Cape plc, strategic teamworking

Spence, Alex
November 2011
People Management;Nov2011, p69
The article describes CAPEability, a strategy developed and implemented by Cape PLC in consultation with its partners at Primeast which gives managers the chance to connect regularly with their bosses. CAPEability began with a trial at the company's onshore business in Great Britain using a program designed by Primeast and Cape's HR team comprising a two-day think-tank in March 2010. Programs were run in Cape's environmental and offshore businesses following success of the initial plot.


Related Articles

  • Trust, Inspire and Encourage To Become A Better Coach.  // Successful Supervisor;Sep2010, Vol. 15 Issue 8, p5 

    The article suggests ways on how managers can become a good coach to their employees to shape their growth and such include the need to gain the trust of employees, inspire them as well as to eencourage them.

  • He said, she said. Allerton, Haidee // Training & Development;Mar97, Vol. 51 Issue 3, p9 

    Presents top 10 negative management behaviors that women employees think senior executives at their companies need to correct. Includes poor interpersonal skills; Poor communication skills; Failure to develop staff.

  • What managers can do to reform unprofessional performance. Jones, Tom E. // Business Journal Serving Fresno & the Central San Joaquin Valley;10/22/2001, Issue 322838, p12 

    Focuses on the responsibility of managers to reform unprofessional performance of workers in California. Interpretation of needed improvements to make necessary changes; Functionality of high achievers; Significance of interaction between the leaders and the employees.

  • PERMISSION TO SPEAK MY MIND. McPherson, Blair // Government News;Aug/Sep2010, Vol. 30 Issue 4, p20 

    The article focuses on the author's views on staff management. He believes that the role of management is not to tell people what to do but help them do it, thus, senior managers should set the example by being prepared to explain the thinking behind their decisions. He argues that to establish...

  • A friend, indeed. Smith, Angela L. // Business Quarterly;Winter97, Vol. 62 Issue 2, p7 

    Reflects on whether someone can be a good boss without having some element of friendship in his relationship with his staff. Analysis of several definitions of `friend'; Experiences of the author as a boss; Reasons why people in an organization refuse responsibility.

  • Managing the Underperformer. Smith, Ben // Windows IT Pro;May2007, Vol. 13 Issue 5, p79 

    The article discusses the three common mistakes that managers should not commit to avoid having underperforming employees. It presents five steps for managing underperforming employees. According to the author, these common mistakes include waiting too long to confront an underperformer, being...

  • What the…?  // Cleo;Aug2006, p70 

    The article reveals the percentage of people who prefer to work under a male boss. Reason behind their preference is given.

  • Non-Horrible Bosses. R. R. // Public Relations Strategist;Summer2015, Vol. 21 Issue 2, p5 

    The article focuses on the impact of chief executive officers (CEOs) on the work life of employees.

  • Consignia to recruit new HR director into hot seat. Nelson, Paul // Personnel Today;9/10/2002, p2 

    Reports on the plan of Consignia to recruit a company-wide board-level human resource director. Aim of the company at improving industrial relations; Move of the company in increasing human resource influence into the organization; Responsibilities of a human resource director.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics