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Title
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Description
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Agencies Turning to Teams (10/96)
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Summarizes presentations shared at our 1996 performance management
conference, Transformations, illustrating team-based organizations.
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Award Winners Use Teams Effectively
(12/97)
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The President's Quality Award Program annually recognizes Federal
Organizations that achieve high standards of customer service. This
articles presents two organizations that have demonstrated high
commitment to providing improved products and services to customers.
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Balancing Individual and Team
Measures (6/99)
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The National Personnel Records Center in St. Louis, Mo., shares
its experience with moving to a new performance management program
designed to strike a balance between appraising individual and team
performance.
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Building a Collaborative Team Environment
(8/97)
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Provides practical tips for team members to use in creating a collaborative
environment.
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The Changing Role of Supervisors
(2/95)
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Describes the processes and lessons learned from transitioning
supervisors into team leader roles or into oversight and mentoring
positions.
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"Coaching Positive"
for Team Success (8/99)
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Explains how you can use Tony DiCicco's strategies and techniques
to help improve team performance.
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Customer Teams at Bonneville Power Administration
(6/98)
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Describes how Bonneville uses its business plan and customer teams
to implement its primary objective: improving customer service.
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Developing and Rewarding Teams (4/98)
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Describes the largest Government-owned weapons manufacturing aresenal's
approach to effective teaming practices and lessons learned.
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Effective Teams Strive for
Consensus (4/99)
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Explains what consensus is and describes three effective methods
to help teams build consensus.
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Getting Started (12/94)
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Provides a look at working in teams and how to get started.
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Goalsharing: A GSA Experience (2/98)
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Describes GSA's successful program balancing team and individual
recognition.
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Knowledge, Skills, and Attitudes for
Effective Teams (12/98)
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Explains the need to invest in training and team development for
successful attitude change and effective teams.
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Lessons Learned (4/96)
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Summarizes a 1996 panel discussion that presented lessons learned
about training, communication, management support, accountability,
and team-supportive behavior.
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Model Leads to More Effective Teams
(12/96)
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Describes methods for improving poor team performance.
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Self-Directed Team Improves Performance
(6/97)
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Describes a self-directed work team that has improved its work
processes, increased its productivity, and significantly improved
the quality of its work by exceeding organizational standards.
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Team Incentives (12/94)
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Describes the principles of designing team incentive plans that
can be used as a tool to promote team effectiveness.
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Team Leader Guide Sees Performance Management
Role (8/98)
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Presents a brief overview of the Team Leader Guide and describes
some of the performance management functions that team leaders can
do.
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Team Leadership in the New Workplace
(4/95)
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Provides an explanation for certain terms and concepts in dealing
with teams and offers three team leadership models. It also defines
training needs for team leaders and team members and the orientation
needs of all employees in regard to the changes that Labor plans
for reinvention. Although written for one cabinet department, most
of the concepts presented can apply Governmentwide.
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Teams Can Speed Suggestion Evaluation
(10/95)
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Looks at using evaluation teams to speed up the process of evaluating
employee suggestions.
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Technology Can Facilitate Teamwork
(8/96)
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Describes using computer technology to improve the way groups work
together.
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