The research on role differentiation as a method of forming the project team

Olga Sherstyuk, Tatyana Olekh, Kateryna Kolesnikova

Abstract


According to the basic principle of self-developing systems, the interaction parameters of two opposing tendencies of the system operation can be distinguished – the conservative tendency and the changing tendency. It explains the balance of the two activity tendencies of team members – the ability to conserve and the ability to change.

On the basis of the Belbin’s model, each participant’s role structure is determined by means of which the participants’ activity tendencies are determined with use of Lotka, Volterra and Gause’s self-developing systems. This system is considered according to the types of interactions such as “cooperation” and “competition”.

The equilibrium point of role activity trends is determinedto have the most minimal impact that determines the subsequent state of the system maximally. It is shown that the role differentiation of the effective team does not always depend on the number of participants. Each participant may combine the multiple roles that can lead to the balance of conservative and changing tendencies. It defines the conditions of effective work in operational and development in management of project operation and development.

Keywords


project; management; operation; development; role activity; cooperation; competition; equilibrium point

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References


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GOST Style Citations


1. Bushuev, S. D. K sistemnoy paradigme formirovaniya kollektivnoy i individual'noy kompetentnosti spetsialistov v oblasti upravleniya proyektami (To system paradigm of forming of collective and individual competence of specialists in the field of project management) [Text] / S. D. Bushuev, U. G. Yaschenko, A. S. Tovb, S. I. Neizvestniy // Management of development of complex systems. – 2012. – Vol. 10. – P. 14–21.

2. Nosova, N. U. (2008). Issledovaniye komandnykh i funktsional'nykh roley uchastnikov proyekta (Research of command and functional roles of project participants) [Text] / N. U. Nosova // Radioelectronic and computer systems. – 2008. – Vol. 2. – P. 119–122.

3. Lupuleac, S. Problems of assessing team roles balance – Team design [Text] / S. Lupuleac, Z.-L. Lupuleac, Rusu C. // Procedia Economics and Finance. – 2012. – Vol. 3. – P. 935–940. doi: 10.1016/s2212-5671(12)00253-5 

4. Jacobsson, M., Impromptu teams in a temporary organization: On their nature and role [Text] / M. Jacobsson, M. Hällgren // International Journal of Project Management. – 2016. – Vol. 34, Issue 4. – P. 584–596. doi: 10.1016/j.ijproman.2016.02.001 

5. Liang, H.-Y. Team diversity and team helping behavior: The mediating roles of team cooperation and team cohesion [Text] / H.-Y. Liang, H.-A. Shih, Y.-H. Chiang // European Management Journal. – 2015. – Vol. 33, Issue 1. – P. 48–59. doi: 10.1016/j.emj.2014.07.002 

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7. Vaysman, V. A. Teoriya proyektno-oriyentirovannogo upravleniya: obosnovaniye zakona Bushuyeva S. D. (Theory of design project management: rationale of the law of Bushuev) [Text] / V. A. Vaysman, V. D. Gogunsky, S. V. Rudenko // Scientific Proceedings of International Humanitarian University. – 2009. – Vol. 16. – P. 9–13.

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DOI: https://doi.org/10.15587/1729-4061.2016.65681

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ISSN (print) 1729-3774, ISSN (on-line) 1729-4061