Keeping Teams On Track
What to Do When the Going Gets Rough
Irwin Professional Publishing
Published on 1. May 1996
Book
Hardback
250 pages
978-0-7863-0475-2 (ISBN)
Description
By increasing productivity, lowering costs and building employee satisfaction, teams have become a powerful vehicle for transforming the workplace. But why do so many teams falter after starting out so promising? "Keeping Teams On Track" takes an in-depth look at what happens to teams after the launch. Written by acknowledged leaders in organizational consultation and based on extensive research and experience, the book explores the workings of the team culture and how it differs from a standard organization. The authors review common problems that are likely to surface as team members struggle to define themselves and function within the new management paradigm, and they offer practical solutions that will help teams endure over the long term. "Keeping Teams on Track" examines several organizations' successful transitions to teams. By focusing on the best practices of these organizations, "Keeping Teams on Track" helps readers understand how to maintain successful teams. This guide discusses key issues all teams face, including: the reasons teams struggle; the challenges facing organizations when implementing teams; and tools and techniques for nurturing maturing teams.
By increasing productivity, lowering costs and building employee satisfaction, teams have become a powerful vehicle for transforming the workplace. But why do so many teams falter after starting out so promising? "Keeping Teams On Track" takes an in-depth look at what happens to teams after the launch. Written by acknowledged leaders in organizational consultation and based on extensive research and experience, the book explores the workings of the team culture and how it differs from a standard organization. The authors review common problems that are likely to surface as team members struggle to define themselves and function within the new management paradigm, and they offer practical solutions that will help teams endure over the long term. "Keeping Teams on Track" examines several organizations' successful transitions to teams. By focusing on the best practices of these organizations, "Keeping Teams on Track" helps readers understand how to maintain successful teams. This guide discusses key issues all teams face, including: the reasons teams struggle; the challenges facing organizations when implementing teams; and tools and techniques for nurturing maturing teams.
By increasing productivity, lowering costs and building employee satisfaction, teams have become a powerful vehicle for transforming the workplace. But why do so many teams falter after starting out so promising? "Keeping Teams On Track" takes an in-depth look at what happens to teams after the launch. Written by acknowledged leaders in organizational consultation and based on extensive research and experience, the book explores the workings of the team culture and how it differs from a standard organization. The authors review common problems that are likely to surface as team members struggle to define themselves and function within the new management paradigm, and they offer practical solutions that will help teams endure over the long term. "Keeping Teams on Track" examines several organizations' successful transitions to teams. By focusing on the best practices of these organizations, "Keeping Teams on Track" helps readers understand how to maintain successful teams. This guide discusses key issues all teams face, including: the reasons teams struggle; the challenges facing organizations when implementing teams; and tools and techniques for nurturing maturing teams.
More details
Language
English
Place of publication
New York
United States
Publishing group
McGraw-Hill Education - Europe
Target group
Professional and scholarly
Dimensions
Height: 231 mm
Width: 158 mm
Thickness: 38 mm
Weight
661 gr
ISBN-13
978-0-7863-0475-2 (9780786304752)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
John H. Zenger, D.B.A., is CEO of
Zenger Folkman, a firm that helps organizations
and individuals improve leadership effectiveness
that, in turn, drives business results. These results
include increasing employee engagement, retention,
productivity, and bottom-line profitability. He
is a member of the HRD Hall of Fame and has authored
or coauthored eight books and 50 articles on
leadership, productivity, and teams.
John H. Zenger, D.B.A., is CEO of
Zenger Folkman, a firm that helps organizations
and individuals improve leadership effectiveness
that, in turn, drives business results. These results
include increasing employee engagement, retention,
productivity, and bottom-line profitability. He
is a member of the HRD Hall of Fame and has authored
or coauthored eight books and 50 articles on
leadership, productivity, and teams.
Zenger Folkman, a firm that helps organizations
and individuals improve leadership effectiveness
that, in turn, drives business results. These results
include increasing employee engagement, retention,
productivity, and bottom-line profitability. He
is a member of the HRD Hall of Fame and has authored
or coauthored eight books and 50 articles on
leadership, productivity, and teams.
John H. Zenger, D.B.A., is CEO of
Zenger Folkman, a firm that helps organizations
and individuals improve leadership effectiveness
that, in turn, drives business results. These results
include increasing employee engagement, retention,
productivity, and bottom-line profitability. He
is a member of the HRD Hall of Fame and has authored
or coauthored eight books and 50 articles on
leadership, productivity, and teams.
Content
Teams are not a walk in the park. Problems you can see from the launch pad. Early problems and concerns. Starting on the road to self-sufficiency. Should you redesign the work process?. Measuring progress. Mid-course corrections. What to do when you're stumbing in the dark. Stabilizing the platform. How to handle compensation issues. Managing stress. Converting the unbeliever. Weakness in the infrastructure. Putting it all together. The ABB story. Resisting the urge to sit back. Holding the vision.