PART I. THE BASICS OF TEAMWORK 1. Teams in Organizations: Facts and Myths  2. Performance and Productivity: Team Performance Criteria and Threats to Productivity 3. Rewarding Teamwork: Compensation and Performance Appraisals PART II. INTERNAL DYNAMICS  4. Designing the Team: Tasks, People, and Processes     5. Team Identity, Emotion, and Development     6. Sharpening the Team Mind: Communication and Collective Intelligence     7. Team Decision Making: Pitfalls and Solutions     8. Conflict in Teams: Leveraging Differences to Create Opportunity     9. Creativity: Mastering Strategies for High Performance     PART III. EXTERNAL DYNAMICS     10. Networking, Social Capital, and Integrating across Teams   11. Leadership: Managing the Paradox     12. Interteam Relations: Competition and Cooperation     13. Teaming Across Distance and Culture  APPENDIX 1. Managing Meetings: A Toolkit     APPENDIX 2. Tips for Facilitators     APPENDIX 3. A Guide for Creating Effective Study Groups     APPENDIX 4. Example Items from Peer Evaluations and 360-Degree Performance Evaluations

Written for Two Audiences. Making the Team has two audiences: the team leaders and members. For the leader, the book directs itself toward how teams can be designed to optimal performance. For team members, the book focuses on the skills needed to be an important and productive member of the team.Focus on the Big Picture. Making the Team shows students the big picture by demonstrating how the team fits into the larger organization. Equipping managers for the long term, this text also highlights developments and trends that may affect how managers structure their teams in the future. NEW Important Topics and Theories: The majority of chapters contain new theories, research and topics, such as inter-generational team issues (in Chapter 1), decision fatigue (in Chapter 7), work-family conflict (in Chapter 8), incremental versus entity theory of leadership (in Chapter 11), moral decision making (chapter 7), and an expanded discussion of virtual teams (in chapter 13). NEW & UPDATED Research: True to the book’s defining characteristic–-providing managers with the most up-to-date research in a digestible fashion–-the author has included the latest research on teamwork and group behavior, thus keeping the book up-to-date and true to its strong research focus and theory-driven approach. NEW Surveys of Managers and Executives: The updated research also reports on the survey of executives conducted at Kellogg for the past 17 years. The survey in the first edition reported the responses of 149 managers and executives; the fifth edition has a database of more than 1,200 team managers. New Research Studies: More than 180 new research studies have been cited.NEW Case Studies: The author has included more examples and illustrations of effective (as well as ineffective) teamwork. More than 150 new case studies and examples of actual company teams have been added. And, each chapter has a new, updated opening example. NEW Illustrations and Examples: Many of the concepts and techniques in the chapters are supplemented with illustrations and examples from real teams, both contemporary and historical to illustrate how many of the concepts in the book are borne out in real-world situations.

NEW Important Topics and Theories: The majority of chapters contain new theories, research and topics, such as inter-generational team issues (in Chapter 1), decision fatigue (in Chapter 7), work-family conflict (in Chapter 8), incremental versus entity theory of leadership (in Chapter 11), moral decision making (chapter 7), and an expanded discussion of virtual teams (in chapter 13). NEW, UPDATED Research: True to the book’s defining characteristic–-providing managers with the most up-to-date research in a digestible fashion–-the author has included the latest research on teamwork and group behavior, thus keeping the book up-to-date and true to its strong research focus and theory-driven approach. NEW Surveys of Managers and Executives: The updated research also reports on the survey of executives conducted at Kellogg for the past 17 years. The survey in the first edition reported the responses of 149 managers and executives; the fifth edition has a database of more than 1,200 team managers. New Research Studies: More than 180 new research studies have been cited.NEW Case Studies: The author has included more examples and illustrations of effective (as well as ineffective) teamwork. More than 150 new case studies and examples of actual company teams have been added. And, each chapter has a new, updated opening example. NEW Illustrations and Examples: Many of the concepts and techniques in the chapters are supplemented with illustrations and examples from real teams, both contemporary and historical to illustrate how many of the concepts in the book are borne out in real-world situations.