University of Göttingen

Teamwork and high performance work organisation Introduction Defining teamwork High performance workplace organisation Scope of study Incidence of teamwork Teamwork and autonomy Impact of teamwork on learning environment Job satisfaction Negative consequences of teamwork Organisational environment Conclusion References Annex 1: Sample survey questions Annex 2: Survey sources This report is available in electronic format only. Wyattville Road, Loughlinstown, Dublin 18, Ireland

CMEC01 12/8/06 8:50 Page 1 Chapter 1 Managers and Managing LEARNING OBJECTIVES After studying this chapter, you should be able to: ✓ Describe what management is, why management is important, what managers do, and how managers utilise organisational resources efficiently and effectively to achieve organisational goals. ✓ Distinguish among planning, organising, leading and controlling (the four principal managerial functions), and explain how managers’ ability to handle each one can affect

com/bam/humres Managing virtual teams: A review of current empirical research Guido Hertela,T, Susanne Geisterb, Udo Konradtb a Department of Psychology, Work, Industrial & Organizational Psychology, University of Wuerzburg, Roentgenring 10, 97 070 Wuerzburg, Germany b University of Kiel, Germany Abstract This review summarizes empirical research on the management of virtual teams, i.e., distributed work teams whose members predominantly communicate and coordinate their work via electronic

socscinet.com/bam/humres Managing virtual teams: A review of current empirical research Guido Hertela,T, Susanne Geisterb, Udo Konradtb a Department of Psychology, Work, Industrial & Organizational Psychology, University of Wuerzburg, Roentgenring 10, 97 070 Wuerzburg, Germany b University of Kiel, Germany Abstract This review summarizes empirical research on the management of virtual teams, i.e., distributed work teams whose members predominantly communicate and coordinate their work via electronic