Teamwork and the Bottom Line Groups Make a Difference
“Teamwork and the Bottom Line: Groups Make a Difference” by Ned A. Rosen, published by L. Erlbaum Associates in 1989, explores the dynamics of group interaction in the workplace. This 228-page volume presents a blend of theory, research, and practical insights aimed at helping managers understand how to effectively motivate their teams to achieve significant goals. The book emphasizes a “management through teamwork” strategy that enhances both the quality and quantity of goods and services while improving decision-making processes.
Readers will find that the book draws on extensive research and real-world examples from various sectors, including manufacturing, healthcare, and information systems. It provides numerous ideas for managers to strengthen their roles by expanding their knowledge of effective teamwork and leadership strategies. The content is relevant to those interested in business and economics, workplace culture, and psychology, making it a valuable resource for anyone looking to enhance their understanding of group dynamics in professional settings.
Official synopsis Publisher
This volume is based on extensive research findings and the author’s observation that successful managers are people who understand the dynamics of group interaction and can use that understanding effectively to motivate members of their group to achieve important goals. Blending theory, research, and practice, the book emphasizes a “management through teamwork” strategy in task groups that increases both the quality and quantity of goods and services, improves decision making, and is beneficial to their members.
While closely linked to a large body of applied research evidence, Teamwork and the Bottom Line makes liberal use of examples drawn from business oriented publications and from the author’s experiences in manufacturing, service, sales, information systems, health care, and other work environments. It includes numerous ideas that can help managers become more secure in their current roles by developing a more complete knowledge base about potential “change levers.”
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