With the shift of emphasis from the West to emerging economies such as China, Brazil and India, organisations need to restructure to adapt to the new global economy. Teams and projects are increasingly being scattered all over the world, and a manager operating in this environment can't connect face to face with people in their team. Not only will managers need to adapt to develop their skills for new environments, they will have to work better, quicker and faster. Managing Successful Teams prepares you to meet the challenges of building and leading teams, showing you how to improve performance and achieve the best results. Offering valuable advice and instant strategies, it covers each aspect of managing teams in new cultural shifts, including developing team creativity and innovation, realigning the teams identity with your leadership style and effective team leadership. The only book on the market to incorporate emerging trends and shifts in business practice, Managing Successful Teams addresses the practical and realistic issues you face in your everyday working life.

Pat Wellington is an internationally recognized management consultant. She has had assignments with many global organizations such as Canon and Coca-Cola; she was the keynote speaker at international conferences in Dubai, Singapore, Malaysia, and Indonesia. She also authored Effective Customer Care (Kogan Page).

Preface

1 Setting the scene
Introduction
Big picture
The pros and cons of teamwork
What support do teams need from the top?

2 Back to basics - the fundamentals of working in teams
Introduction
What is and what isn't a team
'Team' defined
Different types of teams
Stages of team development
Structuring the teams
Two critical roles
Why do teams sometimes not work?
The characteristics of a well-functioning team

3 Setting up a new team
Introduction
A 12-step guide for setting up a new team
How to balance the team

4 Managing the team once formed - motivation and performance management
Introduction
The art of motivation
Why is motivation so important
A fundamental principle of motivation
Managing performance
Reviewing and evaluating performance
Rewards

5 Managing the team once formed - communication, meetings, influencing and projects
Introduction
Your role as a communication messenger
Running meetings
Getting what you need and want from others - being an influencer
Managing a project

6 Taking over as manager of an established team
Introduction
In what circumstances are you taking over the team?
You relationship with the team and stakeholders
Timelines for progress
Problem busting

7 Problems in the team
Introduction
Work-based problems
People problems

8 Leading the virtual team
Introduction
The benefits and implications of working remotely
Technology to enable remote working
Working with others in a virtual team
Getting the foundation stones right to make the team work
Tackling problems in virtual teams
The virtual world of the future - the rise of the neo-nomad

9 The future for teams

Reference and recommended reading