Team Management
| This report featuring expert Alex Adamopoulos, CEO of the global professional services consultancy, Emergn, offers advice and best practices that will help team members and leaders cope with the upside and downside of working on distributed virtual teams. | Listen to how Steve Jobs explains his style in managing his people at Apple. Apple is a very collaborative company and isn't organized like a startup. Apple achieves great teamwork in all areas of the company and relies on trust, not hierarchy. |
| This video mentions how management teams are able to have a good discourse that challenges one another’s thinking. It helps develop a more complete understanding of their choices, create a richer range of options, and make better decisions. |
Many of us work in busy, high-pressure environments. But, when workloads aren't managed well, and the pressure builds, people can become demoralized, disengaged and resentful. Here are are tips on how you can avoid team overload |
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This section lists some recommended readings.
Management Teams by
Covers various kinds of teams and team behaviours. This book includes a self-perception inventory so that readers can match their own personalities to particular team roles. It is intended for managers concerned with achieving results by getting the best from their key personnel.
Project Teams by
Projects generally require skills and effort from multiple disciplines to develop project deliverables. Projects are executed in teams, as project tasks require multiple skills, judgment, and experience. Project teams roles should be assigned based on strengths of individuals. Project team process is a mediating mechanism linking variables such as members, team, and organizational characteristics that include structure, culture, supporting systems, performance and incentive systems, employee morality, and top management support. Team performance or teamwork is impacted by the structure of a team. Team structural characteristics include the number of team members, the status hierarchy, roles and responsibilities, and accepted norms for behaviors of individuals within the team. Further, understanding characteristics of virtual teams and their key attributes for improving global project performance are of critical importance. Social and behavioral skills that each person brings are important influencing factors in interactions with other team members and in forming a cohesive and productive team. Also, organization and national cultures influence their behaviors. Project Teams is an attempt to address all these topics in detail and offer a practical approach to managing projects successfully in the current business environment by including concepts, processes, techniques, and tools to manage and enhance performance of project teams and projects. This book would be meaningful for project management professionals and project managers in any organization and can be a useful resource for academic institutions in teaching management and project management disciplines.
International Journal of Conflict Management, Volume 25 by
First published in 2002. Routledge is an imprint of Taylor & Francis, an informa company.