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Clear and shared goals are seen as important to the effectiveness of teams. Yet evidence from the authors’ team development workshops for teams of directors and chief officers in local government is that these groups are almost all dissatisfied with this aspect of team working. Reports on the authors’ findings using Woodcock and Francis’s “Nine Building Blocks” questionnaire and discusses the reasons why these teams face difficulty with goals and objectives. Concludes with discussing several practical approaches to helping teams to clarify an agreed set of goals.

Looks at the process whereby certain members of corporate management teams are marginalized as a result of the central and powerful role of central departments such as finance and personnel. Investigates the impact on the effective working of the team and the consequences for the organization as a whole.

Deals with the question of whether senior managers in the public and private sector differ psychologically. There are many ways in which such a difference might be measured. Examines one aspect: the predisposition to adopt particular roles in teams. Compares the results found by Meredith Belbin from a sample of participants attending management courses at Henley Staff College with a sample of senior British local government officers using Belbin′s Team Role questionnaire. The differences are marked, posing interesting questions about the reasons for the differences and their consequences. There is clearly need for further research.