<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.

The complexity in the world is continuously increasing. Teams are faced with imperfect information in uncertain, dynamic, and time critical environments as they strive to make the right decisions, not just as individuals, but as a team. In this joint activity the members choreograph their actions and synchronize their behavior through the use of communication. Communication is the predominant form of interaction within teams – it is not only a window into team cognition – it is an externalized cognitive process at a team level (Letsky, Warner, Fiore &amp; Smith, 2008). In an earlier study, non-professional participants were trained in teams of three to become high-performing within the C3Fire microworld (Baroutsi, Berggren, Nählinder and Johansson, 2013). In this microworld the team members are faced with the dynamic decision problem of fighting a forest fire. They have interdependent roles, requiring them to coordinate and strategize on a team level, making C3Fire a suitable platform for investigating dynamic decision making in teams. These six trained teams were compared to six untrained teams in a final experiment through a variety of measures, showing that the trained teams differed significantly in terms of both performance and in other important team aspects (Baroutsi, Berggren, Johansson, Nählinder, Granlund, Turcotte, &amp; Tremblay, 2014; Berggren, Baroutsi, Johansson, Turcotte, &amp; Tremblay, 2014; Berggren, Johansson, Baroutsi, &amp; Dahlbäck, 2014; Berggren, Johansson, Svensson, Baroutsi, &amp; Dahlbäck, 2014; Baroutsi, Berggren, Johansson, manuscript). These differences were thought to have an impact on the communication shared among the team members. Hence, the purpose of the present report was to investigate how the communication pattern was affected by these differences. The communication was analyzed using a coding scheme that categorized the content of the teams’ utterances. No difference was found in terms of communication frequency between the two types of teams. However, the trained and untrained teams did differ in communication content. The trained teams communicated more frequently about the context and the situation, while the untrained teams communicated more about the activities of the team. This can be interpreted as a deficiency in common ground, directability, and interpredictability (Klein, Feltovich &amp; Bradshaw, 2005) among the untrained teams. Also, the communication content explained 88.3 % of the variance in performance. / I en värld av ständigt ökande komplexitet, som karaktäriseras av ofullständig information och dynamiska, tidskritiska miljöer, strävar människor efter att fatta rätt beslut – inte som individer – utan även som ett team. I denna gemensamma aktivitet behöver medlemmarna synkronisera sina handlingar, vilket utförs med hjälp av kommunikation. Kommunikationen är den dominerande formen av interaktion inom ett team, och är även en externalisering av teamets kognitiva processer (Letsky, Warner, Fiore &amp; Smith, 2008). I en tidigare studie har oerfarna deltagare tränats i team om tre, för att bli högpresterande inom mikrovärlden C3Fire (Baroutsi, Berggren, Nählinder och Johansson, 2013). I denna mikrovärld står teammedlemmarna inför ett dynamiskt beslutsproblem - att bekämpa en skogsbrand. Rollerna i teamet är ömsesidigt beroende av varandra, vilket kräver att de samordnar och lägger upp strategier på en teamnivå för att på ett framgångsrikt sätt kunna lösa uppgiften. Dessa sex tränade team jämfördes sedan med sex otränade team i ett experiment. Flera mått användes för att bedöma teamen (CARS, DATMA, Shared Priorities, m.fl.), vilket visade att de tränade teamen skilde sig både avseende prestation, men även inom andra viktiga teamaspekter (Baroutsi, Berggren, Johansson, Nählinder, Granlund, Turcotte, &amp; Tremblay, 2014; Berggren, Baroutsi, Johansson, Turcotte, &amp; Tremblay, 2014; Berggren, Johansson, Baroutsi, &amp; Dahlbäck, 2014; Berggren, Johansson, Svensson, Baroutsi, &amp; Dahlbäck, 2014; Baroutsi, Berggren, Johansson, manuskript). Syftet med denna rapport är att undersöka hur kommunikationsmönstret påverkas av dessa skillnader. Kommunikationen analyserades med hjälp av ett kodningsschema där innehållet i teamens uttalanden kategoriseras. De två olika typerna av team uppvisade ingen skillnad i antalet uttalanden, men skillnader fanns för olika kommunikationskategorier. De tränade teamen kommunicerade oftare angående sammanhanget och situationen, medan de otränade teamen oftare kommunicerade om de aktiviteter som pågick. Detta kan tolkas som en brist i den gemensamma förståelsen, styrbarheten och förutsägbarheten mellan teamets medlemmar (Klein, Feltovich &amp; Bradshaw, 2005) hos de otränade teamen. Kommunikationsinnehållet förklarade 88,3 % av variationen i prestationen. / The Swedish Armed Forces research and development (R&D) project AVALO