Making the Team, Global Edition

Series
Pearson
Author
Leigh L. Thompson  
Publisher
Pearson
Cover
Softcover
Edition
5
Language
English
Total pages
480
Pub.-date
January 2015
ISBN13
9781292060781
ISBN
1292060786
Related Titles


Product detail

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9781292060781
Making the Team, Global Edition
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Description

For undergraduate or graduate management courses in Organization Behavior, Group Dynamics, or Teamwork; also appropriate for executives enrolled in degree and non-degree short courses on general management.

Gain inside insight to help team leaders and team members maximize their success in business.

Making the Team: A Guide for Managers
combines cutting-edge theory with the latest research and real-world applications in order to help team leaders and team members succeed in the business world.

Every chapter of this edition contains new information, new research, updated examples, and more.

Features

Written for Two Audiences. Making the Team has two audiences: the team leaders and members. For the leader, the book directs itself toward how teams can be designed to optimal performance. For team members, the book focuses on the skills needed to be an important and productive member of the team.

Focus on the Big Picture. Making the Team shows students the big picture by demonstrating how the team fits into the larger organization. Equipping managers for the long term, this text also highlights developments and trends that may affect how managers structure their teams in the future.

NEW Important Topics and Theories:
The majority of chapters contain new theories, research and topics, such as inter-generational team issues (in Chapter 1), decision fatigue (in Chapter 7), work-family conflict (in Chapter 8), incremental versus entity theory of leadership (in Chapter 11), moral decision making (chapter 7), and an expanded discussion of virtual teams (in chapter 13).

NEW & UPDATED Research:
True to the book’s defining characteristic–-providing managers with the most up-to-date research in a digestible fashion–-the author has included the latest research on teamwork and group behavior, thus keeping the book up-to-date and true to its strong research focus and theory-driven approach. 

NEW Surveys of Managers and Executives: The updated research also reports on the survey of executives conducted at Kellogg for the past 17 years. The survey in the first edition reported the responses of 149 managers and executives; the fifth edition has a database of more than 1,200 team managers.

New Research Studies: More than 180 new research studies have been cited.

NEW Case Studies: The author has included more examples and illustrations of effective (as well as ineffective) teamwork. More than 150 new case studies and examples of actual company teams have been added.  And, each chapter has a new, updated opening example. 

NEW Illustrations and Examples:
Many of the concepts and techniques in the chapters are supplemented with illustrations and examples from real teams, both contemporary and historical to illustrate how many of the concepts in the book are borne out in real-world situations.

New to this Edition

NEW Important Topics and Theories: The majority of chapters contain new theories, research and topics, such as inter-generational team issues (in Chapter 1), decision fatigue (in Chapter 7), work-family conflict (in Chapter 8), incremental versus entity theory of leadership (in Chapter 11), moral decision making (chapter 7), and an expanded discussion of virtual teams (in chapter 13).

NEW, UPDATED Research: True to the book’s defining characteristic–-providing managers with the most up-to-date research in a digestible fashion–-the author has included the latest research on teamwork and group behavior, thus keeping the book up-to-date and true to its strong research focus and theory-driven approach. 

NEW Surveys of Managers and Executives: The updated research also reports on the survey of executives conducted at Kellogg for the past 17 years. The survey in the first edition reported the responses of 149 managers and executives; the fifth edition has a database of more than 1,200 team managers.

New Research Studies: More than 180 new research studies have been cited.

NEW Case Studies: The author has included more examples and illustrations of effective (as well as ineffective) teamwork. More than 150 new case studies and examples of actual company teams have been added.  And, each chapter has a new, updated opening example. 

NEW Illustrations and Examples: Many of the concepts and techniques in the chapters are supplemented with illustrations and examples from real teams, both contemporary and historical to illustrate how many of the concepts in the book are borne out in real-world situations.

Table of Contents

PART I. THE BASICS OF TEAMWORK    
1. Teams in Organizations: Facts and Myths    
2. Performance and Productivity: Team Performance Criteria and Threats to Productivity    
3. Rewarding Teamwork: Compensation and Performance Appraisals    

PART II. INTERNAL DYNAMICS    
4. Designing the Team: Tasks, People, and Processes    
5. Team Identity, Emotion, and Development    
6. Sharpening the Team Mind: Communication and Collective Intelligence    
7. Team Decision Making: Pitfalls and Solutions    
8. Conflict in Teams: Leveraging Differences to Create Opportunity    
9. Creativity: Mastering Strategies for High Performance    

PART III. EXTERNAL DYNAMICS    
10. Networking, Social Capital, and Integrating across Teams    
11. Leadership: Managing the Paradox    
12. Interteam Relations: Competition and Cooperation    
13. Teaming Across Distance and Culture 


APPENDIX 1. Managing Meetings: A Toolkit    
APPENDIX 2. Tips for Facilitators    
APPENDIX 3. A Guide for Creating Effective Study Groups    
APPENDIX 4. Example Items from Peer Evaluations and 360-Degree Performance Evaluations