High Performing Teams--in Brief
High Performing Teams is the essential handbook for managers seeking to enhance productivity and revitalize the workplace. It shows how to put teams together and accelerate their development so that they become high performing more quickly and thus repay the investment in setting them up.
The book touches on the extensive theoretical background of teaming and focuses on pragmatic advice and experience. It is: *rich in case studies and applications *full of quick and easy checklists *and contains executive summaries.
Michael Colenso is a freelance consultant and an Associate of Wilson Learning and of the Europe Japan Centre.
The ...in brief books provide a critical 'snapshot' of the major management fashions and fads influencing business strategy. They cut through the consultants' jargon and steer a practical, common sense course through the theory and hype. They provide managers with a balanced view based on evidence rather than missionary zeal, so that they can be better informed.
Author is a highly experienced author/project manager of training and open learning materials
Short, straightforward, comprehensive, pragmatic and broadly sympathetic to the daily plight of the line manager trying to manage change
It really is a useful 'How to' book with practical advice on building and developing high performing teams.
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2 What high performing teams are all about
3 How the high performing team concept developed
4 How teams are used in organizations types of terms
5 How teams are used in organiztions extending the concept
6 Some applications and experience
7 What makes high performing teams
8 Setting up teams to achieve high performance
9 Developing teams to high performance
Other editions - View all
accelerate achieve high performance activity adhocracy agenda applications become behaviour Belbin benefit Chapter commitment competence competitive component continuous improvement contribution cost creating criteria critical success factors Cross-functional teams culture deal decisions departments Edwards Deming effect employees Empowered Teams empowerment enhanced Executive summary experience Fifth Discipline focus functional high performing teams Hoshin Kanri implementation important increasingly individual internal Japanese Kaizen leadership learning organization levels line manager look manager/sponsor manufacturing Matrix management ment objectives operating organization’s PepsiCo potential problem process re-engineering programme project teams purpose quality circles redesign responsibility Royal Mail self-directed teams simply solving sometimes storming strategy success factors successful teams synergy task force team development team environment team leader team members team processes Team Roles team’s things thinking tion top team Toyota trainers usually values vision Volvo WKHQ woo woo zation