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1
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 subprocesses that have to consider interconnections, such as selection of project team members, structuring the project teams as well as the management style adopted, are either not implemented or the execution remains subjective, despite the existence of appropriate techniques. Considering that complexity occurs in non-linear systems and interconnections, the lack of appropriate means affects the implementation of such sub-processes and consequently performance. Investigating the complexity of the interconnections for the two sub-processes and the management style adopted and enabling the management of its effects must enhance implementation and thus project outcome. Therefore, the development of a framework is proposed which, by using existing knowledge and complexity characteristics, will allow project management (PM) practitioners the multiple implementation of actions for the management of the effects of the complexity of interconnections on construction projects through the two sub-processes and the management style adopted. The rationale of this investigation is that interconnections, formed between and affected by social entities in projects, give rise to complexity, which can be managed by improving the project organisation and the management style followed. A research strategy was established which encompassed a survey, interviews and case studies with both UK client and construction PM practitioners. The survey results confirmed previous findings and indicated that, although PM practitioners are aware of techniques and are given guidance, these are neither implemented nor considered. Consequently, project management outcome remains only at acceptable levels. Interviews confirmed that the complexity of interconnections is not considered and very limited actions are taken to manage its effects when organising project teams or considering the management style to be followed. Indeed the effect of complexity of interconnections on project performance is dramatic as established through the case studies. Therefore, consideration should be given to means for managing complexity of interconnections when selecting team members, structuring the project teams and when deciding on the management style to be adopted. Awareness and guidance on processes currently given to PMs has to materialise, and this can be achieved through the use of the framework for managing the complexity of interconnections.
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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 organizations are not sufficiently prepared for crises. Researchers have also notified this lack of crisis preparedness within organizations. We argue that being crisis prepared is an essential factor and responsibility for commercial organizations in modern society. Method - In order to answer the research questions we have used a qualitative research method. The qualitative research method is further linked to the descripto-exploratory purpose, abductive reasoning and directed content analysis that provide a mixture of concept and data driven categories. We have conducted semi-structured, one-on-one interviews within health care organizations and commercial organizations. The respondents were chosen by a purposive and self-selecting sampling method. Conclusion - The empirical study suggests that there are learning’s to be considered for commercial organizations by applying health care organizations operational structure. What can be concluded is that health care organizations rely on coordination between individuals or teams to solve multi-functional issues. Commercial organizations would implement CMT’s to use a similar structure with all the essential factors for efficient coordination.
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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 that clients need to improve their understanding of how construction can best meet their business needs and help lead the process of creating integrated teams. Consequently, there have been a number of empirical studies on project teams, particularly focussing on measures of team success. However, the consequences of transition from monoculture to multi-cultural project teams remain largely unexplored in construction management research.
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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 applications. In many cases, those adjustments also impact the organizational structure of the firm and require a change in management. Purpose: In the context of a medium-sized IT firm, this study aims to evaluate the effects of digitalization on management innovation in project teams. Method: To gain a deep understanding of the researched topic, we chose a qualitative interview-based study. We collected the data for this single-case study in semi-structured interviews and applied purposeful sampling (theory based). For the data analysis, we used content analysis (open code; grouping; categorization). Conclusion: We developed a framework describing the influence of digitalization on management innovation in six dimensions, which emerged in the study. Those dimensions are project teams, virtual teams, communication & collaboration, trust, technology, as well as leadership & management. Digitalization strongly influences management innovations in all six identified fields. Digitalization, management innovation, and the respective field are interdependent. In our case, we found that digitalization acts as an enabler or simplifier for management innovation in all six dimensions.
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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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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 identification, educational diversity was positively (negatively) related to information elaboration. As expected, this moderating effect was shown to be mediated simultaneously through two different types of perceived team diversity. We found that the negative path was mediated through a perceived diversity measure reflecting a split into subgroups, whereas the positive path was mediated through a perceived diversity measure reflecting perceived educational heterogeneity. Taken together, this study contributes to the team diversity literature by shedding light on the important role of collective team identification in unlocking the potential of objective educational team diversity, by uncovering the underlying mechanisms accounting for this effect, and by demonstrating the usefulness of distinguishing between different types of perceived diversity.
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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 development. Additionally, potency perceptions of teams significantly differentiated between the four stages of team development. Manager perceptions of team potency produced non-significant results. Possible explanations of the results as well as implications for practice and future research are provided.
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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-managing teams in two service sector organizations and one manufacturing plant. The objective of the study is to uncover how and in what ways gender is present in teamwork and shapes various routine work processes.
The so-called “gendered processes“ I found to occur in the four case-study teams include a gender division of team tasks that required women to perform clerical work even when teams were supposed to implement cross-functional task sharing. Gendered processes also took place through interaction and team metaphors of “family“ and “football team.“ I illustrate how the construction of emotions in teamwork marginalized women's contributions and how women and men consciously employed strategies to fit into expectations of gender-appropriate behavior. Despite these gender divisions, I suggest that one possible way for teams to improve organizational gender equality is that they emphasize non-hierarchical spatial arrangements. Finally, although I found gendered processes in all four teams, the ways in which gender shaped teamwork varied according to the organizational status position of a team. Also self-management proved the most comprehensive in teams that functioned at the higher organizational levels.
I thank the Finnish Work Environment Fund, The Foundation for Economic Education, and Ella and Georg Ehrnrooth's Foundation, all of Helsinki, Finland, for their financial support towards the completion of this dissertation. This study was also supported by dissertation grants from Eemil Aaltonen's Foundation of Tampere, Finland and Oskar à flund's Foundation of Espoo, Finland, for which I am grateful.<br>Ph. D.
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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 than expected” team performance has been linked to overall patient care and safety. The purpose of this study was to identify and describe individual team member characteristics that contribute to High Reliability performance of ERT members and the overall emergency response team in a naturalistic setting during Critical Incident Management Situations. Using a qualitative descriptive design, data collection included participant observations, field notes, and interviews. Narrative data were audio-taped, transcribed and coded using Ethnograph v6©. Data content were analyzed thematically using inductive interpretive methods. Two major domains derived from the data were Self-Regulation and Whole-Team Regulation. The overarching theme, Orchestrating High Reliability at the Edge of Chaos, encompassed characteristics contributing to High Reliability performance of the ERT during Critical Incident Management Situations.
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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 allocated to the project and foster an environment of communication and teamwork, but accomplish all this with little authority over the project team. This traditional approach to managing project relies on the skills and experience of a project manager but is fraught with pitfalls that can lead the project in the wrong direction if corrective action is not taken in a timely fashion. Any misstep during the project lifecycle due to scope creep or miscommunication can ultimately push the project to miss deadlines or be over budget. Another alternative approach to software development is using self organizing teams. Free/Open Source software development approach uses the concept of self organizing teams to collaborate at a global scale using communities of developers. The F/OSS paradigm, based on cooperation and collaboration among developers from all over the world, introduces methodologies and development models different from those usually utilized within the proprietary software industry.<br>(cont.) In it, communities of developers and users share a common interest in a project and interact regularly with one another to share knowledge collaboratively solve a common problem. This approach reduces the overhead required in communication and coordination by sharing information with all members of the project and relies on automating some of the essential elements of the project. The thesis synthesizes the use of automated tools as it applies to the project toolkit and uses case studies to understand how F/OSS development approach can be used in organizations to reduce project's dependence on a project manager.<br>by Praveen Mathur.<br>S.M.
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WU, LUJIE, and ZIYUE WANG. "Understanding and managing the challenges of distributed scrum teams." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-20622.
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Context. Distributed software development becomes increasingly common with the trend of globalization. Scrum, as one of the methods to realize agile, is gradually accepted by more and more people and applied to actual industrial production. Although there have been some successful cases of distributed Scrum team development, the description of these successful experiences may not be exhaustive enough and not applicable to all teams. There is still a great demand for actual industrial case studies, especially related research on specific teams and detailed challenges encountered. In order to enable more distributed scrum teams to better handle various challenges in the development process, further research on the challenges the teams encounter and how to solve, mitigate, and avoid the impact of these challenges is necessary. Objectives. The main objectives of this research are to investigate the challenges faced by distributed Scrum teams in the development process, the factors that cause them, and how to deal with these challenges. Methods. We conducted a systematic literature review and obtained the most common problems encountered by distributed Scrum teams and parts of the factors that caused this problem. On this basis, we conducted case studies on 2 large companies in Asia. We used archived data to know the basic information of the case team and a semi-structured interview was used to understand the problems they encountered and their opinions. Results. During this study we found that the most common challenge encountered by distributed Scrum teams was "Communication among stakeholders". Totally 16 factors were found that could cause this challenge. The two main factors were “Team members have insufficient knowledge or different skill levels” and “Are not familiar with each other or have differences”. And 42 solutions were provided after we integrated the information obtained. Conclusions. We conclude that communication is a matter of great concern, whether in the literature we used or in our case team. The factors and solutions given are only for reference by teams of similar types and development backgrounds. Further researches on other different types of teams and other challenges encountered are also necessary.
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Keller, Felix S. "Scorecard for Managing E-Collaboration in International Virtual Consulting Teams." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01651538003/$FILE/01651538003.pdf.
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Coetzee, Susanna Catherina. "Dispositional factors, experiences of team members and effectiveness in self-managing work teams / Susanna Catherina Coetzee." Thesis, North-West University, 2003. http://hdl.handle.net/10394/261.
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Changes in South Africa's political and economic sphere demand the
democratisation of the workplace, participation and empowerment of the work force.
Flatter hierarchical structures, as a result of downsizing, enhance involvement but
also demand that workers function in a more autonomous manner. The use of self-managing
work teams has increased in response to these competitive challenges.
Self-managing work teams are groups of employees who are fully responsible for a
well-defined segment of finished work that delivers a product or a service to an
internal or external customer. The functioning of self-managing work teams, in terms
of the systems model, can be described as certain inputs that help the team to
perform certain tasks and follow processes in order to achieve certain outputs.
Inputs include the motivation, skills and personality factors of team members, while
the tasks and processes refer to problem solving, conflict resolution, communication
and decision making, planning, quality control, dividing of tasks, training and
performance appraisal. These inputs and processes lead to outputs such as
efficiency, productivity and quality of work life.
To date empirical studies regarding self-managing work teams in South Africa
focused on the readiness of organisations for implementing these teams. Little
research has been done on characteristics of successful self-managed work group
members. Findings regarding members of self-managing work teams elsewhere in
the world couldn't uncritically be applied to South Africa, because of widely different
circumstances. Research on dispositional factors such as sense of coherence, self-efficacy,
locus of control and the big five personality dimensions could therefore help
to identify predictors of effectiveness that can be validated in consecutive studies for
selection purposes in a self-managing work team context in South Africa.
The objective of the research was therefore to determine the relationship between
dispositional characteristics of members of a self-managing work team and the
effectiveness and quality of work life of these members. A cross-sectional survey
design was used. The sample included members of self-managing work teams (N =
102) from a large chemical organisation and a financial institution in South Africa.
The Orientation to Life Questionnaire, a Self-efficacy Scale, the Locus of Control
Questionnaire and Personality Characteristics Inventory were used to measure the
dispositional variables. Quality of work life (measured as consisting of satisfaction,
commitment to the organisation and commitment to the team) and self-rated team
member effectiveness were used as dependent variables. Descriptive statistics,
Pearson and Spearman correlations, canonical correlations and structural equation
modelling were used to analyse the data and investigate the relationships between
the various dispositional characteristics quality of work life and effectiveness of the
team members.
The results showed practically significant positive relationships between sense of
coherence, self-efficacy, autonomy, external locus of control and internal locus of
control on the one hand, and quality of work life and effectiveness of the team
members of self-managing work teams on the other hand. Of the big five personality
dimensions only openness was associated with commitment to the team in terms of
the quality of work life. Stability, extraversion and openness were associated with
the self-rated effectiveness of the team members of self-managing work teams. The
structural equation modelling showed that there is a positive path from the
dispositional characteristics to the satisfaction, commitment and self-rated
effectiveness of the team members. The dispositional characteristics will also
enhance the members' experience of role clarity and mediate the effects of job-induced
tension on the members' self-rated effectiveness. Satisfaction of the team
members moderate the relationship between the dispositional characteristics and
commitment, as well as mediate the effects of job-induced tension on the
commitment of the team members.
Organisations implementing self-managing work teams can benefit from developing
and enhancing these dispositional characteristics in their selected team members
and could also validate these dispositional characteristics in terms of selection
criteria for self-managing work team members.<br>Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.
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Lenss, Viesturs G. (Viesturs Gatis) 1962, and Gloria A. 1968 Pumpuni. "A systems engineering approach to managing communication in globally dispersed teams." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/29162.
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Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2001.<br>Includes bibliographical references (leaves 197-202).<br>Globalization has caused firms to redefine regional strategies for distributed design and manufacturing into one of worldwide coordination and integration of resources in order to compete in the world market. This need to address customers and markets worldwide and to achieve a customer focus has led to restructuring of the organization, functions, activities and teams into globally dispersed entities. Globally dispersed teams are attractive because they promise benefits such as increased flexibility, responsiveness and lower costs factors critical to succeeding in this dynamic business environment. The major challenge facing product development and manufacturing organizations is to achieve high performing teams so that all the mentioned benefits can be realized. Globally dispersed teams not only face the challenges of traditional teams; their situation is usually further aggravated by a lack of personal contact, culture and language differences as a result of dispersion in space and time. These factors make communication both within and outside the team boundaries difficult and can negatively impact team performance. This thesis proposes that communication technology and multi-media capabilities can greatly enhance communication and organizational learning in the context of a globally dispersed team. Understanding which technologies and media solutions to apply in the face of culture, language and distance barriers in order to provide the most effective knowledge-sharing environment to support such a team is critical. By studying and analyzing the communication needs and media choices of dispersed product development teams and the impact of culture, language and distance differences on needs and choices, a method is proposed to design a communication environment and management strategies that reduce the effect of barriers and improve communications in globally dispersed teams.<br>by Viesturs G. Lenss and Gloria A. Pumpuni.<br>S.M.
15
Madero, Claudia. "Managing Multicultural Teams in Generation Global : a case study on MobileIron." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-414829.
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To cope with increasing demands and competition in the ever-growing global market, organizations have been increasing the use and formation of multicultural teams (MCTs). Though advantageous in numerous aspects, MCT literature lays significant focus on the struggles in managing communication and cohesion in these teams. Journalists and organizational psychologists propose an emergent generation of individuals who are eager and accustomed to working with people worldwide. This Generation Global is composed of individuals who possess a global mindset and cultural intelligence, allowing them to navigate multicultural environments successfully. This paper conducts a qualitative case study on an MCT in the global cybersecurity company, MobileIron, to observe whether the main challenges found in previous literature prevail in MCTs composed of Generation Global individuals. The results demonstrate that cross-cultural communication is a less significant issue and strains in team cohesion are nonexistent in these teams due to the collective cultural intelligence and global identity within the team.<br>For att hantera den alltmer vaxande globala marknaden har det blivit alltmer vanligt för organisationer att bilda mångkulturella teams, MCTs. Även om kulturell mångfald är till storsta del fördelaktig så påvisar MCT litteraturen att de mest förekommande utmaningarna är kommunikation och sammanhållning. Journalister och organisationspsykologer menar dock att det finns en ny framväxande generation av individer som är erfarna att samarbeta med människor ifrån hela världen. Den benämns den globala generationen, GG, och består av individer som har en global identitet och kulturell intelligens, vilket möjliggör dem att hantera mångkulturella miljöer. Denna uppsats utför en kvalitativ studie på ett MCT i det globala cybersäkerhetsföretaget, MobileIron. Syften är att undersöka om de utmaningar som hittats tidigare även uppkommer i MCTs som består av GG individer. Resultaten visar att tvärkulturell kommunikation är en mindre betydelsefull fråga och att spänningar i sammanhållning inte finns i dessa team. Detta på grund av den kollektiva kulturella intelligensen och globala identiteten i teamet.
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Bergman, Amanda, and Mastaneh Mashouri. "Influencing Change : Organizational Change and the Implementation of Self-Managing Teams." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-326340.
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Organizational changes are inevitable, yet up to 70% fail. Technological development and competition in a volatile environment require more flexible organizations. As such, implementing self-managed teams (SMTs) has become a more common approach. The fact that SMTs ought to be self-managed has further raised a debate, since it is argued that some form of manager still is required. Therefore, the following research question was proposed; How does the interplay of influences unfold between the manager and the organizational context when implementing SMTs? The purpose of the study is to increase the understanding of how different activities, events and actions during a change process of implementing SMTs influence the manager, as well as how the manager influences the change process of implementing SMTs. The research was conducted by a qualitative, abductive approach based on a case study. The results show that managers influence perceived history of change, control and the SMTs. Managers are influenced by perceived history of change, employee commitment to change, control, and by the SMT. These influences determine how the manager is influenced by, and how the manager influences the organizational change towards the implementation of SMTs.
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Jury, Nicholas K. "Effective Strategies for Managing Continuous Consultant Turnover in IT Project Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4969.
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Information Technology project managers have found that collective turnover of consultants lowers code quality, increases knowledge loss and negatively impacts team performance. Within the last decade, companies have begun to see that offshore consultants have a turnover rate greater than 26%, more than double the rates for the rest of the IT consulting industry. Collective turnover also puts additional pressure on the project team, causing work exhaustion and thus additional turnover. The purpose of this single case study was to explore strategies that 6 successful project managers utilized to limit and reduce the impact of collective turnover of their hybrid sourced project teams. Participants were selected through purposeful sampling, based on career experiences and history of successful project execution. Data collection was completed through semi structured face to face interviews, acquisition of company documents including knowledge transfer plans, onboarding documents and turnover statistics. Data were analyzed using coding and key word analysis. Three themes emerged from data collection on the impact collective turnover has on hybrid sourced project teams. First, collective turnover of consultants decreased team performance. Second, improving global team dynamics reduced the negative impact of collective turnover. Last using knowledge transfer tools and project documentation practices reduced the negative impact of collective turnover. This research may contribute to effectively social change by providing managers information and techniques to improve global team dynamics and remove cultural barriers from the workplace.
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Näsström, Oliver, and Sebastian Arvérus. "Managing Performance in Virtual Teams : A Multiple Case Study of Esport Organizations." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44297.
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Abstract Background The growing phenomenon of esports during the last decade have sparked the rise of a billion dollar industry. Professional esport teams are now competing in arenas with an audience of millions watching at home. Virtual teams have been used actively since the 1990’s and are now the standard structure in esport organizations. Problem Most of the organizations in esports are based virtually which means that the team members act and communicate in a virtual environment. The explosive growth of esports have resulted in an industry with limited managerial experience. This have resulted in increasing difficulties managing and maintaining teams in esports organizations. Purpose The purpose of this study is to explore how an esport organization can manage processes to achieve effective performance. This study is conducted to expand the knowledge on the role of a manager in esports organizations. Method The empirical data in this study was gathered using a qualitative approach. Six semi-structured interviews were conducted with a managers and two players in two different esport organizations. The empirical data was complimented and compared with previous literature on virtual team performance. Results The empirical findings together with previous academic literature was analyzed to form several processes and implications that ultimately can lead an esport organization to better performance. The academic literature on virtual teams mostly match the empirical findings with a few important differences. The results offered an insight into the processes that an organization can utilize to achieve better performing teams.
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Seshasai, Satwiksai 1980. "Managing global software development teams : technology and policy proposals for knowledge sharing." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/32291.
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Thesis (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division, Technology and Policy Program, 2005.<br>Includes bibliographical references (leaves 94-97).<br>This thesis uses an in-depth case study, with integrated data analysis, to compare and contrast globally distributed and co-located software teams within the IBM Corporation. Important differences in information sharing, collaboration and other behaviors were observed, along with a range of innovations in work operations. Technology and policy implications that draw on the benefits of each model are identified. The development of this thesis began with a seminar that was conducted at MIT to invite stakeholders in various areas of knowledge-based offshore outsourcing to discuss strategic, economic, organizational and technical issues raised in various environments. Large and small firms, various industries, and various business models were covered. The context provided by these stakeholders was used to design an in-depth case study at IBM, with the focus on a matched pair of software teams, which were studied for a period of one year. Both software teams were identical in aspects such as product scope, team size and domain; however, they differed in the key aspect that one team's members all work on the same hallway while the other team's members are geographically dispersed among multiple locations in the United States and India Quantitative technical data from the source control system of each team, the software problem report database, frequency and content of group emails, weekly meetings, and individual interviews were combined with qualitative data from stakeholder interviews to distinguish key benefits and challenges of each model. The quantitative measures gauged data such as frequency and methods of collaboration, social and technical networks, and differences in handling strategic and tactical decisions.<br>(cont.) The qualitative interviews discussed stakeholder perceptions of the quantitative data, and their motivations for decisions related to knowledge sharing. Key findings from the data include a number of observations about specific forms of knowledge sharing which differentiate the two teams. The distributed team used electronic mail as a forum for discussion which peaked around project deadlines, while the collocated team relied on e-mail as an announcement mechanism. Team meetings for the distributed team were much more tactical and task oriented in nature than meetings of the collocated team. With regard to the technical project itself, developers on the collocated team shared source code to a much greater extent, however status input to the software problem report database was much more interactive on the distributed team. This thesis is also important for pioneering highly precise indicators of team interactions based on the coding of archival data derived from e-mail, telephone, meeting and other interactions. The methods developed hold great promise for further studies of design teams, as well as a feedback tool that could be highly valuable for these teams. A number of emerging themes were found in the data analysis, which suggest that lessons from this study need not only apply to cases where geographic distribution is a factor. The teams consistently showed that the same technologies, processes and stages of the project lifecycle can be handled very differently based upon context. Also, social relationships and dominant individuals on a team can have an impact on technical productivity.<br>(cont.) Finally, the evidence in this case suggested that geographic structure need not define destiny, and in some cases geographic structure can be used as an asset. The data analysis points to preliminary technology policy implications at the individual, team, organization, and national levels. At the individual level, it is recommended that workers in distributed teams alter work hours to devote a few minutes after-hours to synchronous communication with team members in different time zones - something that happened more often among the members of the co-located team. On the other hand, in a collocated team, it is recommended that the team use software tools to discover technical expertise that is more formally recorded among the members of the distributed team. At the team level, specific added value gained unintentionally from one geographic structure - such as greater documentation of decisions on a distributed team - can be achieved in co-located teams. At the organizational level, this thesis provides methods for assessing an organization's tacit knowledge capital at a much more granular level than tabulating patents or licenses. A number of institutions such as corporate training and development departments, labor unions, professional associations and government education and training initiatives may be impacted by the changes to workforce training and work methods suggested by this thesis.<br>(cont.) At the national level, lessons from these teams demonstrate that the drivers for policy decisions related to offshore outsourcing need to be adapted in knowledge-based industries which have the potential for globally shared tasks, and export regulations dealing with intellectual property exchange in global software teams need to account for the daily trade of IP in geographically distributed teams. As the thesis focused on one in-depth case study, a significant effort is made to propose future research directions which can validate the proposals with broader data collection.<br>by Satwiksai Seshasai.<br>S.M.
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Alyahya, Sultan. "A computer-based holistic approach to managing progress of distributed agile teams." Thesis, Cardiff University, 2013. http://orca.cf.ac.uk/47510/.
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One of the co-ordination difficulties of remote agile teamwork is managing the progress of development. Several technical factors affect agile development progress; hence, their impact on progress needs to be explicitly identified and co-ordinated. These factors include source code versioning, unit testing (UT), acceptance testing (AT), continuous integration (CI), and releasing. These factors play a role in determining whether software produced for a user story (i.e. feature or use case) is ‘working software’ (i.e. the user story is complete) or not. One of the principles introduced by the Agile Manifesto is that working software is the primary measure of progress. In distributed agile teams, informal methods, such as video-conference meetings, can be used to raise the awareness of how the technical factors affect development progress. However, with infrequent communications, it is difficult to understand how the work of one team member at one site influences the work progress of another team member at a different site. Furthermore, formal methods, such as agile project management tools are widely used to support managing progress of distributed agile projects. However, these tools rely on team members’ perceptions in understanding change in progress. Identifying and co-ordinating the impact of technical factors on development progress are not considered. This thesis supports the effective management of progress by providing a computer-based holistic approach to managing development progress that aims to explicitly identify and co-ordinate the effects of the various technical factors on progress. The holistic approach requires analysis of how the technical factors cause change in progress. With each progress change event, the co-ordination support necessary to manage the event has been explicitly identified. The holistic approach also requires designing computer-based mechanisms that take into consideration the impact of technical factors on progress. A progress tracking system has been designed that keeps track of the impact of the technical factors by placing them under control of the tracking system. This has been achieved by integrating the versioning functionality into the progress tracking system and linking the UT tool, AT tool and CI tool with the progress tracking system. The approach has been evaluated through practical scenarios and has validated these through a research prototype. The result shows that the holistic approach is achievable and helps raise awareness of distributed agile teams regarding the change in the progress, as soon as it occurs. It overcomes the limitations of the informal and formal methods. Team members will no longer need to spend time determining how their change will impact the work of the other team members so that they can notify the affected members regarding the change. They will be provided with a system that helps them achieve this as they carry out their technical activities. In addition, they will not rely on static information about progress registered in a progress tracking system, but will be updated continuously with relevant information about progress changes occurring to their work.
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Thottiparambil, Ravindran M. "A case study on developing self-managing teams in an Omani company." Thesis, University of Liverpool, 2017. http://livrepository.liverpool.ac.uk/3007813/.
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The subject of this study was to understand how the development of self-managing teams (SMT) impacted the group process and national employees in a company located in Sultanate of Oman (Middle East). The study also aimed to detail the management interventions that facilitated change from existing hierarchical organisation to SMT structure. Change intended to develop team autonomy in adaptively managing the strategic and operational aspects of the divisions to address workplace problem of scaling up operations and achieving competitiveness, sustainability. Achievement of this objective frees top management from involving in divisional strategic, non-routine and resource management issues, thereby enabling diversification into other market segments. Research questions were framed to focus the study based on these organisational aims. This case study used scholarly practitioner approach by an insider to find answers to the research questions. Findings of the study about the research questions provide a rich description of the change process, thereby alleviating the lack of qualitative studies to develop self-managing teams in the workplace from an insider perspective. The discussions and suggestions to actionable knowledge provide practitioners insights to design change process for enhancing self-management capability and critical stages to be managed to avoid pitfalls due to emergence. Study findings and discussion addresses the paucity of studies for cost-effective strategies to achieve localisation objectives in the context of social forces emanating from the “Arab Spring” - either in Oman or GCC region by developing national employees aligned to workplace values. The constructivist and interpretive nature of the knowledge generated enhances its pragmatic potential. The study findings can assist researchers and practitioners when understanding or developing self-managing teams that compliment organisation strategy to scale business growth, improve responsiveness to clients and increase the commitment of local workforce to enhance localisation.
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Ndubuisi, Eze Patrick. "Managing Emotions in Project Teams : The Impacts of Emotions on Project Teams: The case of a Swedish Project-Based Organisation." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-206087.
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Van, Aken Eileen Morton. "A multiple case study on the information system to support self-managing teams /." This resource online, 1991. http://scholar.lib.vt.edu/theses/available/etd-10242009-020331/.
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Sapsford, Lesley Eliaine. "The professional development of primary health care nurses in integrated self managing teams." Thesis, Bucks New University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.270297.
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Van, Aken Eileen M. "A multiple case study on the information system to support self-managing teams." Thesis, Virginia Tech, 1991. http://hdl.handle.net/10919/45315.
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There is a management revolution in American industry, where many organizations are Switching from the old “control” paradigm to the new paradigm in “high involvement organizations.” Assumptions of the involvement paradigm are employees can make important contributions and are capable of making decisions about their jobs given the right training and information. One characteristic of high involvement organizations is self-managing teams. Self-managing teams have received an increasing amount of attention and research recently in the management literature. Frequently researched areas are the role of the supervisor and outcomes (group and organizational performance) of self-managing teams. One area which has not been well documented is the information teams need to execute the additional responsibilities and decisions they have in a team environment. The purpose of this study is to fill this gap in the literature.
This study used the case study method to study how five organizations share information with self-managing teams. The organizations vary in the type of industry (manufacturing and service), the scope of the self-managing team effort (new design, or “greenfield”, and redesign sites), the presence of a union, and in size. Data collection for the case studies included interviews with managers, supervisors, and team members, as well as organizational documentation, and observations. One of the outputs of this research study was detailed case descriptions of each organization. Another output of this study is a list of “design features” for information systems to support self-managing teams. These design features are characteristics of information shared with teams and represent what has worked well for the set of organizations studied.<br>Master of Science
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Al-Shammari, Serhan A. "Implementing self-managing teams concept in both Saudi private and governmental organizations challenges and possibilities /." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999alshammaris.pdf.
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Ruggiere, Paul John. "Organizational Commitment in a Self-Managing Work Team Environment." Thesis, University of North Texas, 1991. https://digital.library.unt.edu/ark:/67531/metadc501012/.
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This study examines the determinants of organizational commitment in a self-managing work team setting. The data used in the study are from a sample of 313 employees in an electronics manufacturing plant. Chapter one introduces the reader to the topic of self-managing work teams and explains the relevance of commitment to this organizational structure. Chapter two is a review of the literature which focuses on commitment, its determinants, and two theories used to explain the relationship between them. The remaining chapters describe the methodology used in the study, explain the findings and draw conclusions. Of all the factors analyzed, only perceived organizational support and autonomy were found to influence commitment in this sample. The relevance of these findings for business and academia is discussed.
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Buirge, Brian Michael. "Decentralized Design Management: Managing People and the Design Process for a Geographically Dispersed Creative Team." Kent State University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=kent1365177762.
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Eriksson, Emelie, and Emelie Öjersson. "Performance Management in Self-Managing Teams : A case study of a knowledge-intensive company." Thesis, Linköpings universitet, Industriell marknadsföring och industriell ekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-83195.
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For many companies, especially the ones that are knowledge-intensive such as consulting companies or service delivery firms, it has been increasingly popular to organize the employees in so called self-managing teams. These teams have proven to increase efficiency as they reduce overhead costs by not having the need of being supervised by a manager. These teams should handle the daily work tasks by themselves as well as make decisions, handle the teams’ development in line with company desires, and work towards greater performance. Furthermore, the teams need to structure the performance management and be able to handle all the activities that are included within that process. Performance management is a process that is designed to improve the overall performance at the company. Activities within the process include goal setting, performance feedback and performance appraisals. All these activities should help the company with structuring a way of getting the right input for giving the suitable rewards to their employees. The team will always be influenced by different factors that will affect the team: both from within the team and from the organization as a whole. Therefor, the purpose of this thesis was to investigate how external factors (within the organization but outside the team) and internal factors have an impact on the self-managing teams within knowledge-intensive companies, and how well they can perform the performance management activities. To be able to answer the purpose, a case study was made at the IT-consulting company Findwise AB. A year ago (Spring 2011), the three development teams at the Stockholm office got organized in more permanent teams. They saw a need of structuring their daily work and therefor they implemented the agile working method Scrum at the office, a working method focusing on iterative and incremental development. They started to operate more self-managed and a lot of the responsibilities that had been managed outside the team were now integrated towards the team. This fall (2012), the Team Leaders in each team will begin to take over the responsibility for parts of the performance appraisal process, a performance management activity that previously was done by an external manager outside the team. Furthermore, the team should to a greater extent than before, handle other performance management activities, such as setting goals and giving performance feedback. The case study showed that the following external factors have an impact on the executing of performance management activities within the self-managing teams: external leaders and the information systems. Furthermore, the group beliefs and meeting organizational objectives, roles and responsibilities, and team composition were internal factors that had an impact. During the analysis, it became clear that things that were found in the empirical data collection also affected how effective the performance management activities were executed within the teams. The external factors were the internal processes at the company, which refers to the fact that the team members also have responsibilities outside the team, and the external Project Leaders, which refers to that the teams sometimes uses Project Leaders for the customer projects that are not held permanent within the team. A new internal factor that was found was the various working methods that were used between the development teams. The recommendations given to the case company included the need of setting clear goals that are tangible, as well as having attainable goals connected to a carrier plan. Furthermore, the study showed a need of implementing performance feedback sessions were input from all relevant stakeholders, inside and outside the company, could be gathered.<br>För många företag, speciellt de som är kunskapsintensiva så som företag inom konsultsektorn eller tjänstesektorn, har det blivit allt mer populärt att organisera de anställda i självorganiserande team. Dessa team har visat sig öka produktiviteten då de minskar overheadkostnader genom att de inte har ett stort behov av att kontrolleras av en ledare eller chef. Dessa team ska kunna hantera dagliga aktiviteter själva och ta de beslut som krävs inom gruppen, men även se till att teamet utvecklas i linje med organisationens önskemål, samt att de arbetar för att ständigt öka prestationen inom gruppen. Dessutom måste teamen arbeta med målstyrningsprocessen och se till att de kan hantera alla de aktiviteter som finns inom denna process. Målstyrning, eller verksamhetsstyrning, är ett samlingsnamn för en process som underlättar möjligheten för ökad prestation inom ett företag. Aktiviteter som ingår inkluderas av målsättning, prestationsfeedback och utvärdering. Dessa aktiviteter kan tillsammans underlätta för organisationen att skapa en struktur som kan ge input för att kunna ge rätt belöning till företagets anställda. Teamen som ska arbeta med dessa aktiviteter kommer alltid influeras av olika faktorer som påverkar hur väl de kan arbeta som ett självgående team och ha möjlighet att arbeta effektivt med tidigare nämnda målstyrningsaktiviteter. Dessa faktorer kan innefatta påverkan internt inom teamet, men även påverkan utanför teamet men inom organisationen. Detta examensarbete hade därför som syfte att studera hur externa faktorer (inom organisationen men utanför teamet) och interna faktorer har en inverkan på självorganiserande team i kunskapsintensiva företag, samt hur detta i sin tur påverkar hur väl de kan utföra målstyrningsaktiviteterna. För att kunna besvara syftet gjordes en fallstudie på IT-konsultföretaget Findwise AB. Under våren 2011 började de tre utvecklingsteamen på företagets kontor i Stockholm organisera sig i mer permanenta team. De såg ett behov av att få en bättre struktur på det dagliga arbetet och implementerade därför den agila arbetsmetoden Scrum på företaget som går ut på att arbeta inkrementellt där utvecklingslösningarna utförs iterativt. Detta ledde till att teamen började arbeta allt mer självständigt och många av de ansvarsområden som tidigare legat utanför teamen integrerades nu mot teamen. Hösten 2012 kommer teamledarna för varje team börja ta över ansvaret för delar av utvärderingsprocessen, en målstyrningsaktivitet som tidigare har utförts av olika externa ledare utanför teamet. Tanken är även att teamen ska utföra flertalet av de övriga målstyrningsaktiviteterna inom teamet, så som målsättning och ge feedback. Fallstudien visade att de externa ledarna i organisationen samt företagets informationssystem var externa faktorer som hade en inverkan på utförandet av målstyrningsaktiviteterna inom självorganiserande team. Studien visade även att delade värderingar inom gruppen och möjligheten att nå organisationens mål, roller och ansvarsområden samt gruppsammansättning var interna faktorer som hade en påverkan. Under arbetets analysfas upptäcktes även att faktorer som hittades i det empiriska materialet även det hade en påverkan på hur effektivt målstyrningsaktiviteterna kunde utföras inom teamet. Nya externa faktorer som påträffades var så kallande interna processer, vilket syftar till att de anställda i många fall har ansvarsområden utanför teamet, samt att teamen ibland använde sig av externa projektledare under utförandet av kundprojekt. En ny intern faktor som påträffades var att teamen påverkades av att de redan nu hade börjat utveckla olika arbetsmetoder inom gruppen. Studien avslutades med att ge rekommendationer till fallföretaget med information om att de behövde sätta klara och konkreta mål som på ett tydligt sätt gick att koppla till en karriärs- eller utvecklingsplan för individen. Dessutom visade studien på ett behov av att implementera feedbackmöten på team och individnivå där input kunde hämtas från samtliga intressenter inom företaget samt från de externa kunderna.
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Rogers, Tim. "Creating practical knowledge for managing interprofessional health care teams : the promise of critical realism and the theory of action /." Online version, 2005. http://bibpurl.oclc.org/web/30437.
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Thesis (PhDManagement)--University of South Australia, 2005.<br>A thesis submitted to the International Centre for Management and Organisational Effectiveness, Division of Business and Enterprise. University of South Australia. Includes bibliographical references (leaves 195-207).
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Koike, Chiaki. "Peer evaluations in self-managing work teams : the role of specific emotions in extra-role behaviours." Thesis, Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2010, 2010. http://hdl.handle.net/10133/3124.
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This study examined emotional reactions that occurred when participants compared the fairness of own outcomes to that of peer outcomes. The mediating role of emotions (pride, guilt, envy, or anger) on the fairness perceptions and the intention to engage in organizational citizenship (OCB) or counterproductive work behaviour (CWB) was assessed. Two hundred and sixty nine undergraduate business students participated in the main study. Peer evaluation vignettes were used to simulate four fairness conditions. Hierarchical multiple regression was used to test the hypotheses. The results indicated that perceived fairness to self interacted with perceived fairness to others, which led to emotional reactions, including pride, guilt, envy, and anger. Perceived fairness also directly influenced behaviour. However, only the negative emotions of anger and envy acted as mediators. As such, anger decreased OCB intention and increased CWB intention. Envy decreased the intention to engage in OCB. Implications of the results were discussed.<br>x, 128 leaves ; 29 cm
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Maugain, Olivier. "Managing multicultural R&D teams : an in-depth case study of a research project at CERN /." Bamberg, 2004. http://aleph.unisg.ch/hsgscan/hm00100185.pdf.
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Maugain, Olivier. "Managing multicultural R & D teams - an in-depth case study of a research project at CERN /." [S.l.], 2003. http://www.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/2820/$FILE/dis2820.pdf.
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Barros, Rayane, and Arbesa Idrizi. "Managing Communication Across Cultures : A qualitative study of leaders' way of communicating with their culturally diverse teams." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95635.
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Globalization has helped to increase the movement of people between countries and has also affected organizations through increased international operations. This mean that companies are also significantly more heterogeneous internally than they have been in previous years with more people from different cultures working together. Sweden is one of the countries where this has become increasingly common in connection with more people coming to the country as refugees and workers with visas. In organizations this means that more demands are put on the leadership to handle cultural differences in work teams. For this reason, we chose to focus this study on researching how leaders in Sweden handle communication with culturally diverse teams and what commitments are made in connection with this.Therefore, a qualitative research process has taken place with an abductive approach to draw parallels between theory and empirical material. The study was based on primary and secondary data through interviews with nine leaders and previous research in the areas of leadership, culture, and communication. The results of data collection and analysis highlight important aspects regarding the challenges of leaders in culturally diverse teams and the commitments made to manage it. Hierarchy was an aspect that was raised which meant differences in communication between leaders and individuals from other cultures. Moreover, this meant expectations for leaders to be more direct in offering answers and instructions, which differs from the leader's culture in maintaining an informal level of leadership style and communication (common to all leaders in the study). Among the recommendations was the use of mixed communication tools, perform follow-ups, and do personal meetings to avoid misunderstandings.For all leaders, understanding and an open mindset were of paramount importance. Be vigilant about what certain behavior or modes of communication may be. Adaptations appear to be made to some extent but more thought about culture in communication and how certain information can be perceived. Of further importance is to keep the leaders' own culture in mind when trying to understand others in communication.
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Maugain, Oliver. "Managing multicultural R&D teams an in-depth case study of a research project at CERN /." [S.l. : s.n.], 2003. http://www.unisg.ch/www/edis.nsf/7acbc805e9219074c1256d28004777d9/609ee572325667bfc1256dce0048bbfb?OpenDocument&Highlight=2,maugain,oliver.
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Gunawardena, Asela. "A case study on the training issues related to leaders of self-managing teams in a redesign plant." Thesis, This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-12172008-063737/.
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Shaikh, Ishrat. "Virtual Team Management in Construction Projects and the role of BIM : A study of challenges faced by construction projects in managing virtual teams distributed globally." Thesis, KTH, Byggnadsteknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-235695.
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Sprauer, William A. "Self-organization and Sense-making in Architect-Engineer Design Teams| Leveraging Health Care's Approach to "Managing" Complex Adaptive Systems." Thesis, The George Washington University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10126014.
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<p>Traditional, corporate-level risk mitigation procedures and management-led performance improvement efforts tend to ignore the relationship dynamics of Architect-Engineer design teams, and instead focus on the credentials and abilities of the individual designers, the contractual framework surrounding the individual projects, and the process for inspecting and controlling the quality of the team’s output, the design. Management may tacitly acknowledge the complex nature of the design process, but the notion of design teams as complex systems, or more precisely, Complex Adaptive Systems (CAS), with their inherently unpredictable behaviors, is not typically considered. </p><p> The research herein analyzed the team dynamics of 113 Architect-Engineer design projects to determine if teams that leveraged or embraced (deliberately or unknowingly) the <i>self-organizing</i> and <i>sense-making </i> properties of CAS, to include improvisation, an emphasis on intra- and cross-boundary communication, broad participation in decision-making, autonomy in managing resources, and deliberate use of conflict and uncertainty to alter standard behavior patterns, delivered more successful projects than teams whose leadership attempted (again, deliberately or unknowingly) to <i> overcome</i> those same CAS properties with detailed design or quality control (QC) procedures, a strong organizational identity that informed behavior, concentrated decision-making authority with a focus on efficiency of effort, and swift resolution of conflict. The parameters for measuring project success included adherence to schedule, project profitability, design errors, contractual disputes or litigation, and customer satisfaction. </p><p> An analysis of the data utilizing non-parametric analytical tools, to include Mann-Whitney Rank Sum analysis, calculation of Kendall’s tau-b, and ordinal logistic regression, reveals that while encouraging a design team to improvise can improve project outcomes, fostering or allowing self-organization in general is not associated with improved project performance. On the other hand, an environment that promotes team members’ sense-making abilities (although the use of conflict or noise as tools to promote adaptive thinking remains problematic) leads to improvements in project success factors. Finally, the results suggest that Architect-Engineer design team management is not a linear enterprise, and that in determining project success, the relationships between design team members may be as important as the technical competency of the designers and the design or quality control procedures they follow. </p>
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Parente, Christina de Souza. "Estudo de caso de implantação de equipes autogerenciáveis em empresa do ramo automotivo." Universidade de Taubaté, 2009. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=323.
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Esta dissertação tem como objetivo fazer uma análise crítica de um modelo para implantação de equipes autogerenciáveis utilizado por uma determinada empresa do ramo automotivo. Nela são apresentados diversos conceitos teóricos necessários para esta análise crítica. O estudo de caso é descrito de forma a mostrar como a implantação foi feita nesta empresa, comparando-o com a teoria apresentada. Foi analisado um modelo para implantação de equipes autogerenciáveis e melhoria de desempenho, já utilizado e avaliado como eficaz em outras unidades da empresa. Foram analisadas nesta dissertação as dificuldades encontradas durante a primeira fase da implantação, sendo identificados os pontos a melhorar para o sucesso das fases seguintes. Através do estudo percebe-se que autonomia restrita e aumento da responsabilidade, as principais características do modelo analisado, permitem obter bons resultados em curto espaço de tempo, principalmente no que diz respeito ao fluxo de informações e a motivação dos trabalhadores, mas que a empresa necessita repensar sua forma de organização fabril para que possa obter os reais benefícios das equipes, já que a fixação das metas de equipe é tão importante quanto a fixação das metas individuais. O programa implantado pela empresa não trouxe melhoria dos resultados durante o período de estudo, mas houve progresso no trabalho em equipe, sem que, no entanto, houvesse redução dos níveis hierárquicos.<br>This dissertation has as objective make a critical analysis of a model for implantation of self managing teams, used by a company of the automotive branch. Diverse theoretical concepts, necessary for this critical analysis, are presented. The case study shows the way of the implantation was made in this company, comparing it with the presented theory. It was analyzed a model for implantation of self managing teams and improvement of performance, already used and evaluated as efficient in other units of the company. The difficulties found during the first phase of the implantation were analyzed in this dissertation, and the points to improve for the success of the following phases were identified. Through this study its perceived that restricted autonomy and empowerment, the main characteristics of the analyzed model, allow to get good results in short space of time, mainly in the information flow and the workers motivation, but the company needs to rethink about its manufactory organization to find the real benefits of work in teams, because the setting of the team goals is as important as the setting of the individual goals. The program implanted by the company didnt improve results during the study period but the company progressed in teamwork, without suppression of hierarchic levels.
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Tyala, Zakunzima. "School management team members' perceptions of their roles in managing Grahamstown secondary schools." Thesis, Rhodes University, 2005. http://hdl.handle.net/10962/d1003644.
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During the apartheid era, that is, before 1994, the education management system in South Africa was fragmented, authoritarian and top-down. Principals were expected to manage schools on their own without consulting the rest of the staff. The birth of political democracy in 1994 resulted in many changes in the education system. These changes include the creation of one national department. In line with this democratisation came the concept of school management teams (SMTs). Because of the democratic nature of this kind of a structure (SMT), it is required that educators work co-operatively and as a team. This has been problematic in some schools where the principal has traditionally felt comfortable taking decisions on his or her own without any input from relevant stakeholders. Furthermore, through the legacy of apartheid, teachers themselves have dogmatically been oriented to being the recipients of instructions and to view management as the prerogative of the principals only. The formalisation of SMTs thus brings new challenges to both principals and staff members, essentially the notion of democratic or team-management. The object of this study is to find out how the concept of democratic management is being received. This study includes all the government-aided high schools in Grahamstown (ten of them). Studying all 10 high schools - 6 from the local township, 3 ex-model C schools, and 1 from the coloured township – has produced a broad and varied picture of how SMTs are being received in Grahamstown secondary schools. The study was framed within the interpretive approach, and sought to unpack the perceptions of SMT members with regard to SMTs. An interpretive paradigm made it possible for me to gain an in-depth understanding of SMT members’ perceptions of team-management within their contexts. I used questionnaires, interviews and observation as research tools to gather data. This study has found that, although the concept of team management is well-received, there are significant obstacles to the acceptance of teamwork as an alternative form of management. Many of these may be the result of decades of disempowering governance strategies, resulting in impoverished notions of school ownership and joint responsibility. Some relate to the political nature of schools as organisations. Despite these problems, the study has confirmed that team-management is the preferred approach for a variety of reasons. Team-management usually results in enriched decision-making, the sharing of responsibilities and higher levels of support. A major systemic shortcoming highlighted by the study is the absence of meaningful training in democratic educational management.
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Pafford, Michael E., and Lyle V. Munn. "A comparison of information systems and non-information systems personnel working in non-information systems organizational departments." Thesis, Monterey, California. Naval Postgraduate School, 1989. http://hdl.handle.net/10945/24277.
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A survey was conducted to investigate motivational and satisfaction differences between Information Systems (IS) and non-IS personnel working in various non-IS organizational departments. The motivational factors of Motivating Potential Score (MPS), Growth Need Strength (GNS), Social Need Strength (SNS), Average Psychological Score (APS), and Overall Satisfaction Score (OSS) were measured. Control for occupational group differences was achieved by classifying survey respondents into one of two job categories: Managerial or Professional/Technical. Significant differences were found in the GNS scores and SNSs of the two job categories. Several implications of the research findings are discussed and recommendations are made with respect to future studies.
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Arnoldsson, Josefin, and Hanna Malak. "Managing from the comfort of your own home – a dream come true or an unproductive nightmare? : A single case study exploring how managers’ perceived team productivity has changed during COVID-19." Thesis, Jönköping University, Internationella Handelshögskolan, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52888.
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This study explores how managers perceive the change in their teams’ productivity, as a result of moving from an office-based workspace to a virtual workspace. In the circumstances of the global COVID-19 pandemic, and its resulting restrictions and recommendations, there has been a mass relocation to working virtually from home. To establish if there has been any perceived change in employee productivity, several different factors such as communication, team unity, and trust were compared during two different time-points, before the start of the pandemic and 16 months into the pandemic. This is a hybrid study that makes use of both quantitative and qualitative properties, by first establishing a base of data through a survey, the initial observations were then explored further and to greater insight by interviewing a sample of the managers who took part in the survey. The findings of the study suggest that the pandemic reflects an overall negative outcome on team productivity as a result of working virtually. The most affected team factors include communication, conflict resolution, and planning. There are however other effects to factors such as team unity and trust that may bear relational consequences. Ultimately, the findings of the current study indicate a generally negative effect on team productivity.
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Pather, S. S. "The influence of emotional intelligence on change management strategies in establishing self-managing schools : a multi-site case study." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1154.
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In South Africa, the trend has been towards the decentralising of authority and giving greater powers to schools. This implies the active involvement of the school governing body members, the school management team members and the Level One educators in the day-to-day functioning of the school. Whilst some schools have welcomed this change and seen this devolution of power as an added advantage contributing to the efficacy of schools, some schools have struggled, while others have failed dismally to cope with this added responsibility of managing their own resources. The researcher, being an educator involved in this transition, has been intrigued by the success of some self-managing schools and the failure of others. The following words of Oliver Wendell Holmes have inspired the investigator to conduct this research to ascertain the reasons for the success of certain schools and the failure of others: “What lies behind us and what lies before us are tiny matters compared to what lies within us.” Since the performance of schools is normally ranked according to their matriculation pass rates, this research focused on six self-managing schools in the Port Elizabeth District. These schools were selected on the basis of their matriculation performances in 2008. Two of the schools had achieved an above 85 percent matriculation pass rate (Category A); two obtained a 50 percent pass rate (Category B); while the other two schools obtained matriculation pass rates of between 25 percent and 30 percent (Category C). Although the research relied strongly on a qualitative method of inquiry, because of the nature of the data and the need to obtain a better understanding of the feelings, attitude and perceptions of those in management positions, governing body positions and members of the personnel, multiple instruments for data collection such as a literature review and the study of school documents and questionnaires, were used. This inclusion of these multiple instruments for obtaining information, which is also called triangulation, contributed to the reliability and validity of the empirical investigation. Although the data was presented in the form of tables and graphs, vi which alludes to a quantitative approach, a narrative interpretation of the findings, which is associated with a qualitative method of inquiry, was also presented. An analysis of the findings revealed that there was a great amount of involvement of the principals, school management team members and Level One educators in Category A schools, which had a matriculation pass rate of above 85%, in the following change management strategies: the establishment of a vision, planning and organising, teamwork, training and development, communication, praise and incentives, and evaluation and feedback. There was also a great contribution by the school governing body members. However, the study revealed that Category B and Category C schools did not effectively use communication, praise and incentives and evaluation and feedback as change management strategies. It was evident from the empirical investigation that in Category B and C schools, the school governing body members were less, or not involved in the usage of the change management strategies applied. According to the results based on the six-facet model of Emotional Intelligence, Category A schools obtained 80% and above in the competencies relating to the self and social domain. Category B schools fluctuated between 50 percent and 80 percent in both dimensions, while Category C schools fluctuated between 30 percent and 80 percent. The findings suggest that there should be greater involvement of all stakeholders, especially the school governing body members, in the establishment of a vision, planning and organising, communication, teamwork, training and development, praise and incentives and the provision of feedback and evaluation for self-managing schools to become effective and improve their performances. Professional development, especially in the areas pertaining to Emotional Intelligence competencies such as personal and interpersonal skills, should be prioritised. This thesis proposes that, on the basis of the investigation carried out at the six participating schools on the influence of Emotional Intelligence on the change management strategies adopted in self-managing schools, schools use strategies such as the establishment of a vision, planning and organising, communication, teamwork, training and development, praise and incentives and evaluation and feedback to ameliorate the damaging impact of change. There should be continuous training and development at schools, especially for the school governing body members, who are elected every three years. The newly elected school governing body members need to develop the necessary skills to effectively contribute to the efficacy of schools. The human resource is the vital ingredient in schools, thus for any progression or improvement, all stakeholders need to be informed, trained and enriched. Since Emotional Intelligence can be learned, professional development in the area of Emotional Intelligence should be given more thought and included in training courses, focusing on the development of personal and interpersonal skills. The Emotional Intelligence training should be conducted as part of teacher training courses as well as on an annual basis for educators already in the teaching system, since Emotional Intelligence can influence the use of change management strategies at schools and enhance the efficacy of the functioning of self-managing schools.
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Teodorczuk, Andrew Michael. "Developing educational approaches for liaison old age psychiatry teams : a grounded theory study of the learning needs of hospital staff in relation to managing the older confused patient." Thesis, University of Newcastle upon Tyne, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.547997.
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Wennerström, Lee. "Managing change with an intercultural team." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16946.
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The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative.The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change.The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies.<br>Program: Magisterutbildning i informatik
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Yang, Bob 1976. "Managing a distributed software engineering team." Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/50394.
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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; and, Thesis (B.S.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1998.<br>Includes bibliographical references (leaves 97-98).<br>by Bob Yang.<br>B.S.<br>M.Eng.
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Козирка, В. Є. "Автоматизація процесів управління розподіленими командами з використанням технології чат-ботів". Master's thesis, Сумський державний університет, 2019. http://essuir.sumdu.edu.ua/handle/123456789/75935.
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У роботі проведено дослідження процесів управління в компанії ТОВ «Центр мережевих технологій ВЕБ100» (QATestLab) і сформовано вимоги до автоматизованої інформаційної системи. Виконано проектування архітектури автоматизованої інформаційної системи. Створено прототип автоматизованої інформаційної системи на основі чат-бота.<br>The master's thesis conducted research on management processes in the company "Center Network Technology WEB100" (QATestLab) and the requirements for the automated information system were composed. The architecture of the automated information system has been designed. A prototype of an automated chatbot information system has been developed.
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Pike, Calvin. "Managing the school's inspectorate : independent team practices and outcomes." Thesis, London South Bank University, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.271807.
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This study is about the managemenot f `independent'i nspections of schoolsb y teams in England during the period September 1993-7. The central research problem is seen as the absence of a managerial focus by the Office for Standards in Education (OFSTED) on the work of teams -a management gap that both triggers and lies at the core of the study. The investigation is shaped by four initial research questions, namely: " How can contractors for OFSTED arrange their teams to encourage inspectors to manage and operate in inspections so as to ensure consistency of practice? " What factors influence inspection team practices? " What are the factors affecting the actions of contractors in supporting the practices of inspection teams? " How do teams develop? The study describes and explores the extent to which the roles and responsibilities of different players within the new inspection system are identified, organised to manage it most effectively, and operate interdependently. The literature is reviewed against a discussion of the legislative background in the Education (Schools) Act 1992 which led to the creation of OFSTED. This considers the nature of teams, of managing teams, of professionals and of professional teams offering contracted services within the public sector. This literature is reviewedi n turn in the light of that on the developingn otion of new public managementw, ith its emphasis on contracting as a prominent means of service delivery. Drawing on the literature concerning the work of teams, the management of public services and OFSTED, a research design was developed using multiple methods matching the characteristics of the sites for the research. Two major phases of the research took place - locally and nationally based. The local phase included 155 registered inspectors in responding to a survey that highlighted the practice and performances of the independent teams involved. A series of interviews also took place with registered inspectors, contractors and ex-HMI to reflect on thesep rocessest,h e outcomesa nd the influences on them. The national phase comprised two elements: surveys involving 72 contractors and 595 inspectors and desk-based analysis of OFSTED's Education Information System (EIS), access to which was gained during the research process. Through EIS, data related to 2000 inspections was analysed and samples of reports and the evidence which supports them were examined; conclusions were drawn about the information, some of which was previously unused. The implementation of this design was supported by the researcher's range of insider roles within the Schools Inspection community. The insider/researcherr ole literature is thus also reviewed and critiqued. Findings confirmed the extent to which there was neglect or confusion concerning the managerial needs of inspection teams. Inconsistencies evident from the assumptions held about how inspection teams are managed were identified. Disjunction between local and national findings were exposedw here evident. The findings also emphasesth e limitations of the literature, particularly the extent of theory which support understanding of `short-life' teams. As the system for independent inspections of schools was at an early stage in relation to the history of the inspectorate as a whole, and this study based primarily on the first cycle of inspections, these conclusions are necessarily tentative. Proposals for future research as well as suggestions for improving the management of inspections are made. Where appropriate the findings are related to contracted out teams operating in other public services
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McMahon, Amanda Davies. "The job of managing in adult education : team approaches." Thesis, Sheffield Hallam University, 1989. http://shura.shu.ac.uk/20046/.
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Effectiveness is found a useful sensitising concept for managersevaluating their own work, for which basic methods ate suggested. The relationship of these managerial investigations to practitioner and participatory research is explored, and suggestions for enhancing objectivity when participant observation is used as a research method are made. The relationship of effectiveness indicators to each other -- termed "quantum" effectiveness -- is suggested for research by managers into managerial and organisational effectiveness to aid managerial and organisational development.
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Vai, Iok Pui. "Managing cross-functional virtual team : knowledge sharing, trust and leadership." Thesis, University of Macau, 2005. http://umaclib3.umac.mo/record=b1636670.
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