000 03083cam a22003971i 4500
001 on1061817082
003 OCoLC
005 20240725181419.0
008 150723r20151993mau b 001 0 eng d
015 _aGBB5A5127
_2bnb
016 7 _a017471525
_2Uk
020 _a9781633691063
_q((hardback))
029 0 _aUKMGB
_b017471525
035 _a(OCoLC)1061817082
040 _aUKMGB
_beng
_erda
_cUKMGB
_dOCLCO
_dOCLCF
_dU3W
_dOCLCQ
_dBO@
_dOCLCO
050 0 4 _aHD66.S645.W573 2015
100 1 _aKatzenbach, Jon R.,
_d1932-
_e1
245 1 4 _aThe wisdom of teams :
_bcreating the high-performance organization /
_cJon R. Katzenbach, Douglas K. Smith.
_hPR
260 _aBoston, Massachusetts :
_bHarvard Business Review Press,
_c(c)2015.
300 _axii, 295 pages ;
_c24 cm
336 _atext
_btxt
_2rdacontent
337 _aunmediated
_bn
_2rdamedia
338 _avolume
_bnc
_2rdacarrier
500 _aOriginally published: Boston, Mass.: Harvard Business School Press, 1993.
505 0 0 _aPART ONE: UNDERSTANDING TEAMS --
_tWhy teams? --
_tOne team: A story of performance --
_tTeam basics: A working definition and discipline --
_tHigh-performance teams: Very useful models --
505 0 0 _aPART TWO: BECOMING A TEAM --
_tThe team performance curve --
_tMoving up the curve: From individual to team performance --
_tTeam leaders --
_tTeams, obstacles, and endings: Getting unstuck --
505 0 0 _aPART THREE: EXPLOITING THE POTENTIAL --
_tTeams and performance: The reinforcing cycle --
_tTeams and major change: An inevitable combination --
_tTeams at the top: A difficult choice --
_tTop management's role: Leading to the high-performance organization --
505 0 0 _aEPILOGUE: A CALL TO ACTION.
520 8 _aThe Wisdom of Teams is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors' clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance.
_bUsing engaging case studies and testimonials from both successful and failed teams-ranging from Fortune 500 companies to the U.S. Army to high school sports-the authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive: • Commitment to performance goals and common purpose is more important to team success than team building. • Opportunities for teams exist in all parts of the organization. • Real teams are the most successful spearheads of change at all levels. • Working in teams naturally integrates performance and learning. • Team "endings" can be as important to manage as team "beginnings."
_cAMAZON
650 0 _aTeams in the workplace.
650 0 _aOrganizational behavior.
700 1 _aSmith, Douglas K.,
700 1 _d1949-
_e1
942 _2lcc
_DAllan Vance
_QCC
_cBK
_hHD
_i2022-2023
_m2015
948 _hNO HOLDINGS IN SBI - 7 OTHER HOLDINGS
999 _c3538
_d3538
902 _a1
_bCynthia Snell
_c1
_dCynthia Snell