Douglas Smith,Jon R.Katzenbach

The Wisdom of Teams. Creating the High-performance Organization

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The definitive classic on high-performance teamsThe Wisdom of Teams is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors’ clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance.Using engaging case studies and testimonials from both successful and failed teams—ranging from Fortune 500 companies to the U.S. Army to high school sports—the authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive:• Commitment to performance goals and common purpose is more important to team success than team building.• Opportunities for teams exist in all parts of the organization.• Real teams are the most successful spearheads of change at all levels.• Working in teams naturally integrates performance and learning.• Team “endings” can be as important to manage as team “beginnings.”Wisdom lies in recognizing a team’s unique potential to deliver results and in understanding its many benefits—development of individual members, team accomplishments, and stronger companywide performance. Katzenbach and Smith’s comprehensive classic is the essential guide to unlocking the potential of teams in your organization.
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  • Руслана Тесленкоцитує3 роки тому
    n high-performance teams, the role of the team leader is less important and more difficult to identify because all members lead the team at different times.
  • Cille Naerboutцитує6 років тому
    Periodically assessing the team against the criteria listed at the end of Chapter 3 will help anyone, whether part of the team or not, evaluate team performance and effectiveness.
  • Cille Naerboutцитує6 років тому
    Asking the following questions can help evaluate the team leader’s attitude, behavior, and effectiveness:
    Has the leader adopted a team or a working group approach? Does the leader:
    make all important decisions?
    make all work assignments?
    make all evaluations of individuals?
    ensure work is conducted primarily on the basis of individual accountability?
    do any “real work” beyond decision making, delegating, and agenda setting?
    Is the leader striving for the right balance between action and patience within the team? Does the leader:
    promote constructive conflict and resolution?
    use distance and perspective to keep the team’s actions and directions relevant? Intimidate anyone on the team?
    constantly challenge the team to sharpen its common purpose, goals, and approach?

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