The management of high-performance teams in international organizations

High-performance teams can be used to achieve strategic high pay-offs for an organization. The aim of this paper is to study fundamentals key to the success of high performance teams and to examine the application of these fundamentals in an inherently multicultural international organization, such as the United Nations. The approach is to first review and to discuss relevant articles of work on high performance teams. As far as is possible, the most updated papers and books with a strong focus on both theory-driven approach and research, and which make good use of case studies with ample examples and illustrations are used. The output is the derivation of perspectives and frameworks which will then be used as guides to understanding the case for the United Nations. Following an overview of the United Nations history and current operations, a series of interviews with its key individuals is then conducted, with the aim to learning and making credible hypotheses and meaningful analysis. Towards this end, a good representation across the UN agencies is sought to ensure the necessary depth and breadth. The paper then considers what lies in the way ahead and finally concludes with recommendations for the United Nations and relevant key lessons learnt for the Civil Service of Singapore.

Department dc:contributor.department

Management of Technology Program.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2004

Author dc:creator

• Tan, Wee Beng, 1965-

Advisor dc:contributor.advisor

• Edgar H. Schein.

• Management of Technology Program.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/17874

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/17874