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This volume is based on extensive research findings and the author's observation that successful managers are people who understand the dynamics of group interaction and can use that understanding effectively to motivate members of their group to achieve important goals. Blending theory, research, and practice, the book emphasizes a "management through teamwork" strategy in task groups that increases both the quality and quantity of goods and services, improves decision making, and is beneficial to their members.
While closely linked to a large body of applied research evidence, Teamwork and the Bottom Line makes liberal use of examples drawn from business oriented publications and from the author's experiences in manufacturing, service, sales, information systems, health care, and other work environments. It includes numerous ideas that can help managers become more secure in their current roles by developing a more complete knowledge base about potential "change levers."
List of contents
Contents. E.A. Fleishman, Foreword. Introduction. The Manager's Part in Group Process. From Birth to Resurrection: A Model for Group Development. How Groups Affect Their Members. The Mature Work Group. Stress, Strain, and Conflict: By-Products of Group Process. Motivation in Task Groups. Recognition and Rewards. Task Attributes, Challenge, and Group Development. Participation in Decision Making (PDM). The Renewal Process.
Appendices: The Task Group Effectiveness Inventory. McGregor's Two Factor Theory -- Revised.
About the author
Ned Rosen
Summary
This volume is based on extensive research findings and the author's observation that successful managers are people who understand the dynamics of group interaction and can use that understanding effectively to motivate members of their group to achieve important goals. Blending theory, research, and practice, the book emphasizes a "management through teamwork" strategy in task groups that increases both the quality and quantity of goods and services, improves decision making, and is beneficial to their members.
While closely linked to a large body of applied research evidence, Teamwork and the Bottom Line makes liberal use of examples drawn from business oriented publications and from the author's experiences in manufacturing, service, sales, information systems, health care, and other work environments. It includes numerous ideas that can help managers become more secure in their current roles by developing a more complete knowledge base about potential "change levers."
