Handbook Of Top Management Teams

Questions of company governance have been examined over the years, but this has generally been in areas concerning shareholders. Meanwhile the management team and board of directors remain comparatively unexplored. This book has been written to provide a way into this relatively unknown world of executive committees.

This Handbook presents original research and theory on executives, top management teams, and boards of directors and illustrates the vital importance of this field of study. Top management teams are responsible for the strategic choices and major decisions in organizations. These organizations are a reflection of the members that make up their strategic management. The roles top management play and the impact they have are clearly visible in firms around the world, both large and small. The international group of authors that comprise this volume address questions central to the field of strategy and strategic leadership. They review the determinants of top management team composition, their social networks, and executive dismissal; the psychological and personality profiles of top executives; the methodologies relevant to the study of top teams; and the roles of top executives in cross business unit collaboration, competitive behavior, and strategic entrepreneurship. Each chapter presents path-breaking research and provides a roadmap for new research avenues and agendas. Professors, students and researchers in the area of strategy, management and strategic leadership will find this book an invaluable resource.

This Handbook presents original research and theory on executives, top management teams, and boards of directors and illustrates the vital importance of this field of study. Top management teams are responsible for the strategic choices and major decisions in organizations. These organizations are a reflection of the members that make up their strategic management. The roles top management play and the impact they have are clearly visible in firms around the world, both large and small. The international group of authors that comprise this volume address questions central to the field of strategy and strategic leadership. They review the determinants of top management team composition, their social networks, and executive dismissal; the psychological and personality profiles of top executives; the methodologies relevant to the study of top teams; and the roles of top executives in cross business unit collaboration, competitive behavior, and strategic entrepreneurship. Each chapter presents path-breaking research and provides a roadmap for new research avenues and agendas. Professors, students and researchers in the area of strategy, management and strategic leadership will find this book an invaluable resource.

• Benefit from Belbin’s own experience of putting the Team Roles method into practice • Succinct and practical information to enable managers to make a real difference in the workplace • Real-life case studies show how to apply the theory in practice Meredith Belbin’s unique and widely-read work on teams has become part of everyday language for organizations around the world. For every manager, getting the most from their team is paramount in achieving superior results. Belbin’s vital area of management research supersedes the usual preoccupations with qualifications and experience, considering instead the Team Role behaviours which shape everyday interactions in teams. Management Teams: Why they succeed or fail is an account of the experimental study of management teams at Henley Management College from which Belbin’s unique Team Role theory developed. Now in its third edition the original theory has been fully updated and rewritten in parts by the author, with chapter summaries and updated illustrations. This is the original book by Meredith Belbin, offering the only authoritative explanation of how Belbin’s world-famous Team Role language came into being. Download and print a free, full-page summary of Team Roles with their icons, descriptions, strengths and allowable weaknesses from http://www.belbin.com/books/books.htm R. Meredith Belbin was formerly Chairman of the Industrial Training Research Unit. A founder Member of Belbin Associates, he is also Visiting Professor and Honorary Fellow of Henley Management College. Related Title Belbin: Team Roles at Work, 2e, ISBN: 978-1-85617-800-6

A New Resource for a New Kind of Leadership Whether you focus on the departmental level or on the top executive suite, the ability to transform groups of managers into effective management teams is critical to ongoing success. How can those team members ensure they're performing to their full potential? "Read [this handbook] once for enlightenment, then use it again and again to build teams that are truly high-performance." -- Don Howard, vice president of human resources, National Data Corporation You'll get what you need to: * Identify the barriers to management teamwork * Assess management team performance * Face special circumstances, such as new team member selection . . . and much more! You'll use the flexible Team Model, the scores of action steps, and the wide variety of assessment tools to help your teams achieve maximum performance.

Meredith Belbin's work on teams has become part of everyday language in organizations all over the world. All kinds of teams and team behaviours are covered. At the end of the book is a self-perception inventory so that readers can match their own personalities to particular team roles. Management Teams is required reading for managers concerned with achieving results by getting the best from their key personnel. *One of the most widely read, imaginative and influential books on this vital area of management research *Classic title now containing range of mini case-studies of Belbin's theories in action

Senior Leadership Teams and the Agile Organization builds on existing knowledge in the leadership, teams, and strategic management literatures to examine and explore how senior leadership teams drive the dynamic capabilities of organizations. Organizational agility is a key dimension of organizational performance. This volume focuses on senior leadership team processes and attributes that facilitate organizational agility and the organization’s capacity to perform and rapidly pivot in response to shifting strategic demands. Chapters summarize the current state of knowledge, examine past research and theory, define research and theoretical gaps, and consider how to address these gaps. In so doing, they offer an understanding of how senior leadership teams drive and enable organizational activity. The book is essential reading for researchers and professionals looking to understand the intersection of leadership, team dynamics, organizational psychology, organizational psychology, and strategic management, particularly in relation to organizational agility and the senior leadership team.

This book provides an overview of the organizational mechanisms of TMT impact. When having finished this book, readers will know how a TMT exerts influence and have more insight in how to make TMTs more effective in their organizations. Insight into the ways in which TMTs influence their organizations can benefit practicing top managers, as well as non-executive directors, consultants, team coaches etc. It may help them in establishing early indicators of organizational performance, selecting new TMT members, diagnosing dysfunctional TMT behavior, and assessing the TMT's interaction with middle managers. Therefore, I expect this book to be interesting for a wide audience of practitioners and researchers.