Thompson Making the Team (5th Edition) pdf, then you have come on to the right / ; Making the Team: A Guide for Managers. Lecture Overheads: Teamwork. Communication for Managers Meeting Guidelines. • Use an agenda! What Makes Teams. Troublesome*. • Individual. Making the Team: A Guide for Managers (2nd ed.). Steelcase. Available online: echecs16.info case_studies/echecs16.info
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Indeed, most teams either actively avoid conflict and risk making. "trips to revealed that team conflict is one of the top concerns of team management 1 Conflict. Making the Team: A Guide for Managers, 6th Edition. © |. Share this page. Making the Team: A Guide for Managers, 6th Edition. View larger. Making the Team: A Guide for Managers (6th Edition) [Leigh Thompson] on echecs16.info *FREE* shipping on qualifying offers. For undergraduate or graduate.
Be consistent. This is the first rule because it applies to most of the others. Before your management approach can be effective, it must be consistent. How you communicate to your team can dictate your eventual success. Clarity, accuracy and thoroughness are the best way to avoid miscommunication and keep your team on the same page.
In such cases, there are four approaches for overcoming weaknesses. Which brings us to the second strategy for overcoming an employee weakness. Can you find her a partner, someone whose talents are strong in precisely the areas where hers are weak?
An average manager might have identified this behavior as a weakness and lectured Claudia on how to control her need for information.
Claudia would never be able to rein it in, at least not for long. Giving Claudia a partner neutralized the negative manifestations of her strength, allowing her to focus her analytical mind on her work. Of course, in most cases, the partner would need to be someone other than a manager.
I met one very successful screenwriter and director who had struggled with telling other professionals, such as composers and directors of photography, that their work was not up to snuff.
In his mind, he no longer imposes his own opinion on his colleagues but rather tells himself and them that an authoritative third party has weighed in. This strategy will require of you, first, the creativity to envision a more effective arrangement and, second, the courage to make that arrangement work. Trigger good performance.
Sometimes they require precise triggering to turn them on. Squeeze the right trigger, and a person will push himself harder and persevere in the face of resistance. Squeeze the wrong one, and the person may well shut down. This can be tricky because triggers come in myriad and mysterious forms. The most powerful trigger by far is recognition, not money. Most managers are aware that employees respond well to recognition. Great managers refine and extend this insight.
They realize that each employee plays to a slightly different audience. To excel as a manager, you must be able to match the employee to the audience he values most. Still another employee might define himself by his expertise; his most prized form of recognition would be some type of professional or technical award. Yet another might value feedback only from customers, in which case a picture of the employee with her best customer or a letter to her from the customer would be the best form of recognition.
But organizations can take a cue from this, too.
Each year it presents its top individual consumer-lending performers with its Dream Awards. Each winner receives a unique prize. During the year, managers ask employees to identify what they would like to receive should they win. At the end of the year, the company holds a Dream Awards gala, during which it shows a video about the winning employee and why he selected his particular prize. You can imagine the impact these personalized prizes have on HSBC employees.
Tailor to learning styles. Although there are many learning styles, a careful review of adult learning theory reveals that three styles predominate. These three are not mutually exclusive; certain employees may rely on a combination of two or perhaps all three.
Claudia from Ann Taylor is an analyzer. She understands a task by taking it apart, examining its elements, and reconstructing it piece by piece. Because every single component of a task is important in her eyes, she craves information. She needs to absorb all there is to know about a subject before she can begin to feel comfortable with it.
She will read the assigned reading. She will attend the required classes. She will take good notes. She will study. And she will still want more.
The best way to teach an analyzer is to give her ample time in the classroom. Role-play with her. Do postmortem exercises with her. Break her performance down into its component parts so she can carefully build it back up.
Always allow her time to prepare. The analyzer hates mistakes. In fact, the reason she prepares so diligently is to minimize the possibility of mistakes. The opposite is true for the second dominant learning style, doing. Trial and error are integral to this learning process. For him, preparation is a dry, uninspiring activity. So rather than role-play with someone like Jeffrey, pick a specific task within his role that is simple but real, give him a brief overview of the outcomes you want, and get out of his way.
He may make a few mistakes along the way, but for the doer, mistakes are the raw material for learning.
Since most formal training programs incorporate both of these elements, watchers are often viewed as rather poor students. Watchers can learn a great deal when they are given the chance to see the total performance. Please try again. The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning.
You have successfully signed out and will be required to sign back in should you need to download more resources. Making the Team: A Guide for Managers, 6th Edition. Leigh Thompson, Northwestern University. Equips team leaders and members for success with theory and real-world applications Making the Team shows leaders how to design teams to function optimally, and focuses on the skills needed to become productive team members.
Written for both leaders and team members, the text focuses on the big picture while introducing important topics and theories The text is written for two audiences: For leaders, the book directs itself toward how teams can be designed for optimal performance. For team members, the book focuses on the skills needed to be an important and productive member of the team.
A focus on the big picture demonstrates 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. More than new research studies have been cited in this edition.
More than new case studies and examples of actual company teams have been added. Each chapter includes a new or updated opening example.
Surveys of managers and executives. Updated research reports on a survey of more than 1, executives conducted at Kellogg for the past 17 years has been included. A revised chapter structure reflects the revised 3-part structure of the book.
Rewarding Teamwork is now an appendix and Virtual Teams and Multi-Cultural teams are each separate chapters. 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, used to illustrate how many of the concepts in the book are borne out of real-world situations. Supplemental material and teaching support materials have been greatly improved to complement the text, allowing students to have a more integrated experience inside and outside of the classroom.
The book strongly advocates experientially based teaching, and the instructor now has even more options for making the concepts come alive in the classroom. New to This Edition. Table of Contents Part I. Leading Teams 4.
Team Performance 5. Performance and Productivity 6. Team Decision Making: Multicultural Teams. Share a link to All Resources. Instructor Resources. About the Author s. Previous editions. Making the Team, 5th Edition. Relevant Courses. Groups and Teams Management.