Conflict is not an uncommon element of team interactions and processes; however, if unchecked it can cause issues in the ability of the team to achieve maximum performance. Research on task conflict and relationship conflict by de Wit, Greer, and Jehn (2012) found that while in many cases task conflict and relationship conflict within teams can have a negative effect on team performance, in some situations, task conflict benefitted team performance. In response to concerns about conflict in operating rooms, Rogers and Lingard (2006) suggested a conflict resolution tool, micronegotiation, as a way for surgeons to manage conflict. This study used students in health-related courses (radiology, physiology, and microbiology) to measure the effect of training in the micronegotiation technique on team performance on a problem-solving task and team satisfaction. Levels of task conflict and relationship conflict experienced within the teams were also compared between those who applied the technique and those who did not. The results of the MANOVA found no statistically significant differences between teams in the control group (no training) and teams in the experimental group (training) on any of the four dependent variables: team performance, team satisfaction, task conflict, or relationship conflict. The findings may be a result of little variance or presence of conflict within the groups and future research on the use of the micronegotiation technique may be better served to utilize adult work teams with a vested interest in the group product.

Scenario based training (SBT) allows organizations to train the competencies necessary for effective performance in an environment that replicates critical aspects of the transfer or operational setting. One of the most salient training features that can be delivered during SBT is feedback. Task feedback may be provided to trainees either during a training scenario (immediately following actions) or between training scenarios (after action review). However, little is known regarding the effects of immediate versus delayed feedback given to teams. Prior research on training individuals suggests that immediate feedback improves performance as assessed immediately after training (acquisition performance), however delayed feedback improves performance after time has passed (retention performance). Moreover, several individual training studies have found that trainee goal orientation moderates the influence of instructional features such as goal difficulty and content organization. I hypothesized that team member goal orientation would also moderate the influence of feedback timing on team performance. Three facets of goal orientation were assessed. Learning goal orientation refers to the extent to which individuals strive towards the mastery of skills for the sake of continuous improvement. Prove goal orientation refers to the extent to which individuals strive to demonstrate their own competence to others. Finally, avoid goal orientation refers to the extent to which individuals seek to avoid demonstrating their incompetence to others. Participants were 160 undergraduate psychology students assigned to 80 two-person teams. These teams were trained and tested using a simulated military task called the Forward Observer Personal Computer-based Simulator. Teams received 36 minutes of training prior to performing a skill acquisition test on day one of the experiment. One week later teams returned to perform a skill retention test. Teams were randomly assigned to receive immediate feedback during their team training scenarios or delayed feedback following each training scenario. Results indicated that the timing of feedback had no impact on acquisition performance. As predicted, however, teams that had received delayed feedback outperformed those that had received immediate feedback on the retention test. Moreover, the positive impact of delayed feedback on retention performance was greatest for teams that scored higher on a measure of state learning goal orientation on the day of their training. This interaction was mediated by the team's perception of the instrumentality of the feedback provided to them. Theoretical and practical implications, as well as, limitations and directions for future research are discussed.

<p>Today's rapid changes and major business developments in organizations increase the need for effective management teams. In management teams, there are significant demands on the members to understand how strategic, tactical and operational decisions and actions generate results. High management team effectiveness requires optimum cooperation between the members with particular emphasis on well-operated communication and ability and flexibility in working as a team. It further requires a deep understanding of the factors that influence the</p><p>management team effectiveness. The challenge to create a theoretical dynamic model to indicate development potentials regarding the effectiveness in the management teams represents the foundation for the idea behind this master thesis.</p><p>This master thesis presents a theoretical management dynamic model I have developed based on identified key factors that influence the effectiveness of management teams. For identification of these key factors, I have used literary studies and research concerning the concept of team, management team, team effectiveness, leading organizations, organization development, dynamic models and many other concepts.</p><p>I have categorized these key factors in five criteria. These criteria are engagement and dynamic leadership, team spirit, management meetings, conflict management and visions and objectives. In view of that, my definition of an effective management team is: team where high-engaged and motivated members including a strategic and dynamic leader work in a team having a good team spirit, hold effective management meetings and manage conflicts effectively to make qualified decisions that mainly are concentrated to reach welldefined bjectives and visions”.</p><p> The inspired idea behind my model is to integrate these criteria in the mechanical system called the Planetary Gear System to create a metaphoric image describing the dynamic of management teams and their effectiveness. Strategies for measuring these criteria also are identified and presented in this master thesis. These properties make the present dynamic model to a unique model in its appearance and functionality. The main function of my model is to indicate development potentials in the management teams. These development potentials are then used to give the studied management team relevant recommendations aimed at making the management team more effective. The aim of this master thesis is to investigate whether the developed model fulfill this function.</p><p>In order to investigate the ability of the model to fulfill this function the model has been applied to a real management team. The results have shown that the model has sufficient ability to indicate development potentials in the studied management team. The obtained results have been analyzed using SPSS computer program. Based on these results several recommendations are given. In this manner, the model has fulfilled stated expectations. However, a couple of additional actions aimed at increasing the qualifications of the presented dynamic model are identified at the end of this master thesis.</p><p>With the intention of verifying whether the developed model contributes to make the studied management team more effective, the performed measurement should be repeated after a period of at least six months. The re-measurement is necessary to follow up the effect of the given recommendations and also to indicate any new development potential. Such a task is recommended for further research and development of the model.</p><p> </p>

Today's rapid changes and major business developments in organizations increase the need for effective management teams. In management teams, there are significant demands on the members to understand how strategic, tactical and operational decisions and actions generate results. High management team effectiveness requires optimum cooperation between the members with particular emphasis on well-operated communication and ability and flexibility in working as a team. It further requires a deep understanding of the factors that influence the management team effectiveness. The challenge to create a theoretical dynamic model to indicate development potentials regarding the effectiveness in the management teams represents the foundation for the idea behind this master thesis. This master thesis presents a theoretical management dynamic model I have developed based on identified key factors that influence the effectiveness of management teams. For identification of these key factors, I have used literary studies and research concerning the concept of team, management team, team effectiveness, leading organizations, organization development, dynamic models and many other concepts. I have categorized these key factors in five criteria. These criteria are engagement and dynamic leadership, team spirit, management meetings, conflict management and visions and objectives. In view of that, my definition of an effective management team is: team where high-engaged and motivated members including a strategic and dynamic leader work in a team having a good team spirit, hold effective management meetings and manage conflicts effectively to make qualified decisions that mainly are concentrated to reach welldefined bjectives and visions”.  The inspired idea behind my model is to integrate these criteria in the mechanical system called the Planetary Gear System to create a metaphoric image describing the dynamic of management teams and their effectiveness. Strategies for measuring these criteria also are identified and presented in this master thesis. These properties make the present dynamic model to a unique model in its appearance and functionality. The main function of my model is to indicate development potentials in the management teams. These development potentials are then used to give the studied management team relevant recommendations aimed at making the management team more effective. The aim of this master thesis is to investigate whether the developed model fulfill this function. In order to investigate the ability of the model to fulfill this function the model has been applied to a real management team. The results have shown that the model has sufficient ability to indicate development potentials in the studied management team. The obtained results have been analyzed using SPSS computer program. Based on these results several recommendations are given. In this manner, the model has fulfilled stated expectations. However, a couple of additional actions aimed at increasing the qualifications of the presented dynamic model are identified at the end of this master thesis. With the intention of verifying whether the developed model contributes to make the studied management team more effective, the performed measurement should be repeated after a period of at least six months. The re-measurement is necessary to follow up the effect of the given recommendations and also to indicate any new development potential. Such a task is recommended for further research and development of the model.

Diploma thesis strives to identify the effectiveness of sociomapping in relation to selected charakteristics of work groups and teams. Literature review section defines the theoretical background of group and teamwork, which is being followed by the topics of team states and processes, team communication, mental models, team climate and teamwork effectivity. The final part focuses on team interventions, ways of evaluating their effectiveness and introduces specific aspects of sociomapping. The empirical part uses quantitative research approach, which analyzes the relationship between the method of sociomapping and its effect on the frequency of team communication, shared mental models in the form of the difference between the optimal and current frequency of communication and team climate. The sociomapping intervention is expected to have an effect on team performance in the form of higher hotel rating and team performance assessment. Both values were measured before and after the intervention. It is expected, that the frequency of team communication, the difference between optimal and current frequency of communication and team climate will behave as mediators. The results showed that sociomapping intervention is positively related to hotel rating (p = 0.014), but not to team performance...

(in English): This dissertation seeks to verify the impact of sociomapping-supported team coaching on team climate and performance. Sociomapping, created in the 1990s to visualize team communication, plays here a role simultaneously as the main diagnostic and intervention tool. The theoretical part focuses on the teams and psychological analysis of such team aspects as size, roles, composition and the formation and development of teamwork. Attention is further paid to team coaching and sociomapping-based intervention. One chapter analyzes the relevant team processes according to available concepts, with a subsequent analysis of team performance and climate as two teamwork outputs relevant to the study. Due to the specificity of team data analysis, the last chapter discusses teamwork analysis models. The empirical part presents a study of 103 respondents divided into and conducted on nine intervention and 12 control teams. The teams worked together on team projects for about three months. The intervention groups were supported by team coaching that involved sociomapping, while the control groups only attended meetings to discuss current work topics. The teams in both the control and intervention groups were sociomapped a total of three times, but only the intervention teams were presented with these...

This study explored the personal and situational factors that contribute to a high school principal's willingness to sell the issue of objectionable team nicknames to their school division administration for the purposes of banning them. Based on the literature review, nine hypotheses were developed regarding the factors that influence the issue-selling process in a centralized, hierarchical organization. The issue-selling model utilized in this study suggested that organizational support, top management openness, organizational norms, probability of success, and image risk would be determinants of willingness to sell the issue (Mullen, 2005). This study utilized a mixed-method research design. Personal interviews were conducted with retired and current high school principals that had dealt with the objectionable team nicknames during their careers. In addition, questionnaires were electronically sent to 311 current high school principals. Ordinary least squares regression identified perceived probability of success and image risk to be the factors that have the most statistical impact on a high school principal's willingness to sell the objectionable team nickname to their superior. Logistic regression was used to determine the likelihood that an emotional issue would be brought forth. This study provides recommendations concerning issue selling in a public school system.

The goal of the master thesis is to determine possibilities of improving of management of multicultural teams in the Service Desk department in DHL Information Services (Europe) s. r. o. The teoretical part of the thesis involves concepts of team, team development, team management practices and team communication. The practical part of the thesis focuses on verification of hypotheses through structured interviews with manager of multicultural teams in the department of Service Desk and with particular team leaders.

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The shift towards relationship marketing entails an increased attention directed to buildingcollaborative relationships in the business-to-business market. This has further contributed tothe current interest in the intraorganizational setting in the area of sales and key accountmanagement, and more specifically the notion of sales teams. In light of the above, the purposeof this study is to develop a conceptual framework emphasizing the intraorganizationalperspective of such teams. Within this context, the team’s design and processes have beenhighlighted in relation to its performance and ability to form relationships with customers. Toprovide insights to the purpose of this study a single-case study was conducted in a companyoperating within the cloud software industry. The analysis demonstrates how the design of theteam, depicted by the formalization of procedures and the heterogeneity of team members’expertise, constitutes the frame in which the processes are carried out. Further, the interplay ofcommunication, proactiveness and alignment of goals showed to constitute key processesenabling the team to build relationships with its customers. Thus, by providing a conceptualframework emphasizing the intraorganizational perspective of sales teams, this studycontributes to the theoretical discussion as well as to practitioners in the field.