Developing high performance in the top management team
Por: Rivera, Ramón
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[Puerto Rico] QBS 2014Descripción: 1 página.Tema(s): RESPUESTA ESTATAL | DIRECCIÓN DE PROYECTOS | DIRECTIVOS PÚBLICOS | PRENSA | ALTA DIRECCIÓN | CIUDADANÍA AMPLIADA | ALTOS DIRECTIVOS PÚBLICOS | UNASUR | FUNCIÓN DIRECTIVA | COMUNICACIÓN POLÍTICA | LIDERAZGO | ESTILOS DE LIDERAZGORecursos en línea: Haga clic para acceso en línea Resumen: No organization can prosper with a poorly performing top management team. Unfortunately, top executives who are best positioned to address the problem, often doesn't realize it exists. Our research strongly supports the fact that, while presidents and general managers usually give their teams high marks for overall effectiveness, team members report that their teams perform poorly in such critical areas as formulating and implementing strategy, creating organizational alignment, and leading large- scale change.
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No organization can prosper with a poorly performing top management team. Unfortunately, top executives who are best positioned to address the problem, often doesn't realize it exists. Our research strongly supports the fact that, while presidents and general managers usually give their teams high marks for overall effectiveness, team members report that their teams perform poorly in such critical areas as formulating and implementing strategy, creating organizational alignment, and leading large- scale change.
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