Showing papers on "Team management published in 1990"

Team Management and Development in Montserrat and Anguilla

Abstract: The British constitutional and political traditions of the Crown Colonies of Montserrat and Anguilla have been modified by their unique histories, particularly in a common commitment to team management. Some senior public servants in Montserrat are reluctant to acknowledge the virtues of a team approach, but their more junior colleagues have been given training in team techniques which has laid a firm foundation for team work and collective management. Professional effectiveness and job satisfaction have increased. The principles of team management are reciprocity, disposition for agreement, fairness, honesty, mutual trust and confidentiality. However the reluctant leadership of some Permanent Secretaries produces frustration and problems of morale. The Permanent Secretary level is the last to be impregnated with the team administration philosophy in Anguilla, too. But team management is recognized as necessary for building consensus and for the smooth running of a small public service. Subordinates employing team techniques have been assessed by their superiors as more successful in staff-management relations, policymaking and productivity than traditional, hierarchical managers. Team techniques have been carried over into a number of small businesses on the island. This phenomenon is unique among the United Kingdom's West Indian colonies. The problems of team management include time and accountability.

Program management is always team management

Abstract: Experts in building teams, program managers are increasingly asked by management to play pivotal roles in expanding the impact and benefits of teamwork from the engineering and manufacturing organizations to all units of the business enterprise. These requests are partially due to the experience of many program managers with integrated technologies such as computer aided engineering, computer integrated manufacturing, and just-in-time, which require corporatewide teams to understand and implement. They are also due to changes in the work force, reduction in the layers of management, and challenges from worldwide competitors. It is projected that program managers of the 1990's will apply a mixture of line and staff management in setting the direction and standards for their teams during a decade of business, cultural, economic and technological turbulence. Program managers will shape both the corporate and product direction to a much greater degree primarily due to the responsibility bestowed upon them by management as the organizational hierarchy is flattened by function and segmented by product. >

Some Implications of Team Management

Abstract: Recent dramatic changes in industrial organization, including fewer management levels and greater reliance on self-directing work teams, are cited with examples. A short case study of the transition from a matrix management structure to interdisciplinary project teams in an aerospace company is presented. Implications of the reduction in management levels for the engineering career are discussed. Also considered are the potential of these changes in nonindustrial arenas such as education and government, and the possible benefits lost in the process of simplifying management structure.

The Team Management Resource in the Training Agency

Abstract: An analysis of the practical application of the Team Management Resource designed by Charles Margerison and Dick McCann in the Training Agency (formerly the Manpower Services Commission) is represented. The results represent the completion of the instrument by 855 managers in the Commission and compares these results with those produced by Margerison and McCann for a wider, more general sample of managers. Several differences are noted between the two samples and some possible reasons for these differences are proposed. The article samples were obtained principally during training events (normally Team Development, although the instrument was administered during developmental events) and suggests implications for trainers and training in its use.

Teams Management in a Hospital Information System

Abstract: After describing the various kinds of teams available in a major university hospital, this paper presents what has been implemented for the management of work plans and schedules for the personnel and its integration in the HIS Diogene.