Management team performance: people or process?

Higgs, M.J. (1998) Management team performance: people or process? , Henley, UK Henley Business School, University of Reading (Henley Working Paper Series, HWP 9811).


Full text not available from this repository.


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.

Item Type: Monograph (Working Paper)
Related URLs:
ePrint ID: 51519
Date :
Date Event
Date Deposited: 21 Aug 2008
Last Modified: 16 Apr 2017 18:05
Further Information:Google Scholar

Actions (login required)

View Item View Item