Organisational Change Management Volume 2


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In this section consideration will be given to the following areas:

i) Introduction - Teams

ii) Are Teams the Right Strategy?

iii) Why Teams?

iv) Development of Teams: 2 Concepts

v) The Differences Between Groups and Teams

vi) Manager's Role in Team's Effectiveness

vii) Teams - Useful Technique in the Transition Process

viii) Eleven Characteristics Common to Successful Teams

ix) More on Problem-solving

x) What to Observe in Teams

xi) Four Stages in Developing a Team

xii) Team Development Game Plan

xiii) Adapting to a Cross-functional Team Structure invokes the Fear Cycle

xiv) Establishing a Team

xv) Some Criteria for Team Members and Teams

xvi) Six Effective Leadership Behaviours for Facilitating Successful Teams

xvii) Some Characteristics of High-performing Teams (P.E.R.F.O.R.M.)

xviii) Successful Teams Operate in this Context

xix) Successful Team Tactics

xx) Why Some Teams Succeed and Most Don't

xxi) Team Danger Signals

xxii) Some Myths about Teams (5)

xxiii) Essential Conditions For Team-based Top Management

xxiv) Why Top Management Teams Often Fail

xxv) Team Members' Resistance

xxvi) Why do Teams Fail?

xxvii) Other barriers to teams succeeding are

xxviii) Making a Team Innovative

xxix) Why Team Members Won't Speak Out, and Ways to Handle this Situation

xxx) Managing a Team vs. Managing the Individuals on a Team

xxxi) How to Compensate Teams

xxxii) How to Help Teams Make Decisions

xxxiii) Sporting Teams

xxxiv) Sporting Approach to Teams

xxxv) Teams from Outside

xxxvi) Multi-cultural Teams

xxxvii) Virtuoso Teams

xxxviii) Virtual Teams

xxxix) Holacracy

xxxx) Team Charter Model

xxxxi) Changes to Create Empowerment

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