Thematische Bibliographien / Managing teams

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Auswahl der wissenschaftlichen Literatur zum Thema „Managing teams“

Autor: Grafiati

Veröffentlicht am 28. Juni 2021

Zuletzt aktualisiert am 29. Juli 2025

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Zeitschriftenartikel zum Thema "Managing teams"

Holpp, Lawrence. "Managing Teams." Team Performance Management: An International Journal 6, no. 3/4 (2000): 73–76. http://dx.doi.org/10.1108/tpm.2000.6.3_4.73.5.

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Roufaiel, Nazik S., and Marv Meissner. "Self‐managing teams." Benchmarking for Quality Management & Technology 2, no. 1 (1995): 21–37. http://dx.doi.org/10.1108/14635779510081625.

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Johne, Axel. "Self-managing teams." Technovation 12, no. 6 (1992): 415. http://dx.doi.org/10.1016/0166-4972(92)90008-6.

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Petreska, Ena. "MANAGING VIRTUAL TEAMS." Economic Development 24, no. 4 (2022): 160–73. http://dx.doi.org/10.55302/ed22244160p.

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LaBrosse, Michelle. "Managing virtual teams." Employment Relations Today 35, no. 2 (2008): 81–86. http://dx.doi.org/10.1002/ert.20205.

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Matsudaira, Kate. "Managing Hybrid Teams." Queue 21, no. 3 (2023): 5–16. http://dx.doi.org/10.1145/3606015.

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After three years of working remotely, many companies are asking their people to return to the office. Not everyone is coming back, however. With some people in the office and some still working from home, leaders must get this transition to hybrid work right. Hybrid is the worst of both worlds in some ways. You can easily end up creating two experiences?one for the people in the office and one for the remote workers?which can lead to problems that will compound over time and have long-term damaging effects on your team. For leaders who are navigating a newly hybridized work environment, this

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Tarim, T. B. "Managing technical professionals: managing remote teams." IEEE Engineering Management Review 41, no. 2 (2013): 3–4. http://dx.doi.org/10.1109/emr.2013.2259971.

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Jaqua, Ecler Ercole, and Terry Jaqua. "Managing Groups and Teams." International Journal of Research Studies in Medical and Health Sciences 6, no. 4 (2021): 6–8. http://dx.doi.org/10.22259/ijrsmhs.0604002.

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Dogan, Mustafa, and Pinar Yildirim. "Managing automation in teams." Journal of Economics & Management Strategy 31, no. 1 (2021): 146–70. http://dx.doi.org/10.1111/jems.12456.

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Monalisa, Mitali, Tugrul Daim, Fahim Mirani, Pranabesh Dash, Rabah Khamis, and Vijay Bhusari. "Managing Global Design Teams." Research-Technology Management 51, no. 4 (2008): 48–59. http://dx.doi.org/10.1080/08956308.2008.11657514.

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Dissertationen zum Thema "Managing teams"

Antoniadis, Dimitris. "Managing complexity in project teams." Thesis, Loughborough University, 2009. https://dspace.lboro.ac.uk/2134/12790.

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The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects. These challenges require a nonlinear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed. Interconnections between the various project parties, from individuals to companies, have always been identified as an area which requires attention. Indeed, project management sub

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Holmgren, Fredrik, and Karl-Rikard Johansson. "Crisis Management : The nature of managing crises." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-27208.

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Purpose - The purpose of this thesis is to provide recommendations for commercial organizations when managing crises. By examining the ongoing operations of health care organizations the thesis will investigate the application of a similar structure toward commercial organizations. Background - In the globalized a fast paced reality we operate in it is essential for organizations to be prepared for the unthinkable. This have been illustrated not only in reality, but also empathized by a vast amount of researchers. A survey made by Steelhenge, an international consultancy, argues that organizat

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Ochieng, Edward G. "Framework for managing multi-cultural project teams." Thesis, Loughborough University, 2008. https://dspace.lboro.ac.uk/2134/15627.

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The theory and practice of team integration has changed fundamentally over the last five years, driven by the growing demands of multi-cultural team working and greater understanding of cultural issues and diversity in the internationalised construction environment. According to the literature reviewed, the challenge to the construction industry in both developed and developing countries is to address its poor performance on people management by focusing on multicultural team working. Different reports published by governing bodies in developed countries such as the UK continue to highlight th

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Suazo, Kïrsten N. "Effectively managing a virtual workforce." [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/KSuazoPartI2006.pdf.

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Feise, Philipp, and von Hatzfeldt Trachenberg Paul Philipp Maria Graf. "The Effects of Digitalization on Managing Project Teams." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44003.

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Background: In various industries, market power is concentrated on a few major companies, which makes competition increasingly challenging for small and medium-sized enterprises. Those SMEs are furthermore impacted by the characteristics of their industry and need to change constantly and adapt to maintain competitive in this challenging market environment. The IT sector is characterized by a high degree of digitalization, quickly changing customer needs, and short lifecycles. Thus, many IT firms apply agile working methods, increase working in teams, and use different digital tools and applic

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Shemla, Meir, and Jürgen Wegge. "Managing diverse teams by enhancing team identification: The mediating role of perceived diversity." SAGE Publications, 2018. https://tud.qucosa.de/id/qucosa%3A71545.

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Although diversity provides a greater pool of knowledge and perspectives, teams often do not realize the potential offered by these additional informational resources. In this study, we develop a new model seeking to explain when and how teams that are diverse in terms of educational background utilize the afforded informational variety by engaging in deeper elaboration of task-relevant information. We found that collective team identification moderated the relationship between educational team diversity and elaboration of task-relevant information, such that under high (low) levels of team id

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Ollilainen, Anne Marjukka. "Gendered Processes in Self-Managing Teams: A Multiple Case Study." Diss., Virginia Tech, 1999. http://hdl.handle.net/10919/27105.

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This study examines how gender as a socio-cultural construction factors in the currently occurring change from a bureaucratic work organization to more interactive and team-based structures. Informed by Joan Acker's theory of gendered organization, I identify processes that produce and reproduce gendered relationships of domination and subordination in self-managing teams, despite the premise that self-managing teams foster more egalitarian workplace relations. In a multiple case study, using in-depth interviews and participant observation, I examine four currently functioning, mixed-sex, self

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Hass, Nicolette P. "The power of teams: Do self-managing work teams influence managers' perceptions of potency?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4961/.

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The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indicated a significant linear relationship between team perceptions of team potency and stage of team deve

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Larson, Wanda J. "Team Member Characteristics Contributing to High Reliability in Emergency Response Teams Managing Critical Incidents." Diss., The University of Arizona, 2011. http://hdl.handle.net/10150/145418.

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Emergency response team (ERT) member characteristics that contribute to High Reliability performance during patient care resuscitation events or other Critical Incident Management Situations are poorly understood. Findings from this study describe individual characteristics that experienced interprofessional ERT members perceive as contributing to High Reliability performance within the critical incident management context. This study supports the need for interprofessional research about emergency response teams’ High Reliability in hospital-based settings. ERT High Reliability, or “better th

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Mathur, Praveen S. M. Massachusetts Institute of Technology. "Managing projects utilizing self-managed teams and managerial toolkits." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/55222.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 77-78).<br>Project Management is an essential function in most software companies today. With increasing complexity and inter connectivity between software projects, it is not surprising that managing such large scale development projects can be expensive and extremely time consuming for the sponsoring organization. In large scale complex software projects the project manager has to ensure that enough resources are

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Bücher zum Thema "Managing teams"

Brzostowski, Matthew Adam. Managing teams. Matthew Adam Brzostowski, 2012.

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Wellington, Patricia. Managing successful teams. Kogan Page, 2012.

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Birnbrauer, Herman. Managing by teams. Institute for Business & Industry, 1985.

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Walzel, Stefan, and Verena Römisch, eds. Managing Sports Teams. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-56495-7.

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Phillips, Nicola. Managing international teams. Irwin Professional Pub., 1994.

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Wellington, Patricia. Managing successful teams. Kogan Page, 2012.

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Lewis, Richard D. When teams collide: Managing the international team. Nicholas Brealey Pub., 2012.

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M, Rocine Victor, and Society of Management Accountants of Canada., eds. Managing cross-functional teams. Society of Management Accountants of Canada, 1994.

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L, Shapiro Debra, Von Glinow, Mary Ann Young, 1949-, and Cheng, Joseph L. C. 1952-, eds. Managing multinational teams: Global perspectives. Elsevier JAI, 2005.

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Paul, Ching, ed. Creating, managing, and evaluating multidisciplinary teams. American Association of Petroleum Geologists, 1993.

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Buchteile zum Thema "Managing teams"

Sewell, Graham, Liz Fulop, Stephen Linstead, and William D. Rifkin. "Managing teams." In Management. Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-15064-9_7.

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Procter, Stephen, Liz Fulop, Stephen Linstead, Frank Mueller, and Graham Sewell. "Managing teams." In Management and Organization. Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92292-5_12.

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Abramson, Neil Remington, and Robert T. Moran. "Teams." In Managing Cultural Differences. Routledge, 2017. http://dx.doi.org/10.4324/9781315403984-8.

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Anderson, Jesse. "Managing Big Data Projects." In Data Teams. Apress, 2020. http://dx.doi.org/10.1007/978-1-4842-6228-3_9.

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Serrat, Olivier. "Managing Virtual Teams." In Knowledge Solutions. Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-0983-9_68.

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Ireland, Shawn. "Managing virtual teams." In People Management. Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-21389-0_7.

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Sargeant, Adrian, and Jayne George. "Managing fundraising teams." In Fundraising Management, 4th ed. Routledge, 2021. http://dx.doi.org/10.4324/9781003097433-17.

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Dale, B. G., J. Bamford, D. Bamford, and A. van der Wiele. "Teams and Teamwork." In Managing Quality 6e. John Wiley & Sons, Ltd, 2016. http://dx.doi.org/10.1002/9781119302735.ch11.

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Corbitt, Gail, and Ben Martz. "Managing Teams of Teams: Lessons Learned." In Educational Innovation in Economics and Business VI. Springer Netherlands, 2002. http://dx.doi.org/10.1007/978-94-017-1390-0_4.

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Einhorn, Frank. "Project Teams and Organization." In Managing Business Projects. Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003321101-15.

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Konferenzberichte zum Thema "Managing teams"

Pillai, Asokan P. "Managing an Integrated Direct Assessment Pipeline Integrity Management Program (IDAPIM) Online in Real Time in the Cloud." In CORROSION 2014. NACE International, 2014. https://doi.org/10.5006/c2014-3913.

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Abstract An Integrated Direct Assessment Pipeline Integrity Management Program (IDAPIM) is certainly one of the most versatile, globally accepted and approved pipeline integrity inspection protocols. The systematic approach, with risk assessment, direct measurements and continuous improvement, is clearly a holistic approach that other inspection protocols, including hydrostatic testing and in-line inspection, do not present. The primary hitch of an IDAPIM is the size of the data and the data integration and analysis requirements. This paper discusses the development of an on-line real time clo

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Oates, S. W., M. R. Gregg, K. J. Mulak, G. G. Walsh, and A. Dickinson. "A Novel Approach to Managing a Seawater Injection Biocide Program Reduces Risk, Improves Biological Control, and Reduces Capital and OPEX Costs on an Offshore Platform." In CORROSION 2006. NACE International, 2006. https://doi.org/10.5006/c2006-06665.

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Abstract Although 2-propenal chemistry1 has been commercially available for many years for several applications in the oil and gas production industry2-6 and is well known for its efficacy as a biocide7-8 until recently it has not been widely used on offshore oil production platforms due to safety concerns with the chemistry. Recent advances in chemical application hardware have allowed the use of 2-propenal on offshore oil production platforms with a lower level of risk than conventional biocides. This paper compares 2-propenal vs. conventional biocides applied on an offshore oil production p

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Rohn, Janice Anne, and Carola Fellenz Thompson. "Managing UX teams." In CHI '14: CHI Conference on Human Factors in Computing Systems. ACM, 2014. http://dx.doi.org/10.1145/2559206.2566672.

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Rohn, Janice A., and Carola Fellenz Thompson. "Managing UX teams." In CHI '13 Extended Abstracts on Human Factors in Computing Systems. ACM Press, 2013. http://dx.doi.org/10.1145/2468356.2468815.

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Rohn, Janice, Dennis Wixon, Jim Nieters, and Carola Thompson. "Managing UX teams." In the 2011 annual conference extended abstracts. ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979542.

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Rohn, Janice, and Dennis Wixon. "Managing user experience teams." In the 2012 ACM annual conference extended abstracts. ACM Press, 2012. http://dx.doi.org/10.1145/2212776.2212695.

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Bhusari, Vijay, Mitali Monalisa, Rabah Khamis, Fahim Mirani, and Pranabesh Dash. "Managing Global Design Teams." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349458.

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Jain, Jhilmil, Catherine Courage, Jon Innes, Elizabeth Churchill, Arnie Lund, and Daniel Rosenberg. "Managing global UX teams." In the 2011 annual conference extended abstracts. ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979492.

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Rohn, Janice, and Dennis Wixon. "Managing user experience teams." In the 2011 annual conference extended abstracts. ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979567.

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Dakich, M. "Building and managing teams." In IPCC 98. Contemporary Renaissance: Changing the Way we Communicate. Proceedings 1998 IEEE International Communication Conference. IEEE, 1998. http://dx.doi.org/10.1109/ipcc.1998.726974.

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Berichte der Organisationen zum Thema "Managing teams"

Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, 2018. http://dx.doi.org/10.7146/aul.273.

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In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative an

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Johnson-Lawrence, Vicki, Rodlescia Sneed, Kenyetta Dotson, Margaret Njoroge, and Pamela Pugh. Trauma-Informed Approaches and Community Engagement: Community Engaged Research (CEnR) and Programming for Public Health and Health Inequities. RTI Press, 2024. http://dx.doi.org/10.3768/rtipress.2024.rb.0037.2403.

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In communities heavily affected by trauma, trauma-informed approaches (TIAs) are essential to minimize unintended consequences and harm associated with receiving clinical, social, and other support services. The visibility of traumatic events continues to increase. In turn, public health teams must build capacity and integrate TIAs into public health research and practice, particularly for communities managing multiple health inequities. Community-engaged approaches have become increasingly common in public health to address health inequity. Community-engaged research (CEnR) is a TIA that publ

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Shyshkina, Mariya P., and Maiia V. Marienko. Augmented reality as a tool for open science platform by research collaboration in virtual teams. [б. в.], 2020. http://dx.doi.org/10.31812/123456789/3755.

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The provision of open science is defined as a general policy aimed at overcoming the barriers that hinder the implementation of the European Research Area (ERA). An open science foundation seeks to capture all the elements needed for the functioning of ERA: research data, scientific instruments, ICT services (connections, calculations, platforms, and specific studies such as portals). Managing shared resources for the community of scholars maximizes the benefits to society. In the field of digital infrastructure, this has already demonstrated great benefits. It is expected that applying this p

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Jacobs, Michael, and Shlomo Angel. Getting Results in Housing: A Framework for Monitoring Results in Housing Projects: Using Measurable Indicators. Inter-American Development Bank, 2006. http://dx.doi.org/10.18235/0008524.

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The aim of this paper is to help project teams develop results indicators for housing projects. These indicators are intended, primarily, as an instrument for managing projects and should help staff in the country offices, in headquarters and in executing agencies to identify the components of a project that are working as intended, and the ones that may need attention to keep the project on track. Additionally, the indicators can provide a foundation for project evaluations, at the mid-term or upon completion of the project.

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Barron, Tania. Community Health and Safety: Recommendations and Tools. Inter-American Development Bank, 2011. http://dx.doi.org/10.18235/0009041.

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To date, the Inter-American Development Bank (IDB) has considered the impact of its projects on community health and safety on an ad hoc basis. Although the IDB's 2006 Environmental and Safeguards Compliance Policy (OP-703) requires that project teams consider health and safety issues in the context of managing project impacts and risks, no specific guidance currently exists on how to do this. This Community Health and Safety Guidance Note is designed to fill that gap by providing project teams and borrowers with advice on how to systematically identify, prevent, and/or mitigate potential impa

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Gonzalez Diez, Verónica M. Ex Post Evaluation of Mitigation Measures in the Samalayuca II and Monterrey III Thermal Power Generation Projects. Inter-American Development Bank, 2011. http://dx.doi.org/10.18235/0010446.

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This evaluation conducts an ex post review of the mitigation measures in the Samalayuca II and Monterrey III thermal power generation projects in Mexico. In general, it can be concluded that both thermoelectric power plants took into account most of the environmental impacts and mitigation measures recommended by the literature. A more active role in project design, supervision, and monitoring by the IDB would increase the technical value added. Social action plans need to be considered, as well as local community participation during project design and monitoring. Targeted studies to solve en

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Chiang, Lisa, Mary-Anne Wallwork, and Lauren D. Terzis. Utilising a Collaborative Approach Between the Counselling and Health Clinics Teams for a Student Intern-led Wellbeing Check-in Service: A Program Evaluation. Journal of the Australian and New Zealand Student Services Association, 2024. http://dx.doi.org/10.30688/janzssa.2024-2-03.

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The demand for mental health support in universities is on the rise and university services are struggling to keep up. Being able to provide appropriate support and counselling services in a timely manner is crucial to support students in engaging with and managing their university studies. The Griffith University Student Health, Counselling and Wellbeing team, in collaboration with Griffith Health Clinics, has implemented a student intern-led, interdisciplinary, cross-departmental, and iterative program to support students’ wellbeing while awaiting formal counselling services. Universities ar

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Doo, Johnny. Unsettled Issues Concerning the Opportunities and Challenges of eVTOL Applications during a Global Pandemic. SAE International, 2020. http://dx.doi.org/10.4271/epr2020022.

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Electric vertical takeoff and landing (eVTOL) aircraft technology has developed beyond the traditional aviation industry and now influences the creation of new and novel transportation applications. Some experts even suggest on-demand eVTOL logistics capabilities could be harnessed by crisis response teams to c ombat a future pandemic. The lessons of the COVID-19 crisis highlighted the challenges of managing a global pandemic response due to the difference in regional and local resources, culture, and political systems. Although there may not be a uniform crisis management strategy that the wo

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Li, Richard. LegalOne Stellar Novo 2024 (China). LegalOne Global Limited, 2024. http://dx.doi.org/10.62436/a-1727064077733.

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The Stellar Novo award recognises the exceptional talents of rising legal practitioners, including senior associates, counsel, and young partners. This award, aligned with LegalOne's philosophy, evaluates candidates based on their practical skills and professional experiences while simultaneously valuing their leadership potential and ability to work collaboratively within teams. Next generation legal practitioners form the cornerstone of the legal services industry. Those who excel have navigated the steep learning curve of the legal profession, acquiring substantial experience in playing the

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Lucas, Brian. Designing and Managing National Climate Finance Vehicles. Institute of Development Studies, 2025. https://doi.org/10.19088/k4dd.2025.045.

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This report provides a very brief outline of some of the issues that are likely to emerge, and decisions that need to be made, in developing an NCFV, along with a small number of illustrative examples. The issues and choices are grouped in terms of objectives, legal structures, governance and oversight structures, organisational structures and partnerships, capitalisation, fiduciary standards, investment framework, project management and political economy issues.

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