- Häftad (Paperback)
- Antal sidor
- SAGE Publications, Inc
- black & white illustrations
- 234 x 165 x 19 mm
- Antal komponenter
- 249 g
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Creating Effective Teams
A Guide for Members and Leaders
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Susan A. Wheelan, PhD, is president of GDQ Associates, Inc. She was professor of Psychological Studies and faculty director of the Training and Development Center at Temple University. She has worked in a number of school, hospital, and clinical settings. Dr. Wheelan received Temple Universitys Great Teacher Award in 1992. She is coeditor of The Lewin Legacy: Field Theory in Current Practice and Advances in Field Theory. She coauthored How to Discipline Without Feeling Guilty. Dr. Wheelan is the author of Facilitating Training Groups, Group Processes: A Developmental Perspective, The Handbook of Group Research and Practice, and Creating Effective Teams: A Guide for Members and Leaders. She has written numerous articles for publication as well. Dr. Wheelan has provided consultation to a wide variety of organizations. She has led workshops and training seminars on such topics as Executive Development, The Role of the Internal Consultant, Working in Teams, Management Skills, Communication Skills, Dealing With Difficult Employees, Leadership, Conflict Management, and many more. She has been an invited speaker in Sweden, Norway, England, Ireland, Israel, the Netherlands, and throughout the United States. Topics included group and organizational development, diversity, and conflict management.
Chapter 1: Why Groups? Groups Have a Long History of Success We Need Groups Every Day Groups Increase Our Knowledge Base When Teams Are Good, They're Very, Very Good Creating Effective Teams How to Use This Book Chapter 2: Effective Organizational Support for Teams Plant Groups in a Favorable Organizational Climate Give Groups What They Need to Do Their Best Pick Members Based on Their Ability to Do the Task and Their Ability to Contribute to Group Success Educate People for Group Participation Competence Avoid Unsubstantiated Team Development and Consultation Strategies Avoid Helping Groups Too Much Make Sure That Each Group Has Enough Autonomy to Do Its Work but Remains Connected With the Rest of the Organization Conduct Organizational Support Reviews Regularly The Organizational Support Checklist Chapter 3: From Groups to Teams: The Stages of Group Development Stage 1: Dependency and Inclusion Stage 2: Counterdependency and Fighting Stage 3: Trust and Structure Stage 4: Work Surviving Group Development Chapter 4: How Do High Performance Teams Function? The Characteristics of High Performance Teams 10 Keys to Productivity Goals Roles Interdependence Leadership Communication and Feedback Discussion, Decision Making, and Planningication Implementation and Evaluation Norms and Individual Differences Structure Cooperation and Conflict Management Team Performance Checklist Chapter 5: Effective Team Members Don't Blame Others for Group Problems Encourage the Process of Goal, Role, and Task Clarification Encourage the Adoption of an Open Communication Structure in Which All Member Input and Feedback Is Heard Promote an Appropriate Ratio of Task and Supportive Communications Promote the Use of Effective Problem-Solving and Decision-Making Procedures Encourage the Establishment of Norms That Support Productivity, Innovation, and Freedom of Expression Go Along With Norms That Promote Group Effectiveness and Productivity Promote Group Cohesion and Cooperation Effective Member Checklist Chapter 6: Effective Team Leadership Don't Take On Every Leadership Assignment You Are Offered Adjust Your Leadership Style to Meet the Developmental Needs of the Group at a Particular Time Leadership at Stage 1: Be a Directive and Confident Leader Leadership at Stage 2: When Members Begin to Demand More Participation in Running the Group, Slowly Begin to Empower Them Leadership at Stage 3: Involve Members in the Leadership Function Leadership at Stage 4: Participate as an Expert Member of Your Team Effective Leader Checklist Chapter 7: Navigating Stage 1 Goals of Stage 1 Concerns About Safety and Inclusion Dependency on the Designated Leader A Wish for Order and Structure Chapter 8: Surviving Stage 2 Goals of Stage 2 Create a Unified Group Culture Create a Unified and Effective Group Structure Chapter 9: Reorganizing at Stage 3 Goals of Stage 3 Fine-Tuning Roles, Organization, and Procedures Solidifying Positive Relationships Chapter 10: Sustaining High Performance Goals of Stage 4 Getting the Work Done Well Making Decisions Cohesion and Conflict Maintaining High Performance Chapter 11: Virtual Teams Video Conferences LinkedIn Skype Blogging Virtual GDQ Online Scoring Systems Star Trek Changed The World Chapter 12: Recent Research On Average, How Long Does The Development Process Take? Does Group Size Affect Group Productivity? Does Group Age In Months Affect Group Productivity? How Do Work Groups, In Different Sectors Function? Do Leadership Teams Or Membership Work Teams Function More Effectively? A Final Thought