66. Consider the basic requirements for the writing, design and defend of master thesis.

Рассмотрите основные требования к написанию, оформлению и защите магистерской диссертации.

Thesis - Graduate work is representing thetheoretical or experimental study of one of the most pressing topics in a particular areas of knowledge, in which the graduate demonstrates the level of mastering the necessary theoretical knowledge and practical skills to enable him to decide professional tasks.

Performing thesis goes through the following steps:

1. range of topics;

2. the study of literature;

3. planning;

4. definition of research methods;

5. study of the practice;

6. work on the text and layout.

Diploma thesis on the structure consists of the following elements:

• title page ;

• a table of contents ;

• Introduction;

• the main part ;

• conclusion;

• a list of references;

• Applications ( if necessary) .

The volume of the thesis with the technical performance ( on a typewriter , computer , etc.) should not exceed 60-70 pages (excluding appendices) . handwritten thesis is not allowed. The internal structure may comprise at reference preparation of the thesis, an introduction, two - a maximum of three chapters , each with 2-3 paragraphs , findings in the form of conclusions and recommendations , bibliography and appendices . Can other structure . For example, without the chapters and paragraphs, but only through the sections .

Approximate distribution volume thesis on sections can be follows :

Introduction ( 5 % of total) .

Section 1 - Theory question ( 20%)

67. Consider the characteristics of the organization of work in the research groups. Рассмотрите особенности организации работы в научном коллективе.

However, several features provide a foundation for a basic definition. Work teams and groups: (a) arecomposed of two or more individuals, (b) who exist to perform organizationally relevant tasks, (c) shareone or more common goals, (d) interact socially, (e) exhibit task interdependencies (i.e., workflow, goals, outcomes), (f) maintain and manage boundaries, and (g) are embedded in an organizational context thatsets boundaries, constrains the team, and influences exchanges with other units in the broader entity

2) Group composition (group size, diversity, personality, ability)

Events within teams often reflect the number and type of people who are its members. Team composition is of research and practical interest because the combination of member attributes can have a powerful influence on team processes and outcomes. A better understanding of such effects will help practitioners to select and construct more effective teams.

3) Group formation, socialization, and development

Teams may be formed anew, where all members are new to each other and the team. Or, teams with a developmental history may have influxes and outflows of members that affect its composition and character. In either instance, development and newcomer socialization are relevant issues. Socialization has generally been seen as a mechanism for bringing new members into existing teams or groups. With few exceptions, much of this theory and research has focused on the socialization of individuals into the organization and, while theoretically relevant, has paid relatively little attention to the work group or team as central to the socialization process. Development tends to assume the formation of a brand new team with no prior history.

4) Group effectiveness, processes, and enhancements

From an organizational psychology perspective, team effectiveness is the core focus of theory and research on teams.Team effectiveness is generally conceived as multifaceted, with an emphasis on both internal and external criteria. Team Mental Models are team members’ shared, organized understanding and mental representation of knowledge about key elements of the team’s task environment. Four content domains underlying team mental models have been proposed: (1) equipment model; (2) task model; (3) member model; and (4) teamwork model.

5) Group leadership and motivation

Team orientationincludes factors with motivational implications, such as promoting shared goal commitment, creating positive affect, and shaping climate perceptions. Team coherence includes the development of linked individual goals, a repertoire of team task strategies, and compatible team member role expectations. The leader’s developmental role is to establish and maintain coherence and integration among the members ofthe unit. Coherence then allows team members to self-manage during periods of intense task engagement. A second major functional role of team leaders is to establish and maintain favorable performance conditions for the team.