This book presents a grounded framework to guide the design of the team-based organization. It provides theory and concepts to underpin the design, describes and gives case examples illustrating the five steps of the design process, and outlines key issues such as changing roles, empowerment, and the transition process.

This book gives managers and consultants practical guidance on how to build organizations that are structured around effective teamworking. This text focuses on how to build organizations that are structured around teams. Ideal for managers or consultants who are introducing team-based working into organizations. Examines the psychological and social processes that can facilitate or obstruct successful teamwork. Each chapter contains aims, activities, support materials and tools. Support materials can also be downloaded from an accompanying website. Based on evidence gathered by the authors over 20 years of practical management experience, research in organizations, and consultancy.

The authors of "Designing Team-Based Organizations" provide hands-on guidance for establishing or refining teams. Attractively designed with clear graphics, sidebars, to-do lists, and diagnostic aids, the workbook details planning, design, goals, decision-making, communications, leadership roles, performance management, and more.

Developing and Enhancing Teamwork in Organizations Today’s team-based organizations face an unprecedented range of challenges. Many teams reflect the diversity of its members which vary in experience, education, and training. To add to the complexity, teams often include people who are not in the same room together, are geographically dispersed, and are connected only by electronic media. Developing and Enhancing Teamwork in Organizations is a volume in the SIOP Professional Practice Series that brings together leading edge practitioners and academics who share their knowledge about effective teamwork. The book contains evidence-based guidelines designed to offer practitioners advice, recommendations, and strategies for developing and sustaining teams that consistently function at peak performance. With contributions from leading experts in the field, this important resource covers team-based performance approaches from a wide range of activities and industries. For example, the volume explores team work in the NASA organization supporting astronauts, superior performance in football, and also in the military and industry. In addition, the contributors include information concerning healthcare organizations and their delivery of vital services. Each illustrative example reviews the lessons learned and the principles and the findings that were most influential when composing and managing a particular work team. International in scope, the volume clearly shows what it takes for team-based organizations to excel in the 21st Century. A division of the American Psychological Association and established in 1945, the Society for Industrial and Organizational Psychology (SIOP) is the premier association for professionals charged with enhancing human well-being and performance in organizational and work settings. SIOP has more than 7,000 members.

This latest volume of Progress in International Business Research explores novel ways in which international business is organized. Contributions advance our understanding and stretch our thinking about new organizational and geographic structures in MNCs, and other organizational forms across borders and geographies.

New breakthrough thinking in organizational learning, leadership, and change Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business results Introduces a framework that clarifies how learning processes must be altered for different kinds of work Explains how Collaborative Learning works, and gives tips for how to do it well Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.