EMBA 2013 (KW15) 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 inevitably to k without delay its boundaries and must be real and needs a compelling | | | surgical process Teams | mission. | | | |The concept of X-teams must be adopted if innovat ion, adaption and execution argon critical for| | | |projects success. | | | |Project teams that were apply to be dispersed crossways the hall (co-located) are now more and | | | |more scatter worldwide ( practical(prenominal) teams), spanning different clock zones, uneven structure | | | |and culturally diverse. | | | |While co-located teams often receipts most from a attracter who acts as a facilitator, virtual | | | |teams need a motorbus who provides clear! ly defined direction and removes all ambiguity from | | | |the process. | | | |When a team works in concert in the same office, you fuck have loose lineage descriptions, possibly | | | |even with...If you motive to get a broad essay, order it on our website: OrderCustomPaper.com
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