'A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.' Team Roles at Work is a follow-up to Belbin's highly successful book Management Teams: Why They Succeed or Fail. The nine team roles, now familiar to managers and management trainers all over the world, are explored further, adding value to the original team-role concepts.
This book provides an as yet unavailable tool, the Stakeholder Balance Sheet, enabling managers within any organisation to unlock the DNA of the market place in which they operate and to measure their effectiveness in understanding their markets and all the key stakeholders operating within them. This simple tool provides self-testing checklists at the end of each chapter that enables managers to look at stakeholder-sensitive issues in the same way that they might scrutinise financial statements (hence it will not seem alien to most managers).
Professional baseball players rely on their managers' math skills to win baseball games. A game made of statistics, baseball requires that everyone involved be aware of how math can affect the outcome of the game—from which order players should bat to the chances of winning a game when one is losing. How Baseball Managers Use Math reveals how baseball managers use math to calculate scores and create game strategies.
Like many things in life, becoming a great manager is in fact a simple process—if only we knew how and changed our current habits. The authors in this book have identified 15 fundamental principles that are exhibited by great managers and which can easily be followed by mere mortals when they have something or somebody to manage. These fundamentals derive from the real experience of successful managers. One by one, the fundamentals are described and illustrative examples given of their use, especially in relation to what great managers do and importantly what bad managers fail to do.
For non-technical managers and business managers, this book sets out to provide methods for evaluating, managing and troubleshooting projects of all sizes. Emphasis is on how managers can ensure that projects keep within timescales and budgetary constraints. No other info I have ever obtained has so profoundly improved my ability to plan, manage, and deliver work in both my career and home life. It informs and instructs on the key factors in successful project management- estimating,organizing/planning,tracking,resource allocation, and the human factors.
