Team Players and Teamwork E-Book

Glenn M. Parker

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 347

Veröffentlichungsjahr: 2011

Beschreibung

Praise for Team Players and Teamwork "In the new edition of Team Players and Teamwork Glenn Parker updates his landmark compendium on the essential effect of cross-functional teamwork to encompass the added complexities of globalization facing team leaders and team members in the twenty-first century. Anyone participating on or managing members of a cross-functional team will benefit from reading this essential guide to successful teamwork." -Jeffrey W. Warmke, vice president, global project management and leadership, Daiichi Sankyo Pharma Development "Glenn Parker has the unique combination of sound thinking and clear writing. In his recent version of Team Players and Teamwork he succeeds in taking this combination of skills to a higher level." -Sivasilam "Thiagi" Thiagarajan, president, Workshops by Thiagi, Inc. "Glenn's book is a must-read for team leaders and team members who are looking for a comprehensive set of tools and ideas to help teams perform more effectively. Glenn offers practical wisdom-based on years of first-hand experience-that is unparalleled in the field of team dynamics." -Robert Hoffman, executive director, organization development and talent management, oncology business unit, Norvartis Pharmaceuticals Corporation

Leseprobe

Contents

Cover Page

Contents

Title Page

Copyright Page

Preface

The Author

1. TEAM PLAYERS AND TEAMWORK: THE NEW REALITY

It’s the Twenty-First Century: Team Players and Teamwork Are Here to Stay

2. WHAT MAKES A TEAM EFFECTIVE OR INEFFECTIVE

Teamwork: Lessons from the Past

A New Model of Team Effectiveness

The Ineffective Team

Trouble Ahead: The Warning Signs

Building Your Team

3. EFFECTIVE TEAM PLAYERS

The Concept of Personal Style

Team Player Styles

Contributor

Collaborator

Communicator

Challenger

Team Player Actions

4. INEFFECTIVE TEAM PLAYERS

The Cost of Ineffective Team Players

The Ineffective Contributor

The Ineffective Collaborator

The Ineffective Communicator

The Ineffective Challenger

Dealing with the Ineffective Team Player When It Is You

Dealing with the Ineffective Team Player When It Is Someone Else

5. TEAM PLAYERS AS TEAM LEADERS

The Contributor as Leader

The Contributor Leader: The Downside

The Collaborator as Leader

The Collaborator Leader: The Downside

The Communicator as Leader

The Communicator Leader: The Downside

The Challenger as Leader

The Challenger Leader: The Downside

Personal-Development Planning for Team Leaders

Successful Team-Building Strategies for Team Leaders

6. ADAPTIVE TEAM PLAYERS

Forming

Storming

Norming

Performing

How Team Players Adapt to Team Development

7. ANALYZING YOUR TEAM’S STRENGTHS AND WEAKNESSES

Stages and Styles: The Right Mix at the Right Time

The Goal: Style Diversity

Style Overload

Missing Perspectives

How to Analyze Your Team

8. DEVELOPING A TEAM PLAYER CULTURE

Current Methods

Recommended Strategies

R

x

for the Development of a Team Player Culture

9. CHALLENGES FOR TEAMS AND TEAM PLAYERS

The Executive Challenge

The Management Challenge

The Human Resources Challenge

The Learning and Development Challenge

The Personal Challenge

Resources: TOOLS FOR DEVELOPING TEAMS AND TEAM PLAYERS

Resource A: PARKER TEAM-DEVELOPMENT SURVEY

Resource B: PARKER TEAM-DEVELOPMENT SURVEY: SUMMARY AND ACTION PLANNING GUIDE

Resource C: PARKER TEAM PLAYER SURVEY

Resource D: TEAM PLAYER STYLES

Resource E: PARKER TEAM PLAYER SURVEY: NORMATIVE DATA REPORT

References

Index

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List of Illustrations

2 What Makes a Team Effective or Ineffective

Figure 2.1 Smart Objectives Model

3 Effective Team Players

Figure 3.1 Four Team Player Styles

List of Tables

2 What Makes a Team Effective or Ineffective

Table 2.1 Characteristics of an Effective Team

Table 2.2 Active Listening

Table 2.3 Aspects of Conflict

Table 2.4 Using the Consensus Method

Table 2.5 Leadership Responsibilities

5 Team Players as Team Leaders

Table 5.1 The Team Player as Leader

6 Adaptive Team Players

Table 6.1 How Team Players Adapt to Team Development

7 Analyzing Your Team’s Strengths and Weaknesses

Table 7.1 Analyzing a Team Profile

8 Developing a Team Player Culture

Table 8.1 Current and Recommended Methods of Developing a Team Player Culture

Resources: Tools for Developing Teams and Team Players

Table E.1 Parker Team Player Survey: Distribution by Number of Primary Styles

Table E.2 Parker Team Player Survey: Style Distribution by Gender

Table E.3 Parker Team Player Survey: Style Distribution by Occupation

Table E.4 Parker Team Player Survey: Style Distribution by Industry

Team Players and Teamwork

New Strategies for Developing Successful Collaboration

Second Edition

Glenn M. Parker

John Wiley & Sons, Inc.

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Parker, Glenn M.Team players and teamwork: new strategies for developing successful collaboration / Glenn M. Parker. –2nd ed.

p. cm.

Includes bibliographical references and index.ISBN-13: 978-0-7879-9811-0 (cloth)

1. Teams in the workplace. 2. Corporate culture. I. Title.HD66.P346 2008658.4’022—dc22

Preface

When Team Players and Teamwork was first published in 1990, we had already begun to see the emergence of teamwork as an important business strategy. The success of Japan as a world economic power in the 1960s and 1970s led to a fascination with Japanese management strategies and, in turn, to the popularity of quality circles, a team-based process improvement effort. Despite great success in a number of companies, quality circles failed to gain substantial support outside of manufacturing. Even when successful, quality circles were rarely part of an overall corporate strategy.

In the 1980s we saw the outline of an emerging movement toward self-directed teams, as well as a total quality management process that was heavily team-based. These “solutions” were followed by another series of fads, the most prominent of which was reengineering. Later we witnessed a fascination with something called a high performing organization . These approaches — reengineering and high performing organizations — included teams as part of their core strategy.

Although many of these fads have faded away, the trend toward both more teams and the use of teams to address more organizational issues has increased dramatically. It seems clear now, in the first decade of the twenty-first century, that teams are not fading away like so many other management fads. Teams and teamwork are here to stay. Equally important, the central unit of the team — the team player — is now widely recognized. The challenge now is how to make teams and team players effective — and that’s what this book is all about.