Managing Organizational Behavior

By Ronald R. Sims | Go to book overview

characteristics of high-performing or productive teams include commitment to a mission, specific performance goals, the right size and mix, a common approach, and mutual accountability. With some effort, organizations can build high-performance teams by following the suggestions outlined in this chapter.


REFERENCES

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Campion, M.A., Medsker, R., and Higgs, A.C. 1993. Relations between workgroup characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology 46: 823–850.

Cartwright, C., and Zander, A. 1968. Group dynamics: Research and theory. New York: Harper & Row.

Castro, J. 1986. Mazda U. Time (October 20): 65.

Dumaine, B. 1994. The trouble with teams. Fortune (September 5): 86–88, 90, 92.

Geen, R. 1989. Alternative conceptualizations of social facilitation. In P.B. Paulus (ed.), Psychology of group influence. 2nd ed. Hillsdale, NJ: Lawrence Erlbaum Associates, pp. 15–51.

Gersick, C. 1988. Time and transition in work teams: Toward a new model of group development. Academy of Management Journal 31: 9–41.

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Janis, I. 1973. Victims of groupthink: A psychological study of foreign policy decision and fiascos. Boston: Houghton Mifflin.

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Wanous, J.P., Reichers, A.E., and Malik, S.D. 1984. Organizational socialization and group development: Toward an integrative perspective. Academy ofManagement Review (October): 670–683.

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