case for teams -- Many problems -- One solution with variations -- Example 1: Union Sanitary District (USD) -- Example 2: Y2K vigilantes at Gartner -- Example 3: AXAs eDOX Team -- Example 4: Gartner's WCW 2000 Team -- Just what is a team anyway? -- Why teams outperform individuals -- Teams vs. teamwork -- Kinds of teams -- Recap -- Review questions -- 2. When to form teams -- Ready for teams? Not yet -- Three situations that cry out for teams -- Warning: crisis ahead -- Needed & do more with less -- The moving target: continuous improvement -- Teams make (dollars and) sense -- Three conditions needed for success -- Condition 1: Long-term, visible management support -- Condition 2: Willingness to fail and learn from it -- Condition 3: Zeal for acquiring new skills -- When teamwork works better than teams -- Absent: the three conditions -- Nobody trusts nobody -- Sharing information is enough -- Individual contributions are enough -- Advocating for teams -- Recap -- Review questions -- 3. Characteristics of successful teams -- What successful teams have, reviewed -- What successful teams do -- A most unusual investment firm -- Recap -- Review questions -- 4. Getting off to a good start -- Start-up steps -- One more giant step for new teams -- Catching up -- Recap -- Review questions -- 5. What team leaders do -- It's never lonely at the top, it's way too lively -- Responsibilities of team leaders -- Track progress and coordinate the work -- Keep the team focused on performance goals -- Motivate team members -- Facilitate team meetings -- Facilitate team problem solving and decision making -- Remove obstacles -- Report to upper management -- Relate to outside stakeholders -- Additional responsibilities of project team leaders -- Additional leadership roles in permanent work unit teams -- Responsibilities of executive sponsors -- How one sponsor defined his role -- Recap -- Review questions -- 6. What team members do -- What you should expect from team members -- Task-related responsibilities -- People-related responsibilities -- Team process responsibilities -- Assessing team member performance -- Recap -- Review questions -- 7. Measuring team effectiveness -- Measuring team effectiveness at AMD -- What to measure -- Start with the right goals -- Measure processes as well as outcomes -- Measure all the team's accomplishments -- Measure individual contributions as well as team performance -- How to measure -- Recap -- Review questions -- 8. Hurdling obstacles -- Resistance to teaming -- Converting the unbelievers -- Resistance from the outside -- Conflicting priorities -- Lack of cooperation among teams -- Intra-team dissention -- Individual performance problems -- Loss of focus -- Slow pace of organizational change -- Inconsistent management support -- Recap -- Review questions -- 9. Handling team transitions -- New team member -- New leader -- New goals -- Closure when goals are met -- Recap -- Review questions. Teams in the workplace Examinations, questions, etc. Équipes de travail Examens, questions, etc. BUSINESS & ECONOMICS Corporate Governance. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Workplace Culture. bisacsh Teams in the workplace fast |
| subject_GND | http://id.loc.gov/authorities/genreForms/gf2014026096 |
| title | Making teams work : how to form, measure, and transition today's teams / |
| title_auth | Making teams work : how to form, measure, and transition today's teams / |
| title_exact_search | Making teams work : how to form, measure, and transition today's teams / |
| title_full | Making teams work : how to form, measure, and transition today's teams / Donna Deeprose. |
| title_fullStr | Making teams work : how to form, measure, and transition today's teams / Donna Deeprose. |
| title_full_unstemmed | Making teams work : how to form, measure, and transition today's teams / Donna Deeprose. |
| title_short | Making teams work : |
| title_sort | making teams work how to form measure and transition today s teams |
| title_sub | how to form, measure, and transition today's teams / |
| topic | Teams in the workplace Examinations, questions, etc. Équipes de travail Examens, questions, etc. BUSINESS & ECONOMICS Corporate Governance. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Workplace Culture. bisacsh Teams in the workplace fast |
| topic_facet | Teams in the workplace Examinations, questions, etc. Équipes de travail Examens, questions, etc. BUSINESS & ECONOMICS Corporate Governance. BUSINESS & ECONOMICS Leadership. BUSINESS & ECONOMICS Organizational Development. BUSINESS & ECONOMICS Workplace Culture. Teams in the workplace Examinations Examinations. |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=387629 |
| work_keys_str_mv | AT deeprosedonna makingteamsworkhowtoformmeasureandtransitiontodaysteams AT americanmanagementassociation makingteamsworkhowtoformmeasureandtransitiontodaysteams |