Show employees from diverse areas of your company how to work together more efficiently and compete more effectively. The authors show how their methods have helped such companies as General Electric and Cummins Engine increase the efficiency of their workers and the value of their end products.

`This book is a must for scholars and practitioners interested in managing work teams in organizations.... Yeatts and Hyten have written an excellent reference work. The book synthesizes a wealth of prior research into a testable model of Self-Managed Work Team performance' - Management Learning`The work is wide-ranging in its scope but retains a clear focus and coherence throughout.' International Journal of Public-Private PartnershipsSince the mid-1970s, pressure from international competition has forced business in the United States to look for better ways to achieve and maintain a competitive position. One popular tool is the self-managed work-team (SMWT). This book provides a thorough examination of SMWT both at the level of theory and at the practical level of when to use work teams to find solutions and how to develop successful teams.By examining the most widely accepted theories of work-team performance, illustrated by 10 case studies from the areas of manufacturing, public service and health care, the authors define: how high-performing self-managed work teams differ from work groups and short-term teams; the problems which compel an organization to create such teams; the factors which explain successful self-managed work teams; and how to develop high performing cost-effective teams.

Implement successful self-managed teams in your organization. Teach team leaders and team members how to resolve conflict, assess their performance, hold meetings, build trust, solve problems, and get results.

The goal of the Handbook of Creativity is to provide the most comprehensive, definitive, and authoritative single-volume review available in the field of creativity. To this end, the book contains 22 chapters covering a wide range of issues and topics in the field of creativity, all written by distinguished leaders in the field. The chapters have been written to be accessible to all educated readers with an interest in creative thinking. Although the authors are leading behavioral scientists, people in all disciplines will find the coverage of creativity divided in the arts and sciences to be of interest. The volume is divided into six parts. Part I, the Introduction, sets out the major themes and reviews the history of thinking about creativity. Subsequent parts deal with methods, origins, self and environment, special topics and conclusions.

Driving Results Through Social Networks shows executives and managers how to obtain substantial performance and innovation impact by better leveraging these traditionally invisible assets. For the past decade, Rob Cross and Robert J. Thomas have worked closely with executives from over a hundred top-level companies and government agencies. In this groundbreaking book, they describe in-depth how these leaders are using network thinking to increase revenues, lower costs, and accelerate innovation.

Structure of the Book: The structure is logical and easy to use. The book begins with an introductory section (Part I) which describes and illustrates the Foundations of Organizational Behaviour. The book next discusses, in Part II, Individual Processes and Behaviour. It then moves, in Part III, to examine the interactions among individuals in Group Behaviour. Part IV discusses The Organization System and, finally, in Part V, the book presents Organizational Dynamics.Numerous up-to-date examples: Because many students have limited exposure to real organizations, the book contains recent examples from a broad spectrum of organizations to illustrate the major concepts and to help students apply the knowledge.Some Distinctive Pedagogical Features: Organizational Behaviour offers a number of distinctive, time tested and interesting features for students as well as new and innovative features. These features should facilitate the students' acquisition and retention of the material.v Learning objectives focus student attention on upcoming chapter content and show what happens to the manager or organization.v Cases at the end of the chapter provide students an opportunity to apply their knowledge in making managerial decisions and recommendations.v Numerous review and discussion questions follow each chapter. These questions are designed to enhance student learning and interest.