In the past few years, many Australian organisations have either undergone or been planning a change from a hierarchical bureaucratic culture to a team‐based one. Much faith in the potential success of this kind of change appears to have been based on stories of transformations which worked...

Completing projects faster than the normal duration is always a challenge to the management of any project, as it often demands many paradigm shifts. Opportunities of globalization, competition from private sectors and multinationals force the management of public sector organizations in the...

The adoption of a team approach in new product design, particularly in recent years, has shaped the nature and context of design activities. Concepts of teaming and team building have been around for many decades and are seen as the means for enhancing organizational and individual performance....

Contends that, with the accelerating dynamics of competition and a move of organizations towards more dynamic approaches to strategy formulation and implementation, creativity becomes of key importance for achieving both product and operational excellence. Over the last decade organizations have...

In the continuing endeavour to work towards ever better management, experience plays a crucial role. We learn from success, but we can learn much more from failure. Further, it is far better and cheaper when we learn from other people′s failures rather than our own. This monograph assesses the...

Change is inevitable but too often ignored, particularly with respect to management development. Innovative, but not necessarily revolutionary, programmes were implemented through a collaborative programme between industry and local business schools. Content directly related to business...

Provides a case study of teambuilding training in a clinical environment. Analyses changes in behaviour for individuals and teams following training, and seeks to provide lessons for the trainer and line manager by drawing out the successes and problems of the intervention. Also provides lessons...

Discusses the value, workings and effectiveness of international project teams. Proposes a model to enable the creation of an effective team and process. Points out the need to manage diversity, intercultural differences and different nationalities. Uses a case study from Raleigh International...

We studied the barriers to the development of self‐organization in three teams by means of questionnaires and observations. We found that the level of self‐organization pertaining to “routine work” is rather high. With respect to “machine‐related tasks”, the opportunities provided...

Reports a review of the Irish economic and political scene as background to a survey of best practice in Irish top management. Addresses issues of the competences required to induce added value performance from total organization. Four long‐term consultancy assignments in different sectors led...