Management team performance: people or process?
Management team performance: people or process?
The ever increasing focus on teams and teamworking as a response to the volatile and competitive business environment presents major challenges for both managerial practitioners and researchers. This article briefly explores the need for teamwork and the evidence to support approaches to building and developing managerial teams. The approach to building teams through either focus on the mix of the personalities of team members or processes adopted by the teams represents a dichotomy which organisations tend to resolve either through the use of external consultants or relying on the "prejudices" and experience of internal advisors. Using research into senior level managerial teams a model is presented which helps organisations to identify a strategy for focusing their team development effort and resolving this dilemma. The practical application of this research-based model is examined through the exploration of a specific case study.
Henley Business School, University of Reading
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
1998
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Higgs, M.J.
(1998)
Management team performance: people or process?
(Henley Working Paper Series, HWP 9811)
Henley, UK.
Henley Business School, University of Reading
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Monograph
(Working Paper)
Abstract
The ever increasing focus on teams and teamworking as a response to the volatile and competitive business environment presents major challenges for both managerial practitioners and researchers. This article briefly explores the need for teamwork and the evidence to support approaches to building and developing managerial teams. The approach to building teams through either focus on the mix of the personalities of team members or processes adopted by the teams represents a dichotomy which organisations tend to resolve either through the use of external consultants or relying on the "prejudices" and experience of internal advisors. Using research into senior level managerial teams a model is presented which helps organisations to identify a strategy for focusing their team development effort and resolving this dilemma. The practical application of this research-based model is examined through the exploration of a specific case study.
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Published date: 1998
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Local EPrints ID: 51519
URI: http://eprints.soton.ac.uk/id/eprint/51519
PURE UUID: faab4f7d-a980-4617-b449-4d7048712509
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Date deposited: 21 Aug 2008
Last modified: 22 Oct 2022 01:40
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