Leading Teams and Diagnosing and Changing Organizational Culture

Leading Teams: Setting the Stage for Great Performances

Author: J Richard Hackman

"Teams have more talent and experience, more diverse resources, and greater operating flexibility than individual performers. So why do so many teams either struggle unpleasantly toward an unsatisfactory conclusion - or, worse, crash and burn shortly after launch?" J. Richard Hackman, one of the world's leading experts on group and organizational behavior, argues that the answer to this puzzle is rooted in flawed thinking about team leadership. It is not a leader's management style that determines how well a team performs, but how well a leader designs and supports a team so that members can manage themselves.

Booknews

Hackman (social and organizational psychology, Harvard U.) identifies the factors of being a team leader that will enable a team to work together efficiently to achieve organizational goals. He suggests that five conditions are necessary: having a real team, a compelling direction, an enabling team structure, a supportive organizational context, and expert team coaching. He integrates insights from interviews with team leaders with concepts from the social sciences. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents:

	Preface
Pt. I	Teams
1	The Challenge	3
Pt. II	Enabling Conditions
2	A Real Team	37
3	Compelling Direction	61
4	Enabling Structure	93
5	Supportive Context	133
6	Expert Coaching	165
Pt. III	Opportunities
7	Imperatives for Leaders	199
8	Thinking Differently about Teams	233
	Notes	257
	Bibliography	283
	Index	301
	About the Author	311

Interesting book: Managerial Economics and Business Strategy and Nursing Today

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

Author: Kim S Cameron

Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

Booknews

Helps managers, change agents, and scholars understand, diagnose, and facilitate transformation of an organization's culture. Provides a theoretical framework for understanding organizational culture, a systematic strategy and methodology for changing organizational culture and personal behavior, and instruments for diagnosing organizational culture and management competency. Instruments can be used to plot organizational culture, and material as a whole can be used as a resource for leading a culture change process. Annotation c. by Book News, Inc., Portland, Or.

Table of Contents:

1	An introduction to changing organizational culture	1
2	The organizational culture assessment instrument	23
3	The competing values framework	31
4	Constructing an organizational culture profile	63
5	Using the framework to diagnose and change organizational culture	83
6	Individual change as a key to culture change	117
7	A condensed formula for organizational culture change	139
App. A	Organizational culture assessment instrument (OCAI) : definition, dimensions, reliability, and validity	143
App. B	Psychometric analyses of the management skills assessment instrument (MSAI)	163
App. C	Hints for initiating organizational culture change in each quadrant	185
App. D	Suggestions for improving personal management competencies	197
App. E	Forms for plotting profiles	221