Introducing Management: A Development Guide, Third Edition
Ideal for both new and existing managers, this comprehensive text incorporates the latest innovations in management thinking and reflects the changes within the management standards.
TABLE OF CONTENTS Introducing Management: A Development Guide, Third Edition
Section 3: People and Performance
Chapter List
- Chapter 12: Managing teams
- Chapter 13: Improving performance
- Chapter 14: Discipline and grievance
- Chapter 15: Managing change
- Chapter 16: Solving problems and making decisions
- Chapter 17: Recruiting to the team
- Resource bank
Part Overview
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What makes an effective team?
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How do I build a team?
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How do I effectively review the performance of a team?
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What are the processes involved in training and development?
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How do I manage under-performance?
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What makes change successful?
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How should I solve problems?
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How do I make decisions?
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How do I select the right person?
Overview
Chapter Objectives
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What makes an effective team?
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How do I build a team?
Most people, when asked to think of a team, will typically come up with an example from sport a football team, perhaps, or cricket or hockey. It may not be famous, it may not be playing very well, but, in their minds, it is still a team. Ask them for an explanation of what makes that group of sports people a team though and they will find the question a lot more difficult to answer. So that is where we shall start.
What is a team?
Workplaces are full of teams, so what makes some teams effective whilst others are not?
In effective teams members:
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Share a common purpose
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Are interdependent
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Respect each other
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Are selected
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Have commitment.
All the members of a team should have a common purpose they should be working towards common objectives. The individuals in a team that...
Copyright Kate Williams 2006 under license agreement with Books24x7
