Chapter 4. Maximizing Global Teams and Work Groups for Higher Performance
When Smith first joined the organization, he took everyone to dinner, from directors to drivers. At work Smith talks with his subordinates daily, setting expectations for their performance. In giving feedback he figures out how he can help them "do it right." With people outside the team, Smith makes things his subordinates "do right" visible and protects subordinates when they do something wrong. In his role as general manager he walks through the plant daily, briefly acknowledging everyone, including shop floor workers, security guards, and canteen staff.[]
Effective team functioning may be defined differently in various parts of the world, but on one thing most organizations ...
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