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.

Šiandieninė verslo plėtra, sparčiai kintančios technologijos, konkurencijos augimas lemia ne tik didėjantį aukštos kvalifikacijos specialistų, kvalifikuotų darbininkų poreikį, bet ir tinkamo personalo valdymo strategijos pasirinkimą. Šio baigiamojo magistro darbo tikslas - ištirti vadovo vaidmenį statybos projekto komandoje, pasiūlyti komandos valdymo modelį. Šiam tikslui pasiekti keliami trys uždaviniai: Pirmas – atlikti Lietuvos bei užsienio šalių mokslinės literatūros analizę tema „Vadovo vaidmens, organizuojant efektyvų statybos projekto komandos darbą, tyrimas“. Antras – išnagrinėti tokias nuo statybos vadovavimo neatsiejamos sritis, kaip projektų vadyba, valdymo metodai, vadovavimo stilius ir modeliai, komandos formavimo veiksniai, komandos efektyvumo sąlygos ir vadovo savybės, darančias įtaką komandai. Trečias – ištirti vadovo vaidmenį statybos projekto komandoje, vadovų bei komandos darbuotojų tarpusavio santykius, komandos valdymo ypatybes. Ištyrus teorinius ir praktinius statybos projekto komandos vadovavimo aspektus, pateikiamos baigiamojo darbo išvados ir komandos valdymo modelis. Darbo apimtis – 71 psl. teksto be priedų. Darbe yra 49 paveikslėlių, 3 lentelės, 59 bibliografiniai šaltiniai, 2 priedai. / Present business development, rapid change in technologies and growth in competition influences not only the demand of high skill specialists and qualified labour, but also the proper choice of staff management strategy. Objective of this master closing work – to analyze a manager’s role in a construction project team and to suggest the team management model. Three tasks are raised to pursue the objective: First – to examine Lithuanian and foreign scientific literature to the point “Investigation of manager’s role in organizing efficient work of construction project team” Second – to analyze topics related to the construction management and influencing the team like project management, management methods, styles and models, team building factors, team effectiveness conditions and manager’s characteristics. Third – to investigate manager’s role in construction project team, relations between managers and staff as well as team management features. As result, conclusions and team management model are drawn after research of theoretical and practical aspects in construction project team management. Work summary – 71 text pages excepting appendices. There are 49 figures, 3 tables, 59 bibliographical sources and 2 appendices.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2016-05-12T20:30:16Z No. of bitstreams: 1 Nádia Lima.pdf: 1541830 bytes, checksum: 9281ed0500aafa84448161028048b5af (MD5) / Made available in DSpace on 2016-05-12T20:30:16Z (GMT). No. of bitstreams: 1 Nádia Lima.pdf: 1541830 bytes, checksum: 9281ed0500aafa84448161028048b5af (MD5) Previous issue date: 2016-02-25 / The influence of culture in organizations has been the focus of research and studies since a long time ago, and the reason is that culture shapes decision patterns of a company, guides their actions and directs the individual behavior of all the organization’s professionals. In the project environment, interactions between the project managers and team members may also be affected by variables such as culture and the projects manager's leadership style. Focused in this context, the aim of this study is to assess how the cultural diversity of global project’s members of multinational companies can influence the projects manager’s management skills. Therefore, this study presents issues about project management and management of global project teams and also references about concepts and approaches of culture, highlighting the cultural diversity. This study is a qualitative and descriptive multiple case, that was conducted in multinational companies. The main purposes of this study are collaborate with other research on culture in the project management environment, and contribute to a better understanding on how project managers can deal with the influence of cultural diversity in the management of global projects team.The results of this research demonstrate that the different cultural characteristics (language, values, religion and others) of the members of a global project can influence both negative and positive the management ability of global project managers and that managers of such projects have to deal with a number of challenges that require various personal skills and social relationships, and the adoption of measures to minimize potential problems in this context. Thus, the main contributions of this study are provide a better understanding of how project managers can handle the influence of cultural diversity in the management of global project teams as well as collaborate with future research on culture in the project management environment. / Há muito tempo a influência da cultura nas organizações tem sido o foco de pesquisas e estudos, e a razão disso, é que a cultura molda padrões de tomada de decisão das empresas, guia suas ações e direciona o comportamento individual de todos os profissionais da organização. No ambiente de projetos, as interações entre o gerente de projetos e os membros da equipe também podem ser afetadas por variáveis, como a cultura e o estilo de liderança do gerente de projetos. Focado nesse contexto, o objetivo desse estudo é analisar como a diversidade cultural existente entre os integrantes de projetos globais de empresas multinacionais pode influenciar a habilidade de gestão do gerente de projetos. Para isso, o estudo aborda os temas de gerenciamento de projetos, e gestão de equipes de projetos globais e empresas multinacionais, e ainda apresenta referências sobre conceitos e abordagens de cultura, destacando a diversidade cultural. Trata-se de um estudo de caso múltiplo qualitativo e descritivo, que foi realizado em empresas multinacionais com operação no Brasil. Os resultados obtidos nesta pesquisa demostram que as diferentes características culturais (idioma, valores, religião e etc) dos integrantes de um projeto global podem influenciar de forma tanto negativa quanto positiva a habilidade de gestão dos gerentes de projetos globais e que os gerentes deste tipo de projetos têm de lidar com uma série de desafios que exigem várias habilidades pessoais, sociais e de relacionamento, além da adoção de medidas para minimizar os possíveis problemas existentes neste contexto. Assim, as principais contribuições deste estudo são oferecer um melhor entendimento sobre como gerentes de projetos podem lidar com a influência da diversidade cultural na gestão de equipes de projetos globais e ainda colaborar com pesquisas futuras sobre a cultura no ambiente de gestão de projetos.

The present study empirically examined working behaviors of men and women within a self-managed working environment. Three models of women and work were studied. Results indicated women exhibited higher levels of job meaning and continuance commitment. The more self-managed production team exhibited higher levels of growth need strength, support from co-workers, continuance commitment, task significance and lower levels of role conflicts. Support teams exhibited higher levels of autonomy and satisfaction with pay. Path analysis, testing a model based on Astin's sociopsychological model indicated direct effects from expectancy to general satisfaction, from gender to expectancy, and task significance to gender. An alternative model showed direct effects between general satisfaction and expectancy, satisfaction with pay, task significance and expectancies, and between satisfaction with pay and teams.

Derived from sociotechnical systems theory, autonomous or self-managed work groups are a form of work design in which employees are multi-skilled, take responsibility for the group's tasks, and have discretion over the decisions which impact group performance. Previously collected survey data from 602 employees of a southwestern manufacturing firm were examined via factor analyses and multivariate analysis of variance. Significant differences were found for self-managed work group members versus traditional job holders regarding enhanced organizational involvement and enhanced work responsibility. However, there was no evidence of an age effect nor interaction regarding age. This study provides evidence to other action researchers and organizational decision makers that an "older" work force should not be considered a barrier to implementing this type of work design

Thesis is mainly focused on tools used for team development management in a small company, engaged in software development and providing marketing services across multiple development teams. Thesis is based on the practice of the author and its main objective is to evaluate the possibility of tools implementing to provide support to the management of development teams at AITOM. The main goal is to evaluate existing tools used and suggest a suitable solution for improving in this area. The first part of thesis defines basic related terms, the second part provides the analysis of the current situation in management of development teams at Aitom and the third part is destinated to the implementation of JIRA tool.

This thesis is focused on the organization of interdisciplinary teamwork in the field of psychosomatic medicine at specialized clinics in Bavaria. The main objective is to describe the system of organization and management of local teams and principles that constitute the teamwork in the psychosomatic field. The paper consists of two parts, theoretical and empirical. The theoretical part deals with team and teamwork defintion, as well as its characteristics in health care and in multidisciplinary (interdisciplinary) teams with regard to the specifics of their management. Multidisciplinary teams and interprofessional cooperation is discussed in relation to the field of psychosomatic medicine. A summary of the current basis of psychosomatic medicine in the context of medical education, legislation and the health care system in the Federal Republic of Germany and the Czech Republic follows. The system of the field of psychosomatic medicine in Germany is one of the main reasons why the empirical part is focused on the German environment of psychosomatic practice. The results of this thesis bring a model of the teamwork at psychosomatic clinics in Bavaria, which the Czech environment can be inspired by in its concept and can build on the major discovered principles of teamwork. These are common visions...

Hoy en día, la ciudad de Lima cuenta con varias empresas constructoras, todas ellas cuentan con diferentes equipos ya sean propios o en alquiler. Estas empresas tienen diversos proyectos algunos de estos desarrollados en simultáneo denominados también multiproyectos. Los equipos son parte esencial para que el rendimiento de cualquier construcción sea elevado, sin embargo, la mala gestión de este recurso genera retraso y pérdidas de dinero. Teniendo esta problemática nos basamos en el método de la cadena crítica para la gestión de equipos compartidos, puesto que este método se basa en la disminución de incertidumbre de los proyectos y ser optimistas en la fecha de culminación. La propuesta desarrollada en la presente tesis facilita el manejo de los equipos compartidos durante la programación de estos. Además, es un software que ayuda a tener una programación ordenada y fácil de usar, con la finalidad de que el usuario no se complique durante el uso de la herramienta tecnológica. El software GesZech es creado con la finalidad de que los equipos que se encuentran en un multiproyecto se gestionen de manera adecuada y rápida, este software tiene resúmenes mensuales y diarios por medio de diagramas de Gantt, además de tener indicadores para cada equipo con respecto al día transcurrido, todo esto a tiempo real. Así, si se genera algún cambio los usuarios que tienen acceso al software podrán observarlo sin ninguna restricción. / Today, the city of Lima has several construction companies, all of them have different equipment, either their own or for rent. These companies have various projects, some of these developed simultaneously, also called multiprojects. The equipment is an essential part for the performance of any construction to be high, however, the mismanagement of this resource generates delay and losses of money. Having this problem, we rely on the critical chain method for managing shared teams, since this method is based on reducing the uncertainty of projects and being optimistic on the completion date. The proposal developed in this thesis facilitates the management of shared teams during their programming. In addition, it is a software that helps to have an orderly and easy-to-use programming, so that the user does not get complicated during the use of the technological tool. The GesZech software is created with the purpose that the teams that are in a multiproject are managed adequately and quickly, this software has monthly and daily summaries through Gantt charts, in addition to having indicators for each team regarding the day passed, all this in real time. Thus, if a change is generated, the users who have access to the software will be able to observe it without any restriction. / Tesis

Была выявлена проблема высокого порога вхождения в роль владельца продукта. Поставлена гипотеза, что если разработать механику игры, приближенную к задачам Владельца Продукта в реальной жизни, то в игре можно будет пройти практику в роли Владельца Продукта для приобретения опыта. Общей командной целью было создание игры «Симулятор Владельца Продукта», а цель личной работы – определение направления развития игры как продукта. Результатом личной работы является описание механики игры в виде схем, бэклог продукта в виде пользовательских историй и требований, и статистика обратной связи от пользователей по результатам проведенных опросов. По статистике всего было порядка тысячи игровых сессий и положительная обратная связь от игроков. / The problem of a high threshold for entering the role of product owner was identified. It is hypothesized that if we develop game mechanics that are close to the tasks of a Product Owner in real life, then in the game it will be possible to practice as a Product Owner to gain experience. The overall team goal was to create the “Product Owner Simulator” game, and the goal of personal work was to determine the direction of development of the game as a product. The result of personal work is a description of the game mechanics in the form of diagrams, a product backlog in the form of user stories and requirements, and statistics of feedback from users based on the results of surveys. According to statistics, there were about a thousand gaming sessions and positive feedback from players.

在學術領域之中，其過去對於新藥產業的研究大多集中於「新藥發展策略」、「產業環境分析」與「智慧財產權策略」等領域，而探討新藥研發各階段之團隊組成與運作模式的研究仍然極少。 本研究以個案訪談法為主要研究方式，深入探討兩家台灣新藥研發公司（包括基亞生技、台灣微脂體），並以『新藥研發流程』與『技術知識特質』兩個構面來探索其對於『新藥研發專案團隊運作』之影響。 所得到的初步研究發現包括： 1. 新藥研發專案各階段中，技術知識路徑相依程度與技術知識系統複雜程度呈現負相關，當路徑相依程度越高時，系統複雜程度則越低。 2. 新藥研發專案隨著階段的推進，專案團隊的組成與結構也會隨之產生變化，臨床前與臨床試驗皆有不同的團隊組成與結構。 3. 技術知識系統複雜程度會影響新藥研發團隊組成的異質/多元程度：技術知識系統複雜程度越高，其團隊組成的異質/多元程度越高。 4. 技術知識路徑相依程度會影響團隊採取何種團隊運作策略：（1）路徑相依程度愈「高」或是愈「低」，專案團隊會傾向採取「自行發展」的團隊運作模式；（2）路徑相依程度為「中」時，專案團隊會傾向採取先執行「初步研發」活動之後，再與外部廠商進行「合作研發」。 5. 技術知識路徑相依程度會影響新藥研發專案各階段的團隊類型：（1）技術知識路徑相依程度愈低，專案團隊會傾向採用「重量級」、「自主型」的團隊運作模式；（2）技術知識路徑相依程度愈高會傾向採用「功能型」、「輕量級」的團隊運作模式。 6. 技術知識內隱化程度愈高，該專案在團隊運作上愈容易將外部成員視為內部團隊，甚至在團隊組成上直接將外部成員納入內部團隊之中。 7. 在臨床試驗階段，試驗主持人的過往經驗為成功關鍵之一。 8. 新藥研發廠商若擁有先導研發的能力，可以減短研發時程與成本。 / Most of previous the studies on pharmaceutical industry have been focused on the development strategy, environmental analysis and intellectual property. Very few of them emphasize the stage of new drug development concerning the project team management. This study uses technological knowledge characteristics (path dependence, complexity, and explicitness) and drug development process (drug discovery, non-clinical, pre-clinical, and clinical ) to explore the effect upon project team management. The result of this study： 1. In every stage of new drug development, the path dependence and the complexity of technological knowledge have significantly negative correlation. 2. When the new drug development project evolves into the clinical stage, the structure of project team will be different. 3. The complexity of technological knowledge can affect the composition of team members. If the complexity of technological knowledge is higher, the complexity of members is higher. 4. The path dependence of technological knowledge can affect the development strategy. If the path dependence is higher or lower, the team members prefer “inner development”. If the path dependence is medium degree, the team members prefer “primary inner development” and then “cooperative research and development”. 5. The path dependence of technological knowledge can affect the team structure. If the path dependence is higher, the enterprise prefers “Heavyweight team structure” or “Autonomous team structure”. If the path dependence is lower, the enterprise prefers “Lightweight team structure” or “Functional team structure”. 6. If the explicitness of technological knowledge is higher, the enterprise intends to recruit team member from outside. 7. In clinical stage, the practice investigator can be key person of the success. 8. If the enterprise has the ability of “primary inner development”, the time and the cost of the new drug development can be reduced.