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Leading Teams
Hackman (social and organizational psychology, Harvard U.) identifies the factors of being a team leader that will enable a team to work together efficiently to achieve organizational goals. He suggests that five conditions are necessary: having a real team, a compelling direction, an enabling team structure, a supportive organizational context, and expert team coaching. He integrates insights from interviews with team leaders with concepts from the social sciences. Annotation copyrighted by Book News, Inc., Portland, OR
Senior Leadership Teams
An organization’s fate hinges on its CEO—right? Not according to the authors of Senior Leadership Teams. They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creating a leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting the team up correctly, these high-powered managers often have difficulty pulling together to move their...
Collaborative Intelligence
This practical guide draws on cognitive science and work with Fortune 500 companies to help readers develop essential collaborative skills. Collaborative intelligence is a measure of our ability to think with others on behalf of what matters to us all. It is emerging as a new professional currency at a time when influence is more important than power, and success relies on the ability to inspire. Through a series of practices and strategies, this book helps us develop our own collaborative intelligence. The authors teach us how to value intellectual diversity and recognize our own mind patterns. By mapping the talents of our teams, we’re able to embark together on an aligned course of acti...
Groups That Work (and Those That Don't)
A range of expert contributors explores the design and leadership of groups, providing detailed descriptions of twenty-seven diverse work groups—including task forces, top management groups, production teams, and customer service teams—to offer insights into what factors affect group productivity, and what leaders and group members can do to improve work group effectiveness.
Work Redesign
USA. Monograph on job design and work organization - covers personnel management, approaches to organization development, Motivation, job analysis, creating and supporting job enrichment, group work, workers participation in affecting change, design of work in the future, etc. Bibliography pp. 318 to 330, diagrams, graphs and questionnaires.
Improving Life at Work
Monograph on management approaches to quality of working life in industrial enterprises in the USA - contains definitions of job satisfaction, and covers occupational psychology and occupational sociology in career development, Motivation and job enrichment through the redesign of business organization, the impact thereof on absenteeism, the choice of wage payment systems, intergroup relations, personnel management and supervisory roles, government policy on interest group activities, etc. Bibliography pp. 459 to 477 and references.
HBR's 10 Must Reads on Teams (with featured article "The Discipline of Teams," by Jon R. Katzenbach and Douglas K. Smith)
Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: Boost team performance through mutual accountability Motivate large, diverse groups to tackle complex projects Increase your teams’ emotional intelligence Prevent decision deadlock Extract results from a bunch of touchy superstars Fight constructively with top-management colleagues
The New Why Teams Don't Work
The authors argue that the move to teams has failed because teams themselves are unaware of their own needs, conflicts, and peculiarities. This text is a handbook for team members and leaders to succeed, through recognizing what teams are really like, not what they ought to be.
Handbook of Principles of Organizational Behavior
There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics...
Theory and Research on Small Groups
Research on small groups played an important role in the early formulation of social psychology. By the 1970s, however, the field had lost the interest of most social psychologists. Theory and Research on Small Groups reintegrates that work back into the mainstream of social psychology. The more recent `issues-oriented' approach has not only resulted in many interesting findings-it has also applied basic social psychological theory in new ways and, moreover, led to new theoretical developments that deserve more attention. This volume, which features the work of esteemed researchers from around the world, is a bountiful resource worthy of notice by all social psychologists.
