Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good record in teamwork. These include companies like Shell, Citibank, Hewlett‐Packard, IBM as well as smaller organisations. When...

The Team Management Index, a 60‐item self‐completion questionnaire, generates a 3,000‐word profile (after the answers have been fed into a computer program) which outlines the individual's work preferences in the areas of decision making, team building, leadership, information management,...

The key features of the Air‐crew Team Management Workshop, designed for and in consultation with Australian Airlines, is described. The programme was decided on to introduce special training for crew members on teamwork issues, given the evidence that human factors are a major cause of...

Reports on how the Types of Work Index was used to ascertain roles of boutique managers in the LVMH group. Discusses what the different roles involve. Concludes that the exercise is a useful way for managers to share and compare information on their roles, and that they can thus learn from one...

Good management practice assumes a capacity for accurate self‐analysis in respect of one′s job and performance. Yet it is surprising how long it takes some managers to acquire this. Provides two models which have been tried and tested for this very purpose.

Why do some teams work effectively and others not? The authors, in examining the attributes of High Performing Teams, show that there are three major areas which team leaders need to concentrate upon. These are example, experience and expertise. There are certain work functions that are critical...

In mid‐1984, the authors were commissioned to assist in the design of a programme to improve flight crew functioning in Trans Australia Airlines — a major Australian domestic carrier with over 600 active aircrew flying Fokkers, Jetstreams, DC‐9s, Boeing 727s and 737s and the Airbus...

The successful management of work teams is a key factor in the effectiveness of any organisation. We have found that managers have different approaches to making their team successful. However, they agree that the end purpose must be to achieve a winning combination in which the individuals work...

Introduction All managers and supervisors are dependent on the performance of their team members. Unless these subordinates perform effectively, then the manager or supervisor will be seen in most cases to have failed. As Brown has noted, “the supervisor generally is more dependent on the work...

Posits that quality performance requires a team effort and that success depends mostly on an individual′s ability to manage people as well as materials. Presents the Margerison‐McCann Team Performance Index (TPI) as a means to measure this. Concludes that the key to using the TPI is in...