MANAGEMENT THEORY AND PRACTICE

1. MANAGEMENT
THEORY
AND
PRACTICE

2. PART 1: MANAGING
YOURSELF
CHAPTER 1:THE
MANAGER’S WORK
ENVIRONMENT

3. LEVELS OF MANAGEMENT
uTHE TRADITIONAL CATEGORISATION
OF MANAGEMENT INTO FOUR
LEVELS: TOP LEVEL, SENIOR,
MIDDLE,AND FIRST LINE OR
SUPERVISORY MANAGEMENT.

4. TOP-LEVEL MANAGEMENT
THE MOST SENIOR LEVEL OF
MANAGEMENT IN AN
ORGANISATION,CONSISTING OF
THE CHIEF EXECUTIVE OR
MANAGING DIRECTOR, AND
THE MEMBERS OF THE BOARD.

5. BOARD OF DIRECTORS
uTHE POLICY AND STRATEGY-
ESTABLISHING BODY OF A
COMPANY WHICH
REPRESENTS ITS
SHAREHOLDERS AND GUIDES
THE ORGANISATIONS
OPERATION.

6. EXECUTIVE DIRECTORS
uMEMBERS OF THE
BOARD WHO WORK
FULL-TIME IN THE
COMPANY

7. NON EXECUTIVE DIRECTORS
uMEMBERS OF THE BOARD
OF DIRECTORS WHO ARE
NOT INVOLVED IN THE
BUSINESS IN ANY OTHER
CAPACITY.

8. INSIDE BOARD
uA BOARD OF DIRECTORS
IS MADE UP ENTIRELY OF
EXECUTIVE DIRECTORS.
ALSO KNOWN AS AN
EXECUTIVE BOARD.

9. EXECUTIVE BOARD
AN INSIDE BOARD.
EXPLANATION ON
SLIDE NO. 7

10. EXTERNAL BOARD
uA BOARD OF DIRECTORS MADE
UP ENTIRELY OF DIRECTORS NOT
EMPLOYED BY THE COMPANY IN
ANOTHER CAPACITY. ALSO
KNOWN AS A NON EXECUTIVE
BOARD.

11. NON EXECUTIVE BOARD
uALSO KNOWN AS
EXTERNAL BOARD
uSLIDE NO. 9

12. MIXED BOARD
uONE IN WHICH THE
BOARD OF DIRECTORS IS
MADE UP OF BOTH
EXECUTIVE AND NON
EXECUTIVE DIRECTORS.

13. CORPORATE GOVERNANCE
uTHE WAY AN ORGANISATION
IS GOVERNED AND
CONTROLLED,
PARTICULARLY BY ITS BOARD
OF DIRECTORS.

14. SENIOR MANAGEMENT
uTHE LEVEL OF
MANAGEMENT IN AN
ORGANISATION THAT FALLS
BETWEEN MIDDLE
MANAGEMENT AND TOP
LEVEL MANAGEMENT.

15. MIDDLE MANAGEMENT
uTHE LEVEL OF
MANAGEMENT BETWEEN
SENIOR MANAGEMENT AND
FIRST LINE MANAGEMENT.

16. FIRST LINE MANAGEMENT
uTHE LEVEL OF
MANAGEMENT BETWEEN
THE NON MANAGEMENT
WORKFORCE AND THE
REST OF MANAGEMENT.

17. PRIVATE SECTOR
uCORPORATIONS,FIRMS AND
PARTNERSHIP WHOSE
PRIMARY GOAL IS TO MAKE
MONEY FOR THEIR OWNERS
THROUGH THE PROVISION
OF GOODS OR SERVICES.

18. SOLE TRADER
uA PERSON WHO IS THE
SINGLE OWNER OF A
BUSINESS WITH
UNLIMITED LIABILITY.

19. PARTNERSHIP
uAN ENTERPRISE IN WHICH
TWO OR MORE PEOPLE
SHARE THE OWNERSHIP
OF A BUSINESS AND HAVE
UNLIMITED LIABILITY.

20. CORPORATION
uA BUSINESS THAT EXISTS
INDEPENDENTLY OF ITS
OWNER AND EMPLOYEE ; A
LEGAL ENTITY IN ITS OWN
RIGHT.

21. PROPRIETARY COMPANY
uA CORPORATION WITH
LIMITED LIABILITY WHICH
HAS UP TO 50
OWNERS;SIGNIFIED BY THE
ABBREVIATION PTY LTD
AFTER HIS NAME.

22. PRIVATE COMPANY
uTHE TERM FOR A
PROPRIETARY COMPANY IN
QUEENSLAND.

23. PUBLIC COMPANY
uA CORPORATION WITH LIMITED
LIABILITY WHICH HAS ANY
NUMBER OF OWNERS AND IS
QUOTED ON THE STOCK
EXCHANGE;SIGNIFIED BY THE
ABBREVIATION LTD OR THE WORD
LIMITED AFTER ITS NAME.

24. PUBLIC SECTOR
uORGANISATIONS INVOLVED
EITHER DIRECTLY OR
INDIRECTLY IN THE
BUSINESS OF GOVERNING
THE COUNTRY.

25. QUANGO
uQUASI-AUTONOMOUS
GOVERNMENT
ORGANISATION.

26. NOT-FOR-PROFIT SECTOR
uNON GOVERNMENT
ORGANISATIONS WHOSE
PURPOSE IS TO FULFIL A
MISSION OTHER THAN
MAKING A PROFIT.

27. STAKEHOLDERS
uAN ORGANISATIONS
STAKEHOLDERS ARE CONSIDERED
TO
BE:OWNERS,EMPLOYEES,CUSTOM
ERS/CLIENTS,SUPPLIERS,THE
WIDER THE SOCIETY AND THE
CLOSER COMMUNITY.

28. BUSINESS ETHICS
uTHE WAY ORGANISATION
CONDUCTS ITS AFFAIRS
ACCORDING TO THE MORALS
AND PRINCIPLES ACCEPTED
BY SOCIETY AND ITS STATED
VALUE.

29. CORPORATE SOCIAL
RESPONSIBILITY
uBEING GOOD CORPORATE
CITIZENS AND BEHAVING
ETHICALLY.

30. CORPORATE CITIZENSHIP
uAN ORGANISATIONS LEGAL AND
MORAL OBLIGATIONS TO ITS
COMMUNITY AND SOCIETY
INCLUDING PHILANTHROPY,
CARE FOR THE ENVIRONMENT
AND FOR FUTURE
GENERATIONS.

31. TRIPLE BOTTOMLINE
uA FRAMEWORK FOR
MEASURING AND REPORTING
THE VALUE A COMPANY ADDS
TO [ OR SUBTRACTS FROM]
AND THE ECONOMY.

32. VIRTUAL ORGANISATIONS
uONE WHERE PEOPLE WORK
TOGETHER BUT ARE BASED IN
DIFFERENT LOCATIONS,SELDOM OR
NEVER MEETING FACE TO
FACE.COMMUNICATION IS PRIMARILY
ELECTRONIC AND VIA VIDEO
CONFERENCING AND
TELECONFERENCING.

33. DOWNSIZING
uREDUCING THE NUMBERS
OF EMPLOYEES IN AN
ORGANISATIONS IN AN
EFFORT S

34. RESTRUCTURING
uALTERING THE DESIGN OF
AN ORGANISATION.

35. HOLISTIC ORGANISATION
uONE THAT IS ORGANIC
AND
HUMANISTIC,HONOURING
EMPLOYEES AS
INDIVIDUALS.

36. DECENTRALISED
ORGANISATION
uORGANISATIONS IN WHICH
DECISION MAKING
AUTHORITY IS LOCATED AS
CLOSE AS POSSIBLE TO THE
AREA AFFECTED BY THE
DECISION.

37. ORGANIC ORGANISATION
uONE WHERE JOBS ARE
FLEXIBLE,AUTHORITY IS BASED ON
RELEVANT SKILLS AND
KNOWLEDGE,AND COMMUNICATION
IS OPEN,MAKING THE
ORGANISATION REASONABLY
FLEXIBLE AND ADAPTABLE AND
THEREFORE SUITED TO VOLATILE
ENVIRONMENTS.

38. CENTRALISED
ORGANISATION
uONE IN WHICH DECISION
MAKING AUTHORITY
RESIDES WITH
MANAGEMENT.

39. MECHANISTIC
ORGANISATION
ONE WITH SPECIALISED AND
STANDARISED JOBS,AUTHORITY
BASED ON HIERACHY AND FORMAL
CHANNELS OF
COMMUNICATION,BEST SUITED TO
STABLE AND PREDICTABLE
ENVIRONMENTS.

40. BUREAUCRACY
uAN ORGANISATION
CHARACTERISED BY A FORMAL
CHAIN OF COMMAND,A RIGID OR
SEMI RIGID HIERARCHY
SPECIALISATION OF TASK AND
STRICT RULES AND
PROCEDURES.

41. SOHO
uTHE SMALL OFFICE/HOME
OFFICE FROM WHICH
TELEWORKERS AND
OTHERS OFTEN OPERATE.

42. TELEWORKERS AND
TELECOMMUTERS
uPEOPLE WHO WORK
FROM HOME, A SATELLITE
OFFICE NEAR HOME OR
FROM A MOBILE OFFICE
SUCH AS VEHICLE.

43. HOTELLING
uWHERE EMPLOYEES BOOK AN
OFFICE FOR A PARTICULAR DAY
AND ARRIVE TO FIND IT
FURNISHED WITH THEIR OWN
PERSONAL MEMORABILLA,FAMILY
PHOTOS,FAVORITE REFERENCE
BOOKS AND ETC.

44. HOTDESKING
uWHERE EMPLOYEES BOOK
DESK OR OFFICES BY THE
HOUR,DAY OR WEEK.

45. SATELLITE OFFICES
uFULLY EQUIPPED OFFICES RUN
BY PUBLIC OR PRIVATE SECTOR
ORGANISATIONS FOR THEIR
OWN TELEWORKERS,OR RUN BY
COMMUNITY OR PRIVATE
GROUPS FOR INDEPENDENT
WORKERS TO LEASE

46. PART 1: MANAGING
YOURSELF
CHAPTER 2: THE
COMMUNICATION
FOUNDATION

47. PYGMALION EFFECT
uSELF FULFILLING
PROPHECY

48. SELF FULFILLING
PROPHECY
THE PROCESS BY WHICH OUR
BELIEFS AND PARADIGMS
INFLUENCE THE WAY WE PERCEIVE
THE WORLD AND OTHERS AND OUR
OWN BEHAVIOR; WE TEND TO
PERCEIVE WHAT WE EXPECT
WHICH REINFORCES OUR BELIEFS.

49. SELF IMAGE
uHOW WE SEE
OURSELVE;THE VIEW WE
HOLD OF OURSELVES THAT
DESCRIBES US AND DEFINE
US.

50. COMMUNICATION
INCONGRUITY
uWHEN A PERSONS NON
VERBAL MESSAGES DO
NOT SUPPORT THEIR
SPOKEN WORDS.

51. EMPATHY
uTHE ABILITY TO SEE
PROBLEMS OR SITUATIONS
FROM THE OTHER PERSON
POINT OF VIEW.

52. LISTENING
uUSING ONE’S
EARS,EYES,HEART AND MIND
TO TRULY UNDERSTAND
WHAT ANOTHER PERSON IS
TRYING TO CONVEY.

53. PASSIVE LISTENING
uGAZING AT THE SPEAKER
WITHOUT GIVING ANY VERBAL
OR NON VERBAL SIGNALS THAT
WE ARE HEARING OR
UNDERSTANDING THEIR
MESSAGE.

54. INTERFERENCE LISTENING
uVERBALLY OR NON VERBALLY
SIGNALLING TO A SPEAKER OUR
OWN THOUGHTS OR FEELINGS
ABOUT THE MESSAGE THEY ARE
TRYING TO COMMUNICATE. THIS
INTERFERES WITH THEIR
THOUGHT PROCESSES AND
HINDERS THEIR ABILITY TO
COMMUNICATE FULLY.

55. ACKNOWLEDGEMENT
LISTENING
uRESPONDING TO A
SPEAKER WITH EYE
CONTACT,NODS, ‘UH-
HUHS’ AND OTHER
MINIMAL ENCOURAGERS.

56. ACTIVE LISTENING
uBRIEFLY STATING YOUR
UNDERSTANDING OF THE
SPEAKER’S FEELINGS
AND/OR MEANING.

57. VERBAL COMMUNICATION
uSPOKEN OR ORAL
COMMUNICATION
BETWEEN PEOPLE OR
GROUPS.

58. CONGRUENT
COMMUNICATION
uCOMMUNICATION WHERE
THE VERBAL AND NON
VERBAL MESSAGES
AGREE,OR SAY THE SAME
THING.

59. NON VERBAL
COMMUNICATION
uCOMMUNICATION THAT
TAKES PLACE THROUGH
SYMBOLS,FACIAL
EXPRESSIONS,BODY
LANGUAGE AND VOICE.

60. SYMBOLIC COMMUNICATION
uMESSAGES WE SEND
THROUGH OUR
CLOTHING,ACCESSORIES
AND ACCOUNTREMENTS
AND THROUGH DRAWINGS
AND GESTURES.

61. BODY LANGUAGE
uTHE MESSAGES WE SEND WITH
OUR BODIES THE WAY WE SIT
AND STAND,MOVE,CHANGE
POSITIONS AND CHANGE OUR
VOICE. [ PITCH,SPEED TONE
AND ETC.].

62. RAPPORT
uTHE FEELING OF BEING IN
SYNC OR IN HARMONY
WITH ANOTHER PERSON;A
FEELING OF COMFORT
AND AFFINITY.

63. NETIQUETTE
uCOMMONLY ACCEPTED
PROCEDURES OR
PROTOCOL TO FOLLOW
WHEN COMPOSING AND
SENDING EMAILS.

64. PART 1: MANAGING
YOURSELF
CHAPTER 3: LEADING
BY EXAMPLES OF
PERSONAL SKILLS FOR
MANAGERS

65. VALUES
uWHAT A PERSON OR AN
ORGANISATION BELIEVES IS
IMPORTANT AND
WORTHWHILE; OPERATING
PRINCIPLES THAT GUIDES
ACTION AND BEHAVIOUR.

66. VALUE SYSTEM
uTHE SET OF PERSONAL VALUES OR
BELIEFS ABOUT WHAT IS WRONG
AND RIGHT,GOOD AND
BAD,IMPORTANT AND NOT
IMPORTANT THAT A PERSON HOLDS
AS IMPORTANT;THE SYSTEM GUIDES
OUR BEHAVIOUR AND THE WAY WE
LIVE OUR LIVES;OUR ‘INNER
COMPASS’.

67. ROLE PERCEPTION
uOUR OWN IDEA OF WHAT A
ROLE DEMANDS REGARDING
BEHAVIOUR,ATTITUDES,DRESS
AND SO ON...

68. ROLE MODEL
uA PERSON WHOSE
BEHAVIOUR AND ACTIONS
WE CAN EMULATE IN ORDER
TO DEVELOP THOSE SKILLS
AND ATTRIBUTES IN
OURSELVES.

69. ROLE EXPECTATIONS
uTHE EXPECTATIONS THAT
OTHERS HOLD ABOUT A
ROLE.

70. ROLE CONFLICT
uWHEN THE VARIOUS ROLES
A PERSON PLAYS REQUIRE
DIFFERENT AND
INCOMPATIBLE
BEHAVIOUR,BELIEFS OR
ATTITUDE.

71. CULTURE
uTHE COLLECTION OF
UNWRITTEN RULES,CODES
OF BEHAVIOUR AND NORMS
BY WHICH PEOPLE
OPERATE; ‘HOW WE DO
THINGS AROUND HERE’.

72. FEEDBACK ANALYSIS
uA TECHNIQUE TO ANALYSE AND IMPROVE
YOUR PERFORMANCE.YOU WRITE DOWN
YOUR EXPECTED OUTCOME OF A
DECISION OR IMPORTANT EVENT AND,9-
12 MONTHS LATER,COMPARE THIS WITH
THE ACTUAL OUTCOME.THIS
HIGHLIGHTS WHERE WE NEED TO
IMPROVE SKILLS OR ACQUIRE NEW
ONES.

73. NETWORKING
uBUILDING A WEB OF MUTUALLY
SUPPORTIVE,INFORMAL
RELATIONSHIP WITH OTHERS
INSIDE AND OUTSIDE THE
ORGANISATION IN ORDER TO
SHARE HELP,ADVICE AND
SUPPORT.

74. MATRIX ORGANISATION
uAN ORGANISATION IN WHICH
RELATIONSHIPS AND
ACTIVITIES ARE ARRANGED SO
THAT INDIVIDUALS REPORT TO
DIFFERENT MANAGERS FOR
DIFFERENT ACTIVITIES.

75. SELF ESTEEM
uOUR FEELINGS OF SELF
RESPECT AND SELF
WORTH; HOW WE VALUE
OURSELVES.

76. NORMS
uCOMMONLY ACCEPTED
STANDARDS OF BEHAVIOUR
IN A GROUP. UNWRITTEN
EXPECTATIONS WHICH CAN
POWERFULLY GOVERN A
GROUP’S BEHAVIOUR.

77. SUBCULTURE
uTHE CULTURE OF
SUBGROUPS THAT FORM
PART OF A LARGER GROUP.
uSEE ALSO CULTURE ON
SLIDE NO.71.

78. ORGANISATIONAL
STRUCTURE
uTHE OFFICIAL
FRAMEWORK THAT LINKS
THE EMPLOYEES AND
FUNCTIONS OF AN
ENTERPRISE.

79. FORMAL ORGANISATION
uTHE OFFICIAL STRUCTURE
DEPICTED IN AN
ORGANISATION CHART
SHOWING THE OFFICIALLY
RECOGNISED LINES OF
AUTHORITY,COMMUNICATIO
N AND RESPONSIBILITY.

80. ORGANISATION CHART
uA DIAGRAM THAT SHOWS THE DEPLOYMENT
OF PEOPLE INTO FUNCTIONS OR
RESPONSIBILITIES AND HOW THESE RELATE
TO EACH OTHER;DEPICTING THE FORMAL
ORGANISATION STRUCTURE OR
FRAMEWORK,SPANS OF MANAGEMENT {THE
NUMBER OF PEOPLE AN INDIVIUAL
SUPERVISES} AND LINES OF AUTHORITY AND
RESPONSIBILITY.

81. INFORMAL ORGANISATION
uTHE UNOFFICIAL POWER
HIERARCHY AND
RELATIONSHIPS IN AN
ORGANISATION.

82. POWER
uA PERSONS ABILITY TO
MAKE THINGS HAPPEN
ARISINGB FROM THEIR
FORMAL POSITION AND/OR
THEIR PERSONAL
ATTRIBUTES.

83. INFLUENCE
uTHE INFORMAL
POWER A PERSON
HOLDS.

84. PARADIGM
uOUR OFTEN UNCONSCIOUS AND
UNQUESTIONED BELIEFS ABOUT
THE WORLD AND HOW IT
OPERATES THAT GUIDES OUR
BEHAVIOUR. ALSO CALLED AS MIND
SET,WORLD VIEW, AND MENTAL
MODELS.

85. SELF TALK
uTHE OFTEN
UNCONSCIOUS MESSAGES
WE GIVE OURSELVES
WHICH TEND TO GOVERN
OUR BEHAVIOUR.

86. LOCUS OF CONTROL
uTHE LOCATION OF THE
IMPULSES THAT GUIDE
OUR BEHAVIOUR; CAN BE
INTERNAL OR EXTERNAL.

87. PART 1: MANAGING
YOURSELF
CHAPTER 4: MANAGING
EFFECTIVE WORKING
RELATIONSHIPS

88. ETHICS
uA SYSTEM OF MORAL VALUES OFTEN
TAKEN TO BE CULTURALLY
BASED;PROFESSIONAL STNADARDS
AND CONDUCT;THE DISCIPLINE TO
KNOW THE DIFFERENCE BETWEEN
GOOD AND BAD,,ACCEPTABLE AND
UNACCEPTABLE AND ACT
ACCORDINGLY.

89. ESPOUSED THEORY
uWHAT PEOPLE SAY THEY
VALUE,BELIEVE OR
BELIEVE IN.

90. THEORY IN USE
uWHAT PEOPLE ACTUALLY
DO WHICH MAY OR MAY
NOT BE CONSISTENT WITH
THEIR ESPOUSED THEORY.

91. JOHARI WINDOW
uA MODEL FOR SELF AWARENESS DEVELOPED
BY JOE LUFT AND HARRY INGHAM,BASED
ON TWO DIMENSIONS:ASPECTS OF
OURSELVES KNOWN OR NOT KNOWN TO
OURSELVES AND ASPECTS OF OURSELVES
KNOWN OR NOT KNOWN TO OTHERS; THIS
GIVES US FOUR WINDOWS OR AREAS OF
KNOWLEDGE ABOUT OURSELVES.

92. PERSONALITY TYPES
uA SYSTEMATIC METHOD OF CATEGORISING
PEOPLES KEY PERSONALITY TRAITS,WHICH
CAN HELP US DEAL WITH THEM MORE
EFFECTIVELY. JUNG’S MODEL OF PERSONALITY
TYPES,FOR EXAMPLE,SEES INTROVERTS AND
EXTROVERTS AS TWO BASIC WAYS OF
RELATING TO THE WORLD,AND IDENTIFIES
FOUR WAYS OF RECEIVING AND DEALING WITH
INFORMATION: THINKING,INTUITING,FEELING
AND SENSING.

93. uTHE UNWRITTEN AND
USUALLY UNSTATED
EXPECTATIONS AND NORMS
ABOUT HOW WE WILL WORK
WITH OTHERS AND OUR
EMPLOYER.
PSYCHOLOGICAL
CONTRACT

94. AGGRESSIVE BEHAVIOUR
uPUTTING YOUR OWN
WANTS AND NEEDS AHEAD
OF OTHERS, OFTEN
DISCOUNTING THE WANTS
AND NEEDS OF OTHERS.

95. PASSIVE BEHAVIOUR
uPUTTING THE WANTS AND
NEED OF OTHERS AHEAD
OF ONE’S OWN.

96. ASSERTIVE BEHAVIOUR
uA LEARNED STYLE OF COMMUNICATING
AND RELATING TO OTHERS BASED ON
MUTUAL RESPECT AND RESULTING IN
CLEAR,OPEN COMMUNICATION; THE
ABILITY TO STATE YOUR OWN WANTS
AND NEEDS WHILE AT THE SAME TIME
RESPECTING THE WANTS AND NEEDS OF
THE OTHER PERSON.

97. FIGHT FLIGHT RESPONSE
uAN INSTINCTIVE REACTION
TO A DANGEROUS OR
UNPLEASANT SITUATION; TO
STAY AND FIGHT IT, OR
TURN AND FLEE FROM IT.

98. WIN-WIN POSITION
uI WIN AND YOU WIN
TOO’:WE CAN BOTH BE
SATISFIED; A MIND SET
THAT CHARACTERISES
ASSERTIVE BEHAVIOUR.

99. WIN-LOSE POSITION
uI WIN AND YOU LOSE’; A
MIND SET THAT
CHARACTERISES
AGGRESSIVE BEHAVIOUR.

100. LOSE-WIN POSITION
uTHE ‘I LOSE AND YOU
WIN’ MIND SET THAT
CHARACTERISES PASSIVE
BEHAVIOUR.

101. ‘I’ LANGUAGE
uAN ASSERTIVE STYLE OF
COMMUNICATION WHICH
INVOLVES TAKING
RESPONSINBILITY FOR AND
COMMUNICATING YOUR OWN
FEELINGS,THOUGHTS AND
OPINIONS.

102. ‘I’ MESSAGE
uA CLEAR,SUCCINCT AND
BLAME FREE STATEMENT OF
THE EFFECT OF ANOTHER’S
ACTIONS ON YOU, AND
YOUR PREFERRED
OUTCOME.

103. GRIEVANCE
uA COMPLAINT THAT HAS BEEN
FORMALLY REGISTERED WITH AN
EMPLOYEE’S MANAGER,TRADE
UNION OR MANAGEMENT
OFFICIAL IN ACCORDANCE WITH
THE RECOGNISED GRIEVANCE
PROCEDURE.

104. MEDIATOR
uA NEUTRAL PERSON TRAINED
TO LEAD PARTIES OF A
GRIEVANCE OR DISPUTE
THROUGH A PROCESS TO
REACH A MUTUALLY
ACCEPTABLE AGREEMENT.

105. PART 1: MANAGING
YOURSELF
CHAPTER 5: LEADING
AND ATTENDING
MEETINGS

106. TASK FUNCTIONS
uACTIONS THAT MOVE US
TOWARD ACHIEVING THE
JOB AT HAND.

107. MAINTENANCE FUNCTIONS
uTHE ACTIONS THAT FOCUS ON A TEAM’S
PROCESS,WHICH SERVE TO ENABLE THE
TEAM TO ACHIEVE THE TASK,SUCH AS
MORALE BUILDING,NURTURING FEELINGS
OF BELONGING AND COHESION,TIME OUT
FOR A BIT OF FUN OR HUMOUR,AND
ESTABLISHING A FRIENDLY AND
SUPPORTIVE WORKING CLIMATE.

108. TEAM BRIEFING
uA SYSTEMATIC
PROCESS,CASCADING FROM THE
TOP DOWN,OF HOLDING
MEETINGS TO KEEP ALL
EMPLOYEES INFORMED ABOUT
IMPORTANT ORGANISATIONAL
EVENTS AND PERFORMANCE.

109. VIRTUAL MEETING
uA MEETING THAT RUNS
ELECTRONICALLY,FOR EXAMPLE A
VIDEOCONFERENCE OR A
TELECONFERENCE ,OR A
SIMULTANEOUS TEXT MESSAGING
MEETING USING THE INTERNET OR
AN ORGANISATION’S INTRANET.