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2009-11-13 02:06:36
Scope:
This guide is a starting point for finding information on teamwork. It includes citations of resources available at the library or on the Web (i.e. books, journal articles, videos). This guide will be updated periodically and suggestions are welcome.
Virtual teams : reaching across space, time, and organizations with
technology. New York : John Wiley & Sons, Inc., 1997.
Call number: HD
66 L56 1997
Fisher, Kimball. Leading self-directed work teams : a guide to developing
new team leadership skills. New York : McGraw-Hill, 1993.
Call number: HD
66 F56 1993
Katzenbach, Jon R. The wisdom of teams : creating the high-performance
organization. Boston : Harvard Business School Press, 1993.
Call number:
HD 66 K384 1993
Labelle, Ghislaine. Une équipe du tonnerre : découvrez le processus de
consolidation d'équipes de travail. Montréal : Les Éditions Tanscontinental,
2001.
Call number: HD 66 L116
Margerison, Charles J. Team management. Paris : InterEditions,
1992.
Call number: HD 66 M37 1992
Parket, Glenn M. Handbook of best practices for teams. Amherst : HRD
Press, 1996.
Call number: HD 66 H236
Parker, Glenn M. Team players and teamwork : the new competitive business
strategy. San Francisco : Jossey-Bass Publishers, 1990.
Call number: HD
66 P341 1990
Rees, Fran. How to lead work teams : facilitation skills. San Diego :
Pfeiffer & Co., 1991.
Call number: HD 66 R39 1991
Scholtes, Peter R. , Brian L. Joiner and Barbara J. Streibel. The team
handbook. 2nd ed. Madison : Joiner, 1996.
Call number: HD 66
S37 1996
Torres, Cresencio. Self-directed work teams : a primer. San Diego :
University Associates, Inc., 1991.
Call number: HD 66 T63 1991
Waterman, Robert H. La stratégie des équipes ad hoc. Paris : Maxima,
1993.
Call number : HD 58.8 W3714
Woodcock, Mike and Dave Francis. Team metrics : resources for measuring
and improving team performance. Burlington : Gower, 2005.
Call number: HD
38 W886
Zenger, John H. Leading teams : mastering the new role. Homewood :
Business One Irwin, 1994.
Call number: HD 66 L435 1994
Belbin, R. M. Beyond the team. Oxford : Butterworth-Heinemann, 2000.
Carraciolo, Annemarie. Smart things to know about teams. Oxford : Capstone Publishing Ltd., 1999.
Duarte, Deborah L. and Nancy Tennant Snyder. Mastering virtual teams : strategies, tools, and techniques that succeed. San Francisco : Jossey Bass, 2001.
Dubrin, Andrew J. The breakthrough team player : becoming the M.V.P. on your workplace team. New York : AMACOM Books, 1995.
Fisher, Kimball and Mareen Duncan. The distributed mind : achieving high performance through the collective intelligence of knowledge work teams. New York : AMACOM Books, 1998.
Fogg, C. Davis. Team-based strategic planning : a complete guide to structuring, facilitating, and implementing the process. New York : AMACOM Books, 1994.
Gibson, Cristina B. and Susan G. Cohen. Virtual teams that work : creating conditions for virtual team effectiveness. San Francisco : John Wiley & Sons, Inc., 2003.
Humphries, John. Managing successful teams : how to achieve your objectives by working effectively with others. Oxford : How To Books, Ltd., 1998.
Justice, Thomas and David Jamieson. The facilitator’s fieldbook : step-by-step procedures, checklists and guidelines, samples and templates. New York : AMACOM Books, 1999.
Katzenback, Jon R. Teams at the top : unleashing the potential of both teams and individual leaders. Boston : Harvard Business School Press, 1998.
Katzenback, Jon R. and Douglas K. Smith. The wisdom of teams : creating the high-performance organization. Boston : Harvard Business School Press, 1993.
Leonard-Barton, Dorothy and Walter C. Swap. When sparks fly : igniting creativity in groups. Boston : Harvard Business School Press, 1999.
Lewis, James P. Team-based project management. New York : AMACOM Books, 1998.
Manz, Charles C. For team members only : making your workplace team productive and hassle-free. New York : AMACOM Books, 1997.
Morrissey, Lesley. Grow your own achievers : a manager’s guide to developing effective people. Oxford : How To Books, Ltd., 2002.
Pauleen, David. Virtual teams : projects, protocols and processes. Hershey : Idea Group Publishing, 2004.
Skopec, Eric W. and Dayle M. Smith. The practical executive and team-building. Lincolnwood : NTC Contemporary, 1997.
Straub, Joseph T. The agile manager’s guide to building and leading team. Bristol : Velocity Business Publishing, 1998.
The motley crew. Mississauga : International Tele-Film, 1999.
Call
number: HD 66 M919
Ankarlo, Loren. Implementing self-directed work teams. Boulder :
CareerTrack Publication, 1992.
Call number: VID 167 1992 v.1-3+ workbook
Blanchard, Kenneth. Building high performance teams. [S.l.] : Video
Publishing House Inc., 1990.
Call number: VID 201 1990
Hemingway, John. Selecting the perfect team. London : Video Arts Ltd.,
1993.
Call number: VID 408 1993
Hemingway, John. Building the perfect team. London : Video Arts Ltd.,
1991.
VID 407 v. 1-3
Jack Morton Productions. Teamwork : principles of successful teams.
Buffalo Grove : corVision Media, Inc., 1994.
Call number: VID 463 1994
Kinlaw, Dennis C. Superior team membership. Ponte Vedra Beach :
Developmental Products, 1990.
Call number: VID 139 1990
Lock Bryan Productions. Can conflict improve team effectiveness?
Buffalo Grove : corVision Media Inc., 1995.
Call number: VID 457 1995
McHale, Josephine. The team solution. London : BBC Enterprises Ltd.,
1991.
Call number: VID 114 1991
Athanasaw, Yvonne. "Team characteristics and team member knowledge, skills, and ability relationships to the effectiveness of cross-functional teams in the public sector". International Journal of Public Administration. 26.10/11 (2003): 1165.
Abstract: This study examines members of cross-functional teams in the public sector for the necessary knowledge, skills, and ability (KSA) to be effective team members. It was determined that members of cross-functional teams in the public sector possess the necessary KSA to perform effectively. The following characteristics are statistically significant factors: (1) years of professional work experience; (2) frequency of team participation; (3) the type of team training, i.e., collaboration and performance management; and (4) (volunteered, assigned, requested), specifically volunteer and requested. The findings are significant in that some guidelines on team formation. They members, team members should be ensure that the team members have collaboration and performance management. The findings are significant for employees as well. To acquire experience, employees should be interested in participating in a team environment (i.e., volunteering for the assignment). They should participate on numerous teams, so that they can become more effective as team members. Employees should acquire training in specific team skills (i.e., collaboration and performance management) to help them better understand how to work within the team and the team members and get results.
Atkins, Steven and Guinevere Gilbert. "The role of induction and training in team effectiveness". Project Management Journal. 34.2 (2003): 48.
Abstract: Evaluates the role of induction and training in team effectiveness. Anecdotal evidence of the inadequacy of induction and training programs for project teams; Failures of issues in relation to project teams providing a service to major clients; Significant lack of management support for induction and training programs.
Attaran, Mohsen and Sharmin Attaran. "The coming age of virtual teaming: guidelines for managers". International Journal of Management. 20.2 (2003): 171.
Abstract: Discusses the evolution of virtual teaming as a management tool. Evaluation of the capabilities of the tool; Guidelines on how to improve managerial success by virtual teaming; Identification of the products that generate the most interest through the use of the tool.
Bock, Wally. "Some rules for virtual teams". Journal for Quality & Participation. 26.3 (2003): 43.
Abstract: Focuses on virtual teaming, a way for building long distance collaboration with people with varying expertise. Organizational functions of virtual teams; Rules to follow for virtual teams to succeed; Tools to use with the virtual teams.
Chinowsky, Paul S. and Eddy M. Rojas. "Virtual teams: guide to successful implementation". Journal of Management in Engineering. 19.3 (2003): 98.
Abstract: The successful initiation and execution of a virtual team is gaining increasing attention in the design and construction community. From opportunities to integrate international and multidisciplinary teams to the opportunity to leverage the best resources in an organization on a given project, virtual teams can transform the concept of project planning and execution. However, potential barriers exist in several areas to the successful implementation of virtual teams. The needs of increased management emphasis, social and cultural understanding, and emphasis on common goals are only a few of the nontechnical factors that can turn successful virtual teaming into virtual frustration. When combined with traditional technical challenges including compatibility of systems, security, and the selection of appropriate technologies, the line between leveraging virtual technologies for enhanced solutions and introducing additional complications into the project process is one that can be easily crossed. This paper presents the findings of research that addresses the opportunities and potential barriers to successful virtual teams in the engineering, procurement, and construction industry. Combining results from current research, industry practices, and early results from nonconstruction industries, the research findings provide an initial path to successful virtual team.
Ericksen, Jeff and Lee Dyer. "Right from the start: exploring the effects of early team events on subsequent project team development and performance". Administrative Science Quarterly. 49.3 (2004): 438.
Abstract: This study examines if high- and low-performing project teams differ with respect to how they are mobilized and launched and the effects of their mobilization and launch activities and outputs on subsequent team progress and performance. Comparisons of three high- and three low-performing teams drawn from five major corporations showed that the high performers mobilized relatively quickly, used comprehensive rather than limited mobilization strategies, and conducted participatory rather than programmed launch meetings. This combination of activities produced a constellation of salutary outputs: more time for the teams to do their work, team members with essential task-related competencies and sufficient time to contribute to their projects, and complete rather than partial performance strategies. In turn, the three salutary outputs formed a constellation of key inner resources that propelled the high-performing teams on a virtuous path of reinforcing activities and outputs that, despite difficulties, ultimately led to success, whereas the absence of one or more of these resources led the low-performing teams down a vacuous path of accumulating confusion and inactivity from which they never recovered.
Furst, Stacie A. et al. "Managing the life cycle of virtual teams". Academy of Management Executive. 18.2 (2004): 6.
Abstract: In the fast-paced, technology-driven 21 st century, virtual project teams represent a growing response to the need for high-quality, low-cost, rapid solutions to complex organizational problems. Virtual project teams enable organizations to pool the talents and expertise of employees (and non-employees) by eliminating time and space barriers. Yet, there is growing evidence that virtual teams fail more often than they succeed. To understand the factors that contribute to virtual team effectiveness, we tracked six virtual project teams from a large food distribution company from inception to project delivery. We identified factors at each stage of the virtual-team life cycle that affected team performance. These results provide specific examples of what managers can do, at various points in time, to increase a virtual team's chances to fully develop and contribute to firm performance.
Thamhain, Hans J. "Leading technology-based project teams". American Society for Engineering Management. 16.2 (2004): 35.
Abstract: The results of a field study of technology-based projects identify specific barriers and drivers to effective team performance. The article provides insight into the organizational environment and managerial leadership conducive to high project performance in technology-oriented team environments. The results suggest that many of the performance criteria have their locus outside of the project organization; yet managerial leadership, at both the project level and senior management level, has significant impact on the team environment that ultimately affects team and project performance. In addition to managing the technical aspects of the project, team leaders must pay particular attention to the people side, managing relations across the entire work process, including support functions, suppliers, sponsors, and partners. An engineering manager can use this article to gain additional perspective into the processes of teamwork, and to glean ideas for enhancing project team performance in technology-based organizations.
