Span of Control in Teamwork and Organization Structure

Remeňová, Katarína; Skorková, Zuzana; Jankelová, Nadežda

doi:10.14254/1800-5845/2018.14-2.10

Cited by 7 publications

(6 citation statements)

References 24 publications

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“…Because literature indicates that national culture affects project success and failure (Chevrier, 2003;Dafoulas & Macaulay, 2001;Staples & Zhao, 2006;Muriithi & Crawford, 2003;Orr a&nd Scott, 2008), the impact of national culture on project management processes attracts a lot of attention. For example, many scholars investigated cultural impacts on decision-making (Muller et al, 2013;Garbarino, 1967;Kun, 2009); communications (Ochieng & Price, 2010); performance (Milosevic, 2002;Eriksson et al , 2002;Yerznkyan et al, 2017); project team (Han et al, 2016;Jetu & Riedl, 2013;Marrewijk, 2010;Ochieng & Price, 2009;Remenova et al, 2018); leadership (Grisham et al, 2008;Yasin et al, 1997;Raisiene et al, 2018) while less attention is being paid to cultural impacts on planning quality and project success (Zwikael et al, 2005;Ress-Caldwell & Pinnington, 2012).…”

Section: Introductionmentioning

confidence: 99%

Modelling of project success factors: A cross-cultural comparison

Kozhakhmetova¹,

Zhidebekkyzy²,

Turginbayeva³

et al. 2019

Economics &Amp; Sociology

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Project managers often run similar projects in a different way under the influence of particular factors. It is important to discover these factors, which may affect projects` success. The objectives of this study are to examine cultural differences in project running styles of three Asian countries with different level of economic development-Israel, Japan and Kazakhstan, and identify how their styles affect project success. The authors use PMPQ (Project Management Planning Quality) model for comparing the performance of project planning processes, organisational support level and the level of project success. The study investigates 681 private projects from different fields like engineering, software, communication and service. The results determine typically strong and weak areas of the chosen countries in performing planning quality, different level of project success due to national cultural differences. Japanese managers pay significant attention to time and cost scheduling and have better results than Israeli and Kazakh managers. Kazakh managers show the worst result in cost overrun (25.96%) and low result in schedule overrun (32.9%). The study reveals common and specific knowledge areas for each countries` projects and helps measure their effect on project success.

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Section: Introductionmentioning

confidence: 99%

Modelling of project success factors: A cross-cultural comparison

Kozhakhmetova¹,

Zhidebekkyzy²,

Turginbayeva³

et al. 2019

Economics &Amp; Sociology

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“…The teams whose members share the same opinions, values and way of thinking are often doomed to failure. The necessary synergy coming from a diversity of decision styles is an important prerequisite for optimal decisionmaking by both the team leader and among individual members (Remeňová et al 2018). However, this η FEE = 1.4%.…”

Section: Age Team Members and Current Positionmentioning

confidence: 99%

Decision-making style of agribusiness managers

Remeňová¹,

Jankelová²

2019

AGR ECON-CZECH

Self Cite

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How agricultural managers gain, process and use information in decision-making and problem-solving process refers to decision-making styles. A successful decision depends on the flexibility of using decision-making styles in different situations. The research paper monitors the dependence between the decision-making style of agricultural managers and their personal and working parameters. To identify the decision-making styles, the MB-type indicator (Myers-Briggs type indicator) was used. The results of non-parametric testing give proof that there is a statistically significant dependence between the type of decision problem and decision-making style, “Intuitive” and “Sensing”. Parametric test ANOVA was applied to assess potential differences in the score of decision-making style by nominal-level variables. The results gave proof of a strong statistically significant difference in score of decision-making style, “Intuitive” and “Sensing” between groups of current leading position. The difference in scoring for “Thinking” and “Feeling” as decision-making styles was confirmed to be statistically significant even in functional areas of control. Subsequently, the size of this difference was calculated.

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“…To determine the existing associations between the constructs and identify which have a greater influence on the dependent variables, an analysis was carried out using Cramer's V index to calculate the intensities of the dependency relationships (Nunes, Nascimento, Catarino & Martins, 2020) and Somers' D index to determine the dependencies of the ordinal variables, as well as the association of the dependent and independent variables (psychosocial risk factors) (Remenova, Skorkova & Jankelova, 2018). The relationships assessed were the constructs of the SUSESO/ISTAS 21 questionnaire with the factors of general health (GS), mental health (MH), vitality (VT) and stress symptoms (SR).…”

Section: Factor Analysismentioning

confidence: 99%

Phychosocial factors and risks in work environments: Case study of employees of MSMEs in Medellin - Colombia

Benjumea-Arias¹,

Durán

Arias

et al. 2023

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Purpose:The purpose of this research is to determine which are the elements associated with work environments that generate psychosocial risks in employees. The empirical application considers the case of companies located in the city of Medellín.Design/methodology: Exploratory, qualitative research based on the review of literature in documentary sources on psychosocial risk factors and dimensions using the evaluation tool "SUSESO/ISTAS21 Questionnaire short version". The data collected are grouped into dimensions and sub-dimensions and then described by means of factor analysis. Findings:The most relevant findings in relation to general health, mental health, vitality and stress symptoms of workers could be caused by factors such as excessive workload. These factors correspond to psychosocial risks: psychological, cognitive and sensory demands are due to lack of skills and training. Active work and skill development can lead to mechanisation, incompetence and lack of creativity. In the social support dimension lack of direction leads to lack of responsibilities and procedures. In the compensation dimension, risks associated with salary conditions and retention policies are affected, and in the dual presence dimension, risks are consolidated by increased demands and incompatible demands on working time.Originality/value: Through this research, it was possible to identify psychosocial risk factors that may affect psychological health, which reveals a wide field of knowledge for future research.

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Span of Control in Teamwork and Organization Structure

Cited by 7 publications

References 24 publications

Modelling of project success factors: A cross-cultural comparison

Modelling of project success factors: A cross-cultural comparison

Decision-making style of agribusiness managers

Phychosocial factors and risks in work environments: Case study of employees of MSMEs in Medellin - Colombia

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