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11 – 20 of 102Charles Margerison and Dick McCann
Managers are team leaders. The days of traditional authority based solely on respect for the position have gone. Today respect has to be earned in organisations where managers…
Abstract
Managers are team leaders. The days of traditional authority based solely on respect for the position have gone. Today respect has to be earned in organisations where managers will increasingly manage people who are in different professional and technical fields from themselves. A major key to success, therefore, is understanding the personal work preferences and motivations of both themselves and their team members. The approach outlined here emphasises the choices people can make between roles which are “advising” or “organising”. However, in choosing such roles, individuals will usually prefer either more of an “exploring” or more of a “controlling” approach to their job. It is possible, therefore, to use the “team leadership wheel” to identify one's own personal preferences and strengths and compare them with the requirements of the job and the contribution of other team members. This should enable managers to select and develop more effective teams which have a balance of abilities and skills. Moreover, the framework provides a language and a visual system for thinking through and discussing personal issues in appraisal and considering issues in promotion and career choice.
Rod Davies, Charles Margerison and Dick McCann
Effective team management can be the difference between success and failure in business. The article describes the authors' work in various wealth‐producing organisations which…
Abstract
Effective team management can be the difference between success and failure in business. The article describes the authors' work in various wealth‐producing organisations which led them to produce a new approach to bring about more effective teamwork. The authors developed a type of work model to enable team leaders to draw a profile of how they see their team and its members in terms of the work they like to do. People have different work preferences which can be determined accurately by the Team Management Index (TMI). The TMI has been found to be a valid and useful measure of team preferences — hence an aid to improved team management.
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Charles Margerison and Dick McCann
Introduces the Communication Diamond Model, which features thefollowing key skill areas found in communication between people at work:enquiry, diagnosis, summarizing, proposing…
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Introduces the Communication Diamond Model, which features the following key skill areas found in communication between people at work: enquiry, diagnosis, summarizing, proposing, directing, and informing. Describes the measures designed to assess these skills: the Communication and Problem‐solving Skills Index and Profile System. Also details a workshop available for those wishing to train in the use of these measures.
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Charles Margerison and Dick McCann
Outlines five communication skills suggested to the authors as being of major importance: enquiring, diagnosing, summarizing, proposing and directing. Presents the relationship of…
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Outlines five communication skills suggested to the authors as being of major importance: enquiring, diagnosing, summarizing, proposing and directing. Presents the relationship of these skills to either a problem‐centred or solution‐centred focus by way of an easy‐to‐use model. Outlines the use of a questionnaire as a method for people to gain feedback and conduct a personal assessment on their communication skills. Describes a self‐assessment resource which can be used by managers and team members in such situations as interpersonal skills courses and leadership workshops.
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Charles Margerison and Dick McCann
Good management practice assumes a capacity for accurateself‐analysis in respect of one′s job and performance. Yet it issurprising how long it takes some managers to acquire this…
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Good management practice assumes a capacity for accurate self‐analysis in respect of one′s job and performance. Yet it is surprising how long it takes some managers to acquire this. Provides two models which have been tried and tested for this very purpose.
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Charles Margerison and Dick McCann
Illustrates the uses of the Types of Work Index (TWI) and the TeamManagement Index (TMI) as instruments to help identify and use personaljob fit within the Team Management Wheel…
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Illustrates the uses of the Types of Work Index (TWI) and the Team Management Index (TMI) as instruments to help identify and use personal job fit within the Team Management Wheel. Also shows uses in a number of key work issues, for example recruitment and selection, personal work choice and inter‐team co‐operation.
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Charles Margerison and Dick McCann
Managers may not have a model which enables them to diagnose thekind of people needed to fit various roles in a team. The TeamManagement Wheel was developed through discussions…
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Managers may not have a model which enables them to diagnose the kind of people needed to fit various roles in a team. The Team Management Wheel was developed through discussions with managers on how to improve team work. Shows how managers can use a number of measures to provide a cognitive map so that they can identify the kind of work required for effective team performance.
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Charles Margerison and Dick McCann
Looks at instruments which can be used in team development. TheTypes of Work Index provides personal feedback to team members on theirjob. The Team Management Index helps team…
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Looks at instruments which can be used in team development. The Types of Work Index provides personal feedback to team members on their job. The Team Management Index helps team members understand the way they like to work. The Linking Skills Index measures how well a person implements “linking skills”.
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Charles Margerison, Dick McCann and Rod Davies
In mid‐1984, the authors were commissioned to assist in the design of a programme to improve flight crew functioning in Trans Australia Airlines — a major Australian domestic…
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In mid‐1984, the authors were commissioned to assist in the design of a programme to improve flight crew functioning in Trans Australia Airlines — a major Australian domestic carrier with over 600 active aircrew flying Fokkers, Jetstreams, DC‐9s, Boeing 727s and 737s and the Airbus A‐300. Research and consultation with the airline identified factors such as teamwork, resource management, and communication skills as critical to effective crew performance. Breakdowns in these same three areas are regularly cited as contributing factors in the 65–80 per cent of aviation accidents or incidents attributable to the human factor.
Charles Margerison and Dick McCann
The influx of women into the work‐force, particularly at thesupervisory and managerial levels, has had a major impact. However, dowomen prefer to work in the same way or…
Abstract
The influx of women into the work‐force, particularly at the supervisory and managerial levels, has had a major impact. However, do women prefer to work in the same way or differently than men? As a result of a study involving 8,287 men and 5,077 women in different industries and countries we can see the similarities and the differences.
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