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Roles of Management Teams in Management Development

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  • Kavita Singh

Abstract

Integrative organisations are the organisations of the future - the 21st century model. The focus in these organisations is shining from inflexible, bureaucratic structures to flexible, organic structures. Management teams in such organisations will have to play a variety of team roles in order to achieve the goals and objectives of the organisations. This paper is based on a study which examines the extent to which the management teams discharge expeditiously, a set of eight mutually supportive team roles, so that its individual members know how to contribute what is needed and how to limit their contributions. The findings of the study are that the two public sectors studied are dominated by Company Workers (CW), who actually are a fleet of people ready for implementation. But in the absence of other significant roles like Plants and Resource Investigators, there is scarcity of generation of new ideas and willingness to explore resources outside the organisation. The requirement is that a change has to occur from CW culture to a more dynamic and flexible culture to keep adapting the organisation to environmental changes. A few recommendations have been provided to bring about the desirable changes.

Suggested Citation

  • Kavita Singh, 2001. "Roles of Management Teams in Management Development," Vision, , vol. 5(2), pages 23-32, July.
    • Handle: RePEc:sae:vision:v:5:y:2001:i:2:p:23-32
    DOI: 10.1177/097226290100500205
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    References listed on IDEAS

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    1. Edgar C. Schein, 1996. "Strategic Pragmatism: The Culture of Singapore's Economics Development Board," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262193671, April.
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