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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages)
close this folderTeamwork
View the document(introductory text...)
View the document44. Always do your job to make the next person's job easier
View the document45. Broaden your interests
View the document46. Two heads are better than one
View the document47. Be an orphaned parent of success. Don't hog the credit
View the document48. Find a level of employee involvement that works best for your organisation
View the document49. Work for success
View the document50. Develop team protocol

45. Broaden your interests

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Staff from all levels can, together, solve larger problems and handle more work than an individual can.

Teamwork means wide access to technical support, a mixture of knowledge, and a multitude of skills.

Mutual support arises among team members when they are committed to one another and not only to the project.

If managers determine that teamwork is appropriate, then consider which of the following types is best for your organisation:

  • Formal teamwork: Workers form self-directed groups, like Guidance Teams which advise Project Teams in an effort to systematically improve processes that are targeted for change.
  • Informal teamwork: A loose network, usually small groups of workers, who designate leaders and define team rules in tackling priority areas for improvement.