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Communication management in Polish IT Companies

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Języki publikacji
EN
Abstrakty
EN
Effective communication management is a crucial component of project management as it reduces non-productive effort, prevents duplication, helps to eliminate mistakes, manage uncertainty and generate ideas that lead to better solutions. It also encourages team-work, increases motivation and ensures the involvement of all team members. The larger the project, the more significant communication is for the results, because communication is the coordinating mechanism, which most strongly influences the results. That is why we should search for methods and tools to support this area of project management. The aim of the paper is to present the recent findings concerning methods and tools supporting communication processes, which are mostly used by project teams, kinds of communication, which prevail in realization of projects and kinds of media, indicated as the most popular among project team members. The paper also depicts the project managers' opinion concerning the factors, which cause communication problems as well as those, which influence improvement of communication processes.
Słowa kluczowe
Rocznik
Strony
89--101
Opis fizyczny
Bibliogr. 27 poz., rys.
Twórcy
  • Institute of Information, University of Szczecin, Mickiewicza 64, 71-101 Szczecin, Poland
Bibliografia
  • [1] Patrashkova R. R., McComb S. A., Exploring Why More Communication is not Better: Insights from a Computational Model of Cross-Functional Teams, Journal of Engineering and Technology Management 21(1/2) (2004).
  • [2] Dyczkowski M. Nowe podejście do zarządzania przedsięwzięciami informacyjnymi, [in:] Nowoczesne Technologie Informacyjne w Zarządzaniu, Prace naukowe AE we Wrocławiu, nr 955 (2002).
  • [3] Johannessen J., Olsen B., Projects as Communicating Systems: Creating a Culture of Innovation and Performance, International Journal of Information Management 31(1) (2010).
  • [4] Clarke A., A Practical Use of Key Success Factors to Improve the Effectiveness of Project Management, International Journal of Project Management 17(3) (1999).
  • [5] Kendrick T., Chapter 11: Monitoring and Controlling Risky Projects, American Management Association International (2009).
  • [6] Gloria M., Volker W., Changing Interpersonal Communication Through Groupware Use, Behaviour & Information Technology 18(5) (1999).
  • [7] Karsenti T., Teacher Education and Technology: Strengths and Weaknesses of Two Communication Tools, Proceedings of the 2007 Computer Science and IT Education Conference (2007); http://csited.org/2007/83KarsCSITEd.pdf (accessed in Feb. 2011).
  • [8] Gracz L., Wybrane problemy w komunikacji e-mailowej przedsiębiorstwa z otoczeniem, [in:] Problemy społeczeństwa informacyjnego, red. A. Szewczyk, printshop, Szczecin (2007).
  • [9] DeSanctis G., Wright M., Jiang L., Building a Global Learning Community, Communications of the ACM 44(12) (2001).
  • [10] Edwards A., Wilson J. R., Implementing Virtual Teams: A Guide to Organizational and Human Factors, Gower Publishing Ltd. (2004).
  • [11] Lee H., Your Time and My Time: A Temporal Approach to Groupware Calendar Systems, Information & Management 40(3) (2003).
  • [12] Mader S., Wikipatterns, a Practical Guide to Improving Productivity and Collaboration in Your Organization, Wiley Publishing, Inc. (2008).
  • [13] Fielden N. L., Internet Research: Theory and Practice, McFarland (2001).
  • [14] Potocki A., Winkler R., Żbikowska A., Techniki komunikacji w organizacjach gospodarczych, Difin, Warszawa (2003).
  • [15] Bidgoli H. (red.), The Internet Encyclopedia, Volume 2, John Wiley and Sons (2004).
  • [16] Kouki R., Wright D., Telelearning via the Internet, Idea Group Inc. (1999).
  • [17] Ogura K., Ishizaki M., Nishimoto K., The Method of Extracting Topic Threads Towards Facilitating Knowledge Creation in Chat Conversations, [in:] Knowledge-based intelligent information and engineering systems: 8th International Conference, KES 2004, ed. Negoita M. Gh., Howlett R. J., Jain L. C., Springer (2004).
  • [18] Gough M., Rosenfeld J., Video Conferencing over IP: Configure, Secure, and Troubleshoot, Elsevier (2006).
  • [19] Christiansen H. M., Meeting the Challenge of Communication in Offshore Software Development, [in:] Software Engineering Approaches for Offshore and Outsourced Development: First International Conference, SEAFOOD 2007, ed. Meyer B., Joseph M., Springer (2007).
  • [20] Otter A., Emmitt S., Exploring Effectiveness of Team Communication. Balancing Synchronous and Asynchronous Communication in Design Teams, Engineering, Construction and Architectural Management 14(5) (2007).
  • [21] Rash W., Unified communications: Taking a piecemeal approach, eWeek 27(16) (2010).
  • [22] Nash K. S., What UC versus what u get, CIO 22(18) (2009).
  • [23] Babar M. A., Kitchenham B., Zhu L., Gorton I., Jeffery R., An Empirical Study of Groupware Support for Distributed Software Architecture Evaluation Process, Journal of Systems and Software 79(7) (2006).
  • [24] Xu J., Zhang J., Harvey T., Young J., A Survey of Asynchronous Collaboration Tools, Information Technology Journal 7(8) (2008).
  • [25] Watt J. H., Walther J. B., Nowak K. L., Asynchronous Videoconferencing: A Hybrid Communication Prototype, Proceedings of the 35th Hawaii International Conference on System Sciences (2002).
  • [26] Frössler F., A Practice Theoretical Analysis of Real Time Collaboration Technology: Skype and Sametime in Software Development Projects, Cuvillier Verlag, Göttingen (2008).
  • [27] Belanger F., Allport Ch., Collaborative Technologies in Knowledge Telework: An Exploratory Study, Information Systems Journal 18(1) (2008).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-af054aad-2ef7-4d1e-b66b-0fccfa5e1bae
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