Effective teamwork:practical lessons from organizational research

Effective Teamwork provides all the tools necessary to help teams become more effective, including case studies, discussion questions, exercises and questionnaires. Drawing on psychological research, the text examines those factors which prevent and promote team effectiveness. The second edition includes new chapters on creating teams and on conflicts in teams. Now includes more material on team leadership, on the sorts of tasks that are best done by teams, and on the relationship between working in teams and mental health. Contains new sections on introducing teamwork, on virtual team working and team working across national boundaries, on emotions in teams, and on trust within and between teams.

Teamwork:metoder til effektivt samarbejde

Forfatteren beskriver vigtigheden af visioner og mål i teamwork og diskuterer begreber som kreativ problemløsning, teambuilding, assertiv kommunikation, teamstøtte og coaching. Bogen byder også på metoder til at fremme et teams effektivitet, det enkelte teammedlems psykiske trivsel og det sociale klima i teamet generelt, og den kommer med forslag til teknikker til at fremme kreativitet og konkrete strategier til konflikt- og problemløsning.

Teamwork, Teamdiagnose, Teamentwicklung:Praxis der Personalpsychologie

Der Band diskutiert die Vor- und Nachteile von Teamarbeit und stellt Modelle vor, die Teams und ihre Entwicklung beschreiben. Der Leser findet in dem Band Fragebögen und Leitfäden, mit denen die Stärken und Schwächen der eigenen Organisation bzw. des eigenen Teams auf einfache Art und Weise analysiert werden können. Auf der Analyse von Teamprozessen aufbauend, werden Methoden vorgestellt, die dem Team dabei helfen, eine eigene Identität zu entwickeln, Visionen zu definieren und daraus konkrete Ziele abzuleiten. Mit vielen praxisnahen Hinweisen werden schließlich Themen wie die Entwicklung des Einzelnen im Team, die Gestaltung von Tagesordnungen und Meetings oder der Umgang mit schwierigen Teammitgliedern behandelt.

Job satisfaction and teamwork:The role of supervisor support

The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed. Copyright © 2001 John Wiley & Sons, Ltd.

International handbook of organizational teamwork and cooperative working

In today's fast changing, hyper–competitive environment, teamwork and co–operative working enhance the organisation's adaptive capability. The team, rather than the individual, is increasingly seen as the building block of organisations and a key source of competitive advantage. The International Handbook of Organisational Teamwork and Co–operative Working provides a clear focus on the psychological and social processes that can stimulate successful cooperation and teamwork. Michael West, Dean Tjosvold and Ken Smith have brought together the world's leading authorities from a range of social science disciplines to provide a contemporary review of established and emerging perspectives. Throughout the book, processes that both facilitate and obstruct successful cooperation and teamwork are detailed, alongside guidance on best practice and methodology. The challenging and alternative perspectives presented will inform future research and practice. The result is a systematic and comprehensive synthesis of knowledge from a range of disciplines that will prove invaluable to professionals, researchers and students alike. * A systematic and coherent framework which organizes and structures the knowledge in this field * An outstanding collection of authoritative "high profile" authors * Challenging, alternative perspectives that will stimulate and enlighten future research and practice * Selective, updated bibliographies of key literatures support every chapter, a valuable resource for students, trainers and practitioners

Teamwork and well-being:the role of social support

This thesis explores, in a team context, using the Michigan Model, the relationship between social support, stress and well-being outcomes. The studies reported were carried out in Post Office Ltd. Study one examines differences in social support source and type for employees working in teams and quasi teams. Analysis was carried out at the individual level. The results supported previous work on well-being in teams: individuals working in teams report significantly higher levels of well-being, job satisfaction and organisational commitment than those individuals in quasi teams. Members of teams reported greater satisfaction with support from their manager and colleagues, and all types of support compared to members of quasi teams. Manager support and specific types of support mediated the relationship between team working and well-being outcomes. In terms of stressors, satisfaction with manager support and emotional challenge predicted greater influence which was positively related to the well-being outcomes. Study two conducted at the team level builds on relationships established in study one. Stage one explored teamness, the extent to which, along a continuum the team was well-defined. Stage two explored teamness agreement, the extent to which the team agreed on their teamness. The extent to which the Branch Office were a well-defined team had a positive effect on team functioning; participation, innovation and commitment to task excellence. Team functioning was associated with higher levels of satisfaction with manager and team support and all types of support. Working in a well-defined team was associated with job satisfaction, mediated by positive team functioning and social support. Teamness agreement predicted team well-being, clarity of objectives, work demands and satisfaction with reality check. Working in a team was not associated with performance. This thesis advances understanding in the area of team working and processes within teams, advancing understanding of the specifics of social support from different so urces and types of support. The studies reveal the key role of team functional characteri stics in creating the vehicle through which supportive interactions take place. which contribute to positive outcomes associated with working in a well-defined team.

An evaluative analysis of the practice of teamwork in Health and Personal Social Services

This report describes the practice of teamwork as expressed in case conferences for care of the elderly and evaluates the effectiveness of case conferences in their contribution to care. The study involved the observation of more than two hundred case conferences in sixteen locations throughout the West Midlands, in which one thousand seven hundred and three participants were involved. Related investigation of service outcomes involved an additional ninety six patients who were interviewed in their homes. The pu`pose of the study was to determine whether the practice of teamwork and decision-making in case conferences is a productive and cost effective method of working. Preliminary exploration revealed the extent to which the team approach is part of the organisational culture and which, it is asserted, serves to perpetuate the mythical value of team working. The study has demonstrated an active subscription to the case conference approach, yet has revealed many weaknesses, not least of which is clear evidence that certain team members are inhibited in their contribution. Further, that the decisional process in case conferences has little consequence to care outcome. Where outcomes are examined there is evidence of service inadequacy. This work presents a challenge to professionals to confront their working practices with honesty and with vision, in the quest for the best and most cost effective service to patients.

Teamwork:metoder til effektivt samarbejde

Forfatteren beskriver vigtigheden af visioner og mål i teamwork og diskuterer begreber som kreativ problemløsning, teambuilding, assertiv kommunikation, teamstøtte og coaching. Bogen byder også på metoder til at fremme et teams effektivitet, det enkelte teammedlems psykiske trivsel og det sociale klima i teamet generelt, og den kommer med forslag til teknikker til at fremme kreativitet og konkrete strategier til konflikt- og problemløsning.

Teamwork:metoder til effektivt samarbejde

Forfatteren beskriver vigtigheden af visioner og mål i teamwork og diskuterer begreber som kreativ problemløsning, teambuilding, assertiv kommunikation, teamstøtte og coaching. Bogen byder også på metoder til at fremme et teams effektivitet, det enkelte teammedlems psykiske trivsel og det sociale klima i teamet generelt, og den kommer med forslag til teknikker til at fremme kreativitet og konkrete strategier til konflikt- og problemløsning.

Teamwork for product innovation in Taiwanese family firms:an indigenous psychology perspective: An indigenous psychology

As the existing team literature mostly excludes context and culture, little is known about how these elements affect real-life team working (Engestrom, 2008; Salas & Wildman, 2009), and how teams work in non-Western settings, such as in Chinese firms (Phan, Zhou, & Abrahamson, 2010).This research addresses this issue by investigating how new product design (NPD) teams use team working to carry out product innovation in the context of Chinese family businesses (CFBs) via an indigenous psychology perspective. Unlike mainstream teamwork literature which mostly employs an etic design, an indigenous psychology perspective adopts an emic approach which places emphasis on understanding real-life phenomena in context through a cultural-insider perspective (Kim, 2000). Compatible with this theoretical position, a multiple qualitative case study approach was used as the research methodology. Three qualitative case studies were carried out in three longstanding family-run manufacturing firms in Taiwan, where family firms have been the pillars of high economic growth in the past five decades (W.-w. Chu, 2009). Two salient findings were established across the three case studies. First, the team processes identified across the three family firms are very similar with the exception of owners’ involvement and on-the-job training. All three family firms’ NPD teams are managed in a highly hierarchical manner, with considerable emphasis placed on hierarchical ranking, cost-effectiveness, efficiency, practicability, and interpersonal harmony. Second, new products developed by CFBNPD teams are mostly incremental innovation or copycat innovation, while radical or original products are rare. In many ways, CFBNPD teams may not be the ideal incubators for innovation. This is because several aspects of their unique context can cast constraints on how they work and innovate, and thus limit the ratio of radical innovation. A multi-level review into the facilitators and inhibitors of creativity or innovation in CFBNPD teams is provided. The theoretical and practical implications of the findings and the limitations of the study are also addressed.