Managing formalization to increase global team effectiveness and meaningfulness of work in multinational organizations

Global teams may help to integrate across locations, and yet, with formalized rules and procedures, responsiveness to those locations’ effectiveness, and the team members’ experiences of work as meaningful may suffer. We employ a mixed-methods approach to understand how the level and content of formalization can be managed to resolve these tensions in multinationals. In a sample of global teams from a large mining and resources organization operating across 44 countries, interviews, observations, and a quantitative 2-wave survey revealed a great deal of variability between teams in how formalization processes were enacted. Only those formalization processes that promoted knowledge sharing were instrumental in improving team effectiveness. Implementing rules and procedures in the set-up of the teams and projects, rather than during interactions, and utilizing protocols to help establish the global team as a source of identity increased this knowledge sharing. Finally, we found members’ personal need for structure moderated the effect of team formalization on how meaningful individuals found their work within the team. These findings have significant implications for theory and practice in multinational organizations

Learning to lead: tools for self assessment of leadership skills and styles

There is now general acceptance that strong clinical leadership can improve a range of important outcomes within health servies, and conversely that lack of clinical leadership and engagement contributes to poor quality of care and patient outcomes. Leadership development for clinicians has been promoted locally, nationally and internationally. However there are many uncertainties about how best to ‘teach’ leadership. Key requirements for effective leadership development at the level of the individual leader are awareness of one’s own skills and styles of leadership, and the ability to reflect on these to identify areas for development. In this chapter we report the use of two self-assessment tools that can contribute to a fuller understanding of leadership strengths and weaknesses in individuals and groups, allowing leadership development programmes to be tailored to the needs of participants and improving their effectiveness

Anticipations et ajustements dans la demande de consommation et d'actifs financiers

SIGLEAvailable at INIST (FR), Document Supply Service, under shelf-number : AR 13807 / INIST-CNRS - Institut de l'Information Scientifique et TechniqueFRFranc