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Despite the fact that IT systems fill and automate more and more areas of human life, it is still not possible to employ an artificial manager to an organization. There is a question what are the obstacles and how to overcome them. Therefore the main scientific goal of this paper is to present the methodological concept called the system of organizational terms as theoretical foundation of a research methodology aimed at solving methodological problems of management sciences as a scientific discipline and in as the result allowing to implement team management automation. Already in 1967, P. Drucker wrote that computer systems would not only serve to collect information, but the algorithms written in them would be able to replace managers over time. However, the contradiction between the unstable nature of team management research and the opportunity coming from IT technologies creates a research problem which should be addressed before implementing team management automation: what does a team manager really do? In order to do that, it was necessary to design a methodological concept of the management science which could be comprehensive, coherent and formalized in order to allow practicing this science in a way that produces real knowledge of managers' behavior. The essence of this concept is to represent organizational reality with organizational terms, just as physical phenomena can be represented by units and their corresponding physical quantities in the SI system. This way the concept enables implementation of team management automation. [ABSTRACT FROM AUTHOR]

Despite the fact that IT systems fill and automate more and more areas of human life, it is still not possible to employ an artificial manager to an organization. There is a question what are the obstacles and how to overcome them. Therefore the main scientific goal of this paper is to present the methodological concept called the system of organizational terms as theoretical foundation of a research methodology aimed at solving methodological problems of management sciences as a scientific discipline and in as the result allowing to implement team management automation. Already in 1967, P. Drucker wrote that computer systems would not only serve to collect information, but the algorithms written in them would be able to replace managers over time. However, the contradiction between the unstable nature of team management research and the opportunity coming from IT technologies creates a research problem which should be addressed before implementing team management automation: what does a team manager really do? In order to do that, it was necessary to design a methodological concept of the management science which could be comprehensive, coherent and formalized in order to allow practicing this science in a way that produces real knowledge of managers’ behavior. The essence of this concept is to represent organizational reality with organizational terms, just as physical phenomena can be represented by units and their corresponding physical quantities in the SI system. This way the concept enables implementation of team management automation. [ABSTRACT FROM AUTHOR]

This paper presents results of a study which investigates the impact of culture and communication (virtual and face-to-face) on generating solutions in multi-and mono-cultural teams. The study was conducted among fifty BA business students in Helsinki, Finland. It combines qualitative (narrative analysis) and quantitative (structured work observation with online management tools) approaches. The narrative analysis provides retrospective insights into individual reflections on the team members communication process. The structured work observation provides simultaneous insights into team communication process. The study aims to determine the correlation between the cultural origin of the team and the team communication. Secondly, the study compares the findings of qualitative and quantitative methods of data collection. The discussion drew on Hall's (1976) concepts of communication patterns in low- and high-context cultures as well as Hofstede's (2010) selected cultural dimensions. The findings of narrative analysis revealed that communication during the process of task completion among participants from low-context cultures was more successful and generated more output than that of their counterparts from high-context cultures. Language barriers in multi-cultural teams did not have significant influence on the team performance in terms of output generation. The findings of the analysis produced by using online management tools showed that the amount of outputs did not strongly correlate with the way of communicating during the project. The contributions of this paper are (1) demonstrating the impact of culture on team communication, (2) highlighting the importance and influence of communication on team's effectiveness, (3) showing the benefits of applying two distinct research approaches at different stages of the study. [ABSTRACT FROM AUTHOR]

Work of a manager, such as making decisions, planning, motivating team members or generating ideas, can be captured only with difficulties because of its various cultural, linguistic and structural aspects. Building the knowledge about the work of a manager depends on several aspects that are necessary to be taken into consideration in such research, such as ontological and epistemological assumptions or the technical aspects of research tools. Therefore, the paper presents methodological foundations of creating knowledge about the work of a manager. The first aim is to present the original concept of online management tools, which lets managers solve organizational problems in such areas as: setting goals, describing tasks, generating and specifying ideas, creating options, making decisions, checking motivation, solving conflicts and explaining problems. The second aim is to present several samples of data (time and content) gathered by online management tools. The paper consists of a description of the origins of a managerial action term (managerial skills and managerial roles), a presentation of main assumptions of the system of organizational terms as well as a detailed presentation of the concept of online management tools used as research tools in the field of managerial actions. There are also examples of data gathered by the tools and the future directions of research. [ABSTRACT FROM AUTHOR]

Management, especially interaction between a manager and subordinates, is difficult to accurately capture due to cultural, linguistic, and structural aspects. Building knowledge and understanding of management in research in this field of study, depends on the consideration of several essential aspects. This paper presents theoretical foundations for creating knowledge about the activities of team managers using a system of organisational terms, and showcases how linguistic analysis can be applied to enhance findings in the area of management studies. The paper discusses the results of an experiment carried out with management students within the field of project planning. The students played the roles of team managers and were asked to plan a specific project using the following online management tools: a goaler (to set up goals) and a tasker (to describe tasks). All activities of experiment participants were recorded by these tools. The data gathered during the experiment enabled us to answer several research questions: (Q1) Which elements of the plan are changed and how often are they changed until the plan is accomplished? (Q2) Which cognitive processes take place when managers are given a complex project to plan? (Q3) Are there any dominant linguistic routes when planning the project? (Q4) Is it possible to develop a pattern of (human) manager linguistic behaviour in order to replace human managers with robots? (Q5) How can the linguistic findings be utilised in order to optimise and automate the formulation of tasks and goals in the future? The methodology of the paper consists of a literature review, an experiment with students, and the findings of linguistic analysis of manager behaviour. [ABSTRACT FROM AUTHOR]