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Aims to measure the differences which may exist between a number of team aspects for groups working on projects with two different contractual bases: cost‐plus (CP) and fixed‐price (FP). Investigates work groups from engineering companies. Measures team characteristics and their perceived value to team members using self‐report questionnaires. Analyses the primary data obtained using statistical means. The findings show that team members did perceive differences in about half of the team aspects studied. Generally the feeling of "teamness" was higher in the CP project groups. Discusses the implications for management of the impact of the contractual base on the environment of teams, and suggests that the questionnaire may have application elsewhere as a management tool.

The annual cyber defense exercise Locked Shields is the world's largest unclassified defensive exercise. The exercise participants form "blue teams" that are tasked to defend their critical infrastructure against an attacking "red team." The blue teams are scored based on how well they keep their essential system functions running and the extent to which they manage to assess and report what they are exposed to. During Locked Shields 2019, 24 blue teams from 30 countries participated in a two-day exercise. The case study presented in this paper focuses on one of the blue teams. The team consisted of around 60 people from governmental institutions as well as private companies. The objective of this paper is to explore the possibilities to collect meaningful data for research on Command and Control, C2, Cyber Situational Awareness, CSA, and Intelligence in conjunction with an inter-organizational cyber defense team during a cyber defense exercise. During preparations preceding the exercise, the research team observed the development of strategy, coordination structures and organization in the temporarily formed team as it prepared to solve the highly challenging exercise tasks. During the exercise, data collection included questionnaires, observations, team communication logs, reporting from the blue to the white team and performance scores. The data collection sought to satisfy needs within three research themes - 1) command and control, C2, 2) cyber situational awareness, and 3) intelligence. A review of the dataset showed that the data is well suited for further analysis. The paper presents initial results as well as an outline of how the different types of data collected contribute to research within the three research themes.

In light of the growing importance of and reliance on task groups in the social services, this comprehensive text examines the uses, methods and dynamics of such groups. Following a description of the nature, history and variety of task groups, the authors discuss the role of the social worker in these groups, focusing on: the recruitment and composition of groups; participating as a team member; shepherding a group and dealing with problem behaviours within it. Task Groups in the Social Services will prove a vital resource to both students and practitioners in social work

Growing importance of human resources places the role of managers at the core of company efficiency. However, there are studies that demonstrate the efficiency of teams without a manager, so‐called self‐managed teams, is higher comparing with managed teams. Thus, despite the focus on managerial efficiency in the economic literature, the issue of whether a team needs a manager is far from settled. In this paper, we use a quasi‐experimental setting from e‐Sports (competitive video gaming) to understand whether the hiring a manager is of benefit to team performance. The empirical part of the study is based on endogenous switching regression model. This method allows investigating what performance of self‐managed team would be if it will have a manager and vice versa. The dataset includes the information of prize money and features of top e‐Sports teams in Counter‐Strike: Global Offensive (e‐Sports discipline) from 2013 to 2017. The main finding of this study is that managed teams perform better than self‐managed ones but this is not due to the manager. (JEL Z2, M54, L25)

We investigated the effects of automation as applied to different stages of information processing on team performance in a complex decision-making task. Forty teams of 2 individuals performed a simulated Theater Defense Task. Four automation conditions were simulated with computer assistance applied to realistic combinations of information acquisition, information analysis, and decision selection functions across two levels of task difficulty. Multiple measures of team effectiveness and team coordination were used. Results indicated different forms of automation have different effects on teamwork. Compared with a baseline condition, an increase in automation of information acquisition led to an increase in the ratio of information transferred to information requested; an increase in automation of information analysis resulted in higher team coordination ratings; and automation of decision selection led to better team effectiveness under low levels of task difficulty but at the cost of higher workload. The results support the use of early and intermediate forms of automation related to acquisition and analysis of information in the design of team tasks. Decision-making automation may provide benefits in more limited contexts. Applications of this research include the design and evaluation of automation in team environments.

This article focuses on the way in which the school management teams (SMTs) of three selected working-class schools have developed and implemented a range of leadership practices within their schools in order to provide a platform for optimal teaching and learning. The article is based on qualitative research conducted in schools on the outskirts of Cape Town. Employing the policy enactment theory advanced by Ball, Maguire and Braun (2012), the article illustrates the way in which the context of these working-class schools impacts on the type of leadership practices that are employed; these practices, in turn, have an impact on the type of curriculum policy platform established in these schools. The article elucidates how governmental curriculum policy reform is 'received' by the SMTs, which are the schools' formal leadership structures, and implemented in the 'messy' reality of the selected schools. We present the argument that the leadership practices of the selected schools' SMTs are determined by the schools' 'materiality,' in reference to the impact of the schools' contextual circumstances on their curriculum processes and leadership practices. The findings show that the schools' leadership practices are based on a narrow and one-dimensional enactment of the curriculum policy, which has negative consequences for teaching and learning in the schools. This article contributes to an understanding of the challenges of leadership practices in working-class schools and the enactment of curriculum policy reform in them.Keywords: curriculum policy; curriculum policy platform; leadership practices; materiality; policy enactment; school management team; working-class context

1. What if we're wrong about what's wrong with argument? -- 2. The trouble with audience -- 3. I do believe in science, I do believe in science -- 4. Who do you doubt? -- 5. Reasoning backwards is reasoning forwards -- 6. Team camo, team khaki -- 7. Team camo and team khaki on climate change -- 8. The attention imperative -- 9. Chasing ice, chasing eyes -- 10. How should we argue?

The article considers the reasons of increasing the role and social responsibilities of public organizations under the conditions of transformation of economic and political relationships in Ukraine, discusses the tendencies of changing the functional characteristics, objectives and tasks of primary public associations, recently appearing in great number at educational institutions. The analysis made gives grounds for the conclusion about the inevitability of reversion from the individualized society to collective, team principles of communication and about the role of public organizations in the process. The legislative and regulatory activity is characterized; the necessity of its improvement as soon as possible is underlined.

This study explores the relationship between team cohesion and team learning by adopting a nonlinear approach. A quantitative study with a sample composed of 82 organizational teams was conducted. Radial basis function (RBF) interpolation models were used, and results showed that the best predicting ability was obtained by the Thin Plate RBF model, which revealed that an increase in both dimensions of cohesion leads to an increase in team learning up to a certain threshold. Moreover, our results showed that the maximum value of team learning is obtained at higher values of task cohesion and moderate values of social cohesion.