"Briefcasebooks"-- Cover

"Know when your company is ready for teams; Foster teamwork; Use skill-building exercises for team development"-- Cover

Includes bibliographical references and indexes.

A. Other titles in the briefcase series include: -- B. Preface -- Special features -- Acknowledgments -- About the author -- 1. Questions to ask before starting teams -- What are teams? -- The five ps in team -- Why do you want teams? -- Where do you plan to implement teams? -- What do you expect from teams? -- What roles are crucial to the team process? -- How will you evaluate individuals versus teams? -- How will you compensate teams? -- What resources will you budget for training and development? -- What’s the organizational impact of teams and how can you manage it? -- Manager’s checklist for chapter 1 -- 2. Creating the culture for teamwork -- Why teams make sense for business today -- Moving from traditional to self-directed teams -- How do you know you’re ready for empowerment and teams? -- Determining your readiness for teams -- Manager’s checklist for chapter 2 -- 3. Teams and business strategy -- How can you determine if teams are right for your business? -- Some business reasons for teams -- Is the work appropriate for teams? -- Are your people ready for teams? -- A question more important than answers -- Manager’s checklist for chapter 3 -- 4. Why organizations have problems with teams -- Five major potholes -- Filling the potholes -- The team development checklist -- A team development strategy -- Manager’s checklist for chapter 4 -- 5. Vision, values, mission, and strategy -- Begin with a vision … and values -- Missions mean muscles -- Strategy: planning for success -- Lead the way … from within -- Manager’s checklist for chapter 5 -- 6. Team dynamics -- How teams are supposed to develop -- How teams really develop -- How to identify, diagnose, and treat common team problems -- Manager’s checklist for chapter 6 -- 7. New roles for leaders of high-performance work groups -- The six roles of a successful manager -- The seven bases of power -- Leadership self-analysis -- Manager’s checklist for chapter 7 -- 8. Conducting team meetings -- The problem with meetings … -- Meetings and roles -- Guidelines for effective team meetings -- Handling common team meeting problems -- What you should do as manager -- Problem-solving techniques for meetings -- Manager’s checklist for chapter 8 -- 9. Coaching teams and team members -- The basics of coaching -- Job performance -- Developing team players -- Developing leaders -- Coaching from a distance -- Players as coaches -- Recognition -- Coaching by example -- Manager’s checklist for chapter 9 -- 10. Coping with conflicts and changes -- Resolving conflicts -- Direct dealing -- Reducing conflicts -- Coping with changes -- Manager’s checklist for chapter 10 -- 11. Applied empowerment -- Problems with empowerment -- A simpler approach -- Manager’s checklist for chapter 11 -- 12. Evaluating your team -- What are your team performance problems? -- How effective is your team? -- How good are the members of the team? -- How else can you evaluate your team? -- Manager's checklist for chapter 12.

Managing Teams will dramatically increase your chances for a smooth transition to a highly productive team. This handy guide includes methods and checklists to determine how to assemble the best team, tips on improvements you should expect - and not expect - from teams, and strategies for recognizing and avoiding major roadblocks in creating a team environment. Managing Teams will provide the support and confidence you need to initiate and manage workplace teams, evaluate the success of those teams, and get your employees working in a coordinated, disciplined manner.

Also issued in print and PDF version.

Description based on cover image and table of contents, viewed on Aug. 21, 2014.