Showing papers on "Team management published in 2021"

Learning from Many: Partner Exposure and Team Familiarity in Fluid Teams

Abstract: In services where teams come together for short collaborations, managers are often advised to strive for high team familiarity so as to improve coordination and consequently, performance. However, ...

Organizing for innovation: A contingency view on innovative team configuration

Abstract: While innovation has increasingly become a collaborative effort, there is little consensus in research about what types of team configurations might be the most useful for creating breakthrough innovations. Do teams need to include inventors with knowledge breadth for recombination or do they need inventors with knowledge depth for identifying anomalies? Do teams need overlapping knowledge to integrate insights from diverse areas or does this redundancy hamper innovation by creating inefficiencies? In this paper, we offer evidence that the answers to these questions may depend on the characteristics of the technologies. Focusing on the degree of modularity and the breadth of application in patent data, we identify empirical patterns suggesting that differing team configurations are associated with different technological domains.

To Work from Home (WFH) or Not to Work from Home? Lessons Learned by Software Engineers During the COVID-19 Pandemic

Abstract: This research investigates software engineering during the COVID-19 pandemic with a focus on the lessons learned and predictions for future software engineering work. Four themes are explored: Remote work, Team management, Work/Life balance, and Technology/Software Engineering Methods. Our research has demonstrated that software companies will derive tangible benefits from supporting their employees during this uncertain time through ergonomic home offices, listening to their concerns, as well as encouraging breaks and hard stops to boost long term well-being and productivity. It shows that communication and collaboration tools, critical to project success, have been utilised. The hiring of new talent has been reimagined, with managers playing a vital role in the process. The insights gained are significant as they will assuage some pre-existing concerns regarding remote work, creating a new understanding of its role in the future. Looking to a post-COVID-19 future, we envision the rise of hybrid software development working arrangements, with a focus on the Working-From-Home to Not-Working-From-Home ratio - WFH: NWFH - perhaps colloquialised as Home: Not Home (HNH). For many this ratio will be neither 100:0 or 0:100, the former would lead to team breakdowns, developer isolation, difficulties onboarding and too many communication gaps, the latter would lead to disaffected employees. We identify plausible future software engineering working arrangements, noting that there are challenging times ahead for employers and employees as they navigate this HNH future, but there are benefits for both parties in getting the balance right.

Cultural Reconstruction and Organization Environment for Employee Performance

Abstract: This study examined cultural and organizational motivations for success through organizational engagement and work motivation in the Department of Public Works in the province of Maluku, Indonesia. The approach used for this study was quantitative, using a survey. The Department of Public Works of the Province of Maluku was the research site with a sample of 149 participants. The analysis method used in this study was Generalized Structured Component Analysis (GSCA). The main findings were 1) organizational culture has a direct effect on organizational engagement and a direct contribution to employee performance, 2) organizational culture impacts company performance, 3) organizational environment has a direct effect on employee motivation and employee performance, and 4) organizational environment supports company performance. The results indicate that the organizational environment can be increased by formulating regulatory policies and establishing rules and strategies for employees to carry out their duties. Motivation for work can be boosted by giving awards that match the results of work. In building an organizational culture, attention needs to be paid to the values contained in organizational culture, consisting of corporate empowerment, team management, clarity of vision, direction, and corporate goals.

Improving the performance of student teams in project-based learning with Scrum

Abstract: The purpose of this paper is to analyze the effectiveness of Scrum for project and team management in PBL teams in higher education. To attain this goal, a study was carried out to analyze students’ perceptions about Scrum as an effective method for PBL teams. Based on two different editions of PBL that used the Scrum method with different characteristics in each approach, this paper aims to identify the best practices for effective team and project management and draw recommendations for successful use of scrum in PBL approaches. The authors used an exploratory case study carried out within an engineering program at the University of Minho, Portugal. The research design was based on an explorative quantitative and qualitative approach. Implementing Scrum in PBL teams helps students to keep the project running smoothly and draws greater awareness on how to manage the project and teams in a more effective way. Findings show that task assignment, performance monitoring, visual management and regular feedback were considered the main advantages of using Scrum in PBL teams, which had a positive impact on student performance. However, for the success of Scrum, students recognize the role of the Scrum Master and Project Owner as vital to guide the teams in a sustainable way. Research on the application of Scrum in Education is scarce and mostly exploratory. This paper is among the very few empirical studies consolidating knowledge on the implementation of Scrum approaches to improve learning in higher education. More specifically, it brings a valuable contribution on how to improve specifically team performance in PBL teams with the use of agile approaches such as Scrum.

Teamwork during the covid-19 pandemic

Abstract: The essential of presented paper is human resource management, especially the concept of teamwork in home office conditions, for which both the state and the private sector of the Czech Republic were not used before the declaring a state emergency to prevent the spread of COVID-19. The presented paper has a classical structuring of the scientific paper, it is divided into a theoretical part and an empirical part. The theoretical part of the paper is based on a critical analysis of relevant information sources, which we have chosen with regard to the topic of the paper and the timeliness of the information provided in the information source. To synthesize and generalize the outputs of the critical analysis of information sources, we used a procedure from general to specific. In the empirical part of the presented paper we apply the information obtained to teams from the private sector and teams from the public sector. Using a questionnaire survey, we compare these two groups of teams in the areas of the concept of teamwork, team functionality, team management by its leader and motivation to perform in the context of the preparedness of the analyzed teams for home office. We found that greater negativity of teamwork as less productivity, or more demanding communication, is perceived by people from a private sector. Increased work from home in the private sector has improved communication and, in the public sector, work efficiency. In public sector, there is more frequent work control and feedback. Doi: 10.28991/esj-2021-SPER-01 Full Text: PDF

Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior

Abstract: Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

Crowding: Evidence from Fund Managerial Structure

Abstract: Over the past 30 years, a striking evolution in fund management structure has taken place, with the proportion of team-managed funds growing from 33% to over 70%. While many focus on the potential link to declining fund performance, our paper presents evidence that the shift to team management is likely a response to crowding: adding new managers brings fresh investment ideas which implies that any individual idea is less crowded. Our results show that funds that transition to team management have less concentrated portfolios and lower decreasing returns to scale. Consistent with the crowding of ideas, we show that diversification of team skills is important for reducing the impact of fund size on performance. We also find the performance of managers who employ systematic investment processes is not as sensitive to inflows, suggesting discretionary managers with a limited number of ideas are more likely to run into capacity constraints.

How Reward Systems Affect Team Performance in Banks: Evidence from the Middle East and North Africa (MENA) region

Abstract: The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.,Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.,The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.,This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

Human Capital Development of Research Staff through Self-Leadership, Teamwork Management, and Culture Diversity

Abstract: Research related to the development of human capital based on cultural diversity is still minimal, so this study aims to find a human capital development model based on cultural diversity, self-leadership, and team management. The research instruments used questionnaires with samples of 146 respondents ; the data was processed using SEM . The results showed that human capital performance could improve if supported by solid self-leadership despite cultural diversity. However, the research staff has not been able to do knowledge sharing because the management team has not entirely run well among local and foreign research staff . The novelty of this study lies in the ability to communicate between local and foreign research staff despite the cultural diversity between them.

A Study on Machine Learning Methods Used for Team Formation and Winner Prediction in Cricket

Abstract: Sports prediction is becoming popular day by day as a huge amount of data is generated after a single match The number of methodologies is available for classification of sports data Machine learning is also one of the best techniques, which obtains good results in sports prediction In this world of sports, cricket is gaining a huge amount of popularity from the last few decades The problem of team prediction and winner prediction emerges as one of the challenging tasks in the game of cricket The winning team combination for the tournament is based on the analysis and evaluation of players from the past study This type of model builds with several features such as previous record and recent performance of players The performance analysis of players is a basic problem in every sport including cricket This performance analysis is used to find the strengths and weaknesses of the players This work is useful for team management and captain for the selection of players The prediction of a winner in cricket matches is also one of the complex research problem Many features are needed for deciding the winner of the match like proper team combination, venue, and weather condition Cricket is a dynamic game where probability changes with different phases of the game It is a multi-criteria decision problem In this paper, the study of some existing methods used for team formation and winner prediction in cricket is done

Selecting people based on person‐organisation fit: Implications for intrateam trust and team performance

Abstract: Teamwork is widely adopted in organisations. Although much evidence indicates that using person‐organisation (P‐O) fit as a selection criterion benefits individual employees, little is known about how this practice influences team functioning. Drawing on the input‐mediator‐outcome model and the research on value congruence, this study built and tested a model that links P‐O fit in recruitment to work teams' performance. Based on data collected from team members, team leaders, human resources managers, and chief executive officers in 96 firms, we found that P‐O fit in recruitment had a positive relationship with team performance and that intrateam trust mediated the relationship between P‐O fit in recruitment and team performance. Further, this mediated relationship existed only when the organisation had a weak, rather than strong, respect‐for‐people culture. This study contributes to the P‐O fit and team literature and has practical implications for human resources practices and team management.

The Influence of Dentists’ Profile and Health Work Management in the Performance of Brazilian Dental Teams

Abstract: To evaluate the association between dentists’ profile and health work management with the performance of primary care dental teams in the Brazilian National Health System, both nationally and regionally. Secondary data analysis from a Brazilian National Programme that evaluated 18,114 Brazilian dental teams, working in the public sector, between 2013 and 2014. Twenty-four independent variables taken from dentists’ profile and dental team management characteristics were analysed to assess their influence on reported “dental team performance.” An estimated score was generated from their performance on 20 dental procedures by an item response theory model. Multiple linear regression models were performed for each Brazilian geographical region, separately and for the whole of Brazil. values ≤ 0.05 were considered significant. Two variables related to dentists’ profile, “having graduate studies” ( ) and “undertaking continuing professional development training” ( ), were associated with enhanced dental team performance in all five Brazilian geographical regions and nationally. The dental team management variables of “having a flexible dental appointment list” ( ) and “monitoring oral health indicators” ( ) also contributed to improve team performance in each of the regions and nationally. Dentists’ profile influenced the performance of dental teams from south region more than the other regions. The findings suggest that continuing professional development, including postgraduate education, and strategic management characteristics are important for primary dental care performance and should be reflected in health policy initiatives in support of quality care. Regional factors could be considered for health care management.

Engaging by releasing: an investigation of the consequences of team autonomy on work engagement

Abstract: Team autonomy involves empowering employees to achieve greater control over organizational dynamics. Such empowerment may augment the employees’ vigor, dedication and absorption at work. However, there is limited evidence on the contents of the relationship between team autonomy and work engagement. This paper aims to fill in this gap, shedding light into the manifold implications of team autonomy on employees’ work engagement.,A serial mediation analysis was designed to collect evidence of the effects of team autonomy on work engagement. Drawing on self-determination theory, social comparison theory and social facilitation theory, team member-supervisor exchanges and organizational climate were contemplated in the analysis as mediating variables. An ordinary least square regression-based model relying on 5,000 bootstrap samples was implemented. The study focused on a large sample of Europeans employed in the manufacturing sector (n = 4,588).,Team autonomy had tiny, but statistically significant effects on work engagement. Good relationships between team members and supervisors positively mediated the effects of team autonomy on work engagement. Conversely, the organizational climate did not have a significant mediating role. A statistically significant serial mediation effect linked team autonomy and work engagement via team member-supervisor exchanges and organizational climate.,Team autonomy contributes to increasing the employees’ vigor, dedication and absorption at work. The enhancement of team member-supervisor relationships fosters the engagement of team members who experience a greater autonomy at work. The effects of team autonomy on organizational climate are ambiguous and mediated by an improvement of the relationships between team members and supervisors.,The paper originally investigates the implications of team autonomy on work engagement, emphasizing the importance of social exchanges at work to realize the full potential of team autonomy.

Multi-Disciplinary Trauma Evaluation and Management Simulation (MD-TEAMS) training for emergency medicine and general surgery residents

Abstract: Background Successful trauma resuscitation relies on multi-disciplinary collaboration. In most academic programs, general surgery (GS) and emergency medicine (EM) residents rarely train together before functioning as a team. Methods In our Multi-Disciplinary Trauma Evaluation and Management Simulation (MD-TEAMS), EM and GS residents completed manikin-based trauma scenarios and were evaluated on resuscitation and communication skills. Residents were surveyed on confidence surrounding training objectives. Results Residents showed improved confidence running trauma scenarios in multi-disciplinary teams. Residents received lower communication scores from same-discipline vs cross-discipline faculty. EM residents scored higher in evaluation and planning domains; GS residents scored higher in action processes; groups scored equally in team management. Strong correlation existed between team leader communication and resuscitative skill completion. Conclusion MD-TEAMS demonstrated correlation between communication and resuscitation checklist item completion and communication differences by resident specialty. In the future, we plan to evaluate training-related resident behavior changes and specialty-specific communication differences by residents.

The Impact of Team Management on the Organizational Performance in Bahrain Government Sector

Abstract: Bahrain government sector organizations have started to realize the significance of team management and how it can be managed effectively and efficiently to ensure enhancing the organization's performance. The use of team management to enhance organizational performance in the Bahrain government sector has become a serious situation for the government in the Kingdom of Bahrain. However, in spite of the increasing number of studies relating to team management in developed countries, few studies have been made in the same context within gulf countries. The aim of this study is to determine how the factors of team management can affect the performance of government organizations in the Kingdom of Bahrain. The study adopted a quantitative method approach for the purpose of the study. The sample size of the study is selected from Bahrain government sector organizations, data were collected from 150 respondents, and the sample was selected based of those who were working for the government and semi-government organizations from the employees who are representing the basics of the organization to the managers who are the responsible persons of team’s formation. The generated data from the government and semi-government organizations were analyzed using many statistical tools, we used the Correlation analysis to test the relationship between our variables and Linear Regression was to test the hypothesis of the study. The results showed that only team decision has a significant positive influence on organizational performance in Bahrain government sector. However, the study result showed that there is no influence on organizational performance in the Bahrain government sector from team trust, team motivation, team cohesiveness, and job satisfaction. Finally, the study recommended the need for Bahrain government sector organizations to give full attention to team management in those organizations in which this will reflect the organizational performance positively.

Validating the Team Emergency Assessment Measure (TEAM) in obstetric and gynaecologic resuscitation teams.

Abstract: BACKGROUND Simulation-based training is an effective method of enhancing the knowledge, skill, and technical abilities of individuals and teams encountering obstetric and gynaecologic emergencies. Simulation may also enhance the non-technical performance of teams resulting in improved patient outcomes. Although simulation-based training is widely recognised as an effective educational approach, issues around feasibility - the lack of simulation experts and malleable outcome measures of team performance - remain critical barriers to their implementation. AIM To evaluate the psychometric properties of the Team Emergency Assessment Measure (TEAM) when used by medical professionals in simulated obstetric and gynaecological emergencies. METHODS There were 151 participants (63% female; 60% consultants; 69% no previous simulation-based training) who observed three live high-fidelity obstetric and gynaecological resuscitation simulations and completed the TEAM. RESULTS Confirmatory factor analysis evaluated the construct validity of the TEAM, yielding a second-order structure identified by 'leadership', 'teamwork', and 'team management'. Convergent validity was supported by the average item-to-scale total correlation which was 0.75, P < 0.001 and the average analysis of variance extracted (AVE) 0.88. The individual factors also yielded high factor-to-scale total correlations (mean [M] = 0.87), and AVE (M = 0.89). The internal reliability was high for the whole scale (average alpha = 0.92) and across the sub-factors (average alpha = 0.80). The inter-rater reliability was excellent (inter-class correlation coefficient 1 = 0.98). Participants with differing levels of simulation training experience did not significantly differ. CONCLUSION The TEAM is a viable instrument for the assessment of non-technical performance during simulated obstetric and gynaecologic emergencies, thus enhancing the feasibility of simulation-based training.

Efficacy Beliefs, Empowering Leadership, and Project Success in Public Research Centers: An Italian-Polish Study.

Abstract: In the world of university research, although the figure of project manager is not formally foreseen, the principal researcher (PR) is, at many times, the last responsible the project results, schedule, and cost. The study aimed to investigate, in the light of the literature and through a cross-cultural study conducted in Italy and Poland, the relationship between soft skills (empowering leadership style, self-efficacy beliefs, and collective efficacy) of the principal researcher (PR) and the perceived success of research projects and satisfaction with the project, taking into account cross-cultural differences. A total of 67 PRs of complex projects in public universities (28 in Italy and 39 in Poland) participated in the study, completing a self-report questionnaire. Data were analyzed using descriptive and correlational analyses. The results showed a significantly higher mean value for team management self-efficacy in a Polish sample and a higher satisfaction with projects in Italian sample. All the soft skills included in the study were related to project success and satisfaction with the project. The results could be used to identify possible ways of intervention to establish a more mature project culture in public research organizations.

The need for purposeful teaching, learning and assessment of crisis resource management principles and practices in the undergraduate pre-hospital emergency care curriculum: A narrative literature review

Abstract: IntroductionTraditionally, undergraduate emergency medical care (EMC) training programs have, over the years, typically focussed on developing individuals with proficiency in clinical skills who can perform complex procedures in the act of administering safe and effective emergency care in the pre-hospital setting. A shortcoming of this training relates to the attention given to the soft skills needed to work efficiently in a team-based environment. Crisis resource management (CRM) is a structured, evidence-based approach to training that is designed to enhance teamwork performance in critical circumstances where the absence of coordinated teamwork could lead to undesired outcomes. MethodsA narrative review of GOOGLE SCHOLAR, MEDLINE, PUBMED, CINAHL as well as paramedic-specific journals was conducted. Articles were included if they examined the importance of CRM in pre-hospital emergency care; training undergraduate pre-hospital emergency care students on the principles and practices of CRM; and non-technical skills in pre-hospital emergency care. DiscussionResearchers found limited articles related to CRM and the pre-hospital emergency care setting. Our findings reveal that CRM focusses on addressing non-technical skills necessary for effective teamwork and that those identified to be relevant for effective teamwork in pre-hospital emergency care setting include situation awareness, decision-making, verbal communication, teamwork as well as leadership and followership skills. ConclusionEffective team management is a core element of expert practice in emergency medicine. When practised in conjunction with medical and technical expertise, CRM can reduce the incidence of clinical error and contribute to effective teamwork and the smooth running of a pre-hospital emergency care plan.

Effective Senior Surgical Residents as Defined by Their Peers: A Qualitative Content Analysis of Nontechnical Skills Development.

Abstract: Objective This study aims to define an effective senior resident and understand the process of leadership and nontechnical skill development in the transition from junior to senior surgery resident. Summary background General surgery residents are responsible for patient care, technically demanding operations, and diverse care team management. However, leadership skill development for the transition from junior to senior resident roles is often overlooked. Methods We conducted 15 semi-structured focus groups with surgery residents from an urban, academic institution. Focus group transcripts were inductively coded. Using content analysis and constant comparative methodology, primary codes were refined into categories and organized into higher-level themes. Results Thirty-three general surgery residents completed fifteen focus groups. Six themes were identified. Three themes describe the process of becoming an effective senior resident: how to define a senior resident's scope of practice, the transition process, and the importance of personal investment. Three themes were identified regarding effective seniors: ideal traits, teachable skills, and the team and patient impact. Conclusions Surgery residents define an effective senior resident as the team member with the highest level of experience who manages the big picture of patient care. The transition is improved by personal engagement and acknowledgement of the transition. Ideal traits of effective seniors, including emotional intelligence and inherent personality traits, allow a resident to more naturally assume this role; however, teachable skills, such as communication, expectation setting and competence, can be taught to improve one's effectiveness. The actions of a senior resident impact the team and patient care, underscoring the importance of understanding this role.

Realistic evaluation of the Flexmonitor, a team program to maintain and reflect on flexibility.

Abstract: Purpose: Flexibility is necessary in a dynamic healthcare environment. However, balancing flexibility and consistency is difficult for healthcare teams, especially when working in threatening conditions. Methods are needed to help teams create, monitor and maintain flexibility. Design/methodology/approach: This study evaluates a practice-based program –– the Flexmonitor – which aims to help teams develop and maintain flexibility. Here, realistic evaluation was used to refine the program and define building blocks for future programs. Findings: The Flexmonitor can be used to monitor implicit criteria and differences in interpretation and beliefs among team members to promote flexibility. It also monitors team behavior and the effects of this behavior on self-defined indicators. Using the Flexmonitor, team members can discuss their beliefs and the definitions and criteria of flexibility. Strikingly, teams were not able to effectively self-manage their flexibility using the Flexmonitor. Originality/value: This article contributes to our knowledge of self-managing teams, particularly the question of whether team members can take responsibility for team flexibility.

The development of team leadership in the educational environment of an educational institution

Abstract: The work is devoted to the problem of transition to a new concept of management (from administrationand management to leadership). The purpose of the article is to highlight the features of team leadership as a form of management of an educational institution, to identify factors and tools that affect its development, tooutline the factors of the influence of the educational environment on the formation of the management team.It is emphasized that team leadership is a promising form of educational institution management, as it is ableto respond adequately and quickly to changes in both internal and external environment of the educationalinstitution, to ensure more effective collegial management of educational institutions in conditions of instabilityand constant changes. It was found that team leadership is based on the principles of delegation of powerand cooperation, the use of a matrix organizational structure of management, the formation of a management team,effective teamwork in performing management functions to achieve goals of development and competitivenessof educational institutions in the market of educational services. It is proposed a model of development of teamleadership in an educational institution, which provides for the implementation of targeted, meaningful,organizational, effective components, taking into account changes in the external and internal environment. Itis determined that the development of the internal educational environment of the educational institution willpromote the development of management teams and the transition to team management through a numberof factors related to target orientations, socio-psychological support, introduction of a number of actionsand measures for team building and leadership development. It is paid the attention to the introductionof trainings on team building and the development of leadership in the educational institution. It is giventhe general stages of the organization and carrying out of such training for administrative staff, membersof pedagogical, scientific and pedagogical staff of educational institutions.

Fostering creativity in interdisciplinary and intercultural teams: The importance of team building and team management

Abstract: In many contexts, whether for work, study or play, teams are widely used to carry out tasks, especially complex and creative tasks. Though metaanalyses have shown the benefits of diversity for team creativity, these benefits are almost exclusively accompanied by the challenges diversity poses to team effectiveness and creativity (e.g., conflicts, stress, negative emotionality, and tensions from perceived paradoxes). The double-edged effects of diversity on team creativity and effectiveness must be coped with tactfully if creative success in teams is to be achieved. This chapter focuses on creativity in interdisciplinary and intercultural teams. It differentiates teams from groups and identifies determinants of effectiveness and creativity in teams with high diversity. The literature on team creativity will be discussed from the perspectives of psychology and management, as well as our own research and experiences in order to gain further insight and understanding of how to build and manage highly diverse teams to achieve creative goals.

Relationship between Team Conflict and Performance in Green Enterprises: A Cross-Level Model Moderated by Leaders’ Political Skills

Abstract: It is evident that, being a member of the organization, the team has to cue the influx of the green management concepts This study focuses on the aspect of team management in green enterprises Applying leadership theory to sample green enterprises, this paper proposes that political skills of team leadership have moderating effects on the relationship between team conflict (relationship conflict and task conflict) and performance at both the individual and team levels Empirical data were collected from 85 dyads of leaders and team members in 36 green enterprises in China It was found that the leaders’ political skills weakened the negative effects of relationship conflict on individual performance and team performance Further, leaders’ political skills strengthened the positive effects of task conflict on individual and team performance The results of this study deepen the cognition of two types of team conflict in theory and provide theoretical guidance for green enterprises in carrying out effective team conflict management and practical political skills training for leaders

Knowledge Acquisition on Team Management Aimed at Automation with Use of the System of Organizational Terms.

Abstract: The aim of the paper is to present a new approach to knowledge acquisition on team management based on the original methodological concept called the system of organizational terms. The topic of knowledge acquisition on team management is important because of a lack of development in managerial work automation in recent years. The scientific problem is how to acquire knowledge on team management in the holistic, coherent and formalized way and how to represent team management in order to automate it. Both aspects of this scientific problem are described in this paper. On the one hand there is a common perspective met in management studies, and on the other hand also the original perspective of the system of organizational terms was presented. In the paper there is also a short description of a solution for this scientific problem and examples of previous research verifying the system of organizational terms as a method of knowledge acquisition on team management and team management representation aimed at automation this area of

Level of Similarity of Team Management with the Use of System of Organizational Terms

Abstract: This paper aims at estimating a level of similarity in team management in a given project in two dimensions of managerial actions: types of management techniques used by managers and their sequence. In management studies, there is extensive research on management styles, management skills, and management roles. Despite this, they are still not sufficient to estimate the similarity of team management. To solve the problem of ambiguity of these terms, more efficient methodology of managerial work was introduced. This methodology is called the system of organizational terms, and it allows nonparticipating observations of team managers and their members by online management tools, which record human actions. The system was used in the research of five teams of students, who were given the same project to conduct for one month. Their teamwork was recorded by online management tools in content and time domains; however, in this paper, a level of team management similarity is considered only in the field of the time domain. The main conclusion from the research is that there are no similarities in team management done by the managers.

Student-led research team-building program may help junior faculty increase productivity in competitive biomedical research environment.

Abstract: Interdisciplinary research teams can increase productivity among academic researchers, yet many junior investigators do not have the training or financial resources to build productive teams. We developed and tested the acceptability and feasibility of three low-cost services to help junior faculty build and maintain their own research teams. At an urban academic medical centre, we implemented three types of consultation services: 1) giving talks on evidence-based best practices for building teams; 2) providing easy-to-use team building resources via email; and 3) offering a year-long consultation service—co-led by students—that taught faculty to build and maintain research teams. Our primary outcome was the number of faculty who used each service. For the yearlong consultation service, we asked faculty participants to complete three online self-assessments to rate their leadership confidence, the team’s performance, and which of the consultation components were most helpful. We used descriptive statistics to evaluate faculty assessment scores at three timepoints by comparing median scores and interquartile ranges. We gave 31 talks on team building to 328 faculty and postdoctoral fellows from 2014 to 2020. Separately, 26 faculty heard about our research team building expertise and requested materials via email. For the consultation service, we helped build or enhance 45 research teams from 2014 to 2020. By the end of the consultation, 100% of the faculty reported they were still maintaining their team. In the initial survey, the majority of participants (95.7%, n = 22) reported having no or few experiences in building teams. Further, when asked to rate their team’s performance at 12-months, faculty highly rated many elements of both teamwork and taskwork, specifically their team’s productivity (6/7 points), morale (6/7 points), and motivation (6/7 points). By the end of the program, faculty participants also highly rated two components of the consultation program: recruitment assistance (7/10 points) and provision of team management tools (7/10 points). For participating faculty, our program provided valued guidance on recruitment assistance and team management tools. The high demand for team-building resources suggests that junior faculty urgently need better training on how to develop and manage their own team.