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关键词： 2010 ieee design power national

Thamhain, H.J.; Wilemon, D.L., "Leadership effectiveness in program management," Engineering Management, IEEE Transactions on , vol.EM-24, no.3, pp.102,108, Aug. 1977
doi: 10.1109/TEM.1977.6447248
Abstract: The paper reports the results of an exploratory field study designed to investigate the effectiveness of leadership styles in various project-oriented work environments. The study concludes that the effectiveness of project managers depends primarily on their leadership style and work environment. A
leader-oriented management approach appears most effective in a poor work environment, while in a good organizational climate a team-oriented style seems to be most effective. The findings presented should help the professional project manager to understand the complex interrelationships among position power,
leadership style, and organizational variables. Through this understanding he may be able to identify the leadership style which optimizes project performance in his specific work.
keywords: {management;project engineering;leadership;management;project managers;Complexity theory;Engineering profession;Lead;Meteorology;Organizations;Personnel;Project management},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6447248&isnumber=6447242

Lind, M.R., "The gender impact of temporary virtual work groups," Professional Communication, IEEE Transactions on , vol.42, no.4, pp.276,285, Dec 1999
doi: 10.1109/47.807966
Abstract: Much knowledge work involves temporary work teams. Increasingly, these teams are not face-to-face but virtual teams. The paper explores the gender impact of virtual collaboration as compared to face-to-face teams. Descriptive statistics are used to show the different perceptions of the group
experience based on gender and on face-to-face versus virtual team experiences. Women in the virtual groups perceived that the group stuck together more and helped each other more than did the men. Also, the women were more satisfied with the virtual group than men and felt that group conflict was readily
resolved. In comparing the experience of women in the virtual groups to women in the face-to-face groups, the face-to-face women were less satisfied with the group experience than their virtual counterparts and perceived that conflict was smoothed over
keywords: {electronic mail;gender issues;human factors;professional communication;teleconferencing;teleworking;CMC;computer mediated communications;descriptive statistics;email;face-to-face teams;gender impact;gender studies;group conflict;group experience;knowledge work;men;telecommuting;temporary
virtual work groups;temporary work teams;virtual collaboration;virtual team experiences;women;Collaborative work;Computer mediated communication;Cultural differences;Decision making;Electronic mail;Problem-solving;Statistics;Telephony;Teleworking;Virtual groups},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=807966&isnumber=17506

Wasiak, J.; Hicks, B.; Newnes, L.; Loftus, C.; Dong, A.; Burrow, L., "Managing by E-Mail: What E-mail Can Do for Engineering Project Management," Engineering Management, IEEE Transactions on , vol.58, no.3, pp.445,456, Aug. 2011
doi: 10.1109/TEM.2010.2090160
Abstract: E-mails are, rightly or wrongly, a staple of the information and communication technology for managing work and collaborative activities. This paper examines the value of the content of e-mail at a project level rather than at the often-studied level of the individual user. The dataset consists of e-mails
authored by an engineering team associated with a large, complex, long term, systems integration project, typical of the aerospace, marine, and defense sectors. The research applied a qualitative content analysis methodology to classify the content (what the e-mail contains) and purpose (why the e-mail was sent) of
the e-mail in the dataset. The results of the content analysis were compared and contrasted with secondary evidence from interviews and project documentation to enable a time-phased analysis. The findings show that classifying e-mail content by the categories of management, information, and problem-solving
transactions revealed signatures that align with project phases and, more importantly, problems encountered. Finally, we found that the purpose of e-mail is not necessarily consistent with the designated job role or responsibility of the sender or recipient. This paper contributes to empirical data on the relation
between communication and project performance and the changing nature of e-mail communication throughout the lifecycle of a project. The findings point to a new way to leverage e-mail content to “manage by e-mail”.
keywords: {electronic mail;groupware;project engineering;project management;team working;transaction processing;aerospace sector;collaborative activity;defense sectors;e-mail communication;e-mail content classification;engineering project management;engineering team;information and communication
technology;managing work;marine sector;problem-solving transactions;project documentation;project lifecycle;project performance;qualitative content analysis methodology;systems integration project;time-phased analysis;Companies;Documentation;Electronic mail;Encoding;Project
management;Reliability;Electronic mail (e-mail);professional communication;project management;research and development management},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=5738325&isnumber=5956875

Oakley, B.A.; Hanna, D.M.; Kuzmyn, Z.; Felder, R.M., "Best Practices Involving Teamwork in the Classroom: Results From a Survey of 6435 Engineering Student Respondents," Education, IEEE Transactions on , vol.50, no.3, pp.266,272, Aug. 2007
doi: 10.1109/TE.2007.901982
Abstract: A teamwork survey was conducted at Oakland University, Rochester, MI, in 533 engineering and computer science courses over a two-year period. Of the 6435 student respondents, 4349 (68%) reported working in teams. Relative to the students who only worked individually, the students who worked
in teams were significantly more likely to agree that the course had achieved its stated learning objectives (p < 0.001). Regression analysis showed that roughly one-quarter of the variance in belief about whether the objectives were met could be explained by four factors: 1) student satisfaction with the team
experience; 2) the presence of instructor guidance related to teamwork; 3) the presence of slackers on teams; and 4) team size. Pearson product-moment correlations revealed statistically significant associations between agreement that the course objectives had been fulfilled and the use of student teams and
between satisfaction with teams and the occurrences of instructor guidance on teamwork skills. These and other results suggest that assigning work to student teams can lead to learning benefits and student satisfaction, provided that the instructor pays attention to how the teams and the assignments are set up.
keywords: {computer science education;educational courses;engineering education;regression analysis;team working;Oakland University Rochester MI;computer science courses;engineering courses;regression analysis;student team working;Best practices;Computer science;Engineering students;Filling;Regression
analysis;Springs;Teamwork;Correlation;evaluation;instructor;satisfaction;student;team;teamwork},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=4287121&isnumber=4287102

Anawati, D.; Craig, A., "Behavioral adaptation within cross-cultural virtual teams," Professional Communication, IEEE Transactions on , vol.49, no.1, pp.44,56, March 2006
doi: 10.1109/TPC.2006.870459
Abstract: With today's business environments no longer confined to national borders, much work is undertaken in global virtual teams. Such teams consist of members located in different countries that communicate via technology media to complete a project task. Much of the research in this area has been focused
on the technological aspects of such environments; there is, however, a lack of research into the behavioral aspects and the issue of cultural differences in particular. It has been acknowledged that when cultural diversity is neither recognized nor acted upon, significant challenges can arise for the team. Current advice
in the literature suggests that team members should adapt their normal working behavior in consideration of cultural differences. However, there is little indication of how team members should do so. This study investigated if and/or how team members adapt their behavior in c ..

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