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Books on the topic 'Teamwork effectiveness'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 February 2022

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1

J, Murphy John. Pulling together: The power of teamwork. Grand Rapids, MI: Venture Management Consultants, 1993.

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2

J, Murphy John. Pulling together: The power of teamwork. Grand Rapids, Mich: Wynwood, 1997.

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3

Davis, Larry Nolan. Pioneering organizations: The convergence of individualism, teamwork, and leadership. Provo, Utah: Executive Excellence Pub., 2000.

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4

Fox, Eva Constance. Team cohesion, ability and coaches' leadership effectiveness as predictors of success in women's intercollegiate softball. Eugene: Microform Publications, College of Human Development and Performance, University of Oregon, 1987.

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5

Nicola, Phillips, ed. From vision to beyond teamwork: 10 ways to wake up and shake up your company. Chicago: Irwin Professional Pub., 1995.

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6

TWI case studies: Standard work, continuous improvement, and teamwork. New York: Productivity Press, 2011.

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7

Stott, Kenneth. Teams, teamwork & teambuilding: The manager's complete guide to teams in organisations. New York: Prentice Hall, 1995.

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8

Shapiro, Stephen M. Personality poker: The playing card tool for driving high-performance teamwork and innovation. New York: Portfolio, 2010.

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9

Shapiro, Stephen M. Personality poker: The playing card tool for driving high-performance teamwork and innovation. New York: Portfolio, 2010.

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10

Phillips, Donald T. The founding fathers on leadership: Classic teamwork in changing times. New York, NY: Warner Books, 1997.

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11

Keidel, Robert W. Corporate players: Designs for working and winning together. New York: Wiley, 1988.

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12

Keidel, Robert W. Corporateplayers: Designs for working and winning together. New York: Wiley, 1988.

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13

Keidel, Robert W. Corporate players: Designs for working and winning together. New York: Wiley, 1988.

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14

Thompson, Leigh L. Making the team: A guide for managers. 2nd ed. Upper Saddle River, N.J: Pearson/Prentice Hall, 2004.

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15

Making the team: A guide for managers. 3rd ed. Upper Saddle River, NJ: Pearson/Prentice Hall, 2008.

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16

Thompson, Leigh L. Making the team: A guide for managers. 3rd ed. Upper Saddle River, NJ: Pearson/Prentice Hall, 2008.

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17

Mohrman, Susan Albers. Designing team-based organizations: New forms for knowledge work. San Francisco: Jossey-Bass, 1995.

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18

Groups that work: Structure and process. 2nd ed. New York, NY: Columbia University Press, 2004.

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19

Ephross, Paul H. Groups that work: Structure and process. New York: Columbia University Press, 1988.

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20

Walker, Allan, and Kenneth Stott. Teams, Teamwork and Teambuilding. Pearson Education Imports: Depositories, 1992.

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21

(Editor), David P. Magnani, and Jeni Yamada (Illustrator), eds. Building Organizational Effectiveness Through Participation and Teamwork: A Training Manual. PACT, 1992.

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22

Collaborative Common Assessments: Teamwork. Instruction. Results. Solution Tree, 2016.

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23

Team cohesion, ability and coaches' leadership effectiveness as predictors of success in women's intercollegiate softball. 1986.

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24

Phillips, Nicola. From Vision to Beyond Teamwork: 10 Ways to Wake Up and Shake Up Your Company (Financial Times). Irwin Professional Pub, 1994.

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25

Opening Doors to Teamwork and Collaboration: 4 Keys That Change Everything. Berrett-Koehler Publishers, Incorporated, 2018.

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26

Empowering Intranets to Implement Strategy, Build Teamwork, and Manage Change:. Praeger Publishers, 2002.

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27

The Founding Fathers on Leadership: Classic Teamwork in Changing Times. Grand Central Publishing, 1998.

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28

Working effectively with administrative groups. New York: Haworth Press, 1987.

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29

Montebello, Anthony R. Work Teams That Work: Skills for Managing Across the Organization. Best Sellers Publishing, 1994.

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30

Ephross, Paul H., and Thomas V. Vassil. Groups That Work: Structure and Process. Columbia University Press, 2005.

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31

Making the Team: A Guide for Managers. Prentice Hall, 1999.

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32

Thompson, Leigh L. Making the Team: A Guide for Managers. Prentice Hall, 1999.

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33

Thompson, Leigh L. Making the Team: A Guide for Managers, Second Edition. Prentice Hall, 2003.

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34

Thompson, Leigh L. Making the Team: A Guide for Managers, Second Edition. 2nd ed. Prentice Hall, 2003.

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35

Tannenbaum, Scott, and Eduardo Salas. Teams That Work. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190056964.001.0001.

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Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work, Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.

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36

Haxby, Elizabeth, and Susanna Walker. Patient safety and clinical governance. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780199687039.003.0003.

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Clinical governance appeared as a concept in the UK in the late 1990s following scandals in which patients were harmed as a consequence of health care failures. Further international research estimates that one in ten inpatients suffer harm as a result of their health care, leading to death in some cases. Clinical governance is a framework centred around domains of patient safety, clinical effectiveness, and patient experience, underpinned by effective teamwork, leadership, and communication. Its aim is to ensure consistent, reliable, high-quality care delivered by competent individuals in a safe environment. Understanding why things go wrong in health care is key to finding solutions to ensure patient safety. Health care is an increasingly high-risk activity at organizational, departmental, and individual levels, and hazard identification and management are important. Recent recognition of human factors as contributing to many adverse events has facilitated the exploration of how health care professionals function within the context of a high-pressure, unpredictable environment. Lessons from non-health care industries have changed focus from blaming individuals for errors to understanding systems and how they can promote or mitigate failure. The development of non-technical skills, such as teamwork, is vital, and a number of approaches to improving this element of human behaviour are described.

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37

Designing Team-Based Organizations: New Forms for Knowledge Work. Wiley & Sons, Incorporated, John, 2008.

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38

F, Russ-Eft Darlene, Preskill Hallie S, and Sleezer Catherine, eds. Human resource development review: Research and implications. Thousand Oaks, Calif: Sage Publications, 1997.

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39

Russ-Eft, Darlene F., Hallie S. Preskill, and Catherine Sleezer. Human Resource Development Review: Research and Implications. Sage Publications, Inc, 1996.

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