Teamwork is one of the most widely recommended tools for organizational transformation. Initiatives such as business process redesign, total quality management or new product development almost always depend on effective and high‐energy group efforts. Presents a new study of team management practice, and the corporate objectives served, in a broad cross‐section of organizations in the UK. Shows, by interviews and a survey of 100 firms, that teamwork and team‐based organizations are likely to increase significantly in the future as a result of many strategic change programmes currently under way. Especially important will be the growth of teams linking firms to customers, suppliers and international partners. Examines critical success factors and makes recommendations for future practice. The growth of teamwork will be accompanied by new organizational forms and ways of working ‐ the “new organization”. This will be based on networks and clusters of skills, crossing boundaries with suppliers, customers and even competitors. New forms of training and team development will be required for flexible operation in fluid and ever‐changing environments.
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