Management learning and team based working
Bill Williamson
(University of Durham)
David Bright
(University of Durham)
Bill Parkin
(University of Durham)
882
Abstract
Explores the concept of teamworking and the wholesale changes in attitudes, systems and practices which the idea brings. Considers the cultural and communication issues which require addressing. Uses a case study of a medium sized US owned engineering company which has operated in North East of England for over 30 years. Emphasizes the need for meaningful dialogue at all times. Reflects on the outcome of the case study and introduces a framework for change.
Keywords
Citation
Williamson, B., Bright, D. and Parkin, B. (2001), "Management learning and team based working", Management Research News, Vol. 24 No. 1/2, pp. 55-67. https://doi.org/10.1108/01409170110782522
Publisher
:MCB UP Ltd
Copyright © 2001, MCB UP Limited