Managing Teams For Dummies

by Marty Brounstein

In the ever-changing world of work, the idea of spending some or all of your time working in teams is becoming more and more common. From solving problems, to tackling projects, to providing organizational leadership, the roles and importance of teams continue to grow. Leading a team is no easy job, but when a team gels, they can far outperform traditional work groups. Managing Teams For Dummies is for anyone who has been asked to take on the role of team leader. This book can help you manage your team, whether you’re a senior manager or worker who doesn’t have supervisory responsibilities, but has become the point person on a specific project. Managing Teams For Dummies can help you build and lead high-performing teams. Packed with tips on setting and reaching goals, resolving conflicts, leading teams through change, and providing team members with the skills to work together productively, this book will help you keep any team you mange focused and efficient. Managing Teams For Dummies will Teams make it possible to bring together the variety of skills, perspectives, and talents that you need in the contemporary workplace. With Managing Teams For Dummies you can make sure your team performs to the best of its ability and while trying to achieve its goal.

Genres: Business

368 pages, Paperback

First published August 15, 2002

Reviews

[David Roberts · Rating 4 out of 5]

The book I read to research this post was Managing Teams For Dummies by Marty Brounstein which is a very good book which I bought from kindle. A team as defined in this book is a group of worker from 4- 13 working towards a common goal. If you have less than 4 they tend to pull in their own directions and there is no cohesion. More than 13 and it gets bogged down in red tape. It is a fallacy that all the members have to be happy because at the end of the day some people aren't natural team players and what matters is they do a good job despite that. Everyone in the group should have a clearly defined role and know what they are doing. When you have meetings obviously if you are looking for a solution have a board and have a brainstorming and no idea no matter how daft should be ridiculed. The aim is to come up with as many ideas as possible. Later you look at their feasibility. Look at the idea of retina display for things like iPads, that must have seemed a pretty dumb idea when first suggested yet now it is a feature and very popular. Any meeting should be structured and have definite goals as to what you want from it. You should make sure every member contributes and if you have someone who is dominating the meeting you shouldn't say something like I think you've said enough for one meeting as that is limiting their contribution which might be important. You can say something like x speak and I'll come back to you in a minute. Obviously everything the group does should be for the good of the group not the individual and the selfish members need to be told off. I did enjoy reading this book and I think it is quite an interesting subject. There isn't a huge amount of information in the book and I think it is probably of most interest to managers.

[Juan Miguel Gamotia · Rating 5 out of 5]

I would have reportedly joined Sweetie Pearl J. Padilla, Ivan Raphael R. Oriño, and Samantha Leslie P. Bautista for "The New Corporation" by tagging them in as the "high five" around Academy of Jesus starting June 15 onwards during this management and its control for the group.