Increasing the Odds for High-Performance Teams

Increasing the Odds for High-Performance Teams: Lessons Learned

Arlen Leholm
Ray Vlasin
Copyright Date: 2006
Pages: 284
https://www.jstor.org/stable/10.14321/j.ctt163t7xw
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  • Book Info
    Increasing the Odds for High-Performance Teams
    Book Description:

    Have you ever wondered why some work teams greatly out-perform others within the same organizational settings? Have you questioned whether work teams from very different sectors of the economy and society achieved a high performance level by using similar means? Have you considered what you or others might do to help eams increase their chances of becoming truly high performing?Increasing the Odds for High-Performance Teamsis written for the business leader who is inquisitive but busy-who seeks new lessons about high team performance but wants them to be succinct and efficient.The book is intended to assist professionals in private, public, and not-for-profit organizations who want to use teams to enhance job performance. Also, it is intended to be helpful to the team members, team leaders, mentors, coaches, and administrators across these sectors who want to diagnose their team and organizational conditions, in order to make improvements.

    eISBN: 978-1-60917-063-9
    Subjects: Business, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
  3. ACKNOWLEDGMENTS
    (pp. vii-viii)
  4. HOW TO USE THIS BOOK TO YOUR ADVANTAGE
    (pp. 1-1)
  5. 1 The Book, the Cases, the Protocol
    (pp. 2-11)
    Arlen Leholm and Ray Vlasin

    Have you ever wondered why some work teams greatly outperform others within the same organizational settings? Have you questioned whether work teams from very different sectors of the economy and society achieved their high performance by similar means? Have you considered what you or others might do to help teams increase their chances of becoming truly high performing? We have. And, it motivated us to perform our research on high-performing teams and to share the lessons we learned in this book.

    Both of us have been members of work teams, leaders in such teams, and designers and organizers of teams...

  6. 2 Learning from the Masters of Team Performance
    (pp. 12-35)
    Arlen Leholm and Ray Vlasin

    The use of self-directed teams has increased dramatically during the past twenty years. First the manufacturing sector and more recently a wide range of private, public, and nonprofit organizations have embraced the concept of self-directed teams. Why has there been such a rapid movement to teams? The answer is that teams perform! This is particularly true if attention is paid to key team and organizational basics—the building blocks for high team performance. Self-directed teams, largely in control of their destinies, are far more than a passing fad.

    Self-directed work teams can foster an amazing amount of productivity if organizations...

  7. 3 Quaker Oats: A Team at the Top with Joint Management and Union Leadership
    (pp. 36-87)
    Roger Vincent, Justin Shields, Terrance Stone, Arlen Leholm and Ray Vlasin

    Quaker Oats is a familiar name in the packaged-food and beverage industry. The Quaker Oats Corporation is a leading manufacturer of ready-to-eat cereals, hot cereals, pancake mixes, grain-based snacks, cornmeal, hominy grits, and value-added rice products. The Quaker plant in Cedar Rapids, Iowa, is the company’s flagship plant, producing some two-fifths of the corporation’s breakfast foods, including Quaker Oats (standard and instant), ready-to-eat cereals such as Cap’n Crunch and Life, Aunt Jemima Syrup, and other food and commercial products.

    During the early 1980s and 1990s, the Quaker Oats company tried to transform its century-old flagship plant from a traditional to...

  8. 4 The Teams of TIGR
    (pp. 88-149)
    Tamara Feldblyum, William Nierman, Arlen Leholm and Ray Vlasin

    TIGR is a not-for-profit research institute founded in 1992. It performs structural, functional, and comparative analyses of genomes and gene products from a wide variety of organisms in its large DNA sequencing facility and office complex located in Rockville, Maryland. TIGR has modern facilities for bioinformatics, biochemistry, and molecular biology and is credited with major contributions in genomic science. It makes its analytical findings and scientific contributions available to the scientific community and to the public.

    TIGR materially advanced the identification of genes in the human genome. In 1990, a pioneering strategy developed by Dr. J. Craig Venter to generate...

  9. 5 Bosch Teams: Two Creative Arrangements
    (pp. 150-199)
    Ken Brochu, Kevin O’Keefe, Arlen Leholm and Ray Vlasin

    The Robert Bosch Corporation is a familiar name in automotive equipment and its application and testing. It is the North American Subsidiary of Robert Bosch GmbH, based in Stuttgart, Germany—the Bosch Group. The organization has a long-standing, high commitment to and pursuit of quality in its products and services that goes back to the company’s founding by Robert Bosch in 1886. The Bosch Group also is committed to excellence in innovation and technology and to teamwork throughout the organization, bringing together expertise and specialties to create the best products and services.

    This case focuses on teaming—more specifically, on...

  10. 6 Michigan State University Extension and Ohio State University Extension Self-Directed Teams
    (pp. 200-237)
    Margaret Bethel, James Kells, James Chatfield, Arlen Leholm and Ray Vlasin

    MSUE and OSUE constitute part of the land-grant university system established in the United States by the Morrill Act of 1862 and by the Smith-Lever Act of 1914, which created the Cooperative Extension Service. A land-grant university has three broad missions—teaching, research, and educational outreach. MSUE and OSUE are part of their respective universities’ broad outreach mission. They are in the lifelong learning business with a mission of helping people help themselves. They directly engage their citizens in the lifelong learning process.

    MSUE and OSUE each have more than a thousand faculty and staff members, some on the main...

  11. 7 The Women’s Interest Group: The Hill Women
    (pp. 238-273)
    Mary Andrews, Ashok Kumar Seth, Arlen Leholm and Ray Vlasin

    The women’s interest group is an example of a high performing team. The group achieved its high performance from a start with meager resources, limited knowledge and skills, and low technology. By teaming together, the group members overcame daunting obstacles, increased their family income and well-being, and improved their small hillside community. Their team spirit was among the variables that helped to propel them into high performance.

    This women’s interest group was one of many groups assisted by the India government as a means of reducing poverty. The group of twenty-five women lived in a small farm village (panchyat) in...

  12. 8 Broader Lessons from the Cases Explored
    (pp. 274-284)
    Arlen Leholm and Ray Vlasin

    A major goal for this book is to arm its readers with lessons that may be helpful as they enhance performance of their current teams or ones they hope to create. Each of the preceding five case-study chapters provides key lessons specific to that case and its unique organizational context.

    This chapter covers the broader conclusions about organizational and team conditions that apply to the high-performing teams analyzed. We believe that these conclusions hold important insights for many other teams that provide joint products or joint services and seek to carry their performance to higher plateaus. We believe these lessons...

  13. ABOUT THE AUTHORS
    (pp. 285-285)