Effective Groups Concepts and Skills to Meet Leadership Challenges

ISBN-10: 0205482910

ISBN-13: 9780205482917

Edition: 2007

List price: $96.00
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Description: This book in ABLrsquo;s new Educational Leadership series from Peabody College, helps readers to develop effective and highly functioning groups that will enhance school effectiveness.nbsp; The book was developed by the leading scholars in educational leadership as part of a series from one of the leading Schools of Education in the world. It has a strong basis in current research, and easy-to-use, intuitive features, and strikes an effective balance between the informational and the pedagogical. It is perfectly for professionals in education communications, psychology, business, and public administration. The case studies and interactive pedagogy make this a very practical text.

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Book details

List price: $96.00
Copyright year: 2007
Publisher: Allyn & Bacon, Incorporated
Publication date: 12/5/2006
Binding: Paperback
Pages: 336
Size: 7.00" wide x 9.25" long x 0.75" tall
Weight: 1.034
Language: English

Series Preface
About the Authors
Introduction to Effective Groups
Learning Objectives
Opening Case: The Case of the Possible Wrong-Site Surgery
Introduction to Effective Groups
Groups and Teams Defined
Why Have Groups Become so Popular?
Some Tasks Are Too Large for a Single Individual
Group Synergy
Other Benefits of Groups
Is Understanding Groups Important?
Groups Outperform Sets of Isolated Individuals Doing Similar Work Groups Make Better Decisions Because They Draw on More Information
Groups Are More Creative Because They Can Brainstorm
Groups Are More Productive Because Synergies Develop
Group Cohesiveness Makes Groups More Productive
Key Areas of Knowledge for Establishing and Maintaining Effective Groups
Group Goals and a Shared Vision
Group Structure and Strategy
Power and Influence
Decision Making
Diversity in Groups
Managing Conflict
Team Development and Training
Team Learning
Virtual Teams
How Groups Impact Their Members
Our Own Impact on the Group
Career Advantage of Understanding Groups
Team Performance
Opening Case Revisited: The Case of the Possible Wrong-Site Surgery
Concluding Case: Creating a Team to Evaluate Science Education
Group Exercise
Group Goals and Shared Vision
Learning Objectives
Opening Case: Superintendent Durone's Cabinet Meeting
Membership Selection
Understanding Group Members
Shared Vision and Commitment
Assessment and Evaluation
Productivity Assessment
Exercise 2.1
Guidelines for Scoring the Group Attitude Questionnaire
Opening Case Revisited: Superintendent Durone's Cabinet Meeting
Concluding Case: Building a Math Team
Group Structure and Strategy
Learning Objectives
Opening Case: Top Management Meetings at Kotch Industries
Group Structure
Patterns of Relating
Stages of Development
Solving Problems and Managing Projects (DAPEE)
Define the Problem, Project, or Goal
Opening Case Revisited: Top Management Meetings at Kotch Industries
Concluding Case: Finding the Next Superintendent for Washington County
Learning Objectives
Opening Case: The Contentious School Board
The Process of Communication
Select Data
Interpret the Data
Evaluate the Data
Common Cognitive Distortions
The Art of Listening
Listening Skills: Paying Attention, Paraphrasing, and Probing
Receiving Feedback
Assertive Communication
Social Styles
Opening Case Revisited: The Contentious School Board
Concluding Case: Speaking Up at a Disciplinary Hearing
Learning Objectives
Opening Case: Maps and Globes for Edmonton Public Schools
Introduction to Leadership
Trait Theories-What Makes a Great Leader?
Behavioral Theories-What Do Effective Leaders Do?
Ohio State and University of Michigan Studies
Managerial Grid
Contingency Theories-How Should Leaders Behave in Different Situations?
Fiedler's Contingency Theory
Hersey and Blanchard's Situational Theory of Leadership
Path-Goal Theory
Recent Theories
Charismatic Leadership
Transformational Leadership
A Theory of Group Leadership
A Real Team
A Team Task
Delimited Authority
Stability over Time
A Compelling Direction
Ends and Means
An Enabling Structure
Work That Is Designed to Produce Internal Motivation
Team Composition
Core Performance Norms
A Supportive Organizational Context
Reward System
Information System
Education System
Contextual Supports and Intergroup Relations (Adequate Material Resources)
Expert Coaching
Elements of Workplace Strength
Opening Case Revisited: Maps and Globes for Edmonton Public Schools
Concluding Case: Principal Edwards and No Child Left Behind
Power and Influence
Learning Objectives
Opening Case: Laval Diego's Dilemma
Uses of Power and Influence
Factors Affecting Power and Influence
Status Hierarchies
Group Conformity
Member Resistance
Sources of Power
Influence Tactics
Exercise 6.1
Persuading Others
Establish Credibility
Find Common Ground
Provide Compelling Evidence
Connect Emotionally
Opening Case Revisited: Laval Diego's Dilemma
Concluding Case: Dealing with a Resistant Group Member
Decision Making
Learning Objectives
Opening Case: Deciding Asset Allocation at Montgomery Life
Introduction to Problem Solving and Decision Making
Assets Associated with Group Decision Making
Information and Memory
Variety of Perspectives
Vulnerabilities in Group Decision Making
Undersampling of Unique Information
Framing and Risk
Confirmation Bias
Group Polarization
Attribution Error
Who Should Make the Decision?
Importance of Decision Quality
Costs of Collaborative Decision Making
Variables and Questions to Ask
Opening Case Revisited: Deciding Asset Allocation at Montgomery Life
Concluding Case: Racial Tensions at Jefferson High
Diversity in Groups
Learning Objectives
Opening Case: Team Tensions at Summer School
Types of Diversity
Visible Demographic Differences
Personality Differences
Occupational/Functional Differences
Exercise 8.1
Cultural Differences
Perspectives on Diversity
Outcomes of Group Diversity
Cognitive Outcomes and Task Performance
Affective Outcomes and Relational Connection
Contextual Conditions for Success
Overcoming the Challenges of Diversity
Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results
Opening Case Revisited: Team Tensions at Summer School
Concluding Case: Changing of the Guard
Managing Conflict
Learning Objectives
Opening Case: Organizational Change at Tremont
Introduction to Conflict
Sources of Conflict
Scarce Resources
Functional Differences
Personality Clashes
Structural and Role Complications
Communication and Perception Challenges
Value Differences
Demographic Differences
Power and Control Issues
Competition and the Desire to Win
Social Identity and Self-Esteem
Types of Group Conflict
Conflict Management Styles
Escalation of Conflict
Integrative Versus Distributive Framing
Separate People from the Problem
Focus on Interests, Not Positions
Invent Options for Mutual Gain
Insist on Objective Criteria
Clear Goals and Superordinate Goals
The Robbers Cave Experiment and Use of Superordinate Goals
Opening Case Revisited: Organizational Change at Tremont
Concluding Case: Hidalgo Demarest's Dilemma
Team Development and Training
Learning Objectives
Opening Case: Building a Team to Upgrade Security at Ellington
Introduction to Team and Development Training
How Do Professionals Develop in the Workplace?
Interpersonal Knowledge, Skills, and Abilities
Conflict Resolution
Collaborative Problem Solving
Self-Management Knowledge, Skills, and Abilities
Goal Setting and Performance Management
Planning and Task Coordination
How Effective is Training?
How Can Training be Improved?
General Principles of Training Effectiveness
Needs Analysis
Transfer of Training
Groups as the Unit of Training
Multisource Feedback
Key Components of Effective Coaching
An Illustration of Formal Coaching
An Illustration of Informal Coaching
Coaching Versus Design Interventions
Job Assignments
Team-Building Interventions
Frequent Mistakes Organizations Make in Using Teams
Opening Case Revisited: Building a Team to Upgrade Security at Ellington
Concluding Case: Challenges for Mike Burns's "Traditional" Approach
Team Learning
Learning Objectives
Opening Case: Shedding Losses at International Harvester
Introduction to Team Learning
Components of Learning
Psychological and Instrumental Threat
Psychological Threat
Instrumental Threat
Knowledge and Skill
Giving and Receiving Feedback
Learning Dialogue
Technical Knowledge
Structural Barriers
Psychological Safety
Knowledge and Skills for Giving Feedback
Why Do People Give Poor-Quality Feedback?
"Jean Is Divisive and Tries to Make Us Look Bad"
"Fred Does Not Stand Firm"
Knowledge and Skills for Facilitating Learning Dialogue
Structural Innovation
Learning from Failure
Identifying Failure
Analyzing Failure
Deliberate Experimentation
Opening Case Revisited: Shedding Losses at International Harvester
Concluding Case: Susan's "New Team" and a Tight Time Line
Virtual Teams
Learning Objectives
Opening Case: Quality Comes Last at Quality First
Benefits of Virtual Teams
Challenges of Virtual Teams
Conditions for Success
Shared Vision
Effective Communication
Exercise 12.1
Building and Maintaining Effective Virtual Teams
Performance Management
Team Development
Opening Case Revisited: Quality Comes Last at Quality First
Concluding Case: Old Dogs and New Tricks
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