Effective Management Team Research Articles

Formation of an effective management team in a Russian medical organization

In today’s unstable business environment, there is active development in the medical services market. Competition, as one of the main features of market relations, has a significant impact on medical organizations. The healthcare market has its specific characteristics, as the outcomes of medical organizations’ activities include not only economic but also certain medical effects. The state, in turn, engages in creating and maintaining a competitive environment in the medical services sector through the enforcement of antitrust legislation. Consequently, the management of the organization needs to constantly monitor and maintain competitiveness in the healthcare market to ensure its development and successful functioning. The managerial team of a medical organization plays a crucial role in accomplishing this task. This article explores the problem of forming an effective management team that, despite changes in external environmental factors and the internal state of the medical organization, organizes the work of the team aimed at the successful implementation of both general and key competencies of the organization and its individual specialists, thereby enhancing the competitiveness and stability of the organization in its market segments. Methodological approaches to forming an effective management team are presented. Field research on the stages and results of forming a management team in a Russian medical organization is provided. Directions and recommendations for forming an effective management team are developed. The conclusion emphasizes the necessity of using technologies for forming an effective management team in the practice of Russian medical organizations.

Decoding startup failures in Indian startups: Insights from Interpretive Structural Modeling and Cross-Impact Matrix Multiplication Applied to Classification

PURPOSE: Start-ups are widely acknowledged as crucial catalysts for innovation and drivers of economic progress. However, their vulnerability to failure continues to pose a persistent and significant obstacle. In light of this, the study intends to ascertain the various elements responsible for the elevated incidence of start-up failures and examine their contextual associations. It further aims to establish the hierarchical structure and identify the crucial factors of start-up failure. METHODOLOGY: The paper uses the Interpretive Structural Modeling (ISM) approach to determine the structural hierarchy and interconnections among the causes of start-up failures identified through the comprehensive analysis of existing literature and experts’ opinions. MICMAC (Cross-Impact Matrix Multiplication Applied to Classification) analysis is also being utilized to categorize these identified failure causes into autonomous, independent, dependent, and linking factors by their driving and dependency powers. FINDINGS: A structural framework depicting the interrelationships among the factors has been derived, showing the failure factor, ‘poor market positioning’ factor at the highest level, and the ‘lack of entrepreneurial efficiency’ at the lowest level of the model. The results also revealed that lack of entrepreneurial efficiency, poor management, and external environmental issues are the most significant independent factors upon which all other failure factors rely. It also categorizes ‘poor market positioning’ as the dependent factor, signifying its passive role in the failure of start-ups. IMPLICATIONS: As previous literature has discussed the various factors responsible for the failure of start-ups in isolation, the current study fills out the gap in the literature by establishing linkages among those factors. The study’s insights emphasize the value of effective management teams and entrepreneurial skills in averting start-up failures. It highlights the importance of skill development and mentorship to enhance the capabilities of entrepreneurs and their teams. Furthermore, the research indicates that policymakers and support groups can create focus initiatives addressing issues like market validation, team dynamics, and financial management to enhance the start-up environment. These initiatives may encompass entrepreneurship training, financial assistance, and mentorship through the ‘Start-up India’ Program, Bharat Fund platform, etc. ORIGINALITY AND VALUE: Previous studies on entrepreneurial failure are based on AHP (Analytical Hierarchical Process), content analysis, and quality management methodologies. This is potentially the first study using the ISM-MICMAC approach that explores the complex world of start-up failures in India and illustrates the relative influence and interdependence of various failure factors of start-ups through a hierarchical model.

Mediating role of nurse job enjoyment and participation in medical affairs on quality of patient care in Saudi hospitals

PurposeThe study aims to investigate the nurse job enjoyment and their participation in medical affairs to enchance the quality of patient care in Saudi hospitals. In addition, this study also investigates the management team's role in patient care quality through the mediating effects of nurse job enjoyment and participation in medical affairs.Design/methodology/approachThe present study used a self-administered survey questionnaire to collect data from registered nurses in Saudi hospitals. In this study, 600 survey questionnaires were distributed online (Google Forms) and received 266 valid responses (44.33% response rate). In addition, SmartPLS-4.0 was applied to validate the research constructs and test the hypotheses via partial least squares structural equation modelling (PLS-SEM).FindingsThe study's findings indicate that the job enjoyment of the nurses and participation in medical affairs have positive and significant effects on the quality of patient care. In addition, the research findings also suggest that the management team of the hospitals has a significant indirect influence on the quality of patient care through the medicating effects of nurse job enjoyment and participation in medical affairs.Practical implicationsThe findings of this study also offer various practical implications. This study showed the direct impact of the management team on job enjoyment, medical affairs and patient care quality. Therefore, hospital authorities and policymakers may emphasise clear communication, collaboration, respect and trust for the effective management team in providing higher-quality patient care. The present study suggests that hospital policymakers should strive to create a positive work environment, provide adequate resources, foster team spirit, offer incentives and allow flexible scheduling to ensure higher job enjoyment and increase nurse participation in medical affairs.Originality/valueThis study adds to the growing body of knowledge by investigating the effects of the management team, job enjoyment and nurses' participation in medical affairs on patient care quality. This study also enhances the theoretical depth by exploring the mediating impact of job enjoyment in predicting the relationships between the management team and the quality of care provided to patients. The present study provides guidelines for healthcare service providers or practitioners to focus on the nurses' job enjoyment and their engagement in medical activities to continuously improve the quality of patient care in the hospitals.

Mapping the key challenges and managing the opportunities in supply chain distribution during COVID-19: a case of Myanmar pharmaceutical company

PurposeThis study aims to present a study on the supply chain process of a Myanmar-based pharmaceutical company (named ABC Pvt. Ltd. in this study) that produces pharmaceutical products across Myanmar and aims of bringing quality medical products and best care for Myanmar people’s health. The study aims to identify the key supply chain challenges and manage the opportunities executed by this pharmaceutical company to improve the supply chain process during the COVID-19 outbreak.Design/methodology/approachThis work used a case study and conducted semistructured interviews with the manager, senior managers and senior staff of the ABC Company to improve the supply chain process and develop a comprehensive structural relationship to rank them to streamline the uncertainties, real-time information and agility in a digital supply chain using grey relational analysis (GRA) method.FindingsFrom the data analysis and results, “Impact of political factor,” “Delay in import process” and “Weak internet connection,” and “Weak knowledge of the use of digital platform,” “Poor information sharing in online by employees” and “Information flow from top management to operational level” have been identified as top and bottom three key challenges, respectively. “Inventory management,” “Selection of transport method” and “Operational cost”, and “Marketing and brand Innovation,” “Online delivery of products” and “E-commerce enablement (Launching applications, tracking system)” are identified as the top and bottom three managing the opportunities, respectively.Research limitations/implicationsThe findings of the study help to supply chain decision-makers of the company in their establishment of key challenges and opportunities during the COVID-19 era. As a leading company, it always tries to add value to its product through a supply chain system, effective management teams and working with skillful decision-making toward satisfying the demand on time and monitoring the supplier performance.Originality/valueThe novelty of this study is to identify the key supply chain challenges and opportunities by the GRA method to rank them, considering the case of Myanmar pharmaceutical manufacturing company as a case-based approach to measuring its performance during the COVID-19 outbreak era. This work will assist managers and practitioners help to the company to provide optimal services to its consumers on time in this critical situation.

ВЗАИМОСВЯЗЬ ПРЕДСТАВЛЕНИЙ РУКОВОДИТЕЛЕЙ ОРГАНИЗАЦИЙ О ФАКТОРАХ ЭФФЕКТИВНОСТИ УПРАВЛЕНЧЕСКОЙ КОМАНДЫ И ИХ ЦЕННОСТНЫХ ОРИЕНТАЦИЙ

Aim. The purpose of the study is to identify the peculiarities of the top management views on relationship between the factors of the management team effectiveness and their value orientations. Methodology. The values questionnaire by Sh. Schwartz, the methodology “Career anchors” by E. Shein, a specially developed questionnaire “Selection and formation of an effective management team by the chief executive” were used as diagnostic tools as well as analysis of mean values, Mann-Whitney test, factor analysis with varimax-rotation. Results. Analysis of the heads of the organization concept of the principles that should be relied on when selecting members of the management team showed that the majority of research participants in the selection rely on the principles of the resource approach, and also believe that the effectiveness of the management team is more determined by the professional competence of its members, than by their personal qualities. It was also shown that, in the opinion of research participants, professionalism is a constant criterion for selecting management team members, while similarity of beliefs and loyalty are variables. It has been established that, depending on the peculiarities of managers’ ideas about the principles and factors of forming an effective management team, as well as the factors of the effectiveness of its activities, there are significant differences both at the level of expressiveness of individual value orientations and at the level of their latent structure, i.e. at the level of value strategies. It is shown that both pro-social and pro-personal value strategies influence the opinion of managers about the factors of the effectiveness of the management team. Research implications. The significance of the results obtained is determined by the importance of the command principle in increasing the efficiency of management in all spheres of social life and the role of the leader in the processes of formation, development and activities of the management team. The research materials make it possible to understand more deeply how the value orientations of managers affect their views on the factors of the effectiveness of the management team, and can be used in the framework of personal and professional consulting of organization leaders on the problems of team building and improving the efficiency of team management.

Board Gender Diversity and Firm Value in Times of Crisis: Evidence from the COVID-19 Pandemic

We study the impact of board gender diversity on stock price reactions to the outbreak of the COVID-19 pandemic. We provide robust evidence that stocks of the firms with gender-diverse boards experienced higher abnormal returns during the period when negative market sentiment induced by the outbreak of the COVID-19 pandemic was at its peak. In cross-sectional analysis, we find that the documented effect was amplified among financially constrained firms, firms with longer cash conversion cycle, and firms with high information uncertainty, while was mitigated among firms led by more effective management teams. Our findings are consistent with the view that market interpreted board gender diversity as a positive signal regarding firms’ ability to weather the economic implications of the COVID-19 pandemic.

КОМПЕТЕНЦІЙНА СИНЕРГІЯ ЯК КРИТЕРІЙ ЕФЕКТИВНОСТІ ФУНКЦІОНУВАННЯ УПРАВЛІНСЬКИХ КОМАНД

Обґрунтовано, що центральною проблемою оцінювання результативності управлінської команди є забезпечення її відповідності певним критеріям ефективності функціонування. На підставі аналізу підходів до визначення критеріїв ефективності управлінської команди доведено необхідність забезпечення позитивного ефекту від взаємодії її учасників у вигляді структурної, функціональної та адміністративної синергії. Показано, що джерелами синергетичного ефекту виступатиме формування оптимальних організаційної, рольової та комунікативної структур із погляду їх відповідності завданням управлінської команди. Сумарний синергетичний ефект визначено як компетенційну синергію та обґрунтовано доцільність його ототожнення з комплексним критерієм ефективності функціонування управлінської команди.

Industrial policy in Russia: New conditions and possible agenda (The report of NRU HSE)

In this article we discuss modern conditions and new approaches to the implementation of industrial policy in the world and in Russia. Having considered a number of Russian cases, we have found such problems of politics as insufficient orientation at new drivers of changes, excessive fragmentation of directions, locality of the achieved results, poor selection of successful practices. In conditions of high technological uncertainty, there is the demand for a search-oriented industrial policy, including the launching of various pilots, regular assessment of effects, termination of ineffective projects. We raise, as an agenda for the future, the issue of transition to a multidimensional policy oriented at a set of structural changes in the economy and the formation of effective management teams for the implementation of relevant initiatives. Besides, we believe the project approach to initiating structural shifts should be combined with institutional changes, increased demonstration effects, improved attractiveness of the national jurisdiction for fast-growing companies and new sectors.

What characterizes effective management teams? A research-based approach.

What characterizes effective management teams? A research-based approach.

FACTORS PERCEIVED TO INFLUENCE EMPLOYEES’ PERFORMANCE: A CASE OF THE INDEPENDENT ELECTORAL AND BOUNDARIES COMMISSION

Performance is associated with quantity of output, quality of output, timeliness of output, presence or attendance on the job, efficiency of the work completed and effectiveness of work completed (Mathis et al., 2009). In an organization, committed employees are regarded as being willing to build and maintain long-lasting relationships with their employer (Argyris, 1998). Effective management teams need to recognize that positive employee attitudes are often vital to achieving organizational goals and this will be achieved when the employees are satisfied. The objective of the study was to determine the factors perceived to influence employees’ performance at Independent Electoral and Boundaries Commission. The research design adopted was descriptive research design. The population of the study comprised of all the 175 employees in the commission head office. The study used primary data that was collected through self-administered questionnaires. The data was analyzed using the Statistical Package for Social Sciences (SPSS) software and presented using tables and figures. The study found out that the employees of the commission perceived their performance to be influenced by rewards, job design and training and development opportunity. Management style was found to have hindered performance of employees. The employees were satisfied with wages and salaries paid, retirement benefit scheme, job security, performance appraisals were satisfactory hence encouraging the employees to work in the commission and improve their performance. Key words: employee performance, employee perception, Independent Electoral and Boundaries Commission of Kenya.

SEARCH OF A TEAM LEADER AS THE MOST IMPORTANT STAGE IN THE FORMATION OF THE MANAGEMENT TEAM

The article describes the characteristics of the management team and team leader, formulates the key criteria for identification and approval of the team leader. To build an effective management team it is necessary to understand the principles of identification and approval of the leader, the ways to improve his skills and personal characteristics. After a thorough analysis of domestic and foreign literature, the author identifies the key points of leadership and teambuilding in general. A separate issue is understanding of differences between a formal leader and informal leader and proper use of these structural units, what is also highlighted in the article. The article is addressed to managers of small and medium businesses facing the challenge of creating a capable and fully functioning team of specialists for long-term work. The article highlights different theories and classifications of leadership, identifies similar and alternative factors, and provides final recommendations to the process of searching for a leader.

Comprehensive Oil Spill Response Planning: Going Beyond “What” your Going to do

ABSTRACT A review of the law and responsibilities for oil spill response reveals a need for taking oil spill response incident management planning beyond just describing what will be done, to a new level that describes specifically who will do it. Facilitating the development of an effective management team in the first 24–48 hours of a spill is critical to setting the response operations in a positive motion, and ultimate success. The development of a draft Incident Command System (ICS) structure to meet the expectations of a Type II incident and pre-identification of personnel for specific assignments will enable a more cohesive personnel qualification process, training and exercises focused on general incident management, and ultimately a better prepared cadre of response personnel. The vision for Coast Guard District Thirteen is a District Response Group that is organized into a defined and pre-approved ICS structure, with these expectations set. The National Oil and Hazardous Substances Pollution Contingency Plan requires the Coast Guard to form District Response Groups. By definition, this is all personnel and every asset the Coast Guard has within each District. However, this does not speak to the qualifications of these personnel, or address the tasking some units may receive, both of which are known. In the early hours of a major spill, confusion reigns and calls for help are made. This can be a call for help that is specific, such as the number of beach monitors, OPS Section Chiefs, or Check-in Recorders that are needed, or the more likely request is to send whoever is available. The latter is not likely to enable success if well intentioned but inexperienced management personnel show up. If we know who is available within the Coast Guard district, then we know our strengths. Therefore, we also know our weaknesses, and can identify gaps. By identifying our ICS structure, we can examine our resources, needs, and expectations; and have a plan that works while remaining flexible. There is no need to assemble a management team on the fly in the first 24 hours of a spill.

Productivity and Corporate Governance in Smaller Firms

Previous research suggests that founding entrepreneurs have little effect on firm productivity. The validity of this theory was examined using data gathered from a random sample of 427 independent, unquoted U. K. companies in 1995. During the following two years, the survey was supplemented with information from historical accounts. Findings indicated that in smaller firms, founding entrepreneurs played an integral part in firm productivity that is not easily replicated by others. However, as firms increased in size, the effect of the founding entrepreneur lessened making it more important to establish both a board of directors and an effective management team. In addition, board size was found to increase productivity—the largest returns were generated by increasing the size of the board and expanding the management team. (SFL)

The Academic Administrator Grid: A Guide to Developing Effective Management Teams

The Academic Administrator Grid: A Guide to Developing Effective Management Teams

The Academic Administrator Grid: A Guide to Developing Effective Management Teams

The Academic Administrator Grid: A Guide to Developing Effective Management Teams

Building Effective Management Teams

Building Effective Management Teams

A structure for management decision making

An examination by the authors of the complexity of business decision making led to the conclusion that an organized information gathering and analysis mechanism is necessary to cope with this complexity. In this paper a proposed structure of the decision-making process is presented in the context of an R&D organization engaged in many different technical programs and projects. The foundation of this structure is an effective management team. On this foundation rest the main supports of the structure, which include a model representing the R&D process, a technological forecasting scheme to provide an indication of future direction, the project proposing and planning activities to provide the technical information needed for decision making, a set of quantitized judgments to which analytic tools can be applied, an algorithm for optimum resource allocation, and finally, a hybrid decision-making technique. An experiment has been performed with this method and the result, through not reported here, was very encouraging.