To survive the 1990s, senior managers need to develop and maintain a culture of team working. This will prove to be the single most dynamic force which will equip organizations to adapt to the new realities of the business world. Careful planning must take place, if managers are to maximize the opportunities which such a culture generates. Team‐building events can accelerate and enhance the change process. By using Aston Martin Lagonda as a case study, managers can gain an understanding of what such a programme involves. Discusses benefits to the staff and the organization. Concludes with a list of guidelines which should help to prevent organizations from drifting into team building.
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