DYER, William G <br/><br/>
Team building :  current issues and new alternatives 

 - 3 ed 
 - Massachusetts :  Addison-Wesley Publishing Company,  1995 
 - 154 p. 
<br/><br/> Organizational team building: what companies say and what they do  Team building n the United States  An agenda for developing effective teams  Conclusion  Dimensions of teams  Decision teams and task teams  Self-directed work teams  Friendship or trust  Degree of teamwork needed  Team size  Special-issue teams  Self-directed work teams  Leadership in Self-directed teams  Pretended agreement versus constructive controversy  Unhealthy agreement  Managing diversity and making controversy constructive  Team development through leardership training  The shift from management to leadership  New leadership roles  Measurement of team maturity  Building the collaborative team organization  Dimensions of collaborative organizations  Culture and system congruence  The individual in the organization  Bringing the organization into balance  Peparing fo team building  Is team building needed?  Team building as a process  The team-building cycle  Designing a team-building program  Preparation  Start up  Group problem solving and process analysis  Interpersonal, subunit, and group feedback  Action planning  Follow-up  Handling conflict and confusion in teams  The team in conflict  The team in confusion  The boss as the center of conflict  The problem member  Developing the temporary team  Preliminary conditions for temporary teams  Design for a new temporary team  Following up: what happens after the team-building session  The follow-up process  Follow-up team sessions  Reducing interteam conflict  Diagnosing the problem  Designing the solution  Choosing an appropriate model  Conclusions 
<br/><br/><label>Subjects--Topical Terms: </label><br/>Equipe de Trabalho<br/>Trabalho em Equipe<br/>Organizações<br/>Desenvolvimento do pessoal<br/> Técnicas Administrativas