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More About This Textbook
Overview
"A terrific book!" —David A. Nadler, chairman, Delta Consulting Group
Tackle the organizational issues related to implementing teams. Learn new designs to support the knowledge work components of organizations. Drawing on over fifteen years of research and consulting with such companies as Honeywell, Hewlett-Packard, Pacific Bell, General Mills, Pratt and Whitney, Pfizer, and Texas Instruments, the authors shows you how to create new organization designs that empower teams so that they make a real difference.
You'll discover how to:
- Design new work teams
- Identify new roles and responsibilities
- Manage team performance
- Create an empowering team environment
Over 50 tables, figures, and exhibits reinforce the practical text. Even if teams already exist at your organization, you'll use this well-researched guide to push your teams to higher levels of performance!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.
Editorial Reviews
From the Publisher
"A terrific book! It makes a tremAndous contribution by moving forward the state of the art in organization design." (David A. Nadler, chairman, Delta Consulting Group Inc.)"In an era when competitive forces demand that corporations move toward a team-based organization, this book is must reading for executives. Based on careful research, it provides the best and most comprehensive road map I have seen for designing and implementing the paradigm shift companies must make to survive and prosper in the decades ahead." (Michael Beer, professor of business administration, Graduate School of Business Administration, Harvard University)
"This book is enormously important and timely. It is a scholarly, yet highly practical, guide to the future design of the 21st century organization—where organizations will be predominantly team-based and designed for high performance knowledge management." (Stuart S. Winby, director, Product Processes Change Management, Hewlett-Packard Company)
Product Details
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Meet the Author
SUSAN ALBERS MOHRMAN is a senior research scientist at the Center for Effective Organizations (CEO) in the School of Business Administration at the University of Southern California. She is the author or coauthor of several books, including Employee Involvement and Total Quality Management (with E. E. Lawler III, and G. E. Ledford, Jr., Jossey-Bass, 1992). SUSAN G. COHEN is a research scientist at the Center (CEO) and serves on the executive committee for the Western Academy of Management. ALLAN M. MOHRMAN is associate director and research scientist at the CEO. He has authored or coauthored several books including Large-Scale Organizational Change (with S. Mohrman, G. Ledford, E. E. Lawler III, and T. G. Cummings, Jossey-Bass, 1989).
Table of Contents
ORGANIZATIONS AND TEAMS.
Designing Organizations for Knowledge Work.
Exploring the Contours of a Team-Based Organization.
THE DESIGN SEQUENCE.
Step One: Identifying Work Teams.
Step Two: Specifying Integration Needs.
Step Three: Clarifying Management Structure and Roles.
Step Four: Designing Integration Processes.
Step Five: Managing Performance.
IMPLEMENTATION CONCERNS.
Identifying New Responsibilities and Skills.
Defining Empowerment for the Team Environment.
Developing Organizational Support Systems.
Making the Transition to Team-Based Design.
Facing the Challenges Ahead.