Effektive Teamarbeit

Probleme erkennen, einschätzen und lösen

Annika Lantz, Daniela Ulber, Peter Friedrich

• Éditeur: Kohlhammer Verlag
• Année: 2021
• ISBN:
  9783170356917
• Édition: 1
• Sujet: Psychology
• Sous-sujet: Industrial & Organizational Psychology

Teamarbeit kann für Organisationen eine effektive und produktive Ressource sein, positive und persönlichkeitsförderliche Arbeitsbedingungen gewährleisten und zu hoher Arbeitszufriedenheit beitragen. Das Buch basiert auf zentralen Theorien und dem aktuellen Forschungsstand zu Teamarbeit - orientiert sich aber an praxisrelevanten Problemstellungen (u. a. mangelnde Kooperation, Konflikte, fehlende Anpassungsfähigkeit in Teams). Es beschreibt anhand von Fallbeispielen, wie solche Probleme auf Basis eines systematischen Problemlösungszyklus gelöst werden können (von der Ursachenanalyse bis zu evidenzbasierten Teamentwicklungsinterventionen). Das Buch richtet sich sowohl an Studierende und Lehrende als auch an Praktiker*innen, die mit Teams arbeiten oder Teams beraten. Es bietet zudem einen Anforderungskatalog, um die Ergebnisse von Beratungsleistungen genau definieren zu können.

Literaturangaben

Aguado, D., Rico, R., Sánchez-Manzanares, M. & Salas, E. (2014). Teamwork Competency Test (TWCT): A step forward on measuring teamwork competencies. Group Dynamics: Theory, Research, and Practice, 18(2), 101–121. https://doi.org/10.1037/a0036098

Aguinis, H., Gottfredson, R. K. & Joo, H. (2012). Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55(2), 105–111. https://doi.org/10.1016/j.bushor.2011.10.004

Akinci, C. & Sadler-Smith, E. (2020). ›If something doesn’t look right, go find out why‹: how intuitive decision making is accomplished in police first-response. European Journal of Work and Organizational Psychology, 29(1), 78–92. https://doi.org/10.1080/1359432X.2019.1681402

Allen, L. A. (2010). An evaluation of a shared leadership training program. Doctoral Dissertation. University of Phoenix.

Allen, N.J. & West, M.A. (2005). Selecting for teamwork. In A. Evers, N. Anderson & O. Voskuijl (Eds.), The Blackwell handbook of personnel selection (p. 476–494). Oxford: Blackwell Press.

Alper, S., Tjosvold, D. & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53, 625–642. https://doi.org/10.1 111/j.1744-6570.2000.tb00216.x

Alvero, A. M., Bucklin, B. R. & Austin, J. (2001). An objective review of the effectiveness and essential characteristics of performance feedback in organizational settings (1985–1998). Journal of Organizational Behavior Management, 21(1), 3–29. https://doi.org/10 .1300/J075v21n01_02

Anderson, N. R. & West, M. A. (1998). Measuring climate for work group innovation: Development and validation of the team climate inventory. Journal of Organizational Behavior, 19(3), 235–258. https://doi.org/10.1002/(SICI)1099-1379(199805)19:3<235::AID-JOB 837>3.0.CO;2-C

Aston Organisation Development Ltd. (2010). The Aston Team Performance Inventory. Abgerufen am 21.02.2020. Verfügbar unter https://abeyanttraining.files.wordpress.com/2010/09/atpi.pdf

Bacon, N. & Blyton, P. (2003). The impact of teamwork on skills: employee perceptions of who gains and who loses. Human Resource Management Journal, 13(2), 13–29. https://doi.org/10.1111/j.1748-8583.2003.tb00088.x

Baker, A., Perreault, D., Reid, A. & Blanchard, C. M. (2013). Feedback and organizations: Feedback is good, feedback-friendly culture is better. Canadian Psychology/Psychologie Canadienne, 54(4), 260–268. https://doi.org/10.1037/a0034691

Balcazar, F., Hopkins, B. L. & Suarez, Y. (1985). A Critical, Objective Review of Performance Feedback. Journal of Organizational Behavior Management, 7(3–4), 65–89. https://doi.org/10.1300/J075v07n03_05

Bandura, A. (1982). Self-Efficacy Mechanism in Human Agency. American Psychologist, 37, 122–147.

Barker, J. R. (1993). Tightening the Iron Cage: Concertive Control in Self-Managing Teams. Administrative Science Quarterly, 38(3), 408. https://doi.org/10.2307/2393374

Barney, J. B. (1997). Gaining and Sustaining Competitive Advantage. Reading, MA: Addison-Wesley.

Bartram, D. & Roe, R. A. (2008). Individual and organisational factors in competence acquisition. In W. J. Nijhof & L. F. M. Nieuwenhuis (Eds.), The Learning Potenzial of the Workplace (pp. 71–96). Rotterdam: Sense Publishers. https://doi.org/10.1163/978908790 3725_006

Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bass, B. M. & Avolio, B. J. (1995). MLQ Multifactor Leadership Questionnaire, sampler set. Redwood City, CA: Mind Garden.

Beal, D. J., Cohen, R. R., Burke, M. J. & McLendon, C. L. (2003). Cohesion and performance in groups: A meta-analytic clarification of construct relations. Journal of Applied Psychology, 88(6), 989–1004. https://doi.org/10.1037/0021-9010.88.6.989

Behfar, K. J., Mannix, E. A., Peterson, R. S. & Trochim, W. M. (2011). Conflict in small groups: The meaning and consequences of process conflict. Small Group Research, 42(2), 127–176. https://doi.org/10.1177/1046496410389194

Belbin, R. M. (2010). Team Roles at Work. Amsterdam: Butterworth-Heinemann. https://doi.org/10.4324/9780080963242

Bell, S. T. (2004). Setting the stage for effective teams: A meta-analysis of team design variables and team effectiveness. Abgerufen am 21.02.2020. Verfügbar unter https://core.ac.uk/reader/4268570.

Bell, S. T. (2007). Deep-level composition variables as predictors of team performance: A metaanalysis. Journal of Applied Psychology, 92(3), 595–615. https://doi.org/10.1037/00 21-9010.92.3.595

Bell, S. T., Brown, S. G., Colaneri, A. & Outland, N. (2018). Team composition and the ABCs of teamwork. American Psychologist, 73(4), 349–362. https://doi.org/10.1037/amp 0000305

Bell, S. T. & Marentette, B. J. (2011). Team viability for long-term and ongoing organizational teams. Organizational Psychology Review, 1(4), 275–292. https://doi.org/10.1177/20 41386611405876

Benn, S., Edwards, M. & Angus-Leppan, T. (2013). Organizational Learning and the Sustainability Community of Practice: The Role of Boundary Objects. Organization and Environment, 26(2), 184–202. https://doi.org/10.1177/1086026613489559

Berends, H. & Lammers, I. (2010). Explaining Discontinuity in Organizational Learning: A Process Analysis. Organization Studies, 31(8), 1045–1068. https://doi.org/10.1177/017 0840610376140

Berman, S. L., Down, J. & Hill, C. W. L. (2002). Tacit knowledge as source of competitive advantage in the national basketball association. Academy of Management Journal, 45(1), 13–31. https://doi.org/10.2307/3069282

Berman, W. H. & Bradt, G. (2006). Executive coaching and consulting: Different strokes for different folks. Professional Psychology: Research and Practice, 37(3), 244–253. https://doi.org/10.1037/0735-7028.37.3.244

Bezrukova, K., Jehn, K. A., Zanutto, E. L. & Thatcher, S. M. B. (2009). Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance. Organization Science, 20(1), 35–50. https://doi.org/10.1287/orsc. 1080.0379

Biech, E. (Ed.). (2007). The Pfeiffer book of successful team-building tools: Best of the annuals (2nd ed.). New York: Pfeiffer.

Biemann, T. & Weckmüller, H. (2019). Transformationale Führung: What’s next? Personal quarterly, 71, 54–57.

Birx, E., LaSala, K. B. & Wagstaff, M. (2011). Evaluation of a team-building retreat to promote nursing faculty cohesion and job satisfaction. Journal of Professional Nursing, 27(3), 174–178. https://doi.org/10.1016/j.profnurs.2010.10.007

Boehnlein, P. & Baum, M. (2020). Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture. The International Journal of Human Resource Management, 1–39. https://doi.org/10. 1080/09585192.2020.1737177

Bogner, A., Littig, B. & Menz, W. (Hrsg.). (2002). Das Experteninterview. Theorie, Methode, Anwendung. Wiesbaden: VS Verlag für Sozialwissenschaften. https://doi.org/10.10 07/978-3-322-93270-9

Bollen, K. & Euwema, M. (2014). Mediating hierarchical labour conflicts: Dynamics and interventions. In O. B. Ayoko, N. M. Ashkanasy & K. A. Jehn (Eds.), Handbook of conflict management research (pp. 480–492). Cheltenham, UK: Edward Elgar. https://doi.org/10.4337/9781781006948.00041

Bontis, N., Crossan, M. M. & Hulland, J. (2002). Managing An Organizational Learning System By Aligning Stocks and Flows. Journal of Management Studies, 39(4), 437–469. https://doi.org/10.1111/1467-6486.t01-1-00299

Borman, W. C. & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations. (pp. 71–98). San Francisco: Jossey-Bass.

Bortz, J. & Döring, N. (2006). Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler (4. Aufl.). Berlin: Springer.

Bowers, C. & Cannon-Bowers, J. (2014). Cognitive readiness for complex team performance. In H. F. O’Neil, R. S. Perez & E. L. Baker (Eds.). Teaching and measuring cognitive readiness (pp. 301–323). Boston, MA: Springer US. https://doi.org/10.1007/978-1-4614-7579-8_16

Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R. & Brown, K. G. (2012). Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate. Journal of Applied Psychology, 97(1), 151–158. https://doi.org/10.1037/a0024200

Bransford, J. D. & Stein, B. S. (1984). The ideal problem solver: A guide for improving thinking, learning, and creativity. New York: Freeman.

Bresman, H. & Zellmer-Bruhn, M. (2013). The Structural Context of Team Learning: Effects of Organizational and Team Structure on Internal and External Learning. Organization Science, 24(4), 1120–1139. https://doi.org/10.1287/orsc.1120.0783

Brodbeck, F. C., Anderson, N. & West, M. A. (2000). Das Teamklima-Inventar: Handanweisung und Validierung der deutschsprachigen Version. Heidelberg: Hogrefe.

Brueller, D. & Carmeli, A. (2011). Linking capacities of high-quality relationships to team learning and performance in service organizations. Human Resource Management, 50(4), 455–477. https://doi.org/10.1002/hrm.20435

Buljac-Samardzic, M., Dekker-van Doorn, C. M., van Wijngaarden, J. D. H. & van Wijk, K. P. (2010). Interventions to improve team effectiveness: A systematic review. Health Policy, 94(3), 183–195. https://doi.org/https://doi.org/10.1016/j.healthpol.2009.09.015

Bunderson, J. S. & Sutcliffe, K. M. (2002). Comparing Altern...

Table des matières

• Deckblatt
• Titelseite
• Impressum
• Inhaltsverzeichnis
• Einleitung: Probleme mit Teamarbeit – und effektive Lösungen
• I Gründe für Teamarbeit – welche Vorteile haben Teams?
• II Das Problem mit der Problemlösung
• III Wir haben zwar Teams, aber wenig Teamarbeit
• IV Teamzusammensetzung – die Teammitglieder profitieren nicht voneinander
• V Dem Team gelingt es nicht, seine Aufgaben reibungslos zu koordinieren
• VI Ein ungünstiges Teamklima und zahlreiche Konflikte beeinträchtigen die Kooperation im Team
• VII Das Team kann sich nicht anpassen
• VIII Dem Team fehlt eine gute Führung
• IX Organisationales Lernen durch Teamlernen
• X Anforderungskatalog für systematische Teamentwicklungsmaßnahmen
• XI Effektivität von Teams im Zeitverlauf
• Literaturangaben