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Ankur Mehra. "Effective Team Management Strategies in Global Organizations." Universal Research Reports 9, no. 4 (2022): 409–25. http://dx.doi.org/10.36676/urr.v9.i4.1363.
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This research paper examines the intricate dynamics of managing global teams in contemporary organizations. As businesses increasingly operate on a global scale, the need for effective strategies to manage diverse, geographically dispersed teams has become paramount. This study synthesizes current literature and empirical findings to provide a comprehensive overview of the challenges and opportunities in global team management. It explores cultural dynamics, leadership approaches, communication strategies, organizational structures, and technological considerations that impact global team performance. The paper also discusses future trends and proposes strategies for implementing and measuring the success of global team management initiatives. By integrating theoretical frameworks with practical insights, this research aims to contribute to the growing body of knowledge on effective global team management and provide actionable recommendations for practitioners and organizations.
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Stojadinović-Jovanović, Sandra, Ivana Bojović, and Boban Dašić. "Team and teamwork in the function of effective management." Ekonomski signali 16, no. 1 (2021): 95–112. http://dx.doi.org/10.5937/ekonsig2101095s.
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An unavoidable part of organizational life and management is teamwork. The goal of forming and using teams is to realize certain jobs and work tasks, to achieve or contribute to the achievement of certain results and thus the effective achievement of defined organizational goals. Only an effective team can contribute to the effectiveness of management. For these reasons, the subject of the paper is to consider the characteristics of the team and teamwork, the advantages and disadvantages of the use of teams and the effectiveness issue of the team itself. The aim of the paper is to point out the possibilities that the use of the team can provide, and also the obstacles it can bring, in order to recognize the ways of achieving and improving the effectiveness of the team.
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Sara, Safa Neama. "Effective Teams for the Corporate World." International Journal of Management and Commerce Innovations 10, no. 1 (2022): 490–98. https://doi.org/10.5281/zenodo.7079376.
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<strong>Abstract:</strong> Teamwork would be needed to succeed competitively in the global open economy. For the corporate world, the use of a team-based system is no longer simply a waste resource for increasing the business quality of service. The use of successful teams has proven critical in today's developing economies to sustain businesses’ long-term stability and growth. Centred on the duplication of human resources, it has been not easy for corporate to distinguish themselves from the competition. And businesses must have perseverance and resilience in a world of continuous transition, to keep up with team growth. It isn't so hard to run a team, but it is a struggle to make a team successful. If teams do not gain efficiency, it can be time-consuming, but teams may yield previously elusive outcomes if they become efficient. The research involves a review of applicable literature. This research involves interviews with corporate in Erbil, Kurdistan, on which factors successful teams produce. The findings derived from these interviews were transcribed and analysed against the key research and the variations between them. <strong>Keywords:</strong> Team Roles, Team Work, Virtual Teams, Team Building, Communication. <strong>Title:</strong> Effective Teams for the Corporate World <strong>Author:</strong> Sara Safa Neama <strong>International Journal of Management and Commerce Innovations </strong> <strong>ISSN 2348-7585 (Online)</strong> <strong>Vol. 10, Issue 1, April 2022 - September 2022</strong> <strong>Page No: 490-498</strong> <strong>Research Publish Journals</strong> <strong>Website: www.researchpublish.com</strong> <strong>Published Date: 14-September-2022</strong> <strong>DOI: https://doi.org/10.5281/zenodo.7079376</strong> <strong>Paper Download Link (Source)</strong> <strong>https://www.researchpublish.com/papers/effective-teams-for-the-corporate-world</strong>
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Bliss, Julie. "Effective team management by district nurses." British Journal of Community Nursing 9, no. 12 (2004): 524–26. http://dx.doi.org/10.12968/bjcn.2004.9.12.17240.
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Tabatabaei, Manouchehr. "Global Perceptions of Teams in Project Management." International Journal of Information Technology Project Management 11, no. 2 (2020): 15–22. http://dx.doi.org/10.4018/ijitpm.2020040102.
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The importance of team building and teamwork cannot be over emphasized as more work is increasingly performed in teams. The success of teams can be influenced by the makeup of the team and the working relationship between team members. A group of individuals with the same perceptions and team values can form a more effective team with more effective teamwork activities resulting in more successful outcomes. The purpose of this research is to examine the perceptions of international students on teams and determine if culture is related to their perceptions of teams. The international students in a project management course were surveyed, and the findings suggest significant difference in perception of international students about the importance of team building skills and teamwork.
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Zamanov, Sergey. "Team management." Journal of Management and Science 1, no. 1 (2020): 110–13. http://dx.doi.org/10.26524/jms.2020.10.
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Why are some Organizations is successfully running and others are not? This has promoted the requirement for distinguishing essential attributes needed for cooperation. This article reviews the literature with a read of identifying a framework that educators will use to assist promote effective cooperation in their categories. The article talks about the components to build a team successfully, the procedure of team management for attaining the goal of the organization, and the significance of team management
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Zamanov, Sergey. "Team management." Journal of Management and Science 10, no. 2 (2020): 11–14. http://dx.doi.org/10.26524/jms.2020.2.3.
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Why are some Organizations is successfully running and others are not? This has promoted the requirement for distinguishing essential attributes needed for cooperation. This article reviews the literature with a read of identifying a framework that educators will use to assist promote effective cooperation in their categories. The article talks about the components to build a team successfully, the procedure of team management for attaining the goal of the organization, and the significance of team management
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Cheruvelil, Kendra Spence, Angela De Palma-Dow, and Karl A. Smith. "Strategies to Promote Effective Student Research Teams in Undergraduate Biology Labs." American Biology Teacher 82, no. 1 (2020): 18–27. http://dx.doi.org/10.1525/abt.2020.82.1.18.
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Biology labs often make use of student teams. However, some students resist working in teams, often based on poor experiences. Although instructors sometimes struggle with student teams, effective teams in biology labs are achievable. We increased student learning and satisfaction when working in research teams by (1) including in the syllabus a teamwork learning objective “to practice effective teamwork and team management, including modeling behaviors of inclusion and ethics, and using leadership skills to foster problem solving, team communication, conflict management, consensus building, and idea generation”; and (2) designing and implementing exercises that teach students the value of working in a team and how to be part of an effective student team (e.g., developing shared expectations, creating norms of behavior and team culture, and building awareness of the importance of team conflict and likely student responses to such conflict). We also used individual and team reflections on team functioning, following formal online team assessment. This article presents details about our curricular innovations as well as pretest and posttest data demonstrating student attitudes and beliefs regarding teamwork. We experienced improved student satisfaction and success in introductory biology lab courses, as well as reduced instructor guesswork and stress regarding student teams.
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Adham, Tawfig Khidir Ibnouf, and Amr Sukkar. "Effective Management of Construction Project Team: Identifying Team Composition Strategies and Criteria." Scholars Journal of Engineering and Technology 12, no. 02 (2024): 72–81. http://dx.doi.org/10.36347/sjet.2024.v12i02.005.
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This study delves into team composition within the construction industry, exploring its uniqueness amid the proven benefits of effective teamwork in productivity, innovation, and member satisfaction. Acknowledging the challenges arising from diverse workforces and projects-specific team requirements in construction, the research emphasizes the need for careful member selection to ensure project success. Focused on addressing gaps in understanding construction team management, the study aims to uncover fundamental elements crucial for steering these teams effectively. It endeavors to identify indispensable requisites by examining influential factors and criteria essential for creating an ideal team composition conducive to efficient management in construction. To achieve these goals, the study first reviewed the literature to distill critical criteria contributing to team effectiveness in various research fields. Subsequently, in-depth interviews with nine expert project managers and team members renowned for successful project leadership provided qualitative insights, which were analyzed thematically. The research identified three pivotal contributors to construction team effectiveness: Structured selection criteria and processes, qualifications, experience, and expertise, and finally, interpersonal skills and capabilities. These factors collectively shape a framework for optimizing construction team management, emphasizing the importance of systematic selection processes, relevant expertise, and critical interpersonal skills to foster collaborative team dynamics. This study illuminates the crucial components necessary for steering construction teams effectively, presenting insights valuable for refining industry practices and improving project outcomes. The study lays the groundwork for more efficient and successful construction project executions by bridging gaps in understanding the significance of member selection.
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Higgs, Malcolm. "Building an effective team." Team Performance Management: An International Journal 2, no. 4 (1996): 33–39. http://dx.doi.org/10.1108/13527599610131908.
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Tawfig, Khidir Ibnouf Adham, and Sukkar Amr. "Investigating the influence of organizational culture on team management: exploring effective factors and techniques." World Journal of Advanced Research and Reviews 22, no. 1 (2024): 1684–702. https://doi.org/10.5281/zenodo.14231457.
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This qualitative research examines how organizational culture intersects with team management in the construction industry. Conducting interviews with nine experienced construction project managers and team members, we collected data using a qualitative approach. We applied content analysis to scrutinize the gathered data, addressing the central question: 'Which strategies and techniques within organizational culture are essential for efficiently managing construction teams?' Our primary objectives were to clarify the intricate relationship between organizational culture and team management and outline key strategies crucial for effective team management. Consequently, the research revealed seven fundamental factors pivotal in facilitating effective team management, each accompanied by corresponding techniques. These factors encompass team formation and composition strategy, effective communication with the project team, employee development, team members' support, empowerment and autonomy, cultivation of a collaborative culture of trust and respect, and recognition and rewards policy. This study offers crucial insights into the correlation between organizational culture and successful construction team management, identifying vital strategies and techniques to enhance productivity, cohesion, and efficiency within construction teams
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Tawfig Khidir Ibnouf Adham and Amr Sukkar. "Investigating the influence of organizational culture on team management: exploring effective factors and techniques." World Journal of Advanced Research and Reviews 22, no. 1 (2024): 1684–702. http://dx.doi.org/10.30574/wjarr.2024.22.1.1219.
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This qualitative research examines how organizational culture intersects with team management in the construction industry. Conducting interviews with nine experienced construction project managers and team members, we collected data using a qualitative approach. We applied content analysis to scrutinize the gathered data, addressing the central question: 'Which strategies and techniques within organizational culture are essential for efficiently managing construction teams?' Our primary objectives were to clarify the intricate relationship between organizational culture and team management and outline key strategies crucial for effective team management. Consequently, the research revealed seven fundamental factors pivotal in facilitating effective team management, each accompanied by corresponding techniques. These factors encompass team formation and composition strategy, effective communication with the project team, employee development, team members' support, empowerment and autonomy, cultivation of a collaborative culture of trust and respect, and recognition and rewards policy. This study offers crucial insights into the correlation between organizational culture and successful construction team management, identifying vital strategies and techniques to enhance productivity, cohesion, and efficiency within construction teams
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Fatimah Malini Lubis, Ita Soegiarto, Pawisari, Koko Haryono, and Syamsurizal. "Company Management: The Influence of Organizational Structure and Leadership on Team Performance." International Journal of Economics (IJEC) 3, no. 1 (2024): 536–44. http://dx.doi.org/10.55299/ijec.v3i1.834.
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This research is driven by a need to gain insight into the key roles that effective leadership plays in achieving optimal performance within teams. In order to fully comprehend the dynamics of team leadership, it is essential to have a robust theoretical and conceptual framework in place. This understanding will help us to identify the factors that influence team performance, and in particular, the role that effective communication, positive feedback, rewards and recognition, and the creation of a supportive work environment plays in motivating teams. In addition, it is vital to consider the key factors that influence the performance of high-functioning teams, which include elements such as team trust, collaboration, effective communication, and leader support. This research employs the methodology of a literature study to ascertain the role of leadership in organizations. In conclusion, team leadership plays an essential role in achieving effective team performance in organizations. By developing a robust theoretical and conceptual framework, leaders can cultivate the practical and strategic insights necessary to lead teams effectively. Effective leaders influence team performance motivation, manage conflict, build cooperation, and create a supportive work environment. The significance of effective team performance is also evidenced by the key factors that influence great team performance. In practice, leaders must be able to apply these insights in a practical manner in order to achieve the desired results.
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Kolot, Svitlana, Anna Khristich, and Viktor Polic. "EMOTIONAL MANAGEMENT AS A COMPONENT OF EFFECTIVE TEAM MANAGEMENT." Applied Aspects of Information Technology 3, no. 2 (2020): 85–97. http://dx.doi.org/10.15276/aait.02.2020.6.
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Lipnack, Jessica, and Jeffrey Stamps. "The team solution for effective project management." Environmental Quality Management 3, no. 2 (1993): 203–21. http://dx.doi.org/10.1002/tqem.3310030210.
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Wawak, Sławomir. "Enhancing project quality through effective team management." International Journal of Information Systems and Project Management 12, no. 2 (2024): 50–67. http://dx.doi.org/10.12821/ijispm120203.
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This study aims to explore the relationship between team management and project quality, identify key contributing factors, and examine the role of employee involvement, commitment, and innovation. An empirical, cross-sectional study was conducted using an online survey to gather data from 510 respondents across various industries, projects, and experiences. Data analysis employed statistical techniques to reveal patterns and trends. Key factors contributing to project success include communication, comprehensive planning, clear roles and responsibilities, stakeholder requirements, and a supportive work environment. The significance of proper management approaches, techniques, and attitudes was also highlighted. The findings contribute to the current body of knowledge on project quality management and emphasize the need for a human-centered management approach to achieve high-quality project outcomes. This study sheds light on the pivotal role of effective team management in project quality, providing valuable insights and recommendations for project managers, team leaders, and organizations seeking to improve project performance.
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Hoch, Julia Elisabeth, Craig L. Pearce, and Linda Welzel. "Is the Most Effective Team Leadership Shared?" Journal of Personnel Psychology 9, no. 3 (2010): 105–16. http://dx.doi.org/10.1027/1866-5888/a000020.
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In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to team performance when age diversity and coordination were low, whereas higher levels of age diversity and coordination appeared to compensate for lower levels of shared leadership effectiveness. In particular strong effects of shared leadership on team performance were evident when both age diversity and coordination were low, whereas shared leadership was not related to team performance when both age diversity and coordination were high.
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Mohammad, Alotibe. "Effective Team Alignment to Meet Project Objectives." International Journal of Management and Commerce Innovations 12, no. 1 (2024): 158–64. https://doi.org/10.5281/zenodo.13304411.
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<strong>Abstract:</strong> Effective team alignment is a critical factor in the successful execution of projects. This paper explores the principles and practices that contribute to desirable team alignment and also demonstrates effective strategies that will help achieving optimum level of alignment. This paper will analyze the frameworks and adequate steps to ensure teams remain motivated and productive throughout the project lifecycle. <strong>Keywords:</strong> Team Alignment, Project Management, Communication, Collaboration, Leadership, Objectives. <strong>Title:</strong> Effective Team Alignment to Meet Project Objectives <strong>Author:</strong> Mohammad Alotibe <strong>International Journal of Management and Commerce Innovations </strong> <strong>ISSN 2348-7585 (Online)</strong> <strong>Vol. 12, Issue 1, April 2024 - September 2024</strong> <strong>Page No: 158-164</strong> <strong>Research Publish Journals</strong> <strong>Website: www.researchpublish.com</strong> <strong>Published Date: 12-August-2024</strong> <strong>DOI: https://doi.org/10.5281/zenodo.13304411</strong> <strong>Paper Download Link (Source)</strong> <strong>https://www.researchpublish.com/papers/effective-team-alignment-to-meet-project-objectives</strong>
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Egorov, Dmitry N. "STRATEGIES FOR EFFECTIVE FORMATION, MANAGEMENT, AND LEADERSHIP IN PROJECT TEAMS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4/2, no. 145 (2024): 27–35. http://dx.doi.org/10.36871/ek.up.p.r.2024.04.02.004.
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The article highlights the significance of team formation processes, leadership and management in the context of successful project implementation. Based on an analysis of existing research in the field of team building and leadership, the author conclude that a key factor in project success is the ability of leaders to organize groups whose members possess complementary skills, share a common goal, and have a clear understanding of their mutual responsibilities. Special attention is given to the importance of quickly establishing an atmosphere of trust and psychological safety within teams, which becomes especially relevant when working under tight deadlines and in virtual interaction settings. The article offers recommendations on leadership, emotional intelligence, promises, and a realistic approach to project management, as well as strategies for improving communication and the efficiency of team work.
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БЕРЕЗА, А. В., and И. А. ЛАНСКАЯ. "EFFECTIVE MANAGEMENT OF A TEAM OF IT SPECIALISTS." Экономика и предпринимательство, no. 11(148) (May 13, 2023): 1447–50. http://dx.doi.org/10.34925/eip.2022.148.11.289.
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Статья посвящена ключевым аспектам методологии формирования и эффективного управления командой IT-специалистов. Освящены теоретические основы функционирования IT-команд, проанализирован успешный зарубежный опыт, предложены меры по совершенствованию уровня управленческого взаимодействия в отечественных IT-компаниях. Практическим результатом исследования является предложенная авторская модель IT-менеджмента. The article is devoted to the key aspects of the methodology for the formation and effective management of a team of IT specialists. The theoretical foundations of the functioning of IT teams are consecrated, successful foreign experience is analyzed, and measures are proposed to improve the level of managerial interaction in domestic IT companies. The practical result of the study is the proposed author's model of IT management.
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Adham, Tawfig Khidir Ibnouf, and Dr Amr Sukkar. "Optimizing Construction Project Team Management: Identifying Team Development Strategies and Techniques." International Journal of Progressive Sciences and Technologies 42, no. 1 (2023): 292. http://dx.doi.org/10.52155/ijpsat.v42.1.5854.
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This qualitative research investigation explores the intersection of team development with team management, specifically within the construction industry context. Qualitative data was meticulously gathered through in-depth interviews with nine highly experienced construction project managers and team members. Employing a qualitative approach, we rigorously applied content analysis to scrutinize the amassed data, centering on the core inquiry: 'What precise strategies and techniques of team development are indispensable for effectively overseeing construction teams?' The principal objectives were dual-fold: firstly, to elucidate the nuanced interplay between team development and team management, and secondly, to outline and underscore the critical strategies essential for fostering effective team development within construction projects. Subsequently, the research unearthed three foundational factors pivotal in facilitating and optimizing effective team development, each underscored by its corresponding techniques. These factors encompass the empowerment of team members, strategic delegation coupled with robust support mechanisms, fostering an environment conducive to building effective teamwork and collaboration and fostering continuous personal development within the team context.This comprehensive study delivers invaluable insights into the intrinsic correlation between team development and successful management of construction teams, identifying pivotal strategies and techniques to augment overall productivity, team cohesion, and operational efficiency within construction team dynamics. These findings present a valuable guide for enhancing the efficacy of construction team management practices, thereby contributing significantly to the field.Keywords: coaching, content analysis, debriefing, qualitative study, skills development, team development, team intervention, team management, teamwork, training.
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Jonsson, Eythor, and Taman Powell. "An effective board from a team perspective." Corporate Board role duties and composition 2, no. 3 (2006): 7–15. http://dx.doi.org/10.22495/cbv2i3art1.
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This paper looks at boards from a team perspective, where insights from research on teams are used to discuss some classical problems of corporate governance. The Enron-case is used as an underlying theme as it portrays some of the biggest challenges that boards face today. Theories developed within the team literature emphasise that for boards to become more effective they need more time and better access to information as a source of knowledge, more structure and purposeful roles for directors and for the board in general, and they need to become smaller and more focused. In effect, the culture of teams could have avoided some of the blunders of the Enron board.
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Adham, Tawfig Khidir Ibnouf, and Amr Sukkar. "Effective Management of Construction Project Team: Identifying Leadership Qualities and Responsibilities." Scholars Journal of Economics, Business and Management 11, no. 02 (2024): 63–73. http://dx.doi.org/10.36347/sjebm.2024.v11i02.003.
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Leadership within construction project teams is a critical aspect of effective project management, yet a comprehensive understanding of essential leadership qualities and responsibilities remains elusive in academic discourse. This research addresses this gap by identifying key leadership characteristics crucial for the efficient management of construction teams. The study objectives include exploring essential leadership characteristics and filling the gap in the leadership literature specific to the construction industry. This study employed a qualitative data collection and analysis approach involving in-depth interviews with nine seasoned professionals from diverse construction-related roles and organizations. The findings reveal that emotional intelligence and relationship building are paramount for creating a collaborative and innovative work environment. Empowerment and inclusivity foster team initiative and diversity, although caution is warranted to mitigate potential negative impacts on role stress and unethical behavior. Recognition and appreciation of team contributions contribute to morale and motivation, while continuous learning encourages adaptability and growth. Precise goal setting and efficient communication are foundational for focused and responsive team dynamics, while delegation and trust-building strategies promote collaboration and cohesion. Finally, prioritizing employee well-being ensures a positive and healthy work environment conducive to sustained engagement. The study contributes valuable insights into leadership characteristics vital for constructing teams' optimal functioning and management. The multifaceted nature of construction project management is highlighted, emphasizing the need for leaders to possess a diverse skill set to navigate the complexities of team dynamics in the construction industry. The findings provide actionable knowledge for practitioners and scholars, fostering a more holistic comprehension of effective ......
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Umababu Chinta, Shalu Jain, and Pandi Kirupa Gopalakrishna Pandian. "Effective Delivery Management in Geographically Dispersed Teams: Overcoming Challenges in Salesforce Projects." Darpan International Research Analysis 12, no. 1 (2024): 35–50. http://dx.doi.org/10.36676/dira.v12.i1.73.
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In the era of digital transformation, Salesforce has emerged as a leading platform for customer relationship management (CRM), enabling businesses to streamline their operations and enhance customer engagement. However, the management of Salesforce projects in geographically dispersed teams presents unique challenges that can impact delivery effectiveness. This paper explores the complexities associated with delivering Salesforce projects when team members are located in different regions and proposes strategies to overcome these challenges. Geographically dispersed teams often encounter issues related to communication, coordination, and cultural differences. Communication barriers, such as time zone differences and language variations, can lead to misunderstandings and delays in project execution. Additionally, the lack of face-to-face interactions can hinder effective collaboration and team cohesion. Cultural differences may also affect team dynamics, impacting productivity and decision-making processes. To address these challenges, the paper emphasizes the importance of implementing robust communication strategies. Establishing clear communication protocols, utilizing collaboration tools, and setting up regular virtual meetings are crucial for maintaining alignment among team members. Leveraging technology such as video conferencing, project management software, and instant messaging platforms can bridge the gap caused by geographical distances, facilitating real-time updates and seamless information sharing.
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Oberșt, Ala. "ENHANCING PARTICIPATIVE MANAGEMENT - AN EFFECTIVE KEY ELEMENT OF FOOD SAFETY MANAGEMENT SYSTEM." Journal of Social Sciences II (4) (November 22, 2019): 92–99. https://doi.org/10.5281/zenodo.3550694.
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The main proposal of this research is to examine the existing literature on participative management and food safety management systems and identify the modality of working of food safety team. The food safety management system shall be developed and managed by a multi-disciplinary food safety team that includes those responsible for quality assurance, technical management, production operations, engineering and other relevant functions. It is necessary to document the team members within the study with a summary of their roles within the company. Membership of the food safety team needs to be formalized. The author gives the draft of regulation document of activity of food safety team activity to help researchers and food industry managers while conducting it in order to improve the decision making process. It requires a better understanding of organizational culture and the human dimensions of food safety.
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Tomova, Ana. "Framework for Establishing an Effective Management Team within Organizations." ENTRENOVA - ENTerprise REsearch InNOVAtion 10, no. 1 (2024): 379–87. https://doi.org/10.54820/entrenova-2024-0031.
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This paper presents contemporary concepts, characteristics, and managerial strategies tailored for the demands of the new century. It delves into the significance of competitiveness and the implementation of effective management practices, emphasizing the pivotal role of knowledge management, organizational culture, and environmental analysis. The central focus lies in explaining the fundamental traits of a modern manager, highlighting the imperative for proactive improvement within the company. The subject of this paper is to evaluate the adoption of contemporary management principles by corporate management teams. The study examines the merits, drawbacks, and obstacles faced by these teams through surveys, aiming to optimize management teams. The research employs the Julie Hay's Working styles Questionnaire to predict Role distribution within working teams, offering a strategic advantage over empirical allocation. Furthermore, it utilizes the Adizes' Questionnaire to assess the development of key characteristics essential for effective decision-making within organizations. Surveys were conducted in two Macedonian companies following international research standards. Statistical analysis was conducted on the Questionnaire responses, offering not only a comprehensive evaluation and comparison of management team success across the surveyed companies, but also recommendations for improvements within the companies.
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Dirks, Joni L. "Effective Strategies for Teaching Teamwork." Critical Care Nurse 39, no. 4 (2019): 40–47. http://dx.doi.org/10.4037/ccn2019704.
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Teamwork is essential for health care providers, who must work together to ensure safe and effective patient care. The ability to function effectively as a team is especially important in critical care, where ad hoc teams are brought together for short-term management of crisis situations. Teamwork training has been widely implemented, but ongoing education and practice are needed to maintain and improve competency. This article reviews some of the literature on team science and provides recommendations for enhancing training to promote development of a shared mental model. Strategies such as ensuring multidisciplinary participation, clarifying team resources and goals, and creating practice scenarios can increase the effectiveness of training for critical care teams. Evaluation can provide immediate feedback on learning outcomes and may facilitate subsequent transfer of learning to the clinical setting. Interventions that improve a team’s ability to work toward a common goal can improve outcomes for critically ill patients.
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Rismayadi, Budi. "Conflict Management Strategies in Human Resources Management Work Teams." Neo Journal of economy and social humanities 3, no. 1 (2024): 58–63. http://dx.doi.org/10.56403/nejesh.v3i1.183.
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This research aims to investigate effective conflict management strategies in the context of human resource management (HR) work teams. Conflict in the workplace, especially in HR teams, can be a significant challenge that affects productivity and harmony among team members. This research uses a qualitative approach with descriptive methods. The research results show that the implementation of conflict management strategies in human resource management work teams has a significant positive impact in improving harmonious and productive working relationships in the workplace. By implementing an open communication approach, teams can easily share information, express opinions, and resolve conflicts more effectively. Collaborative conflict resolution also allows team members to work together to find a solution that is satisfactory for all parties involved, thereby reducing the possibility of larger conflicts arising in the future. Additionally, through developing communication skills, team members can improve their ability to listen, express thoughts clearly, and understand others' perspectives, all of which are important aspects of managing conflict wisely.
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Ibeh, Florence, David Oyekunle, and David Boohene. "EXPLORING EFFECTIVE METHODS TO BOOST VIRTUAL WORKERS' MORALE FOR IMPROVED PROJECT PERFORMANCE." International Journal of Professional Business Review 9, no. 3 (2024): e04335. http://dx.doi.org/10.26668/businessreview/2024.v9i3.4335.
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Background: The continuous advancement of information technology has transformed how businesses and organizations carry out their day-to-day activities. Many people are choosing to work remotely because they are handling a significant number of human interactions through various virtual communication platforms. Remote work facilitates business growth and improves customer service, yet it presents its challenges, necessitating an investigation into virtual team morale to guarantee project success. Method: This study employed content analysis of readily available secondary data to examine the investigated phenomenon. Results: The study determined that the key elements for enhancing project success in virtual teams are technology adoption, an environment free from distractions, effective leadership, trust, communication, a well-defined task, active team engagement, and motivation. The study also found that morale strongly influences engagement and productivity in virtual teams. Therefore, when morale is high, virtual teams achieve their optimal performance. Conclusion: The research concluded that selecting the suitable technology for communication, assigning virtual team members with distinct roles and responsibilities, fostering a culture of accountability and trust within virtual teams, promoting efficient team collaboration, and motivating virtual team members are the most impactful tactics for enhancing employee engagement and performance in virtual teams.
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Mazur, N. "POPULARITY OF MANAGEMENT METHODOLOGIES IN GLOBAL PRACTICE." Journal of Lviv Polytechnic National University. Series of Economics and Management Issues 7, no. 1 (2023): 140–52. http://dx.doi.org/10.23939/semi2023.01.140.
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This scientific article explores the theoretical aspects of team management in the context of different management methodologies and compares the effectiveness of Agile and Waterfall project management methodologies. The study reveals that Agile methodologies are highly effective and provide significant cost savings but are still not widely used in Ukraine. Also, this article compares such methodologies as Scrum, Kanban, Lean, PRINCE2, SIX SIGMA, and Hybrid. The choice of methodology should depend on specific project conditions, such as team size and project complexity. The study presents new insights into the advantages and disadvantages of various approaches to team management. The study finds that teams using the Agile methodology achieve better results on average than teams using the Waterfall methodology. It also shows that using Agile methodologies is more common in small teams than in large ones. As project complexity increases, traditional methods such as Waterfall become more common. Therefore, the article provides a valuable contribution to the field of project management and can be helpful for project managers who are looking for an optimal approach to managing their teams. Purpose of the article. The purpose of this article is to investigate the theoretical aspects of team management in the context of different management methodologies and to compare the effectiveness of these methodologies in Ukraine and other countries. In addition, the paper aims to contribute to the ongoing debate about the benefits of using agile methodologies in project management and to highlight the need for further research in this area. Design/methodology/approach. This article is based on a comprehensive literature review of recent research and publications on team management and project management methodology. Research sources used include scientific journals, conference proceedings, books and online resources. The focus is on comparing and contrasting different approaches to team management across methodologies including Agile, Waterfall and Lean. The study also includes an analysis of empirical data collected during surveys conducted in Ukraine and other countries to determine the most effective team management practices for projects of various sizes and complexities. The research design used in this study is primarily qualitative as the focus is on exploring the theoretical aspects of team management through different management methodologies. However, research also includes a quantitative element, as the analysis of survey data involves the use of statistical methods to identify relationships between variables. Limitations of the study include the sample size of the survey participants and the geographical coverage of the study, which is mainly focused on Ukraine and other European countries. Findings. The results of this study indicate that Agile methodologies are becoming increasingly popular in software development teams around the world. The study also found that the use of Agile methodologies is more prevalent in smaller teams compared to larger teams. This trend may be due to the fact that smaller teams are more flexible and can adapt more easily to the iterative and collaborative nature of Agile methods. However, the data also suggests that as the complexity of a project increases, the use of Agile methods becomes less prevalent, with more traditional methods such as Waterfall being used instead. In terms of team management, the study found that the use of Agile methodologies can lead to higher levels of team collaboration and communication, which can ultimately lead to more efficient and effective project outcomes. However, it is important to note that effective team management requires more than just the use of a particular methodology, and other factors such as leadership, communication skills, and team dynamics also play a crucial role. Overall, the findings suggest that Agile methodologies can be a powerful tool for software development teams, particularly in smaller teams and less complex projects, but that effective implementation and management are key to achieving success. Originality/value. The originality and value of this study lie in the comprehensive analysis and comparison of different management methodologies in the context of team management. The study presents new insights into the advantages and disadvantages of various approaches to team management and provides practical recommendations for organizations in Ukraine and other countries. Furthermore, the study contributes to the existing body of literature on team management by providing empirical evidence on the effectiveness of different management methodologies. The study also highlights the importance of considering the size and complexity of the project when choosing a management methodology. Overall, the findings of this study can provide valuable guidance for managers and organizations in selecting the most suitable team management methodology for their specific needs and circumstances. Practical implications. The results of this study have practical implications for project managers and team leaders who are responsible for managing teams in different countries with different project sizes and complexities. Research shows that using a specific methodology does not guarantee success in team management and that an individualized approach based on the specific needs of the team and project is more effective. Overall, the practical implications of this study can help project managers improve their team management skills and increase the likelihood of project success.
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Горбунов, В. М., and Л. А. Сайтбагина. "Principles of effective management of a creative team." Industrial Economics, no. 3 (June 30, 2024): 85–88. http://dx.doi.org/10.47576/2949-1886.2024.3.3.013.
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В статье дано определение креативной деятельности сотрудников, выделены основные ее особенности. Рассмотрены основные принципы управления креативной командой – уникальность каждого сотрудника, персонализация его условий труда и карьерного пути, гибкость процесса постановки задач и общения с руководителем, открытость общения с другими сотрудниками. Представлены примеры факторов, повышающих эффективность креативной деятельности. This article defines the creative activity of employees, highlights its main features. The basic principles of managing a creative team are the uniqueness of each employee, the personalization of his work environment and career path, the flexibility of the task setting process and communication with the manager and the openness of communication with other employees. Examples of factors that increase the effectiveness of creative activity are presented.
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Maduka, Nnamdi Stanley, Helen Edwards, David Greenwood, Allan Osborne, and Solomon Olusola Babatunde. "Analysis of competencies for effective virtual team leadership in building successful organisations." Benchmarking: An International Journal 25, no. 2 (2018): 696–712. http://dx.doi.org/10.1108/bij-08-2016-0124.
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Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation. Design/methodology/approach The study adopted case study methodology to undertake an exploratory study of a manufacturing organisation. Using a questionnaire that was designed following a focussed literature review to identify the specific virtual leadership competencies, structured interviews were conducted face-to-face with 14 respondents from two major virtual team groups. The interviews were designed to elucidate the opinions and perceptions of virtual team members with respect to selected characteristics of their virtual team leaders (VTLs). The responses obtained were analysed using descriptive statistics and thematic analysis. Findings The study identified the competencies required for effective leadership in virtual teams in order to achieve the organisational project success. The performance of the two VTLs in the organisation was then assessed in the light of these identified competencies. The study also identified transformational leaders as important to be considered when selecting VTLs because they are known to achieve high-performing team. However, the study found that considering the virtual leadership competencies, the two VTLs were found to have not, on the whole, performed well because they are lacking in some of the leadership competencies required for effective leadership in a virtual team and this has led to their organisation not achieving the required success in virtual teams. Practical implications The study has implications for organisations’ virtual team project leaders. The identification of specific leadership competencies for virtual team leadership will enable organisations to be more informed when looking for effective leaders in their virtual teams in order to achieve high-performing virtual teams, which will lead to organisational growth and success. The study is expected to enhance the success rate of any typical organisation using virtual teams. Originality/value The study would be highly beneficial to both the potential and current stakeholder organisations considering virtual teams to execute business strategies. This study has also added to the body of knowledge by further exploring the leadership competencies needed for virtual teams.
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Routhieaux, Robert L., and Scott E. Higgins. "The Effective Team Member." Health Care Manager 18, no. 1 (1999): 29–34. http://dx.doi.org/10.1097/00126450-199909000-00005.
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Mitrofanova, Elena, and Aleksandra Mitrofanova. "Features of personnel management in teams." Management of the Personnel and Intellectual Resources in Russia 11, no. 4 (2022): 10–15. http://dx.doi.org/10.12737/2305-7807-2022-11-4-10-15.
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The article substantiates the relevance of personnel management issues in a team, shows the features of the implementation of the personnel management function in a team, and proves that traditional methods of personnel management methods are not very effective in working with team personnel. The goals, objectives and factors of personnel management in the team are determined. A typology of teams is presented that affects the implementation of personnel management functions in a team. The characteristics of the implementation of the main functions of personnel management in a team are given: the definition of a personnel management strategy in a team; planning to provide the team with the necessary personnel; attraction, selection and evaluation of personnel in the team; development of team personnel, including adaptation, advanced training and professional retraining of team personnel; motivation and stimulation of the work activity of team members as integral elements of teamwork at the present stage.
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Rao, M. S. "Collaborate to build effective teams to achieve organizational excellence and effectiveness." Industrial and Commercial Training 48, no. 1 (2016): 24–28. http://dx.doi.org/10.1108/ict-01-2015-0010.
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Purpose – The purpose of this paper is to collaborate to build effective teams to achieve organizational excellence and effectiveness. Design/methodology/approach – The paper outlines a blueprint to build an effective team based on various personality types leveraging their competencies and capabilities. Findings – It implores to identify various personality types of your team members, leverage their strengths, understand their expectations and apply different leadership tools and techniques as per the situation to build an effective team. Practical implications – The tools and techniques adopted by leaders to build teams can be applied in any industry and in any size of organization. Social implications – The social implications of this research suggests that leaders can do much better by collaborating to bring synergy in team members. Originality/value – It outlines to lead three types of employees – actors, spectators and speed breakers in the workplace. It underscores to replace competitive mindset with a collaborative mindset to build successful teams.
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Arora, Rachna, Sandeep Gajendragadkar, and Netra Neelam. "Team Effectiveness: A Key to Success in ‘IT Organizations’." Australasian Accounting, Business and Finance Journal 17, no. 1 (2023): 97–110. http://dx.doi.org/10.14453/aabfj.v17i1.08.
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This study is an attempt is to examine the relationship between different characteristics which makes project teams effective and lead to the success of projects in IT organizations. A survey was conducted on 110 IT professionals who are part of various project teams in IT organizations. A correlation test is used to see the interdependence, and a linear regression model is used to establish a relationship in team effectiveness variables. The result shows that team purpose and goals, team roles, team processes and team relationships contribute to the team's effectiveness and are interdependent. Team purpose & goals and team relationships are positively related. Team roles are also positively related to team processes. There is a need to build and maintain effective teams to maximize team productivity in the organization. This paper lays emphasis on the necessity of investing efforts in various team effectiveness dimensions, regarding team purpose and goals, team roles, team processes and team relationships for developing effective teams. Teamwork is an important lever to create a competitive edge in a globalized competitive environment, so this study contributes significantly to evaluating characteristics responsible for team effectiveness in IT organizations and would be useful for managers to create effective & resilient teams as workplace resilience has been considered an essential asset for enhancing performance and well-being in the face of challenging circumstances.
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Rusady, Mitha Virgina, Achmad Fauzi, Agus Triyan Syamsul Bachri, Micky Arnold Meyrlon Ballo, and Eduardus Nuru. "Conflict Management Strategies : Improving Team Performance Through Collaboration and Communication (Human Resource Management Literature Study)." Dinasti International Journal of Education Management And Social Science 5, no. 5 (2024): 1005–17. https://doi.org/10.38035/dijemss.v5i5.2686.
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This study looks at conflict management strategies that apply productive cooperation and communication to enhance team performance. As part of the literature analysis process, several conflict resolution strategies employed by work teams were evaluated to determine how they affected both individual and group performance. An assessment of these tactics' contribution to creating a peaceful and effective work environment was one of the research's goals. It is intended that this research will help determine the most effective approaches that not only deal with conflict in a positive way but also promote teamwork and collaboration. In order to improve work satisfaction, employee engagement, and overall organizational performance, useful advice will be made to assist organizations in implementing effective conflict management practices. Findings from the literature also highlight the importance of collaboration and effective communication in improving team performance. Therefore, conflict management strategies, collaboration, and good communication are considered key interacting factors in creating a productive, innovative, and harmonious work environment, which becomes crucial for team success in various organizational contexts.
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Mesmer-Magnus, Jessica, Ashley A. Niler, Gabriel Plummer, Lindsay E. Larson, and Leslie A. DeChurch. "The cognitive underpinnings of effective teamwork: a continuation." Career Development International 22, no. 5 (2017): 507–19. http://dx.doi.org/10.1108/cdi-08-2017-0140.
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Purpose Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis still hold with the inclusion of newly published research? The paper aims to discuss this issue. Design/methodology/approach The authors updated DeChurch and Mesmer-Magnus’ meta-analytic database with newly published studies, nearly doubling its size, and reran their original analyses examining the role of team cognition in team process and performance. Findings Overall, results show consistent effects for team cognition in team process and performance. However, whereas originally compilational cognition was more strongly related to both team process and team performance than was compositional cognition, in the updated database, compilational cognition is more strongly related to team process and compositional cognition is more strongly related to team performance. Originality/value Meta-analyses are only as generalizable as the databases they are comprised of. Periodic updates are necessary to incorporate newly published studies and confirm that prior findings still hold. This study confirms that the findings of DeChurch and Mesmer-Magnus’ (2010) team cognition meta-analysis continue to generalize to today’s teams.
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Jackie, Chong Cheong Sin, and Kathiarayan Vijayakumaran. "THE EVOLUTION OF REMOTE WORK: ANALYZING STRATEGIES FOR EFFECTIVE VIRTUAL TEAM MANAGEMENT AND COLLABORATION." International Journal of Management and Commerce Innovations 11, no. 1 (2023): 91–101. https://doi.org/10.5281/zenodo.7920161.
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<strong>Abstract:</strong> This article explores the evolution of remote work, analyzing the strategies for effective virtual team management and collaboration. The discussion encompasses factors driving the rise of remote work, such as technological advancements, globalization, changing workforce demographics, pandemics, and corporate cost savings. The article also examines the challenges of remote work and virtual team management, including communication barriers, building trust, time zone differences, and ensuring accountability and productivity. Additionally, the article delves into strategies for effective virtual team management, collaboration techniques, case studies of successful remote work implementation, and future trends in remote work, such as artificial intelligence, the gig economy, and hybrid work models. The conclusion emphasizes the need for continuous adaptation and learning as remote work continues to evolve, transforming the way organizations operate, manage teams, and collaborate across distances. <strong>Keywords:</strong> Remote work, Virtual team management, Hybrid work models, Team-building activities, Technological advancements. <strong>Title:</strong> THE EVOLUTION OF REMOTE WORK: ANALYZING STRATEGIES FOR EFFECTIVE VIRTUAL TEAM MANAGEMENT AND COLLABORATION <strong>Author:</strong> Jackie Chong Cheong Sin, Vijayakumaran Kathiarayan <strong>International Journal of Management and Commerce Innovations </strong> <strong>ISSN 2348-7585 (Online)</strong> <strong>Vol. 11, Issue 1, April 2023 - September 2023</strong> <strong>Page No: 91-101</strong> <strong>Research Publish Journals</strong> <strong>Website: www.researchpublish.com</strong> <strong>Published Date: 10-May-2023</strong> <strong>DOI: https://doi.org/10.5281/zenodo.7920161</strong> <strong>Paper Download Link (Source)</strong> <strong>https://www.researchpublish.com/papers/the-evolution-of-remote-work-analyzing-strategies-for-effective-virtual-team-management-and-collaboration</strong>
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Steira, Iselin Mauseth, and Marianne Steinmo. "The development of effective new venture teams in venture creation programmes." International Journal of Entrepreneurial Behavior & Research 27, no. 5 (2021): 1116–41. http://dx.doi.org/10.1108/ijebr-09-2020-0664.
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PurposeThe purpose of this study is to explore how effective new venture teams are developed in venture creation programmes.Design/methodology/approachThis paper presents a multiple case study focusing on the development of effective new venture teams. Semi-structured interviews with 15 new venture teams from two different venture creation programmes were conducted and an abductive analysis approach was used.FindingsThree key phases of the development of an effective new venture team are identified: (1) establishing a foundation for collaboration, (2) structuring the teamwork and (3) adapting to changes. Key activities undertaken by effective new venture teams in each phase are explicated. The findings suggest that new venture teams that are able to establish a foundation for team collaboration and teamwork structuring have the capacity to persevere through the challenges inherent in emerging ventures.Originality/valueThis study offers a much-needed practical perspective about how effective new venture teams are developed in venture creation programmes, and how venture creation programme educators can facilitate the development of effective new venture teams. For educators, these findings provide important insights about team-based learning in entrepreneurship education.
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Гусейнов, А. Г., and Г. Ш. Нурова. "Team building: typology, stages and management." Экономика и предпринимательство, no. 4(117) (June 1, 2020): 618–22. http://dx.doi.org/10.34925/eip.2020.117.4.134.
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В данной статье речь пойдет о процессе командообразования. В современных стремительно меняющихся условиях важно создать эффективную команду, способную своевременно подстраиваться под изменения внешней среды. В статье рассмотрены разновидности команд, разобран процесс их формирования. Особое внимание уделено процессу управления командной работой, выделены командные роли и их функции. This article will focus on the team building process. In today's rapidly changing conditions, it is important to create an effective team that can timely adapt to changes in the external environment. The article discusses the varieties of teams, analyzed the process of their formation. Particular attention is paid to the process of managing team work, team roles and their functions are highlighted.
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van der Haar, Selma, Mieke Koeslag-Kreunen, Eline Euwe, and Mien Segers. "Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams." Small Group Research 48, no. 2 (2017): 215–48. http://dx.doi.org/10.1177/1046496417689897.
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Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.
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Adham, Tawfig Khidir Ibnouf. "Optimizing the Construction Team Lifecycle: Exploring Influential Factors and Effective Strategies." Scholars Journal of Engineering and Technology 11, no. 10 (2023): 268–79. http://dx.doi.org/10.36347/sjet.2023.v11i10.004.
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This research study delves into the intricate dynamics of construction teams, aiming to optimize their lifecycle by comprehensively exploring influential factors and effective techniques. Drawing from in-depth interviews conducted with nine experienced construction team members, the research employed a content analysis approach to dissect and analyze the valuable insights obtained from these practitioners. The study has yielded seven key factors that are pivotal in effectively managing the construction team’s lifecycle. These factors are identified as follows: communication, conflict management and dispute resolution, team environment and structure, goal setting and expectations, planning and task distribution, performance management, and coaching and skills enhancement. Each of these factors is critical in ensuring construction teams' seamless progression and success throughout their lifecycles. Furthermore, the research uncovered a range of techniques and strategies associated with each factor, providing a comprehensive toolkit for construction project managers and team leaders to optimize their team's performance and cohesion. By addressing these factors and implementing suggested techniques, construction professionals can enhance their ability to navigate the complexities of the construction team lifecycle, resulting in more efficient project delivery, improved collaboration, and, ultimately, tremendous project success. This study is a valuable resource for practitioners, researchers, and stakeholders in the construction industry seeking to enhance their understanding of construction team dynamics and improve project outcomes.
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Khalilia, Walid Mahmoud, Abdallatif Abuowda, Stylianos Mystakidis, and Maria Fragkaki. "A Mediation Model of the Usability and Intergroup Relation for Online Project Management Community Effectiveness with Microsoft Teams." Societies 13, no. 12 (2023): 255. http://dx.doi.org/10.3390/soc13120255.
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Effective international project team development and management is a crucial aspect of project management that directly influences the performance and satisfaction of team members. As reductions in travel and physical mobility are prioritized for sustainability efforts, especially after the COVID-19 pandemic, it is of paramount importance to identify and share effective innovative remote, online project management practices. The purpose of this study is to address the scarcity of related research and investigate the impact of Microsoft (MS) Teams usability on team management effectiveness as mediated by intergroup relation. The population of this study includes university personnel that have participated in the Erasmus+ project Benefit, with a sample size of 52 respondents. The data was analyzed using SmartPLS 4.0. The findings revealed that the usability of MS Teams had a direct, positive, and substantial influence on intergroup interactions and team performance. Further intergroup relations have a direct and significant impact on team effectiveness. The findings of the mediation study indicated that the association between MS Teams usability and team effectiveness is partially mediated by intergroup interactions.
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Hadi, Noor Ul, and Anum Chaudhary. "Impact of shared leadership on team performance through team reflexivity: examining the moderating role of task complexity." Team Performance Management: An International Journal 27, no. 5/6 (2021): 391–405. http://dx.doi.org/10.1108/tpm-10-2020-0085.
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Purpose To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity. Design/methodology/approach To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro. Findings The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks. Originality/value Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.
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Molokwu, CN, T. Naqvi, and D. Tyson. "Multidisciplinary team management of patients with urological cancer." British Journal of Hospital Medicine 80, no. 12 (2019): 699–702. http://dx.doi.org/10.12968/hmed.2019.80.12.699.
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Several specialist teams are involved in the management of patients with urological cancer. These specialists have been brought together as a multidisciplinary team to discuss, plan and deliver care to patients in an effective, patient-centred approach. This article discusses the benefits of this approach and ways in which multidisciplinary team working can be optimized.
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Eyiah, Alex Kojo, Francis Kwesi Bondinuba, Lucy Adu-Gyamfi, and Murendeni Liphadzi. "Promoting Effective Management of Cultural Diversity in Multinational Construction Project Teams." Buildings 15, no. 5 (2025): 659. https://doi.org/10.3390/buildings15050659.
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This study investigates the management of cultural diversity and its implications for the success of infrastructure projects. It was conducted qualitatively at a multinational organisation, involving twelve semi-structured interviews with participants from Europe, Asia, America, and Africa. Content analysis identifies relevant units and categories based on theory and empirical data. A positive work environment promotes flexibility in decision-making through effective communication, problem-solving, and distinctive familial characteristics. Key success factors include effective communication, team building, strong relationships, language barriers, diverse perspectives, mutual respect, hygiene, safety, welfare facilities, and technical challenges. Successful construction firms integrate changes in cross-cultural team selection, joint decision-making, communication, teamwork, effective people selection, and project selection, enabling consistent high-performance levels across various organisational levels in project teams. Project managers can enhance team dynamics, productivity, and project success by promoting cultural diversity through training in interpersonal skills, language proficiency, and cultural intelligence, encouraging collaboration, clear goals, and inclusive decision-making processes. The paper explores Ghana’s multicultural diversity through interviews and case studies, highlighting its underexplored and understudied topic in gas-to-power projects. This paper has generalizability limitations based on one case study.
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Harymawan, Iman, Mohammad Nasih, and John Nowland. "Top management team meetings and firm performance." Accounting Research Journal 33, no. 6 (2020): 691–708. http://dx.doi.org/10.1108/arj-03-2020-0062.
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Purpose How do shareholders know if corporate managers are doing their jobs? This paper aims to propose using top management team meetings as a measure of the behavior of company managers. More meetings may indicate effective effort by top management to enhance company performance. Alternatively, more meetings may reflect procrastination and decision paralysis. Design/methodology/approach Using top management team meeting data publicly disclosed by Indonesian companies during 2010–2017, this study tests for these hypothesized relationships between top management team meeting frequency and firm performance. Findings This study found that top management team meetings are positively related to firm performance, indicating that more meetings do represent more effective effort by top management teams. Further analysis shows that only firms that consistently hold more meetings than their peers perform better, particularly during periods of poor performance. Originality/value This study highlights top management team meetings as a valid signal of management effort and suggests there should be louder calls for disclosure of these types of executive performance metrics around the world.
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Belova, O., L. Kozhevnikova, and Tatyana Lukyanova. "Team Management: Understanding Conflict." Management of the Personnel and Intellectual Resources in Russia 8, no. 5 (2019): 13–18. http://dx.doi.org/10.12737/article_5dc95bae9cd444.48061682.
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The article analyzes the conceptual and terminological problems of modern Russian management in the fi eld of team building. Based on a study of a fairly wide range of sources, the authors concluded that the diff erence in understanding the essence of the concept “team” is an obstacle to the development of effective use of the idea of team management. The article identifi es three main types of use of command ideas in modern practice: a team as a form of work organization, a team as a form of corporate culture, and a team as a private form of team work. The proposed classifi cation allows you to make more efficient organizational processes, to form the correct expectations of the staff and optimize the technology of implementing the principles of team management.
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Yin, Jielin, Muxiao Jia, Zhenzhong Ma, and Ganli Liao. "Team leader’s conflict management styles and innovation performance in entrepreneurial teams." International Journal of Conflict Management 31, no. 3 (2020): 373–92. http://dx.doi.org/10.1108/ijcma-09-2019-0168.
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Purpose The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion. Originality/value This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.