Methodical approach to building system of motivation of the project team

Currently investment and construction activities are based on the implementation of development projects. As any project’s success heavily depends on joint efforts of a project team members, there is an urgent need for a motivation system able to stimulate team members’ result-orientation and satisfy their individual needs. The Project Management Body of Knowledge (PMBOK) methodology is suggested as a basis for building a sound development team motivation system, with its motivational tools correlating to stages of project management. The purpose of this article is to build methodical approach to system of motivation of the development project team. The methodological approach is formed taking into account the correspondence of the goal and the type of motivation depending on the stage of project management, as well as on the basis of the principles of forming the motivation system of the project team. The result is a constructed conceptual model for the development of a motivation system for the development project team based on the principles of PMBOK. Methods of comparative, empirical, system and economic analysis were used to substantiate the propositions put forward in the article.

A diary study on shared leadership, team work engagement, and goal attainment

Research on the shared leadership-team effectiveness relationship is mostly based on between-team findings, without accounting for within-team relationships. Following this premise, we utilize a short-term perspective to examine the mediational pathways of day-level shared leadership on team work engagement and goal attainment. To capture these within-team relationships, we conducted a daily-diary study. We collected daily measures from 53 teams with 187 team members resulting in 725 person-days and 207 team-days. The results supported our hypotheses as daily shared leadership was indirectly linked to daily goal attainment by increasing team work engagement over cohesion and conflict management. The findings contribute to the understanding of within-team associations of shared leadership with team motivation and effectiveness. Limitations and directions for further research are then discussed.Keywords:

За ролята и компетенциите на кризисния мениджър в бизнес организациите (On the Role and Competencies of the Crisis Manager in Business Organizations)

The effectiveness of management in times of crisis depends to a large extent on the organizational competencies of managers. Speaking of management efficiency, we need to mention the so-called management triad, which involves formulating tasks, delegating authority, and controlling the performance of dads. Manager performance is determined by many metrics. Among the most important ones are: employee interaction, team motivation, communications, and feedback mechanisms that allow managers’ work to be evaluated.

Building and Managing Great Teams: An Evidence-Based Approach

Efforts to initiate new startups rely heavily on teams and networks. Research demonstrates that 95 percent of the individuals trying to start a business involved others in helping build the new business. This article provides an overview of the team performance literature that can be used when making managerial decisions about building and managing successful entrepreneurial teams. I integrate and review prior research in three areas that have been disconnected previously: 1) innovation networks and teams; 2) team boundary spanning and internal processes; and 3) shared ownership and team motivation. The integration and review in this article provide new insights towards an evidence-based approach on managing entrepreneurial teams,

Strategic teams: what really drives them?

Purpose The purpose of this paper is to examine motivation in a team setting, how engagement in the organization's value proposition and strategic agenda, better-matched talent, solid enterprise culture and accountability all play a role in motivating groups of people to become agents of making strategy happen. This paper also provides practical themes for team leadership. Design/methodology/approach For over 25 years, the authors have observed team function and dysfunction on all levels of business. They have defined a series of conditions that open the gates for motivation to flourish. Using developmental content, questions and frameworks, they provide a roadmap for the motivation of strategic teams in different settings, with different charters. Findings The authors find that teams whose members have a clear focus on their purpose within the organization's over-arching strategic plans, are well matched with specific talents of members and leaders of the team, and serve within a strong enterprise culture, are more highly motivated as agents of making strategy happen. Originality/value This study offers an expanded viewpoint on strategic team motivation with some themes for building strategic team competence, resilience and adaptive capacity across a range of organizational settings.