ABILITY TO WORK IN A TEAM AS A MODERN PROFESSIONAL COMPETENCE OF A TEACHER

The purpose of the article is to conduct a theoretical analysis of the essence of teamwork and its role in the professional activities of teachers. The article clarifies the relevance and prospects of forming the experience of future teachers’ teamwork. The regulations consider it to be important as general and professional competence. The meaning of the notion “team” is described, as one, which defines small groups of people (from 3 to 12 participants). These groups are specifically selected to combine their efforts to solve a problem situation or a common completion of an important task. They have a clear target orientation and intensive interaction with each other. The main features of teamwork, such as group activity, which is focused on solving a particular problem and implementation of tasks, are discussed in the article. The authors claim that such an association of teachers is an essential tool for the personal and professional growth of every member. In addition, the article defines that researchers distinguish four types of a team. The first type is a work team, which solves the current problems of a pedagogical team and educational institution in general. The second type is a project team and a development team. They work on long-term educational projects. The third type is a parallel team, which is temporal and is focused on solving some educational issues. The last type is a management team, which unifies all heads of HR departments of an educational institution or other organization.The main advantages of any teamwork are highlighted in the article: improving the quality of decisions; reducing the time to find the best solutions; implementation of a multifaceted approach to solving complex pedagogical problems; professional growth of team members. Keywords: competence; professional competence; team; teamwork; teachers; feature of a team; types of teams; forming teamwork experience.

MANAGEMENT COMPETENCE OF THE FUTURE SERVICE MANAGER: ORGANIZATIONAL AND METHODMETHODICAL COMPONENTS

The article presents an analysis of the process of formation of managerial competence of future specialists in the field of service (on the example of hotel and restaurant business) in the course of professional training in institutions of higher and higher education. Based on the research of scientists on the training of future specialists in the field, a number of organizational and methodological competencies have been identified; the definition of "managerial competence of future service managers" is interpreted as a multicomponent dynamic combination of management knowledge, organizational skills, skills to train staff, ways of thinking, views, values, relevant personal qualities, implemented at the level of higher education 24 "Service Area 24" "Hotel and restaurant business. It is proved that structurally such competence is an integrated set of integrated, general ("soft" skills) and special ("hard" professional, subject, managerial and professional skills) competencies and determines the ability of the future manager to successfully conduct professional activities, purposefully improve professional the level of management and leadership in his subordinate staff of the hotel and restaurant company, build a career and create your own concept of success in life. The organizational competencies include the following: knowledge of the theoretical foundations of the organization of the process of providing services, forms, tools, methods and techniques of organizing the cognitive activities of staff; structure, psychological and pedagogical aspects of communication in the enterprise or the entrusted team; types of formal, semi-formal and informal methods of decision-making and implementation; ability to analyze organizational environments, prepare strategic and operational plans, appropriate measures and procedures; implement tasks based on the positive aspects of each employee. To methodical competences - mobility of knowledge (constant updating of the information for the successful decision of problems in concrete conditions); flexibility of methods (application of methods depending on conditions), critical thinking (creativity, non-standard, originality of design), responsibility for actions and decisions.

Understanding how team process-sequences emerge over time and their relationship to team performance

Purpose The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so, this effort responds to the call for examining the temporal and dynamic aspects of teams. Design/methodology/approach Data (i.e. observations and audio recordings) was collected from the stand-up meetings of three high-performing Scrum teams across six points in time during two consecutive performance episodes (i.e. beginning, midpoint, end). After content coding the data, lag sequential analyses was used to examine patterns of executed team processes to determine whether particular process-sequences occurred significantly different from others. Findings Teams shifted between transition and action phase processes during performance episodes. During and across performance episodes, process-sequences primarily consisted of transition processes. When teams executed process-sequences consisting solely of action phase processes, their focus was on monitoring processes. Research limitations/implications This study hopes that the findings here will serve to spur researchers to more fully investigate the relationship between process-sequences and team performance across various team types. However, limitations (e.g. small sample size, unknown point of teams’ life cycle and focus on explicit team processes) should be taken into account when building on the present findings. Originality/value This study contributes to a better understanding of the temporal and dynamic nature of team processes by analyzing how the team process and process-sequences occur across time. In addition, this study moves beyond most studies that assess team processes as static retrospective perceptions and consider their natural ordering.

Hospital Ward Adaptation During the COVID-19 Pandemic: A National Survey of Academic Medical Centers

IMPORTANCE: Although intensive care unit (ICU) adaptations to the coronavirus disease of 2019 (COVID-19) pandemic have received substantial attention , most patients hospitalized with COVID-19 have been in general medical units. OBJECTIVE: To characterize inpatient adaptations to care for non-ICU COVID-19 patients. DESIGN: Cross-sectional survey. SETTING: A network of 72 hospital medicine groups at US academic centers. MAIN OUTCOME MEASURES: COVID-19 testing, approaches to personal protective equipment (PPE), and features of respiratory isolation units (RIUs). RESULTS: Fifty-one of 72 sites responded (71%) between April 3 and April 5, 2020. At the time of our survey, only 15 (30%) reported COVID-19 test results being available in less than 6 hours. Half of sites with PPE data available reported PPE stockpiles of 2 weeks or less. Nearly all sites (90%) reported implementation of RIUs. RIUs primarily utilized attending physicians, with few incorporating residents and none incorporating students. Isolation and room-entry policies focused on grouping care activities and utilizing technology (such as video visits) to communicate with and evaluate patients. The vast majority of sites reported decreases in frequency of in-room encounters across provider or team types. Forty-six percent of respondents reported initially unrecognized non–COVID-19 diagnoses in patients admitted for COVID-19 evaluation; a similar number reported delayed identification of COVID-19 in patients admitted for other reasons. CONCLUSION: The COVID-19 pandemic has required medical wards to rapidly adapt with expanding use of RIUs and use of technology emerging as critical approaches. Reports of unrecognized or delayed diagnoses highlight how such adaptations may produce potential adverse effects on care. Journal of Hospital Medicine 2020;15:XXXXXX. © 2020 Society of Hospital Medicine

Measuring team effectiveness in healthcare: A comprehensive and practical tool.

e19188 Background: Publication trends reveal that research on teams and teamwork in healthcare has surged over the past decade. Efforts to improve team effectiveness have also become pervasive, with team training being identified as a top strategy for improving patient outcomes. Unfortunately, measures of team effectiveness in the literature vary greatly and are aimed largely toward clinical teams. The aim of this effort, therefore, is twofold: (1) to provide a tool that can be adapted and used to diagnose performance and guide targeted team training across team types, and (2) to further our understanding of teams across all areas of a healthcare system (clinical, research, and administrative) by providing a standard measurement tool. Methods: We began with a comprehensive framework of team effectiveness developed through a top down (i.e., literature review) and bottom-up (i.e., focus groups, interviews) approach. The framework includes 23 constructs identified as critical to teams (e.g., clear roles, supportive culture, conflict management, shared mental models). Next, three subject matter experts (SMEs) identified and compiled measures of team effectiveness published in the healthcare teams literature. Items were reworded as needed to be generally applicable across healthcare team types. The three SMEs then matched each revised item to the framework by independently labeling each with the framework construct it best represents. Items on which 2 out of 3 experts agreed were kept, and new items were generated as needed for construct coverage resulting in a refined item bank. This item bank was again independently rated on quality of item (e.g., clarity, avoidance of double-barreled questions) and construct representativeness (i.e., ensuring the most important aspects of each construct were captured). Two additional subject matter experts then reviewed the ratings, and kept the top five rated items for each construct, ensuring full coverage of the construct (i.e., removing items that were duplicative and tapped the same part of a construct). Results: The processes above resulted in a measure with 115 items that capture 23 fundamental constructs for teams in healthcare. Conclusions: The measure developed is applicable across team types. It can be adapted and used to diagnose team performance, inform training, and further understanding of what facilitates effective teamwork in multi-team systems performing diverse functions across the healthcare system.

The preferable ways of decision-making in IT teams

Software development team collaboration requires various decisions regarding essential aspects of a project’s progress. General and particular decision-making models are considered, and their main aspects such as team types, problem solving categories, and decision-making ways are analysed. The research concerns representative groups of IT specialists and their preferences in decision-making are investigated. Four possible cases were tested: hierarchical choice (by leader) team members' choice (team consensus or voting) and external expert impact. It allows one to show some differences in behaviors of traditional and virtual teams.

NEURODYNAMIC FUNCTIONS HIGH-LEVEL ATHLETES GAME QUALIFICATIONS SPORTS

The article considers questions concerning features of neurodynamic functions of high level qualification sportsmen in various game sports. Different variants of display of neurodynamic functions in highly qualified game sports athletes have been established. Volleyball players were characterized by probably higher indicators of simple sensorimotor and complex reaction of choice, as well as individual-typological properties of the balance of neurotic processes, compared with similar results of football and basketball players. Neurodynamic functions of highly qualified athletes in team types determine the level of players’ sportsmanship, as well as can become a criterial characteristics of the success of their playing activities. Key words: neurodynamic functions, sensorimotor reactions, individual typological peculiarities of neurotic processes, team sports.

Rethinking femininity in organisations: Experimental insights into team composition

Role incongruity, sex role stereotypes and candidate selection procedures which oversatisfy masculine role expectations evoke an underrepresentation of femininity in organisations. The author seeks to remedy this bad state of affairs. This study is designed based on an experiment with 288 young executives simulating self-organised work groups and manipulated the degree of gender-related (not sex-related) heterogeneity. Results generally show a curvilinear relationship with an upright U-shaped format between heterogeneity and performance, team identity and intrateam communication. The major contribution in specific is that highly homogeneous teams outperform other team types in the short run, whereas highly heterogeneous teams succeed in the long run. Consequently, this work recommends ‘femininity enrichment’ in firms and discusses manageable practical advice to do so. As for the laboratory character, findings and implications for practicing managers have to be treated with caution. Finally, the most promising avenues for further research are illuminated.

PROJECT TEAM FORMATION AND DEVELOPMENT BASED ON THE IMPOVED COMPETENCE METHOD

Creation of a project team is the first stage in the long sequence of all works which are related to the desired project. At this stage, a group of participants should be carefully chosen, based not only on their experience in the project area, but also on their compatibility and willingness to work together in a mutually helping way. In the paper, after a survey of related publications, project team types and characteristics are considered and arising problems are identified. These problems are related mainly to badly specified duties of team members, weak information links between them, fuzzy project goal and competition for dominance between members, It is found, that the project team formation can be viewed as a mathematically complex multi-criteria optimization task. A new method of team formation is proposed, which does not require deep mathematical background from the project manager. The method is based on the use of the competence technique. However, in contrast with the use of this technique in human resource management, the proposed method takes into account the important aspect of psychological compatibility of team members, which can appear to be the decisive factor in the project success. The method is presented as a simple algorithm which can be used by the project manager in the team formation.