Practical objectives help to energise and unify teams
- Implement teamwork. Fox, Michael; Howe, Colin // Executive Excellence;Jul97, Vol. 14 Issue 7, p17
Outlines eight critical paths of change in the process of implementing successful teamwork. Design phase; Anarchy; Motivation; Going back to basics; Thinking business; Directions, focus and ownership; Benchmarking.
- Team leaders. Grieco Jr, Peter L. // Executive Excellence;Jul97, Vol. 14 Issue 7, p17
Discusses the responsibilities of team leaders in an organization. Use of team meetings to nurture team building efforts; Management of team meetings; Value of the art of listening to building a foundation of effective leadership.
- Partner for performance. Rigsbee, Edwin Richard // Executive Excellence;Jul97, Vol. 14 Issue 7, p19
Outlines the eight elements necessary to build a high performance team. Includes leaders' need to exhibit self-confidence; Determining team goals; Team members' desire for a mutually beneficial work environment; Individual desire for team success; Consistent, professional performance and...
- Plan carefully to avoid holes in teamwork during vacations. Penson, Peta // Business Journal Serving Fresno & the Central San Joaquin Valley;08/04/97, Issue 322181, p23
Offers advice on how to keep teamwork in the workplace during vacations. Setting of a plan for the vacation; Distribution of a written plan to each team member; Designation of specific coverage; Creation of a project summary.
- Team Leadership. Zaccaro, Stephen J.; Rittman, Andrea L.; Marks, Michelle A. // Leadership Quarterly;Winter2001, Vol. 12 Issue 4, p451
Examines the way leaders create and handle effective teams through the use of the lens of 'functional leadership'. Effectivity of the approach; Developments of guiding propositions; Importance of reciprocal influence between the leader and the team in forming a harmonious relationship.
- take 5. // New Hampshire Business Review;4/9/2010, Vol. 32 Issue 8, p3
The article reports on the result of a survey of chief financial officers (CFOs) conducted by Robert Half Management Resources concerning the impact of recession on the importance of team morale.
- When a team fails: The most common reasons. // Supervisory Management;May94, Vol. 39 Issue 5, p4
Points out the reasons for a team's failure. Lack of visible support or commitment from top management; Members' lack of self-discipline and sense of responsibility; Lack of training in team dynamics; Focus on tasks rather than interpersonal relationships of members; Poor leadership.
- Managing outcome: Maintaining control of the team effort. // Supervisory Management;Apr95, Vol. 40 Issue 4, p8
Presents suggestions to managers on maintaining control of team effort. Suggestions from the book `Hidden Dynamics: How Emotions Affect Business Performance & How You Can Harness Their Power for Positive Results,' by Faith Ralston.
- Ten questions for groups. Stump, Bob // Training & Development;Oct94, Vol. 48 Issue 10, p13
Presents issues that must be resolved for the success of work groups. Pointing out tasks to be accomplished; Evaluation of goal constraints; Group selection; Importance of communication. INSET: Ten questions for effective groups..
- Cross-functional collaboration. Parker, Glenn M. // Training & Development;Oct94, Vol. 48 Issue 10, p49
Presents tips for managing cross-functional work groups. General guidelines; Characteristics of cross-functional teams; Ways for maximizing cross-functional team efficiency.