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The purpose of this paper is to examine the need for a statistical approach in the development of personnel aspiring for a technical manager/technical team leader position in order to increase corporate profitability. It outlines the details of management training for managerial positions by chronicling the research of thirty academic studies in management strategy as well as real world experiences, which provides a statistical viewpoint for the development of a technical manager/technical team leader as a significant contributor to profitability within the corporate landscape.

This study begins by validating the strategic management model (Process 1), which states that managerial influences in the organization are important to consider and greatly affect the profitability of a corporation. Statistical methodologies are introduced as tools for the analysis in the development of the technical management/technical team leader position. Using interval-based analytical hierarchy process (i-AHP), the beginning of the process to develop a manager starts with Process 2 at their initial position, developing an employee using personnel management techniques and statistically measuring motivation and commitment. After the employee has demonstrated their abilities and gained knowledge of the people and processes, another assessment is conducted to enter the employee into a development position; Process 3. Process 3 considers the key metrics which will be necessary to allow the employee to develop corporate advantages. Process 4 shows the critical concepts (Process 1 and Process 2) that managers must consider when taking a technical manager/technical team leader role, including personnel development, knowledge management, and project management.

Corporate profitability is profoundly dependent on the development of employees throughout their careers. The profitability achieved within a corporation landscape can be evaluated and improved through the proposed processes. These processes not only can improve the ability for a newly appointed technical manager/technical team leader to overcome obstacles and navigate difficult situations but also increase the chances for: developing employees to increase corporate profitability, increase corporate profitability themselves, and to develop as a future manager who will be significantly increasing corporate profitability.

This study proposed the statistical processes to develop a technical manager/technical team leader candidate by creating a link between the initiation of the employee’s career, their future job positioning, team working skills, leadership attributes, development of technical management/technical team leading skills, and later management skills to increase corporate profitability.

To examine the role of perceived team climate in facilitating leadership and sociotechnical optimization to affect quality related outcomes in a municipal government.

A survey was administered to employees working in a municipal government, measuring leadership, perceived team climate, technical subsystem components, and team performance. Hypotheses were tested with multiple regression, and the fit of a path model implied by all hypotheses was tested with structural equation modeling.

Institution‐level communications and department‐level leadership had the greatest effects in shaping perceptions of team climate. Perceived team climate predicted process improvement, customer satisfaction, and employee satisfaction. Perceived team climate also substantially mediated relationships between leadership support for teamwork and technical components with these outcomes.

Data were collected at one point in time from a single source, workers in a US municipal government. Some measures were new. A longitudinal design would strengthen causal inferences regarding the origins and effects of team climates.

Soft controls such as norms influence the effectiveness of teams in process improvement. Mid‐level managers have the greatest impact among leaders in creating a team climate. Open communication makes a difference to virtually every aspect of performance.

This paper demonstrates the importance of shaping perceptions of a team climate to facilitate process and quality improvement. It emphasizes the importance of open communications and clarifies changing roles of leadership in modern organizations. Finally, it provides rare documentation of quality management in government.

Reports on the experience of production team leaders and their line managers on the quality of training and development of the former. The setting was the UK plant of a US‐based global organization competing in the telecommunications technology sector. Team leaders’ and line managers’ views were complemented with data from personnel records. The findings suggested that team leaders’ development was perceived to be inadequate in both the technical and leadership domains. Team leaders perceived deficiencies in their technical training and competence; and line managers viewed that team leaders lacked managerial and leadership skills. The analysis of personnel records corroborated those views as it suggested that existing training and development structures were not being properly implemented or designed. This situation can impact unit performance. Suggestions regarding rectification of such situations are made.

This paper investigates the integration of leadership training into IT curricula to develop current and future skills needed by the IT job market. The technical and non-technical skills required for IT professionals are presented and a conceptual model for including leadership training in technical courses is outlined. To implement this model, we adopted the Problem-Based Learning approach to teach an IT course. Qualitative and quantitative data were gathered, through a survey, from 52 undergraduate students in the College of Information Technology at Zayed University. Our results show that our adopted approach was successful in teaching IT skills as well as developing leadership skills. Given these findings, we highlight the importance and feasibility of integrating leadership development on a daily basis within technical courses to develop both the technical and non technical skills required by the job market.

The performance construct may be one of the most elusive in organization theory. Health care organizations are particularly complex owing to their dual lines of accountability, i.e. professional and administrative. This article examines the factors affecting performance indicator development and use at the technical/managerial and institutional levels, including the accreditation process and the relationship between levels. Using institutional and rational/goal theory, the motivations behind performance measurement behavior at different organizational levels was explored. Results show that the institutional level is motivated by legitimacy while the technical/managerial level is motivated by rationality. Tensions exist between the two levels and between indicator development and use.

Teams and teamworking has now become a common form of work structure in most organisations, including facilities management. The human interactions which occur when people work together in groups is still problematic. In this study human factors are identified and the purpose of this paper is to establish the level of importance of each factor involving specialised teams within a manufacturing environment.

A quantitative study was undertaken at a number of manufacturing plants which were using the process: team‐based cellular manufacturing. Managers, team leaders, and operators involved with manufacturing cells were targeted to evaluate the various human related factors associated with these teams.

From the nine human factors evaluated, three factors: “communication”, “teamwork”, and “training” were identified as being key to the day‐to‐day success of team‐based cellular manufacturing. Some notable differences were observed when comparing the data between countries.

This study adds to the limited research which has been conducted on the human aspects of socio‐technical processes. Further work is required to enhance understanding of key human factors.

For practitioners involved with manufacturing cells, the study provides an understanding of the key areas towards which attention and resources can be channelled.

While the study provides valuable insights into a socio‐technical process in manufacturing, the findings are also very useful to management practitioners who are attempting to manage and improve the effectiveness of teams and teamwork.

The purpose of this paper is twofold: first, to evaluate the performance of Spanish first-division basketball teams, in terms of efficiency, by defining previously a productive function and obtaining also their potential output. Second, to examine the total factor productivity evolution having information from several years, which allows us to draw conclusions about the changes in the efficient frontier.

In order to assess the efficiency level and the potential output of each team in the ACB competition, between the season 2008/2009 and 2011/2012, an input-oriented version with constant returns of data envelopment analysis is used. The total factor productivity evolution is studied by employing the values of the Malmquist index.

The main conclusion is that the final position of the Spanish basketball teams depends on the efficiency and any technological progress is needed to maintain themselves on top of rank.

Performing on the field efficiently is the best way to increase the profits by generating savings, which minimize costs. This analysis allows us to make a series of observations, comments and conclusions with regard to the management of the budgets and the relationship between efficiency and sports performance.

The innovations provided by this paper are the use of a different methodology and a different analysis unit from the previous studies. Moreover, it focuses on European basketball, specifically the Spanish league, which is considered the most powerful league after NBA and whose connection with academic studies is quite limited to date. Finally it tries to incorporate the play-off stage, which is complicated but really interesting because of the contest design of these competitions.

The purpose of this paper is to classify the factors affecting the performance of software development teams and stress the soft (non‐technical) factors affecting the performance of software development teams.

This paper is based on the thorough secondary research and literature review of the past empirical studies published in reputed journals. The methodology followed is the secondary research based on extensive literature review of empirical studies done and analysis of the findings of those studies and categorization of the factors affecting the software development team performance. Literature review and analysis were carried out between March 2010 and March 2011.

It was found that the soft factors such as team climate, team diversity, team innovation, team member competencies and characteristics, top management support and team leader behavior, have an effect on software development team performance. Mutual trust and communication effectiveness are found to be the prioritized factors affecting the software development team performance.

The conclusions made are based on the past empirical studies found in the literature. A primary research can be done by taking these soft factors into consideration and implications or observations can be found on the software development team's performance.

The original contribution of this paper is the classification of factors affecting the performance of software development teams. This contribution also highlights the soft factors such as team climate, which was not discussed much in the literature. It also highlights trust and communication, for example, as leading factors affecting the software development team performance.

The purpose of this paper is to contribute to the literature on teamwork by focusing on the influence support systems, like industrial relations, have on teamwork. Teamwork is conceptualized through three dimensions; technical, governmental and normative.

The paper is based on a case study approach in a single company with available data over a long period of time.

Industrial relations conceptualized as local representation and partnership had a strong influence on all three dimensions of teamwork; technical, governmental and normative. Especially important is the union's involvement in the introduction of teamwork, shaping the arrangement and interpretation of it.

The paper is based on a single company, describing a particular phenomenon. Also, the contextual environment with a strong partnership culture with cooperative industrial relations is important.

The practical implications emphasize the importance for members of an organization to be involved in the introductory part of new organizational development such as teamwork in order to have an influence on arrangement of teams and the interpretation of teamwork.

The social implications are connected to industrial democracy and high level of involvement, which has consequences for the work environment in a company working along these lines.

There are not many available cases of semi‐autonomous teams working over a long period of time, and the paper gives an in‐depth understanding of the strength of this way of working. The main contribution is to highlight how local representation and labor‐management partnership has influenced the dimensions of teamwork.

The purpose of this paper is to provide practitioners of management with a sense of how collaborative team integration processes were required in order to be reasonably successful in attaining the required manufacturability goals. It aims to accomplish this by investigating: the role of team collaborative efforts in high‐technology projects associated with comparing aggressiveness towards and actual achievement on meeting time targets and manufacturing costs; the moderating effects of project‐team autonomy and control issues; and management involvement and top management support activities.

A review of the applied literature on collaborative team integration processes of manufacturers and direct suppliers of the smart card and automatic identification and data capture (AIDC)‐related industry in the USA was conducted. Only project managers and/or their designees were asked to complete the survey. The results of two mailings netted a total of 180 usable questionnaires out of an original sampling frame of 311 (response rate of appropriately 58 percent, with some missing data on a number of variables).

The paper finds that especially the variables of product acceleration, technological uncertainty, complexity, and product newness are traditionally outside the immediate control of the firm's project managers. The team integration variables, as measured by the factor scores of top management. manufacturing involvement, collaborative working environment, and supplier influence, offered the most explained variance in the present study.

By understanding the variety of team performance and integration constructs in high technology‐intensive and manufacturing environments, management may be able to take the steps to become more sensitive to the roles of not isolating team members and being able to relinquish control at the appropriate times in order to enhance manufacturability.

The rapid pace of internet products and web‐enabled services, especially in the high‐technology manufacturing industries, presents new strategic management issues to be addressed in project management. Understanding the many issues associated with project team management and integration within new‐product development/new‐product manufacturability processes may ultimately decrease the cost and promote timely introduction of beneficial commercial developments, if properly managed.