The Myth of The Top Management Team  

Oleh:

Katzenbach, Jon R.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 75 no. 6 (1997), page 82-92.
Topik: MANAGEMENT; executives; leadership; management performance; organizational behaviour; organizational structure; teams

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.12 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Companies all across the economic spectrum are making use of teams, but many senior executives and CEO s have become frustrated in their efforts to create teams at the top. Too often, they see few gains in performance from their efforts to be more teamlike. And they recognize that the rest of the organization knows that the senior group doesn't really work together as a team. Nevertheless, a team effort at the top can be essential to capturing the highest performance results possible - when the conditions are right. Good leadership requires differentiating between team and non - team opportunities, and then acting accordingly. Jon R. Katzenbach, a partner at McKinsey & Co. in New York City and the author of Teams at the Top : Unleashing the Potential of Both Teams and Individual Leaders (Harvard Business School Press, in 1997) explains why teams at the top are often ineffective - and when they can be essential to capturing the highest performance results for their organization.

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