Advances in collaborative work tools and communication technologies have made computer-mediated teams a part of virtually every organization. One of the challenges for members of virtual teams is the development of trust. This study examined the reciprocal relationship between trust and effectiveness in virtual teams, employing an input-process-output-input approach. Data were collected from 183 individuals comprising 61 teams. Teams participated in a computer-simulated search and rescue mission. Three alternative latent change score structural equation models were fit to the data to examine the bidirectional relationships between trust and effectiveness. Results revealed that the two factors of trust, cognition-based trust and affect-based trust, are always present, therefore examination of the trust-effectiveness relationship for each trust factor is warranted. The analyses revealed that generally, effectiveness has an impact on changes in trust, but trust does not influence the changes in effectiveness. Implications for organizations are discussed. Future research should examine the relationships between in trust and effectiveness on the team level. Additionally, research should explore the reciprocal relationship between each trust factors and effectiveness subtypes - attitudinal, behavioral, and performance effectiveness.

Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The work force has evolved immensely over the last decade. In a quest to remain competitive in the provision of consumer goods and services at the lowest possible economic cost, organisations have been compelled to adopt and adapt to the winds of change that have literally taken centre stage in the global market. The increased use of teams as production vehicles in today‟s workplace is one of the notable developments that deserve and justify further investigation. A study of the literature on teams revealed that leadership plays a crucial role in a team‟s dynamics, its survival and ultimate success. Therefore the overarching aim of the present study was to determine the manner in which leadership, specifically servant leadership, affects team effectiveness. In an attempt to answer this question, an explanatory structural model that purports to explicate the manner in which leadership affects team effectiveness was subsequently developed and tested. The study was conducted using primary and secondary school teachers from schools in and around Stellenbosch, in the Western Cape (South Africa). Each school was regarded as a team. Out of the 400 questionnaires distributed to the members of the teams, 201 (n=201) completed questionnaires were received comprising 29 teams. The respondents who participated in the study completed four questionnaires – joined together in one composite questionnaire. The four questionnaires constituting the composite questionnaire were: the rater version of the Servant Leadership Questionnaire (SLQ) of Barbuto and Wheeler (2006) - an SLQ self-report version also exists; the Team Commitment Survey of Bennett (1997); the slightly modified version of the Organisational Citizenship Behaviour Scale (OCBS) developed by Podsakoff and Mackenzie (1994) and the Team Effectiveness Questionnaire (TEQ) developed by Larson and LaFasto (1989). Item analyses were performed on each of the subscales using SPSS version 17. Thereafter, confirmatory factor analysis was performed on the measurement model. However, some of the subscales, specifically for team citizenship behaviour and team commitment appeared to be problematic. The proposed model was tested using structural equation modelling (SEM) via LISREL version 8.54. Overall, it was found that both the measurement and structural model fitted the data reasonably well. From the results obtained in this study it can be concluded that there is a very weak negative relationship between servant leadership and team effectiveness, while there is a significant positive relationships between servant leadership and team commitment, team commitment and team citizenship behaviour, and team commitment and team effectiveness. Team citizenship behaviour has a slightly strong inverse effect on team effectiveness. Furthermore, team commitment has been found to be a strong moderator in the relationship between servant leadership and team effectiveness. With the unique combined variables included in this study, the study can be seen as making a contribution to the existing theory and literature by explicating the findings with regard to the interrelationships between servant leadership, team commitment, team citizenship behaviour, and team effectiveness. However, referring back to the literature, this study was an attempt to help further some of these “emerging” organisational behaviour constructs. It should therefore be seen as investigative in nature and much more follow-up research in this domain is deemed necessary. This study stated its limitations but also made recommendations for possible future research avenues to be explored. / AFRIKAANSE OPSOMMING: Die wêreld-van-werk het heelwat verander oor die afgelope dekade. Om dus in die vraag na verbruikersgoedere en -dienste te voorsien en steeds mededingend te bly voortbestaan, teen die laagste ekonomiese koste, word organisasies genoodsaak om aan te pas en te verander soos wat internasionale markte voortdurend verander en voor uitgaan. Die toenemende aanwending van spanne as produksie-medium in vandag se werksplek is een van die ooglopende ontwikkelinge wat verdere ondersoek verdien en regverdig. Bestudering van die literatuur oor spanne het aan die lig gebring dat leierskap „n sleutelrol speel in spandinamika, „n span se oorlewing en uiteindelike suksesbereiking. Dus was die oorkoepelende doelwit van hierdie studie om die wyse te bepaal waarop leierskap – spesifiek dan, diensbare-leierskap – spaneffektiwiteit beïnvloed. In „n poging om hierdie vraagstuk aan te spreek, is daar gevolglik „n verklarende strukturele (vergelykings) model ontwikkel en getoets met die doel om meer lig te werp op die wyse waarop leierskap spaneffektiwiteit beïnvloed. „n Studie is uitgevoer deur van laerskool- en hoërskool-onderwysers van skole in en om Stellenbosch in die Wes-Kaap (Suid-Afrika) gebruik te maak. Elke skool is as ʼn spanbeskou. Uit die totaal van 400 vraelyste wat uitgestuur is, is 201 (n=201) voltooide vraelyste terug ontvang – wat 29 volledige spanne omvat het. Respondente wat aan hierdie studie deelgeneem het, moes vier vraelyste – wat deel uitgemaak het van een saamgestelde vraelys – voltooi. Die vier vraelyste wat deel uitgemaak het van die saamgestelde vraelys en gedien het om die 201 onderwysers se menings te verkry, het bestaan uit die beoordelaarsvorm van die Servant Leadership Questionnaire (SLQ) van Barbuto en Wheeler (2006) – daar is ook „n SLQ self beoordelingsvorm wat deur Barbuto en Wheeler ontwikkel is; die Team Commitment Survey van Bennett (1997); die effens aangepaste weergawe van die Organisational Citizenship Behaviour Scale (OCBS) wat ontwikkel is deur Podsakoff en Mackenzie (1994); en die Team Effectiveness Questionnaire (TEQ) van Larson en LaFasto (1989). Itemontledings is op elk van die subskale uitgevoer deur gebruik te maak van LISREL weergawe 17. Daarna is bevestigende faktorontleding op die metingsmodel uitgevoer. Sekere van die subskale het egter problematies voorgekom – spesifiek die subskale vir spangemeenskapsgedrag en spanbetrokkenheid. Die voorgestelde model is getoets deur middel van struktuurvergelykingsmodellering (SVM) aan die hand van LISREL weergawe 8.54. Oor die algeheel is bevredigende passings van beide die metingsmodel en die strukturele (vergelykings) model op die data verkry. Die resultate van die verskillende ontledings het getoon dat daar ‟n baie swak negatiewe verwantskap tussen diensbare leierskap en spaneffektiwiteit bestaan, terwyl beduidende positiewe verwantskappe gevind is tussen diensbare leierskap en spanbetrokkenheid, spanbetrokkenheid en spangemeenskapsgedrag, en, spanbetrokkenheid en spaneffektiwiteit. Spangemeenskapsgedrag het ‟n redelike sterk negatiewe verwantskap met spaneffektiwiteit getoon. Verder is daar bevind dat spanbetrokkenheid ʼn sterk modererende rol speel in die verwantskap tussen diensbare leierskap en spaneffektiwiteit. Gegewe die unieke kombinasie van konstrukte wat in hierdie studie ingesluit is, kan daar gesê word dat hierdie studie „n bydrae lewer ten opsigte van die bestaande teorie deur lig te werp op die verwantskappe tussen diensbare leierskap, spanbetrokkenheid, spangemeenskapsgedrag en spaneffektiwiteit. Tog, deur weer na die literatuur te verwys is dit belangrik om te benadruk dat hierdie studie beskou moet word as ʼn poging om hierdie “nuwe” ontluikende organisasiegedrag konstrukte verder te help uitbou. Juis om hierdie rede behoort hierdie studie as ondersoekend van aard geïnterpreteer te word en is opvolgnavorsing oor hierdie gebied nodig. Die studie stel sy beperkinge, maar maak ook aanbevelings vir verdere navorsingsgebiede wat potensieel ondersoek kan word.

Teams play a key role in organisational success and it is imperative to proactively manage team performance needs in order to influence team effectiveness. The purpose of this study was to explore the perceptions of a group of employees in a sales-driven organisation on how the application of Neethling’s thinking style preferences influenced team performance following their participation in Neethling’s thinking style preferences training. The qualitative exploratory study was conducted with 19 employees in the Finance and Insurance department of a sales-driven organisation. The data were collected by means of in-depth individual interviews and focus group interviews. A nonprobability purposive sample technique was used to identify participants for the two focus group interviews and six individual interviews. Evidence provided in the findings concluded that Neethling's thinking style preferences can be used as a viable tool to enhance team performance in an organisation as the participants’ perceptions and experiences of the advantages of these preferences and the findings in the literature on effective teams, concurred. There were also strong indications that the team performed better in terms of their internal team processes, leading to team outputs such as better communication, cooperation, understanding and relationships between team members. Participants also recognised that the team’s performance led to the achievement of organisational results or outcome goals such as improved productivity, profitability, organisational image and customer satisfaction. The study represents original research, extending the current body of knowledge on the perceptions of employees’ team performance related to Neethling’s thinking style preferences. Neethling’s thinking style preferences could have a high influence on identified elements of team performance and could be viewed by employees as a viable tool for enhancing team performance. / Business Management / M. Com. (Business Management)

En ständigt föränderlig omgivning, påverkad av globalisering, konkurrens och nya trender fostrar en komplexitet som flertalet forskare hävdar kräva ett ökat fokus på teamarbete (McDonough, 2000; Sheard & Kakabadse, 2002). Därutöver skriver Cannon-Bowers och Bowers (2011) att intresset för team och hur de fungerar vuxit dramatiskt sedan början av 1900-talet. Inte minst tros pressen från en global ekonomi ligga bakom det ökade intresset, tillsammans med behovet av att optimera användandet av team inom organisationer världen över. Trots att teameffektivitet tycks ligga i de flestas intresse, verkar litteraturen på området inte hänga med i omvärldens förändring. Vi anser att diskrepansen mellan teori och praktik ger upphov till barriärer som hindrar utvecklingen av effektiva team. Syftet med denna studie har således varit att öka förståelsen för de barriärer som hindrar utvecklingen av effektiva team inom en svensk verksamhet. Vår studie har en kvalitativ ansats där nio semistrukturerade intervjuer genomförts med medarbetare från ett team på IKEA of Sweden AB. Våra resultat visar att det finns tydliga barriärer mellan utvecklingen av effektiva team, teorin och praktiken. Med grund i vår undersökning har vi kunnat identifiera de tre följande barriärerna: ledarskap, kommunikation och tillhörighet (LKT). Barriärerna får sina uttryck i olika konsekvenser där den övergripande konsekvensen är förhindrandet av utvecklingen av effektiva team, andra konsekvenser yttrar sig på såväl team- som på individnivå. Vidare har vi funnit att barriärerna (LKT) även kan agera möjliggörare för utvecklingen av effektiva team. Såväl litteraturen som praktiken bör således lägga ett större fokus på att implementera, utveckla och förstärka de tre identifierade faktorerna (LKT). Slutligen anser vi att det behöver utföras mer empiriskt grundad forskning och teoribildning som tar hänsyn till omvärldens förändringar för att finna fler åtgärder för att hantera de identifierade barriärerna. / A constantly changing environment, influenced by globalization, competition and new trends, fosters a complexity that most researchers claim to require an increased focus on teamwork (McDonough, 2000; Sheard & Kakabadse, 2002). In addition, Cannon-Bowers and Bowers (2011) write that the interest in teams and how they function has grown dramatically since the early 1900s. The pressure from a global economy is believed to be a cause of the increased interest, along with the need to optimize the use of teams within organizations worldwide. Although organizations and people are taking an increased interest in team effectiveness it seems as if the literature within the field is not keeping up. We believe that the discrepancy between theory and practice creates barriers that impede the development of effective teams. The purpose of this study has been to increase the understanding of the barriers that prevent the development of effective teams in a Swedish context. Our study is based on a qualitative research method by which nine semi-structured interviews have been carried out together with members from a team at IKEA of Sweden AB. Our results show that there are distinct barriers between the development of effective teams, theory and practice. Based on our research we have been able to identify the following three barriers: leadership, communication and a sense of belonging (LCB). The overall consequence caused by the barriers is the impediment to the development of effective teams, other consequences include effects on teams and individuals of the teams. Furthermore, we have found that the barriers (LCB) could act as facilitators for the development of effective teams. Both literature and practice should thus place a greater emphasis on implementing, developing and strengthening the three identified factors (LCB). Finally, we argue that more empirically based research, that is taking a constantly changing environment into account, has to be carried out. Hopefully that would result in more measures to deal with the identified barriers.

Background: Modern teams are faced with constant challenges regardless the field. Therefore, they require resilience to be able to bounce back from adversities. Even though literature is extensive regarding this subject, a component of resilience, connectivity, hasn’t been studied deeply. Connectivity relies on openness and generativity and has a great impact on team resilience thus exposing a worth pursuing research opportunity.  Purpose: This paper focuses on exploring how connectivity as a component of communication aids team resilience building. Further knowledge is advanced regarding connectivity’s impact on team resilience by targeting what specific actions within connectivity promote team resilience.  Method: This paper employs qualitative methods by using the output of 12 semi-structured interviews done within the IT sector. By constantly encountering challenges, IT represents the best methodological choice to study resilience in a team context. Data collected focuses on understanding specific actions that promote resilience and their sequence.  Conclusion: The obtained results present seven strategical steps which expose one procedure that helps teams with building resilience by using connectivity as a component of communication.

The presented Ph.D. thesis deals with the topic of Diversity management and its application into the area of Human Resourse Management. The main goal of the thesis is to survey the impact of diversity on the effective team operation in selected organizations in the Czech Republic. The aim of the thesis is thus to identify factors that influence the team effectiveness.The investigated teams operate in selected companies in the Czech Republic The Ph.D. thesis is divided into two parts: the theoretical part and the empirical part. The aim of the theoretical part is to provide a summary of personnel work in organizations with a focus on Human Resource Management at organizational and team´s level. Modern trends are also introduced: diversity management, talent management etc.The second part of the theoretical part is dedicated to diversity and diversity management, diversity classification, the structure of diversity management, functioning in teams, diverse teams and measuring the influence of diversity on team effectiveness. In the end of the theoretical part a summary of key research results is presented. A dictionary of key terms is also created as a part the presented thesis. In the empirical part an analysis of the research results gained by making pilot researches and main research are presented.The research was focused on studying the effectiveness of diverse teams in organizations mainly from the following sectors: Finance a Insurance, IT, Information and communication and Education. The research sample in the main research consisted of 98 team leaders.The gathered data were processed using descriptive and explorative statistics (nonparametric tests: Spearman's rank correlation coefficient, the Mann – Whitney U test and The Kruskal – Wallis Test). A qualitative analysis was used in the analysis of chosen items.The main results of the research is the following: 1.a slightly positive correlation was detected between gender diversity and handling project or work deadlines. 2.a positive correlation was found between informational diversity and goals or specific task/assignment achievement. 3. a slightly positive correlation was detected between the informational diversity and handling project or work deadlines. In teams with a focus on Human Resource Management a middle level of gender diversity was found, whereas in project teams the informational diversity is on a high level. Marketing teams have a lower level of information diversity. The same results is for teams with a focus on Management of academic projects/programs. No relationship was detected between the team effectiveness and the team size. The same negative results were found for the organizational size and the rate of occurence of age, gender or informational diversity.The qualitative analysis concluded that age diversity is linked with a situation of mixing different perspectives and experience in teams; gender diversity could have a positive influence on socio – psychological dynamics in a team and be efficient for client management. Informational diversity was mentioned as a factor of improving the problem-solving process and project effectiveness. Respondents were asked to define the traits/factors of a high – performing teams. Proportions in gender: 50:50, proportional representation of experienced and not so experienced peers in teams. The role of the manager is to unite the team, to support team members´potential, team cooperation with a goal to fulfil the task.

Enligt nuvarande biobankslag i Sverige ska handläggningen av patienternas biobankssamtycken ske omedelbart och utan onödig tidsfördröjning. Det är utifrån patientsäkerhetsperspektiv, viktigt att ha uppdaterade biobankssamtycken i laboratorieinformationssystemet eftersom korrekt uppdaterade samtycken är avgörande för leverans av säker vård. Tidigare behövde den berörda biobankverksamheten i genomsnitt 77 arbetsdagar för att handlägga en inkommen nej-talong, vilket var alldeles för lång tid. Det här förbättringsarbetet görs i syfte att tidseffektivisera processen för biobankssamtycke vid berörd biobankverksamhet i Region Stockholm. Nolans förbättringsmodell, Service Blueprint, 5 P´s analys och PDSA-hjulen användes som metod i det här förbättringsarbetet. Med hjälp av de införda förändringsidéerna under förbättringsarbetet minskades antalet handläggningsdagar för nej-talonger från 77 till 42 arbetsdagar på den berörda biobankverksamheten. Detta är en minskning med 35 arbetsdagar. Det här förbättringsarbetet resulterade i en mer tidseffektiviserad process för biobankssamtycke och en ny nationell rekommendation gällande antal handläggningsdagar för nej-talonger.  Studien av förbättringsarbetet syftade till att öka förståelsen om personalens erfarenheter av att genomföra förbättringsarbete med processen för biobankssamtycke. Studien genomfördes som en kvalitativ fallstudie med induktiv ansats. Kvalitativ datainsamling utfördes i form av åtta samtalsintervjuer. Studien visade att det fanns två viktiga faktorer som enligt berörd personal ledde till ökad teameffektivitet och tidseffektivisering av processen: systematisering av processen för biobankssamtycke och motivationsdrivande faktorer. Förändrat arbetssätt, ökade personalresurser och utvecklade kommunikationskanaler bidrog till skapandet av en systematisk process vilket underlättade genomförandet av förbättringsarbetet och tidseffektiviserade processen. Motivationsdrivande faktorer som påverkade teameffektivitet under förbättringsarbetets gång var gruppstöd, agilt arbetssätt och visuell utvärdering av förbättringsarbetet. / According to the current Biobanking Act in Sweden, processing of patients' biobanking consent must occur immediately without unnecessary time delay. From a patient safety perspective, it’s important to have updated consents in laboratory information systems because correctly updated consents are critical to the delivery of safe care. Previously, biobank organization where study was conducted needed an average of 77 working days to process an incoming biobanking consent, which was overly long. The aim of improvement work is to make the process for biobanking consent more time-efficient in one biobank organization in the Region of Stockholm. Nolan’s improvement model, Service Blueprint, 5 P's analysis and the PDSA-cycles were used as methods for this improvement work. With the help of five improvement interventions the number of processing days for biobanking consents was reduced from 77 to 42 working days which is a reduction of 35 days. This improvement work resulted in a more time-efficient process and a new recommendation regarding the number of processing days for biobanking consent.  The study of the improvement work aimed to increase the understanding of the staff's experiences regarding improvement work with the process for biobanking consent. The study was conducted as qualitative case study with an inductive approach. Qualitative data collection was carried out in the form of eight interviews. The study showed that the following factors led to increased team effectiveness and time efficiency of the process: systematization of the biobank consent process and motivational factors. Changed work methods, increased personnel resources, and developed communication channels contributed to the creation of the systematic process, which facilitated the implementation of the improvement work and made the process time efficient. Motivational factors that influenced team effectiveness under improvement work were group support, agile working methods and visual evaluation of improvement work.

Syftet med den här studien var att undersöka om teamsammanhållning, teammedlemmars inre motivation och psykologisk trygghet kan predicera teameffektivitet i eventprojekt. För att besvara studiens syfte genomfördes en kvantitativ tvärsnittsstudie och data samlades in via en webbaserad enkät. Studiens deltagare bestod av personer som ingått eller ingår i projektteam som jobbat eller jobbar med eventprojekt. En multipel regressionsanalys genomfördes och resultatet visade att de oberoende variablerna teamsammanhållning, inre motivation och psykologisk trygghet tillsammans kan predicera teameffektivitet i eventprojekt. Både teamsammanhållning och psykologisk trygghet hade unikt signifikanta bidrag till förklaringsmodellen och inre motivation hade inte ett unikt signifikant bidrag. / The aim of this study was to investigate whether team cohesion, team members' intrinsic motivation and psychological safety can predict team effectiveness in event projects. To answer the purpose of the study, a quantitative cross-sectional study was conducted and data was collected via a web-based survey. The study's participants consisted of people who were or are part of project teams who worked or are working with event projects. A multiple regression analysis was carried out and the result showed that the independent variables team cohesion, inner motivation and psychological safety together can predict team effectiveness in event projects. Both team cohesion and psychological safety had uniquely significant contributions to the explanatory model, and intrinsic motivation did not have a uniquely significant contribution.

<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.