ABSTRACT
For longer than many of us want to remember, the catchword has become ‘teams’. And developing and maintaining high-performing operational teams is the responsibility of managers.
It doesn’t seem to matter what you read or to whom you listen. Very often people seem to be talking about teams as the key operating unit of an organisation and about empowerment as the way of having these teams function. In fact people now seem to refer to any working group as a ‘team’ no matter what it is doing or how it interacts.
