Managing people for competitive advantage
Prof. Martin Högl
Reflection Notes
by
Rajesh Nair
(January 2012)
|Segment | egress |Salient Points |
|Salient points captured from SEGMENT 3 readings |
|3 |Creating uplifted |A successful team needs to know its boundaries and must be real and needs a compelling |
| | surgical process Teams |direction. |
| | |The concept of X-teams must be adopted if innovation, adaption and execution argon critical for|
| | |projects success. |
| | |Project teams that were used to be dispersed crossways the hall (co-located) are now more and |
| | |more scatter worldwide (virtual teams), spanning different time zones, uneven structure |
| | |and culturally diverse.
|
| | |While co-located teams often benefit most from a attracter who acts as a facilitator, virtual |
| | |teams need a motorbus who provides clearly defined direction and removes all ambiguity from |
| | |the process. |
| | |When a team works together in the same office, you fuck have loose job descriptions, possibly |
| | |even with...If you motive to get a full essay, order it on our website: Orderessay
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