| Edition |
3rd ed. |
| Physical description |
xxii, 154 pages ; 21 cm. |
| Series |
Addison-Wesley series on organization development. |
|
Addison-Wesley series on organization development.
|
| Bibliography |
Includes bibliographical references. |
| Contents |
2. Organizational Team Building: What Companies Say and What They Do -- 3. Dimensions of Teams -- 4. Uses of Teams -- 5. Pretended Agreement Versus Constructive Controversy -- 6. Team Development Through Leadership Training -- 7. Building the Collaborative Team Organization -- 8. Preparing for Team Building -- 9. Designing a Team-Building Program -- 10. Handling Conflict and Confusion in Teams -- 11. Developing the Temporary Team -- 12. Following Up: What Happens After the Team-Building Session -- 13. Reducing Interteam Conflict -- 14. Where Does Team Building Go from Here? |
| Summary |
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. |
| Subject |
Teams in the workplace.
|
|
Organizational change.
|
| ISBN |
0201628821 |
|
