Table of Content

PART I: THE BASICS OF TEAMWORK

Chapter 1 Teams in Organizations: Facts and Myths Chapter 2 Performance and Productivity: Team Performance Criteria and Threats to Productivity Chapter 3 Rewarding Teamwork: Compensation and Performance Appraisals

PART II: INTERNAL DYNAMICS

Chapter 4 Designing the Team: Tasks, People, and Processes Chapter 5 Team Identity, Emotion, and Development Chapter 6 Sharpening the Team Mind: Communication and Collective Intelligence Chapter 7 Team Decision Making: Pitfalls and Solutions Chapter 8 Conflict in Teams: Leveraging Differences To Create Opportunity Chapter 9 Creativity: Mastering Strategies for High Performance

PART III : EXTERNAL DYNAMICS

Chapter 10 Networking, Social Capital, and Integrating across Teams Chapter 11 Leadership: Managing the Paradox Chapter 12 Interteam Relations: Competition and Cooperation Chapter 13 Teamwork via Information Technology: Teaming across Distance and Culture References Author Index Subject Index

Salient Features

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.,br>
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.