Describes a team‐building programme at the manufacturing base of Champion Spark Plug which aimed to ensure that the people in the business were equipped and willing to create the changes and improvements required to achieve the business′s mission and objectives. The results of the programme...

Managers may not have a model which enables them to diagnose the kind of people needed to fit various roles in a team. The Team Management Wheel was developed through discussions with managers on how to improve team work. Shows how managers can use a number of measures to provide a cognitive map...

Reports on a programme designed to produce an effective, successful, action‐orientated team from a group of long serving individuals representing a variety of departments. Describes the involvement of the managers in creating the programme using work‐related examples in customer care....

Describes the two‐core management development programmes. Featuring internationally known business school faculty and consultants the first core stressed global strategic thinking: achieving world class excellence. Describes the integration of the International Division corporate strategy....

Reports some findings from the Developing the Developers report, in particular the high proportion of developers who differentiate training from development, and their reasons for so doing. Identify from the research the top ten approaches that developers see as important for the future. The...

Describes the background and events leading up to a typical management team‐building workshop.

A programme of introducing teamworking into the business was undertaken at BICC Cables, a leading cable manufacturer. Teamworking allowed managers to combine their efforts in dealing with business strategy and organizational change, and to implement changes in a spirit of common purpose and...