Teamwork

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Video: Making Social Business Work in Organizations

Companies are getting better at managing social tools. A new survey finds that 40% of companies say they’re getting value out of social business, double the rate of a year earlier.

Behind the increased usefulness of social business are companies that have leaders committed to making the technology work. These leaders are also putting it into corporate strategy plans and developing ways to measure social business and to reward employees for using the technology. Still, at many companies, social business remains stuck in first gear.

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Free Article

How To Develop a Useful “Why” Statement

  • Blog
  • Read Time: 2 min 

Asking why you’re embarking on a project before you begin raises the project’s chance of success. But “to our continuing surprise, we often discover these teams have not even discussed, let alone agreed on, why they are pursuing the project,” write Karen A. Brown, Nancy Lea Hyer and Richard Ettenson. But producing a good “why” statement often requires both a lot of work and heated debate.

Image courtesy of Kyocera.

Amoeba Management: Lessons From Japan’s Kyocera

A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But few companies have taken things as far as Kyocera Corp.

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The Power of Being Part of Something Bigger

  • Blog

“Leaders in many jobs and activities try to make participants feel like they’re part of something bigger than themselves, with the idea that it can motivate them to work harder,” notes the Boston Globe, in an item in its weekly “Ideas” section.

Now new research by Gregory M.

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Marissa Mayer’s Skills as an “Idea Connector”

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  • Read Time: 2 min 

Google VP Marissa Mayer exemplifies the key traits of an idea connector, a person who links up idea scouts who have limited internal company networks with R&D engineers and others. One mechanism she uses: she holds three weekly sessions where she is accessible to all Google employees who want to pitch a new idea.

Courtesy of SAP.

How to Manage Virtual Teams

Based on an investigation of the performance of 80 software development projects with varying levels of dispersion — members in different cities, countries or continents — this article asserts that virtual teams offer tremendous opportunities despite their greater managerial challenges.

In fact, dispersed teams outperformed their colocated counterparts when they had the appropriate processes in place. Those processes can be classified in two categories: task-related and socio-emotional.

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Enterprise 2.0: The Dawn of Emergent Collaboration

Do we finally have the right technologies for knowledge work? Wikis, blogs, group-messaging software and the like can make a corporate intranet into a constantly changing structure built by distributed, autonomous peers — a collaborative platform that reflects the way work really gets done.

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Building Better Teams

A conventional wisdom about teams is that they tend to perform better when members exchange knowledge freely among themselves and outsiders. Another widely accepted notion is that diversity among team members leads to better performance because of the range of viewpoints and experience of the different individuals.

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The Comparative Advantage of X-Teams

Traditional teams are not faring well in today business environment because they are too inwardly focused and lack flexibility. The authors detail the high levels of performance of a new, externally focused team, the X-team and outline the five components of X-teams they have studied.

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A New Manifesto for Management

The corporation has emerged as perhaps the most powerful social and economic institution of modern society. Yet, corporations and their managers suffer from a profound social ambivalence. Believing this to be symptomatic of the unrealistically pessimistic assumptions that underlie current management doctrine, Ghoshal et al. encourage managers to replace the narrow economic assumptions of the past.

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