Remote working is the new reality, and transactional work provided by freelancers, contract employees or consultants has increased exponentially. It is forecast that as much as half the labor ...force will be working independently and virtually by 2020.Most organizations are still grappling with how to effectively manage their virtual staff and how to effectively support and motivate them an increasingly urgent task as more Millennials join the workforce, bringing changed attitudes to work satisfaction. This book, the fruit of the authors three decades of experience planning and implementing remote working environments, provides expert guidance for anyone planning a shift to remote working, managing teams of teleworkers, or themselves working in a virtual team.Working Virtually is for the executive leading changes in an enterprise that is preparing for virtual work or seeking to improve current performance. It offers tools to assess readiness, advice on creating appropriate reward policies, and strategies to adapt performance management processes to be more team-driven and technology leveraged. Working Virtually is written to and for the virtual leader who wants to establish high performing virtual teams. It provides an understanding of the roles and responsibilities of managing a virtual team, offering a wealth of advice on creating the conditions for collaboration, motivating team members, and identifying and defusing problems.Working Virtually is for the professional who works remotely from home, on the road, or in an office with remote colleagues. It is for anyone who wants to succeed in this new work environment by developing skills and networks to create a sustained and satisfying career path.With this new edition providing a 360° view of the roles and objectives of all stakeholders in the virtual workspace, this book uniquely provides readers with a rounded picture of the policies, processes, work habits, and commitments needed to achieve the shared goal of high performance remote teams.
Methods: We used a desert-herding task wherein three players are required to corral target agents (TAs), randomly spread across a field, by controlling their avatars with standard ...first-person-shooter game controls. The structure of participants’ movement and search dynamics during the trials was quantified using detrended fluctuation analysis DFA3 for each player during each trial resulting in a measure DFAα. Results: Multi-level linear models were fitted where the fixed effects were the task manipulations and random intercepts were fitted for each team member and team and the dependent measure was CM.
El presente estudio analiza el estilo de juego desarrollado en fase ofensiva del F.C. Barcelona y el Manchester City, dos equipos dirigidos por Pep Guardiola en distintas etapas de su carrera. Se ...examina la evolución de dicho estilo y su adaptación en diferentes contextos y plantillas. Utilizando la metodología observacional, se analizaron 20 partidos, 10 de cada equipo frente a los rivales mejor clasificados de su liga, en las temporadas de mayor éxito ofensivo de estos equipos en sus competiciones nacionales. Se evaluaron diferentes variables para definir su estilo de juego, para lo que se empleó la estadística descriptiva y un análisis cuantitativo (χ²) con el que evaluar las diferencias entre ambos conjuntos. Los resultados revelan diferencias significativas en la construcción de las secuencias ofensivas entre ellos. Mientras el F.C. Barcelona destaca por jugadas más elaboradas y densas, con mayor uso de pases de progresión, el Manchester City se caracteriza por un manejo del balón más prolongado y con un mayor volumen de pases de conservación respecto al equipo español. Ambos equipos, sin embargo, comparten un alto porcentaje de éxito en acciones ofensivas, superando el 80%, al igual que similares valores de cambios de orientación y tiros a portería. Este análisis refleja la adaptabilidad y evolución táctica de Guardiola, adaptándose a las características únicas de cada equipo y las dinámicas de sus respectivas ligas. Palabras Clave: Fútbol, Rendimiento, Metodología Observacional, Deporte de equipo, Táctica, Técnica. Abstract. This study analyzes the offensive phase play style developed by F.C. Barcelona and Manchester City, two teams managed by Pep Guardiola at different stages of his career. It examines the evolution of this style and its adaptation to different contexts and squads. Employing observational methodology, 20 matches were analyzed, 10 from each team against the highest-ranked rivals in their league, during the seasons of their most successful offensive performance in national competitions. Various variables were assessed to define their playing style, utilizing descriptive statistics and a quantitative analysis (χ²) to evaluate the differences between both teams. The results reveal significant differences in the construction of offensive sequences between them. While F.C. Barcelona is noted for more elaborate and dense plays, with greater use of progressive passes, Manchester City is characterized by longer ball possession and a higher volume of retention passes compared to the Spanish team. However, both teams share a high percentage of success in offensive actions, exceeding 80%, along with similar values of directional changes and shots on goal. This analysis reflects Guardiola's adaptability and tactical evolution, adjusting to the unique characteristics of each team and the dynamics of their respective leagues. Keywords: Soccer, Performance, Observational Methodology, Team Sport, Tactics, Technique.
The article examines the essence of the psychology of interaction in the process of innovative professional activity. The authors define the essence of the "management team" concept, the stages of ...its formation, and the features of the management team. In addition, the causes of conflicts in management teams, their characteristics, and the consequences for effective teamwork on the project are considered. The study describes the mechanisms of interaction in management teams and the ways to solve their problems. The authors describe the essence of disagreements in management teams, where the group members are both managers with a long history of holding a certain position and also newly appointed managers. The article also examines the essence of conflicts in management teams. The main factors of the appearance of conflicts are determined, where the character is given to such factors as the location of all team members on the same management horizon, the desire for leadership, the presence of experience in some team members compared to others, the relationship of the problematic issue to a certain department, the essence of the project. At the same time, the characteristics of interaction in the team are carried out. The authors characterize such ways of interaction as "shuttle diplomacy," executive influence, pressure from some team members on others, the presence of a common goal, and a motivational component. The study aims to highlight the essence of the psychology of interaction in the process of innovative professional activity in management teams.
Abstract purpose:
The objective of this article is to examine the effect of transformational leadership on collective efficacy and organizational citizenship behaviour on cross-functional teams’ ...members. The study also investigates the mediating and moderating effects in the relationship.
Design/methodology/approach:
Self-structured questionnaire with a 5-point Likert scale was used to collect the data by adopting both online and offline mode. A sample of 414 team members was drawn from working cross-functional teams of different service sectors, that is, transportation, banks, hospitals, information technology, hotels, educational institutions, agricultural irrigation services, insurance, construction and from real estate in the North India region. PLS-SEM was used to test the relationship between variables. PLS-MGA approach was used to test the moderating effect.
Findings:
The results revealed the positive and significant effect of transformational leadership on collective efficacy and organizational citizenship behaviour (OCB). The finding also supports the mediating effect of collective efficacy on the relationship. The moderating effect of gender also reveals the significant difference between the relationship between transformational leadership and collective efficacy.
Research limitations/implications:
The study will contribute towards understanding the mechanism of cross-functional teams through which an organization can manage the teamwork effectively. The study acknowledges the small sample limitation with a few service sector industries.
Practical implications:
Practitioners can develop a positive belief among team members by concentrating on the quality of leadership and the working environment of the team as well.
Originality/value:
This study probes the transformational leadership and collective efficacy variables as key variables that can make a positive change in the behavioural and performance perspective of team members.
Druck zählt Dubrovinskaia, Natalia; Dubrovinsky, Leonid
Physik in unserer Zeit,
09/2022, Volume:
53, Issue:
5
Journal Article
Extrem hohe statische Drücke von bis zu einem Terapascal ermöglichen die Bildung neuartiger Verbindungen mit besonderen Eigenschaften. Mit einer doppelstufigen Diamantstempelzelle ist es unserem Team ...an der Universität Bayreuth nun gelungen, in diesen Druckbereich vorzudringen und dabei In‐situ‐Analysen des Materialverhaltens durchzuführen.
Statussymbole, Freiheitsdrang, Digitalisierung – jede Generation tickt anders. Angehörige dieser Generation leben für ihren Beruf, sind meist wohlhabend und in festen Strukturen aufgewachsen. ...Merkmale der Gen X, Y und Z Für die Generation X (geboren 1965–1980), auch als „Generation Golf“ bekannt, spielen Statussymbole eine große Rolle. Viele heute aktive Mediziner*innen wuchsen in die Zeit der Ärzteschwemme hinein. Im Gegensatz zur vorigen Generation ordneten aber immer weniger ihr Privatleben völlig dem Beruf unter, viele Ärztinnen und Ärzte beschäftigten sich mit dem Gedanken, dass Zeit auch Geld sei. Für die Generation Y (geboren 1981–1996) ist der große Drang nach Freiheit und Selbstverwirklichung charakteristisch. Viele aus dieser Generation verfügen über einen akademischen Hintergrund. Die Generation Z (geboren 1997–2009) gehört zu den Digital Natives. MFA dieser Generation – die mittlerweile eine große Gruppe in den Arztpraxen stellen – wünschten sich ein gutes Verhältnis zu Ärzt*innen und Patient*innen. In der Führung verschiedener Altersgruppen müssen die unterschiedlichen Werte und Eigenschaften der jeweiligen Generation berücksichtigt werden. Um herauszufinden, wie es um das Team bestellt ist, würden sich beispielsweise SWOT-Analysen eignen, bei denen Stärken und Schwächen, aber auch Chancen und Risiken der Praxis betrachtet werden und die sich auch gut als Team-Event aufsetzen ließen.
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