Gower Handbook of Teamworking Book

	List of figures
	List of tables
	List of boxes
	List of charts
	Preface
	Notes on contributors
Pt. I	Teams and the Organization
1	The business environment	7
2	The flexible organization	24
3	Corporate alignment and cultural realignment	35
4	Creating a team-based organization	55
5	Organizing for project work	66
6	Developing strategic team leaders	88
7	Teams and the learning organization	101
8	Transient teams and organizational structure	122
Pt. II	Understanding Teams
9	Team needs analysis	143
10	Using team roles	159
11	How groups and teams learn	173
12	A systems approach to team effectiveness	191
13	Intra-team communication	210
14	Choosing, joining and leaving teams	224
15	Creativity in teams	234
16	Managing stress for optimum performance	251
17	Negotiating teams in industrial relations	269
Pt. III	Managing Teams
18	The superteam approach	287
19	Leading team meetings	296
20	Team selection, psychometrics and feedback	311
21	Managing teams assertively	324
22	Solving problems face-to-face	340
23	Motivating teams	353
24	Coaching and mentoring teams	369
25	Designing and facilitating team development	388
26	Using management games	403
27	Turning teamwork into knowledge creation	413
Pt. IV	Teams and Technology
28	Making the most of new technology	431
29	Computer-supported cooperative work	448
30	Virtual teams	462
31	Information systems and cultural change	479
32	IT teams in the London Borough of Richmond	490
	Postscript: Pulling it all together	501
	Index	519