When a face-to-face work group tries to accomplish its collective goals, the effectiveness and maturity of a group hinge on the combination of the functional roles performed by group members¡X task-oriented roles and group maintenance roles [Klopf, 1981; Benne et. al., 1948]. This research examines the phenomenon of group developmental processes, the functional roles performed by group members, and the relationships among certain critical functional roles, group maturity, and team effectiveness in the learning-task oriented virtual team setting. The samples are 24 project teams composed by part-time graduate students in a cyber university. After analyzing the group discussion sections by content analysis method, the development processes of these virtual teams demonstrate Tuckman¡¦s five-stage model of group development: forming, storming, norming, performing and adjourning. For the groups on forming stage, there are only two group maintenance roles ¡X initiator and information seeker/giver, performing by virtual team members. Conflicts between team members are not obvious due to virtual teams¡¦ learning-oriented task. Three group maintenance roles ¡X encourager, gatekeeper, and follower will encourage the occurrence of group cohesiveness and lead virtual teams to norming stage. Furthermore, when groups mature, four emerging task-oriented roles ¡X opinion seeker/giver, coordinator, orienter and evaluator will enhance the virtual team effectiveness. Negative functional roles (process-hindering roles) are rare due to virtual team¡¦s learning-oriented task. Therefore, this result indicates that members in a virtual team should play different critical positive functional roles according to their group¡¦s developmental stages, and it will facilitate group evolvement and improve team effectiveness.

Hambrick and Mason¡]1984¡^, with their ¡§upper echelon¡¨ perspective, proposed that top managers had great influences on organizational performances. Then, more and more scholars paid attention to the issues of the top management teams¡]TMT¡^. Although the impact of top management teams has been widely studied, research that tests the applicability of TMT variables on MNC is zero. The top management teams of the MNC included expatriates and local managers¡]Tung, 1982; Zeira and Shenkar, 1986¡^, would show higher richness and variety. Therefore, this study will use two independent variables: ¡uthe strategic roles of MNC subsidiaries¡vand ¡uthe nationalities of the MNC¡vto study the influences of these two independent variables on the traits, heterogeneity and interaction of the top management teams of the subsidiaries in Taiwan. The traits of the top management teams included the percentages of the local managers, average age, educational level and organizational tenure of the top management teams. The heterogeneity of the top management teams included the variation of the age, educational level and organizational tenure of the top management teams. The interaction of the top management teams included the extent to the social integration, communication frequency, and informal communication of the top management teams. Using ANOVA analysis on samples of 46 manufacturing MNC subsidiaries in Taiwan, the study finds that the strategic roles of the MNC subsidiaries have significant influences on the educational level, social integration and communication frequency of top management teams. In addition, the nationalities of the MNC have significantinfluences on the age, educational level and organizational tenure.

The core competency of the most effective organizations will be their capacity to learn in an increasingly complex and unpredictable business environment and HRD should expand its role to become a partner in the transformation of the entire organization. Organizational learning style, therefore, is an important research topic for the field of HRD (human resource development). This study had four primary purposes, which were germane to the corporations in the Republic of Korea: 1) to identify what organizational learning styles exist; 2) to identify the factors that differentiate the organizations with different organizational learning styles; 3) to identify the roles of HRD to facilitate organizational learning within the organizations in each organizational learning style; and 4) to identify the differences in the roles of HRD to facilitate organizational learning among the organizations with different organizational learning styles. The population for this study was the key informants at the corporations in the three industry areas: wholesale and retail trade; manufacturing; and hotels and restaurants. The survey instrument was delivered to 353 key informants, i.e. HR persons, at 240 corporations and 237 key informants at 166 corporations returned the survey instrument for a return rate of 67.1%. The findings of this study revealed the followings: 1) there are four types of organizational learning styles and the characteristics of each type of organizational learning style is determined by the combination of the organizations?? learning orientations, i.e. Knowledge Source, Learning Content, Dissemination Mode, and Learning Scope; 2) types of organizational culture, industry classification, and the size of an organization are the factors that differentiate the organizations with different organizational learning styles; 3) all roles of HRD are necessary for facilitating organizational learning; and 4) there are not differences in the roles of HRD to facilitate organizational learning among the organizations with different organizational learning styles.

Organizations use work teams to solve complex problems in innovative ways. As such, an abundance of diverse ideas, suggestions, and information should help organizations generate quality products and remain competitive. Yet, there is research which shows that women do not participate as much as men in face-to-face team interactions. Women often get fewer speaking turns than men, they speak for shorter lengths of time, and they are interrupted more often than men. As a result, women?s ideas may often be overlooked in work settings. This is problematic, because women make up 46 percent of the United States workforce, and not being active participants in meetings could results in underutilization of roughly half of the firm?s human capital. This study investigated whether the order of face-to-face and virtual communication used by virtual teams could be used as one means of increasing inclusion and participation of women in male-dominated teams. Results from 82 teams confirmed that women felt more included in the team when they communicated virtually first and then face-to-face as opposed to face-to-face first and then virtually. Findings supported a four-stage model where the medium of communication influences feelings of inclusion which influences participation (both self-reported and objective). Participation, in turn, influences perceptions of interpersonal justice, satisfaction with the team, and ratings received from team members. An objective measure of participation and team performance ratings from five independent raters also show that the more equally team members participate and the higher the team?s total communication volume, in both total speaking turns and words spoken, the higher the team?s ratings and the more creative the team?s output was judged to be.

This study was designed to explore the gender roles of youth comics and the perception of youth comic's readers. The methods of this study are content analysis and interview method. The findings, conclusions, and recommendations of this study are summarized as follows. 1.The number of male character is more than female character. The role of male character is still far more important than female character. 2.There are more gender stereotypes in male character than female character. However, female characters place much attention in love. 3.More recently, female character play less role in waiting for rescue. But male character is still more action oriented. Alternatively, female character appears to be quieter. 4.Most female character appears to be sexy and slim, and female characters at times show off their female sexuality. 5.In terms of outstanding performance, male character is more obvious and prominent. On the other hand, female characters may have outstanding performance but not quite obvious. We hope that the content of youth comics can be kept away from traditional gender stereotypes, and the review of comics can be more open and transparent. Additionally, parents should spend more time to read and discuss the contents of youth comics with their children.

Con la finalidad de encontrar la relación que exista entre los Mitos y Costumbres del rol de Género y concurrecia de las mujeres con o sin pareja en los consultorios de Gineco-Obstetricia del Hospital Dos de Mayo ; se estudió a 140 mujeres (70 con acompañamiento de sus respectivas parejas y 70 sin el acompañamiento de ellos) que acudieron a estos servicios , en quienes se realizó la entrevista, las mismas que cumplieron los criterios de inclusión durante los meses de Mayo a Julio del 2003. El estudio fue descriptivo , comparativo, prospectivo, analítico. Para la elaboración del cuestionario se utilizaron las conclusiones de trabajo ‘ focus group’ más el apoyo de la literatura . Los resultados obtenidos de la recolección de la información fueron tabulados en una base de datos y procesados con el paquete estadístico SPSS ver. 10.0 Luego del análisis se ncontró alta significancia estadística entre los Mitos y Costumbres del rol de Género y la no ocurrecncia de la pareja varón de las mujeres que acuden a los consultorios externos de Gineco- Obstetricia del Hospital Dos de Mayo. Constituyendo así los mitos y Costumbres del rol de Género , factores asociados con la salud reproductiva de la mujer.

<p>Background: During decades people have tried to define and explain the role of a manager. Mintzberg (1973) was one of them that made studies about the manager role. He defined ten managerial roles that still are in use today. In later years more people have been interested in the work of Mintzberg. 2003 Tengblad did a replication of his work on large and medium size businesses, and 2004 Florén conducted a similar study on small size businesses. Therefore, it can be of interest to do a replication of Mintzberg’s work on micro size businesses as well.</p><p>Purpose: The purpose of this study is to describe how the managers of micro businesses work, by doing a replication of Mintzberg’s “The nature of managerial work”. We also intend to compare our result with earlier studies by Mintzberg (1973), Tengblad (2003) and Florén (2004), to distinguish the similarities and differences in what roles top executives undertake during their working days.</p><p>Method: For this thesis we use a qualitative method, and to complete the purpose of this research we collect information from four different observations of micro business managers, to be able to define the role they perform. The empirical findings that we found during the observations are analyzed together in the frame of reference which represents the basis for our conclusions.</p><p>Conclusion: The conclusion we can draw from this survey is that the role micro business manager perform are very similar to a pattern of a ‘spider in a net’, because the micro business manager is a person that is involved in everything that goes on in a micro business. The manager knows everything; s/he is more or less the company.</p>

<p>Background: Increasing competition has led to a large interest for management control and leadership in Sweden. The controller’s role has changed from just including number crunching tasks to become more market and customer oriented. Therefore the use of controllers today is increasing within Swedish organisations. The role incorporates involvement in management decision making process. Organisational structure affects the work role as well as the location of the employee within an organisation.</p><p>Purpose: Our objective is to explore how and why the controller roles in Sweden differ from one organisation to another. To make it more interesting a second dimension, organisational structure, is included. We aim to develop guidelines that can provide useful insights to already existing theory. A mix between the inductive and the deductive approach is used.</p><p>Method: A qualitative cross case study has been performed where controllers from six different organisations present in the Swedish market have been interviewed. The organisations are operating in the clothing industry. Generalisation is not emphasised rather the uniqueness of each case is highlighted. A cross case analysis was performed to reveal differences and similarities between the cases.</p><p>Conclusion: We have found that a divisionalised structure where the subsidiary is relatively large results in decentralised decision making. The controller belongs to an own function located straight below the CEO and is titled business controller. This controller is recognised to be an involved controller. The involved controller was also found in organisations where some influences of the machine bureaucracy were apparent. If the controller belongs to the finance function it is likely that he/she performs accounting related tasks and the controller role is recognised to be the independent controller. If the controller belongs to the purchase function and the adhocracy is found the split controller role is evident. To prevent confusion we suggest that more controller titles should be added and the title should also communicate what tasks and responsibilities that correspond to the role. If you belong to the finance function an appropriate title would be accounting controller. By looking at the organisational structure it is possible to get guidance for what the role incorporates and what tasks and responsibilities that can be expected. Variance will always apply since there are no rules and regulations for financial control.</p>

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