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Team Performance Management

Опубликовано на портале: 09-01-2003
Gary Fontaine Team Performance Management. 2002.  No. 5-6. P. 122-133. 
In the Asia Pacific, along with the rest of the world, there has been a rapid expansion in the use of geographically dispersed teams playing pivotal organizational and interorganizational roles. Yet our understanding of the conditions nurturing the task effectiveness of those teams is still embryonic. This article examines conceptual issues associated with the impact of culture, geography and technology in those teams in the Asia Pacific. It identifies the pivotal role played by "a sense of presence" (the feeling of "being there" with team members in different places and often different times) in both the effectiveness of, and satisfaction in, the use of such teams. Current research designed to explore these issues in teams in business and education in the region is described.
Опубликовано на портале: 03-10-2003
Leonard Karakowsky, Diane Miller Team Performance Management. 2002.  Vol. 8. No. 7. P. 146 -156. 
Life research has considered how work team characteristics influence reactions to negetive feedback. When feedback indicates that the group`s strategy is inadequate, how members respond to such feedback can determine the team`s ultimate success or failure. The aim of this theory paper is to identify central sources of influence on group responsiveness to negetive feedback in a mixed-gender context. Drawing upon sociological and psychological perspectives, we offer a framework that considers how men and womenrespond to negative feedback in work teams settings.
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Опубликовано на портале: 03-10-2003
Sandy Jeanquart Miles, Glynn Mangold Team Performance Management. 2002.  Vol. 8. No. 5/6. P. 113 -- 121 . 
The focus of this paper was twofold: to examine critical team leader behaviors (as perceived by the subordinate) that result in team member satisfaction; and to determine if there is a significant difference between the perceptions of team leaders and team members regarding the level of team satisfaction and factors that predict team leader performance. Results indicate that team member satisfaction was influenced by: the extent to which communication within the group was open; and the team leaders' performance. Team leader performance was influenced by the team members' satisfaction with their leaders' ability to resolve conflicts and the teams' openness in communication. Team members' and leaders' perceptions did not differ significantly regarding open communication in the group, however, team members assessed their leaders' performance less favorably than the team leaders assessed themselves and were less satisfied with the team leaders' ability to resolve conflicts.