Managing groups-and-teams presentation
- 19. Abdulnasir Abdulmelike Mohammed Madawalabu University HOW DOTEAMS BECOME EFFECTIVE? A LITERATURE REVIEW AND IMPLICATION FOR ETHIOPIA African Journal of Business Management August 2018 ABSTRACT ______________________________________________________________________________________ Teams have been recognized as the heart of organizations in previous decades and proved to be in a current situation. The reviewer found that the most studies focused on the input – process – output framework and concluded that organizations and their teams are dynamic that need more explanation through complex frameworks. He also suggested common clear goal, indoctrinating teamwork ideology, rewarding hard working teams, using diversity as an opportunity, and inform leaders and team members about team effectiveness frameworks as a strategy for teamwork effectiveness.
- 20. Mohammed Al – Malki,Wang Juan School of Economics, Central China Normal University LEADERSHIP STYLES AND JOB PERFORMANCE: A LITERATURE REVIEW Journal of International Business Research and MarketingVolume 3, Issue 3, March 2018 ABSTRACT ______________________________________________________________________________________ Leaders are claimed to have a positive impact on the efficiency of the organization by influencing the team members’ job performance. Additionally, this literature review explores the concepts of role stressors such as role ambiguity and role conflict, which are often found as the most important source of job dissatisfaction and poor job performance. It was found that the relationship between job performance and job cooperation was somewhat controversial.Therefore, it is important to understand the nature of different leadership styles and assess their impact on resolving different organizational problems.
- 21. Dele OlufemiAkindele University of Botswana, Gaborone, Republic of Botswana ENHANCING TEAMWORK AND COMMUNICATION SKILLSAMONG FIRSTYEAR STUDENTS ATTHE UNIVERSITY OF BOTSWANA TESOL Journal 2 Volume 6, pp. 2 – 15 @ 2012 ABSTRACT ______________________________________________________________________________________ This study explores how first year students studying Communication skills in the Faculty of Social Sciences at the University of Botswana manage team work and resolve conflict that emerges from group activities.The overall aim is to attempt to foster in the first year students communication skills, interpersonal skills, leadership skills, research and writing skills and conflict management through teamwork. The findings from the study indicated that the teamwork helped the students build self – esteem, confidence, and interpersonal and conflict management skills, as well as leadership skills.
- 22. Mr. Hari Prasad Guatam Apex College, Kathmandu, Nepal TEAM EFFECTIVENESS AND PERCEIVED EMPLOYEES’ PERFORMANCE IN NEPALESE SERVICE SECTOR International Journal of Research in Business Studies and Management Volume 5, Issue 2, 2018, pp. 1 – 10 ABSTRACT ______________________________________________________________________________________ Team plays a significant role on employees’ performance that leads to organizational performance.To create and implement team effectively, management system must be designed to fit the team environment to enhance productivity.Various factors such as supportive environment, team rewards and cohesiveness affects the tea effectiveness which eventually leads to better employees performance. The study investigated the key factors affecting team effectiveness and employees performance in Nepalese service sector. The results indicate that all the six dimensions of team effectiveness such as Supportive Environment, Team Reward,Team Skill, Role Clarity, Leadership andTeam Cohesiveness have positive relationship with Employees Performance in Nepalese Service Sector Organizations.
- 23. Shouvik Sanyal and Mohammed Wamique Hisam Department of Management & Marketing Dhofar University, Sultanate of Oman THE IMPACT OFTEAMWORK ON WORK PERFORMANCE OF EMPLOYEES: A STUDY OF FACULTY MEMBERS IN DHOFAR UNIVERSITY IOSR Journal of Business and Management Volume 20, Issue 3,Ver. I (March 2018), pp. 15 – 22 ABSTRACT ______________________________________________________________________________________ The importance of teamwork as an essential tool in work environment seems to be neglected by both employers and employees which has lead them to deficient performance and poor productivity in their jobs.Therefore, this research paper seeks to examine the impact of teamwork on occupational performance. The results reveal that there is a strong and significant connection between the independent variable viz, teamwork, climate of trust, leadership and structure, performance evaluation and rewards and the performance of the faculty members of Dhofar University in Sultanate of Oman.
- 24. GENDER APPROACHTOVIRTUAL TEAMS MANAGEMENT ABSTRACT ______________________________________________________________________________________ Smart work enhanced women's levels of stress, not being helpful in the conciliation of familiar and working life. However, women have those personal characteristics considered the best ones in order to manage and being the leader of a virtual team. It has been demonstrated that women's approach and style of communication can encourage team members to work as a unique group, where every single employee is needed in order to get the best result, while having a specific role. Strategic importance of training people before asking them to join a virtual team, so to understand the use of new technologies, but also colleagues' needs, backgrounds, culture and giving value to each one's diversity. (Zucca et. Al., 2021)
- 25. CHALLENGES AND CRITICAL SUCCESS FACTORS IN MANAGINGVIRTUALTEAMS:THE WORKPLACE OFTHE FUTURE ABSTRACT ______________________________________________________________________________________ The COVID 19 pandemic even increased the need for modern literature to identify management challenges related to virtual team performance because organizations across the world suddenly have to work remotely from home, and an increasing number of employees now engage in full-time virtual teamwork. (Rashid et. Al, 2021)
- 26. FUNCTIONAL ANDVISIONARY LEADERSHIP IN SELF-MANAGINGVIRTUALTEAMS ABSTRACT ______________________________________________________________________________________ Leadership in self-managing virtual teams as a process that results in the creation, reinforcement, and evolution of shared mental models and shared norms that influence team member behavior toward the successful accomplishment of shared goals. Successful self- managing virtual teams require both functional and visionary leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated, and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions. (Heckman et. Al, 2020)
- 27. THE ROLE OF SHARED LEADERSHIP IN MANAGING CONFLICTS IN MULTIGENERATIONALTEAMS: A RESEARCH FRAMEWORK ABSTRACT ______________________________________________________________________________________ With multigenerational teams becoming ubiquitous in contemporary organizations, understanding the dynamics within such teams needs to be addressed. Shared leadership emerges in multigenerational teams, it is likely to promote the adoption of cooperative conflict management styles and inhibit the adoption of competitive and avoidant styles, thereby leading to positive outcomes like team performance and team member satisfaction. Conflict management styles is an important mechanism through which shared leadership promotes positive team outcomes. (Bhayana et. Al, 2020)
- 28. A GROUP DYNAMICS FRAMEWORK FOR 21ST CENTURY COLLECTIVE INTELLIGENCE FACILITATORS ABSTRACT ______________________________________________________________________________________ Systems thinking and collective action capabilities are increasingly needed to address societal challenges . Educational training programmes supporting the development of collective intelligence group facilitation skills are not widely available although awareness of the need exists. In addition to method-specific expertise, skill in the use of CI methods requires an understanding of group dynamics. While groups or teams may not be skilled in managing their own group dynamics, Collective intelligence facilitators need to understand, monitor and manage group dynamics during the application of collective intelligence methods . Training programmes designed to cultivate Collective facilitation skills need a strong pedagogical focus on group dynamics. (Hogan et. Al, 2021)