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 necessitate to k at one meter its boundaries and must be real and needs a compelling | | | surgical process Teams | bursting charge. | | | |The concept of X-teams must be adopted i f innovation, adaption and execution argon critical for| | | |projects success. | | | |Project teams that were use to be dispersed crossways the hall (co-located) are now more and | | | |more scatter worldwide ( practical(prenominal) teams), spanning different time zones, uneven structure | | | |and culturally diverse.
| | | |While co-located teams often welfare 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 suppose descriptions, possibly | | | |even with...If you motive to get a broad(a) essay, order it on our website:
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