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Team Building: Proven Strategies for Improving Team Performance |  |
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Team Building: Proven Strategies for Improving Team Performance | |
W. Gibb Dyer, Jr. is the O. Leslie Stone Professor of Entrepreneurship and the academic director of the Center for Economic Self-Reliance in the Marriott School of Management at Brigham Young University.
Jeffrey H. Dyer is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University, where he is the chair of the business strategy group.
专业书评 From the Back Cover
"The reader will find in this book the concepts, ideas, and practical suggestions that are necessary for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples. I am very pleased that Bill's pioneering work in this arena is being continued at a time when the world needs 'team building' more than ever."
—from the Foreword by Edgar H. Schein, Sloan Fellows Professor of Management Emeritus, MIT Sloan School of Management
"This fourth edition book by second generation authors is first rate. It demonstrates that the business context requires increased teamwork; that the composition of teams must adapt to local and visible as well as global and virtual settings; that the competencies and tools for effective teams can be delineated and mastered; and that temporary, alliance, and virtual teams can change the way we think about organizations. It is a treasure trove of ideas, tools, and examples."
—Dave Ulrich, professor, University of Michigan and partner, The RBL Group
"What an amazing gift! The 'bible' of team building has been updated and expanded. Solid theory is combined with the most practical of techniques. Practitioners of team building and OD are huge beneficiaries of this monumental work."
—Jack Zenger, co-founder and CEO, Zenger-Folkman; coauthor of the best-selling The Extraordinary Leader and Results-Based Leadership
目录
Foreword (Edgar H. Schein).
Introduction.
The Authors.
Part One: The Four Cs of Team Development.
1 The Search for the High-Performing Team.
2 Context: Laying the Foundation for Team Success.
3 Composition: Getting the Right People on the Bus.
4 Competencies: Developing Team Skills for High Performance.
5 Change: Devising More Effective Ways of Working Together.
6 Bringing the Four Cs Together: Designing a Team-Building Program.
Part Two: Solving Specific Problems Through Team Building.
7 Managing Conflict in the Team.
8 Overcoming Unhealthy Agreement.
9 Reducing Conflict Between Teams.
Part Three: Team Building in Different Kinds of Teams.
10 Managing the Temporary Team.
11 High-Performing Virtual Teams.
12 Managing Interorganizational (Alliance) Teams.
Part Four: The Challenge of Team Building for the Future.
13 Challenges for Building Effective Teams.
Notes.
Index.
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