Making the Team

<>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. The exciting new third edition of Making the Team: A Guide for Managers combines cutting-edge theory with the latest research and real-world applications. It delivers the most current research on groups and teams in a digestible manner. An excellent resource for managers at every stage of the game, the book offers insight to help both players and coaches maximize their success. <>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. The exciting new third edition of Making the Team: A Guide for Managers combines cutting-edge theory with the latest research and real-world applications. It delivers the most current research on groups and teams in a digestible manner. An excellent resource for managers at every stage of the game, the book offers insight to help both players and coaches maximize their success. How do you equip your students to be effective leaders, as well as valuable team members? Realizing that business people take on different roles throughout their careers - as well as in their day-to-day work - Making the Team, 3e was written with two audiences in mind: leaders and team members. For the leader, the text offers in-depth, practical discussions on how to design teams to function optimally and maximize their potential. For team members, the author focuses on the skills necessary to be an effective and productive team member. How do you ensure your classroom incorporates the most current trends and issues into discussions of teams, management, and leadership? Reflecting the latest advances in teamwork and group behavior research, every chapter in the timely third edition has been updated with new information, fresh research, updated examples, and more. The new edition reflects groundbreaking advances in theory and research, as well as recent calamities - such as Hurricane Katrina, corporate fraud, terrorist attempts - that have impacted the corporate world, providing students with the latest information available about the headlines they're reading today. New Research: The author equips managers with the most up-to-date research in a digestible fashion - keeping the book completely current and true to its strong research focus and theory-driven approach. The updated research includes information from the Kellogg School of Management's ongoing survey of executives over the past five years . While the survey in the first edition reported the responses of 149 managers and executives, the third edition has a database of more than 800 team managers. In addition, more than 194 new research studies have been cited. More case studies: Packed with real-world examples and illustrations of effective - as well as ineffective - teamwork, the third edition includes more than 95 new case studies and examples of actual company teams, offering an insider's view of practical do's and don'ts. Additionally, each chapter has a new opening example, while many chapter concepts and techniques are supplemented with illustrations and examples from real teams, both contemporary and historical. These serve to illustrate how many of the concepts in the book are generated from real-world situations. OTHER POINTS OF DISTINCTION How do you ensure your students are getting comprehensive coverage of team and group management issues, including a balance of theory and practical application? An ideal combination of theory and practice unites cutting-edge research on groups and teams with practical management principles. Filled with relevant research and examples, Making the Team is organized into three primary tasks for the leader/manager: * accurately assessing and improving team performance;* managing the internal dynamics of teams (including diversity, conflict, and creativity);* optimally leveraging the team within the larger organization. How do you integrate coverage of ethics and decision-making? Thorough coverage of decision-making and ethics includes Chapter 7, Team Decision Making: Pitfalls and Solutions. The chapter offers detailed discussions of snares common in team settings - ranging from groupthink to unethical decision-making - and lays out clear steps to work through these challenges as well as provides tips to avoid them altogether. How do you introduce topics like team emotion and identity development? The all-new Chapter 5, Team Identity, Emotion, and Development includes innovative research on this important - but sometimes overlooked - subject. The chapter offers insightful coverage of group mood, behavior, building cohesion, trust, role negotiation, and much more. It also includes a model of group socialization. How do you make sure your students understand the "big picture" of teamwork? Making the Team shows students the "big picture" by demonstrating how the team fits into the larger organization. Equipping managers for the long term, the text also highlights developments and trends that may affect how managers structure their teams in the future. Its comprehensive coverage provides readers with a solid understanding of how teams function. It offers thorough discussions of the basics of teamwork - performance, productivity, rewards - as well as helps students comprehend the synergy, factors, and issues going on inside the team itself, like team formation, identity, communication, diversity, conflict resolution, learning, creativity, decision-making, and more. The book also explores such external dynamics as networking, leadership styles, coaching, interteam relations, the role of information technology, virtual teams, teaming across distances and cultural differences, and much more.