Download PDF by G. Green: Developing Teams (Training & Development)

By G. Green

ISBN-10: 1841124478

ISBN-13: 9781841124476

ISBN-10: 1841124923

ISBN-13: 9781841124926

Powerful education & improvement is vital while you're to continually get the easiest out of your humans and expand the data shelf-life of your organization. This module explores the substantial array of thoughts to be had to the HR functionality together with on-the-job studying, formal administration schooling, training and mentoring. Cost-effectiveness and measurable payback also are handled as cornerstones of any education and improvement task.

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We saw, in Chapter 2, the importance of deciding how teams are to be structured within an organization. When that organization is operating in the global marketplace it becomes even more vital that care is taken when setting up teams. MULTI-CULTURAL TEAMS A global organization may set up teams in several formats: » multi-cultural teams throughout the organization; » different single-culture teams located in different parts of the organization; or » a mix of multi- and single-culture teams. This can become more complex when we take team leaders into account, as the head office may: » send out its own people to lead teams which are composed of local people from the country concerned; » send out its own teams which are led by a local person from the country concerned; or » use local people to lead local teams.

High people/low production – a style which shows a high concern for the team and its members but may not focus on getting the job done. » Low team/low production – a style which takes little interest in the team or its objectives. » Mid team/mid production – a style which takes adequate account of team members and the task in hand; it may not be particularly effective, but it does recognize the requirement to balance the needs of the task and the team. » High production/high team – a style which takes account of the objectives that need to be met and also of the needs of the team and its members.

Suggest that the last change only failed because the team prevented it from working. Organizations that manage change effectively often find that their most successful teams actually put pressure on the rest of the organization to introduce change more quickly. ENHANCING TEAM MOTIVATION We saw in Chapter 3 that there are a number of theories of motivation. Many of them emphasize the importance of social interaction as a motivating factor. Here we look specifically at how we might motivate a team to want to perform more effectively.

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Developing Teams (Training & Development) by G. Green


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