文档介绍：Harvard Business School 9-494-081
Rev. March 28, 1995
DO NOT COPY
Managing Your Team1
Introduction
Most seasoned managers understand that their ess is dependent on how effectively they
can build a well-functioning In his research on the key differences between effective and
ineffective managers, Gabarro quoted a consumer-goods division manager who had essfully turned
around a number anizations:
From the first few days it was obvious there was no interworking between people
[his direct reports]. pared with the need for a standard cost system this was
even more important. I can live without a standard cost system—at least for a while.
But I can’t turn this division around if I can’t get people to pull together.
But this is a lot more subtle thing than getting a new system in place. You can’t
mandate that people work like a team. You can’t mandate that as a priority—that is
unless you’re a fool. These e subtly. People have to want to work
together; they have to see how to do it. There has to be an environment for it and
that takes time. It’s my highest priority right now but I don’t write it down anywhere
because it’s not like other priorities. If I told corporate that building a team was my
prime goal they’d tell me, so what? They’d expect that as part of making things
Professor Linda A. Hill prepared this note as the basis for class discussion in the second-year MBA elective course Power
and Influence. This note may be used in conjunction with the note "Exercising Influence," HBS No. 494-080.
Copyright © 1994 by the President and Fellows of Harvard College. To order copies or request permission to reproduce
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