Abstract
This paper examines the effects of management functions on the performance of diverse teams working on projects in the Information Technology (IT) industry, as well as the impact of their performance on organizational sustainable performance. Grounded on organizational management and work team management specific empirical studies and literature, we clarified the content of management functions in the framework of teamwork and acknowledged manners to express the performance of teams distinguished through diversity, as well the most relevant positive effects of team results on organizational performance. On the above basis, we built the online questionnaire. The study involved 189 respondents, who work either in Romania or in the Czech Republic on IT field specific projects. Empirical results show that, individually, some management functions are connected with co-workers’ and teams’ performance, while others are not, but considered together, in interdependence with joint effects, they influence the team’s performance and the organization’s performance from the perspective of its sustainable strategic competencies.
Highlights
Nowadays, organizations’ operational environment has become increasingly dynamic and complex, especially as a result of globalization and digitalization phenomena
The management of Information Technology (IT) diverse teams influences the performance of each co-worker and their collective performance if all management functions are assumed and implemented in conjunction by the manager
In the case of operational level teams within the multinational IT companies, the dominant role in the whole management process is held by controlling and organizing management functions, empirical research shows that none of them should be neglected
Summary
Organizations’ operational environment has become increasingly dynamic and complex, especially as a result of globalization and digitalization phenomena. In order to meet the requirements of such an environment, companies have developed organic structures to increase their flexibility [1], become more flattened and decentralized, reduced their degree of formalization, and favored competence-based authority and organized work in teams. In this context, numerous companies hire employees from different cultures and countries, with cultural diversity having a crucial impact on the management of work teams [2]. Studies show that team performance depends on a multitude of factors: The task entrusted to the team, the available resources, the organizational context in which it evolves, the diversity of members, the differentiated levels of knowledge in the common language of communication, the operational processes of the team, etc. [4,5]
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