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000 cam8i
001 2210080839950
003 OCoLC
005 20180222153124
006 m o d
007 cr |||||||||||
008 161117s2017 nyu ob 001 0 eng
010 a 2016053432
019 a970351879a1002103437
020 a9780814437186q(electronic bk.)
020 a0814437184q(electronic bk.)
020 z9780814437179q(hardcover)
029 aGBVCPb897162110
035 a(OCoLC)963439642z(OCoLC)970351879z(OCoLC)1002103437
037 aD93A3BE6-9949-4CDC-B6A9-8B46DB407271bOverDrive, Inc.nhttp://www.overdrive.com
040 aDLCbengerdaepncDLCdOCLCOdOCLCFdNdIDEBKdTEFODdCOOdUMIdYDXdSTFdOCLCQdGGVRLdOCLCQdNZHPCd221008
042 apcc
050 aHD66
072 aBUSx0820002bisacsh
072 aBUSx0410002bisacsh
072 aBUSx0420002bisacsh
072 aBUSx0850002bisacsh
082 a658.4/022223
100 aShaw, Robert Bruce,eauthor.
245 00 aExtreme teams :bwhy Pixar, Netflix, AirBnB, and other cutting-edge companies succeed where most fail /cby Robert Bruce Shaw.
263 a1702
264 aNew York City :bAmerican Management Association,c[2017]
300 a1 online resource
336 atextbtxt2rdacontent
337 acomputerbn2rdamedia
338 aonline resourcebnc2rdacarrier
504 aIncludes bibliographical references and index.
505 aIntroduction: revolutionizing the way we work -- Results and relationships -- Foster a shared obsession -- Value fit over experience -- Focusing more, then less -- Push harder, push softer -- Take comfort in discomfort -- Teams at the extremes -- Notes -- Index.
520 aGreat achievements are almost always the work of a great team. But most leaders rely on decades-old ideas and practices about teams developed by companies that have lost their edge. Times change and so must our teams. Those who cling to outdated views of teamwork and team building will be left behind. So what do you need to do to create a team that can successfully face the challenges of today's world? To answer that question, Robert Bruce Shaw examines the work practices of innovative high-growth companies such as Whole Foods, Pixar, and Netflix. These firms became groundbreaking leaders in their industries, in part, by boldly rewriting the rules of teamwork. Extreme Teams provides a detailed analysis of how the leaders at these companies think and operate--and, in particular, describes their approaches for creating high energy teams that deliver extraordinary results. You will learn in Extreme Teams: how Alibaba strives to hire the right people--not the best people; why co-workers determine if you stay or go at Whole Foods; the benefit to Airbnb of letting its employees determine the projects on which they work; how employees at Patagonia have nearly complete control over their work and play hours; what Pixar does to avoid repeating what worked for it in the past; why Netflix rewards average performance with a generous severance package; what will get you fired at Zappos--and it's not what you think. Filled with success stories from some of the most exciting firms operating today, Extreme Teams will push you to think about teams in new ways. It is filled with pragmatic suggestions that you can use to move your team to the next level of engagement and performance. This is the book for those who want to go beyond traditional approaches to teamwork and build truly great groups. -- Inside jacket flaps.
588 aPrint version record and CIP data provided by publisher; resource not viewed.
590 aeBooks on EBSCOhostbAll EBSCO eBooks
650 aTeams in the workplace.
650 aBUSINESS & ECONOMICSxIndustrial Management.2bisacsh
650 aBUSINESS & ECONOMICSxManagement.2bisacsh
650 aBUSINESS & ECONOMICSxManagement Science.2bisacsh
650 aBUSINESS & ECONOMICSxOrganizational Behavior.2bisacsh
650 aTeams in the workplace.2fast0(OCoLC)fst01144679
655 aElectronic books.
655 aElectronic books.2local
776 iPrint version:aShaw, Robert Bruce.tExtreme teams.dNew York City : American Management Association, [2017]z9780814437179w(DLC) 2016043606
856 uhttp://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1280614
938 aGale Cengage LearningbGVRLnGVRL04RG
938 aEBSCOhostbEBSCn1280614
938 aProQuest MyiLibrary Digital eBook CollectionbIDEBncis37031733
938 aYBP Library ServicesbYANKn13325032
Extreme teams :why Pixar, Netflix, AirBnB, and other cutting-edge companies succeed where most fail /by Robert Bruce Shaw
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Extreme teams :why Pixar, Netflix, AirBnB, and other cutting-edge companies succeed where most fail /by Robert Bruce Shaw
형태사항
1 online resource
주기사항
Includes bibliographical references and index. / Great achievements are almost always the work of a great team. But most leaders rely on decades-old ideas and practices about teams developed by companies that have lost their edge. Times change and so must our teams. Those who cling to outdated views of teamwork and team building will be left behind. So what do you need to do to create a team that can successfully face the challenges of today's world? To answer that question, Robert Bruce Shaw examines the work practices of innovative high-growth companies such as Whole Foods, Pixar, and Netflix. These firms became groundbreaking leaders in their industries, in part, by boldly rewriting the rules of teamwork. Extreme Teams provides a detailed analysis of how the leaders at these companies think and operateand, in particular, describes their approaches for creating high energy teams that deliver extraordinary results. You will learn in Extreme Teams: how Alibaba strives to hire the right peoplenot the best people; why co-workers determine if you stay or go at Whole Foods; the benefit to Airbnb of letting its employees determine the projects on which they work; how employees at Patagonia have nearly complete control over their work and play hours; what Pixar does to avoid repeating what worked for it in the past; why Netflix rewards average performance with a generous severance package; what will get you fired at Zapposand it's not what you think. Filled with success stories from some of the most exciting firms operating today, Extreme Teams will push you to think about teams in new ways. It is filled with pragmatic suggestions that you can use to move your team to the next level of engagement and performance. This is the book for those who want to go beyond traditional approaches to teamwork and build truly great groups. Inside jacket flaps.
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