Financial Times
1 total work
Many managers are confronted by the need to alter their approach to their role in response to organizational change. Their primary task has become that of developing the potential and performance of their teams in order to raise standards and levels of achievement. This study focuses on the implications of these changes and how the challenges posed by such developmental activity can be met. It includes discussion on roles, tasks, behaviour, empowerment, motivation and delegation, and contains findings based on case studies of managerial experience in 15 UK companies and organizations. Additional analyses of management styles, coaching in a crisis and maintaining team spirit are also included.