High-Performing Self-Managed Work Teams: A Comparison of Theory to PracticeSAGE, 1998 - 379 من الصفحات `This book is a must for scholars and practitioners interested in managing work teams in organizations.... Yeatts and Hyten have written an excellent reference work. The book synthesizes a wealth of prior research into a testable model of Self-Managed Work Team performance' - Management Learning`The work is wide-ranging in its scope but retains a clear focus and coherence throughout.' International Journal of Public-Private PartnershipsSince the mid-1970s, pressure from international competition has forced business in the United States to look for better ways to achieve and maintain a competitive position. One popular tool is the self-managed work-team (SMWT). This book provides a thorough examination of SMWT both at the level of theory and at the practical level of when to use work teams to find solutions and how to develop successful teams.By examining the most widely accepted theories of work-team performance, illustrated by 10 case studies from the areas of manufacturing, public service and health care, the authors define: how high-performing self-managed work teams differ from work groups and short-term teams; the problems which compel an organization to create such teams; the factors which explain successful self-managed work teams; and how to develop high performing cost-effective teams. |
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النتائج 1-5 من 79
الصفحة v
... SMWT Performance XV Part I : Theoretical Frameworks for Understanding 335789 10 124 the Performance of Self - Managed Work Teams 1. The Classical and Human Relations Theories The Classical Organization Perspective The Human Relations ...
... SMWT Performance XV Part I : Theoretical Frameworks for Understanding 335789 10 124 the Performance of Self - Managed Work Teams 1. The Classical and Human Relations Theories The Classical Organization Perspective The Human Relations ...
الصفحة vi
... SMWT Approach 3. Contingency Theories : The Importance of Individual , Technical , and Environmental Differences ... Performance McGrath's Input - Process - Output Model Gladstein's Model of Subjectively Rated Effectiveness The Pearce - ...
... SMWT Approach 3. Contingency Theories : The Importance of Individual , Technical , and Environmental Differences ... Performance McGrath's Input - Process - Output Model Gladstein's Model of Subjectively Rated Effectiveness The Pearce - ...
الصفحة viii
... SMWT Performance 118 The Mission of the SMWT 119 A Clear , Engaging Mission and Team Performance 120 13. Performance Measurement : Appraisal and Assessment Systems 122 An Overview of Performance Appraisal and Assessment Systems 122 The ...
... SMWT Performance 118 The Mission of the SMWT 119 A Clear , Engaging Mission and Team Performance 120 13. Performance Measurement : Appraisal and Assessment Systems 122 An Overview of Performance Appraisal and Assessment Systems 122 The ...
الصفحة ix
... SMWT Performance 179 17. Information Systems 182 Kinds of Information Needed by SMWTS Techniques for Obtaining Information 182 184 Importance of Sharing Information 185 Obstacles to Information Exchange 186 The Information System and SMWT ...
... SMWT Performance 179 17. Information Systems 182 Kinds of Information Needed by SMWTS Techniques for Obtaining Information 182 184 Importance of Sharing Information 185 Obstacles to Information Exchange 186 The Information System and SMWT ...
الصفحة x
... SMWT Performance 233 Demographic Characteristics 238 Age of Team Members 239 Race of Team Members Gender of Team ... Performance 247 Factors Affecting Team Goals Goal Priorities and SMWT Performance 248 248 Job Design 249 An Enriched Job ...
... SMWT Performance 233 Demographic Characteristics 238 Age of Team Members 239 Race of Team Members Gender of Team ... Performance 247 Factors Affecting Team Goals Goal Priorities and SMWT Performance 248 248 Job Design 249 An Enriched Job ...
المحتوى
Theoretical Frameworks for Understanding | 1 |
Systems Theories and the Emergence of | 10 |
The Importance of Individual | 18 |
Contemporary Theories Explaining SMWT Performance | 24 |
Development of a Theoretical Framework | 47 |
The Work Process Actually Doing the Work | 57 |
Talent Resources and Procedures for Doing the Work | 67 |
The Interpersonal Process The 6 | 77 |
Team Member Characteristics | 221 |
Personality and Demographic Characteristics | 233 |
Team Design Characteristics | 243 |
24 | 256 |
25 | 269 |
DecisionMaking Methods and Processes | 289 |
Team Leader Roles and Responsibilities | 302 |
Research Methods | 309 |
Cooperation Collaboration and Conflict | 89 |
Cohesion and Trust | 97 |
Interpersonal Processes Between the Team and Others | 105 |
The Environment Surrounding the SMWT | 111 |
The Reward System | 142 |
Types of Rewards | 157 |
Education and Training Systems | 172 |
Information Systems | 182 |
18 | 190 |
19 | 200 |
20 | 207 |
InPerson Survey Instrument for | 317 |
2222 | 321 |
InPerson Survey Instrument for | 324 |
50 | 328 |
52 | 334 |
SelfAdministered Survey Instrument | 341 |
347 | |
Other Suggested Readings | 365 |
About the Authors 379 | |
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عبارات ومصطلحات مألوفة
affect the team's appeared appropriate assist the team Becker-Reems behavior cohesion communication coordination culture customers decision decision-making process education and training effort employees environment environmental evaluation example feedback flextime Furthermore goal theory goals GROUP SYNERGY groupthink Hackman high level high-performing teams identify important improvement individual influence information system interactions interpersonal processes job enrichment Johnson & Johnson knowledge lack Lawler less low-performing teams mance manufacturing SMWT ment mission motivation needed negative effects nursing home organization organization's organizational organizational culture peer appraisals performance appraisals philosophy positive effects problems procedures received reported responsibilities result reward system roles selected self-managed skills SMWT members SMWT performance SMWT we studied SMWT's social loafing sociotechnical systems theory specific subsequently suppliers systems theorists talent team design team leader team meetings team member characteristics team's ability team's work process tion traditional typically variety