Cartography is the study and practice of making maps. Although originally defined for Earth, the term is also a perfect description of the aims of the VIPERS team, whose members include Polish astronomers.

The article deals with the subject of recruitment of a candidate for a creative team in manufacturing

company. For this purpose, a recruitment model has been developed. It consists

of three main stages: preliminary selection of candidates, assessment of the predispositions

of the selected candidates to work in a team and creative team building. The authors developed

recruitment model of a candidate for a creative team includes a set of tools supporting

the assessment at each stage. In the first stage concerning the preliminary selection, a competence

Questionnaire for working in a creative team, was developed. The second stage

includes the assessment of a candidate’s predispositions with the use of original tools for

assessing creativity, a tool supporting the monitoring of employees’ activity in proposing

innovative solutions and assessment center methodology. The principles of AC remained the

same. The competences that a creative team should possess were adjusted to the tool. Tasks

were proposed in order to assess these competences. The tool itself is ready for application.

In the subsequent stage of research, the tool in question will be tested in selected companies

and evaluated. The last stage concerns the team building. The tool used at this stage is

the Questionnaire for assessing the role in the team. While creating a recruitment model of

a candidate for a creative team, of the selected companies team leaders were consulted.

We investigate the problem of setting revenue sharing rules in a team production environment with a principal and two agents. We assume that the project output is binary and that the principal can observe the level of agents’ actual eort, but does not know the production function. Identifying conditions that ensure the eciency of the revenue sharing rule, we show that the rule of equal percentage markups can lead to ination of project costs. This result provides an explanation for project cost overruns other than untruthful cost reporting.

Objectification in the workplace refers to relationships in which employees can be reduced to the status of objects. This phenomenon has deleterious consequences for health. In this study we examine the protective role of reflexivity, i.e. self-consciousness and team reflexivity. 98 employees answered an online questionnaire which measured objectification, self-consciousness, team reflexivity, mentalization and instrumentality/humanness. The results highlighted a moderation effect of private self-consciousness in the relations between objectification and its consequences. An elevation of self-consciousness is associated with a decrease in dementalization and is associated with an increase in instrumentality. Team reflexivity promotes a decrease in instrumentality and an elevation in humanness either directly or indirectly via the diminution of objectification. The two forms of reflexivity are therefore complementary when facing objectification in the workplace and its consequences. The question of the articulation of the self and co-regulation processes is discussed in connection with these results.

An original fuzzy team control model is presented in this article. The model is based on a non-traditional combination of classical and contemporary achievements of management and mathematical theories of fuzzy logic and fuzzy sets. In methodological terms, the article also offers a set of tools for measuring and evaluating both team performance and the effectiveness of the team control system in the organization. Fuzzy tools and techniques for decision-making, studying of hidden effects and joint influences, and quantification of evaluations are employed in this set of tools. The suggested fuzzy model contributes to overcoming theoretical deficits on the issues of team control, and the methodology of team control fills a gap in the toolkit of team management. The results from verification of the fuzzy team control model at a small-sized Bulgarian enterprise are also discussed in this article. They indicate that it is possible to develop a fuzzy model for team control, increasing the effectiveness of the team control system in the enterprise.

Small construction objects are often built by standard task teams. The problem is, how to allocate these teams to individual works? To solve the problem of allocation three methods have been developed. The first method allows to designate optimal allocation of teams to the individual works in deterministic conditions of implementation. As a criterion of the optimal allocation can be applied: “the minimization of time” or “the minimization of costs” of works execution. The second method has been developed analogously for both criteria but for stochastic conditions and for the stochastic data. The third method allows to appoint a compromise allocation of teams. In this case, the criteria “the minimization of time” and “the minimization of costs” are considered simultaneously. The method can be applied in deterministic or stochastic conditions of works implementation. The solutions of the allocation problems which have been described allow to designate the optimal allocation of task teams and to determine the schedule and cost of works execution.

Introduction: Trauma is one of the leading causes of death in the European Union. The European Trauma Course (ETC) is a training course that focuses on administering aid to trauma patients in a Hospital’s Emergency Department by creating an effective and well-organized trauma team. The purpose of the study is to analyze how the ETC training is evaluated by its participants and whether it is tailored to local needs.

Materials and Methodology: The study includes eight courses conducted between 2010 and 2015, involving 109 medical professionals. Participants were given questionnaires where they could evaluate the various aspects of the course and comment on each of them, using a four-level scale. Finally, 78 surveys were qualified for the study.

Results: The exercises were very highly rated (average 3.79 points), mainly for their interesting scenarios and station preparation. Equally well-evaluated was the short and concise method of instruction. The lowest ranked aspect was the course fee (2.41 points). There were oft en negative comments about the use of English during the training (lectures and manuals).

Discussion: The opinions of Polish students were similar to those of ETC participants in other European countries. There are many interesting advantages of workshop scenarios, while the downside is the time constraint. Nevertheless, the ETC has been very successful. High ratings and positive feedback affirm the high demand for such courses in Poland.

We consider the real-life problem of planning tasks for teams in a corporation, in conditions of some restrictions. The problem takes into account various constraints, such as for instance flexible working hours, common meeting periods, time set aside for self-learning, lunchtimes and periodic performance of tasks. Additionally, only a part of the team may participate in meetings, and each team member may have their own periodic tasks such as self-development. We propose an algorithm that is an extension of the algorithm dedicated for scheduling on parallel unrelated processors with the makespan criterion. Our approach assumes that each task can be defined by a subset of employees or an entire team. However, each worker is of a different efficiency, so task completion times may differ. Moreover, the tasks are prioritized. The problem is NP-hard. Numerical experiments cover benchmarks with 10 instances of 100 tasks assigned to a 5-person team. For all instances, various algorithms such as branch-and-bound, genetic and tabu search have been tested.

The contemporary warfare seems to have great influence on the way social sciences position themselves within the socio-political contexts of today. This is being implemented in many cases by the geopolitical context of 9/11 and the fall of former centers of power (end of the Cold War). Cultural anthropology, which shared a similar dilemma in the formative period of its own history provides us today with one of the most controversial examples in this matter. The program initiated by US Army back in 2006 called Human Terrain System started a wide spread debate on ethical issues regarding doing ethnographic fieldwork in a militarized landscape. HTS became thus a field of intellectual and political polemics between certain groups of researches. The academic and political debate on HTS seems to be put in a post-colonial context as a new form of mixing of science and ideology. This paper tackles the problem of emergence of a new type of anthropological understanding of the cultural other and as well its own methods and ethical standards in a situation, where crisis seems to be a permanent state of the discipline and the world its trying to describe.