Relevant bibliographies by topics / Teams in the workplace

Academic literature on the topic 'Teams in the workplace'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 March 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Teams in the workplace.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Journal articles on the topic "Teams in the workplace":

1

Miller, Marianne McInnes, Thomas G. Kimball, Alan Korinek, Sterling T. Shumway, and Rudy Arredondo. "Enhancing Teams in the Workplace." Employee Assistance Quarterly 19, no. 2 (December 8, 2004): 35–50. http://dx.doi.org/10.1300/j022v19n02_03.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Galbraith, Diane D., and Fred L. Webb. "Teams That Work: Preparing Student Teams For The Workplace." American Journal of Business Education (AJBE) 6, no. 2 (February 20, 2013): 223–34. http://dx.doi.org/10.19030/ajbe.v6i2.7687.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
Organizations today often require collaboration in the form of work teams. Many tasks completed within organizations, whether in the workplace or in academia, however, can be beyond the capabilities of individuals alone. Productive teamwork and cooperative activities in business are expected and can begin very early in a person's career. The pedagogy for teamwork instruction in the classroom may not simulate real workplace events or parallel organizational behavior in order to attain a successful outcome. In universities, teamwork often breeds frustration and dysfunction, since the teams often do not perform at a high level or reach their full potential. This paper will provide best practices for creating productive teams in the classroom in preparation for the workforce. This insight will include ideas that will bond team members through collective values and goals, resulting in effective teams and a productive environment.
3

REISCH, MARC. "Du Pont workplace teams ruled illegal." Chemical & Engineering News 71, no. 24 (June 14, 1993): 7–8. http://dx.doi.org/10.1021/cen-v071n024.p007a.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Peters, Eileen, and Silvia Maja Melzer. "Immigrant–Native Wage Gaps at Work: How the Public and Private Sectors Shape Relational Inequality Processes." Work and Occupations 49, no. 1 (January 11, 2022): 79–129. http://dx.doi.org/10.1177/07308884211060765.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce existing inequalities in the private sector. In public sector workplaces where natives hold higher relational positions, immigrants’ wages are lower. This group-related dynamic is not detectable in the private sector.
6

Ragins, Belle Rose, John M. Cornwell, and Janice S. Miller. "Heterosexism in the Workplace." Group & Organization Management 28, no. 1 (March 2003): 45–74. http://dx.doi.org/10.1177/1059601102250018.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and sexual orientation but not for gender, suggesting that gender similarity predictions may not apply to gay employees. More heterosexism was reported with male supervisors or work teams, and these effects were stronger for lesbians than gay men. Irrespective of race, employees in racially balanced teams reported less heterosexism than those in primarily White or non-White teams.
7

Katz, Nancy. "Sports teams as a model for workplace teams: Lessons and liabilities." Academy of Management Perspectives 15, no. 3 (August 2001): 56–67. http://dx.doi.org/10.5465/ame.2001.5229533.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Baert, Herman, and Natalie Govaerts. "Learning patterns of teams at the workplace." Journal of Workplace Learning 24, no. 7/8 (September 7, 2012): 538–50. http://dx.doi.org/10.1108/13665621211261025.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Wilmers, Nathan, and Clem Aeppli. "Consolidated Advantage: New Organizational Dynamics of Wage Inequality." American Sociological Review 86, no. 6 (December 2021): 1100–1130. http://dx.doi.org/10.1177/00031224211049205.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
The two main axes of inequality in the U.S. labor market—occupation and workplace—have increasingly consolidated. In 1999, the largest share of employment at high-paying workplaces was blue-collar production workers, but by 2017 it was managers and professionals. As such, workers benefiting from a high-paying workplace are increasingly those who already benefit from membership in a high-paying occupation. Drawing on occupation-by-workplace data, we show that up to two-thirds of the rise in wage inequality since 1999 can be accounted for not by occupation or workplace inequality alone, but by this increased consolidation. Consolidation is not primarily due to outsourcing or to occupations shifting across a fixed set of workplaces. Instead, consolidation has resulted from new bases of workplace pay premiums. Workplace premiums associated with teams of professionals have increased, while premiums for previously high-paid blue-collar workers have been cut. Yet the largest source of consolidation is bifurcation in the social sector, whereby some previously low-paying but high-professional share workplaces, like hospitals and schools, have deskilled their jobs, while others have raised pay. Broadly, the results demonstrate an understudied way that organizations affect wage inequality: not by directly increasing variability in workplace or occupation premiums, but by consolidating these two sources of inequality.
10

Moreau, Craig. "Teams That Innovate: The Language of Difference-Driven Inquiry at the Workplace." Business and Professional Communication Quarterly 83, no. 4 (September 28, 2020): 385–408. http://dx.doi.org/10.1177/2329490620949864.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
Leveraging a team’s diverse perspectives can be a powerful way to foster team innovation. A common approach to leverage team differences involves tool-based approaches, including brainstorming, mind-mapping, and whiteboarding. However, the effective use of ideational tools as a means to innovation often assumes high levels of team cohesion and productivity—dynamics that may not be safe to assume, especially in teams with high levels of diversity. This study investigates how workplace teams at a Biotech company use discourse to innovate, and in doing so, instantiate a larger rhetorical practice known as difference-driven inquiry.
More sources
You might also be interested in the extended bibliographies on the topic 'Teams in the workplace' for particular source types:
Journal articles Dissertations / Theses Books

Dissertations / Theses on the topic "Teams in the workplace":

1

Fitzpatrick, Erin Lillian. "Forming effective teams in a workplace environment." Thesis, The University of Arizona, 2000. http://hdl.handle.net/10150/292015.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
Throughout much of the past century, manufacturing efficiencies were gained by constructing systems from independently designed and optimized tasks. Recent theories and practice have extolled the virtues of team-based practices that rely on human flexibility and empowerment to improve integrated system performance. The formation of teams requires consideration of innate tendencies and interpersonal skills as well as technical skills. In this project we develop and test mathematical models for formation of effective human teams. Team membership is selected to ensure sufficient breadth and depth of technical skills. In addition, measures of worker conative tendencies are used along with empirical results on desirable team mix to form maximally effective teams.
2

Chapman-Blair, Sharon. "Talking about teams within a team building context: a discourse analytic study." Thesis, Rhodes University, 2001. http://hdl.handle.net/10962/d1002456.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
This research initiative responds to some of the issues raised by theoretical challenges leveled at Industrial Psychology (postmodernism), and practical challenges in the workplace (the use of teams) by investigating notions of what a team is via the postmodern methodology of discourse analysis. The research explores “team talk” – repertoires of speech employed by individuals to construct particular versions of “the team” for specific effects, of importance given emphasis placed on shared understanding, expectations and goals in a “team”. A Rhodes University Industrial Psychology Honours class required to work as a team (having participated in a team building exercise), as well as their lecturers who facilitated the team building process were interviewed to obtain “talk” to analyse. This uncovered a multiplicity of meaning, namely four ways of speaking about (constructing) the team. These repertoires are explored in terms of how they are constructed, how they differ across context and speakers, how they interrelate and what they function to achieve. The educational team repertoire constructs academic hierarchy, justifies individualism, positions members as experts and maintains distance from interpersonal processes. The machine repertoire divides work and interpersonal issues, regulates productivity and constructs team roles (defining individual activity and “team fit”), but is inflexible to change. The family repertoire voices emotive aspects to maintain cohesion via conformity, leaderlessness, group identity and shared achievement, but cannot accommodate conflict or workpersonal boundaries. The psychologised team repertoire constructs the team primarily as a therapeutic entity legitimately creating individual identities (and expertise) and facilitating personal growth, but this flounders when support in the “team” fails. Given that each repertoire has a different emphasis (reflective learning versus work processes versus building relationships versus personal growth), there are slippages / clashes between repertoires. This postmodern look at “the team” thus assists in recognizing and problematising these multiple meanings and identifying practical implications.
3

Smoczyk, Brian E. "Effective development of corporate work teams." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998smoczykb.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Sharp, Jason H. Ryan Sherry DeMent. "Globally distributed agile teams an exploratory study of the dimensions contributing to successful team configuration /." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9737.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Thomas, Brian Anthony. "Distal and proximal team processes as mediators on the training outcomes-training transfer relationship." Thesis, Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04072004-180227/unrestricted/thomas%5Fbrian%5Fa%5F200312%5Fma.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Mehta, Nikhil Byrd Terry Anthony. "Knowledge integration in software teams an analysis of team, project, and IT-related issues /." Auburn, Ala., 2006. http://repo.lib.auburn.edu/Send%2012-15-07/MEHTA_NIKHIL_1.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Sharp, Jason H. "Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9737/.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges related to the configuration of globally distributed agile teams; and it presents a set of best practices which will inform organizations on how to configure their globally distributed agile teams.
8

Roberge, Marie-Élène. "When and how does diversity increase group performance? a theoretical model followed by an experimental study /." Columbus, Ohio : Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1187203714.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hass, Nicolette P. "The power of teams: Do self-managing work teams influence managers' perceptions of potency?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4961/.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indicated a significant linear relationship between team perceptions of team potency and stage of team development. Additionally, potency perceptions of teams significantly differentiated between the four stages of team development. Manager perceptions of team potency produced non-significant results. Possible explanations of the results as well as implications for practice and future research are provided.
10

Giesler, Achmed. "Successful project teams." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/4796.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
Mini-research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch.
Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This report is a literature study that focuses on the characteristics of successful project teams in the research and development environment. Successful project teams are becoming an increasingly important factor in business. However, traditional quantitative project management tools no longer give project teams a competitive edge - additional qualitative tools are required, following a systems approach. A number of characteristics of project teams, with the focus on the qualitative issues, particularly the people issues, are investigated. A project team operates in the context of its environment, mostly an organisation with a structure and an organisational culture. Methods and concepts in selecting and managing a dynamic project team within a turbulent and fast changing environment are discussed. The topics covered are: environmental fit, visions and goals, leadership and team roles, systems and procedures, values, organisational culture, rewards and recognition methods,and training and development. This literature study aims to encourage a paradigm shift away form the traditional triangle of budget, brief and time towards a stronger focus on people issues as people are the most important assets of a project team. As people do not behave in a linear way, as required for quantitative tools, new methods and tools are required. The hypothesis that was subsequently formulated from this study states that research and development teams can be more successful if they are regarded as a non-linear system consisting of various inputs, processes and outputs.
AFRIKAANSE OPSOMMING: Hierdie verslag is 'n literatuurstudie wat fokus op die eienskappe van suksesvolle projekspanne in 'n navorsings en ontwikkelings omgewing. Suksesvolle projekspanne raak al hoe belangriker in besigheid. Tradisionele kwantitatiewe metodes is nie meer voldoende vir projekspanne om 'n kompeterende voordeel te bekom nie en moet hierdie metodes aangevul word met kwalitatiewe metodes gebaseer op 'n stelselbenadering. Verskeie karakteristieke van projekspanne, met die fokus op kwalitatiewe eienskappe, in besonder die menslike aspekte word ondersoek. 'n Projekspan funksioneer in die konteks van sy omgewing, meestal 'n organisasie met 'n struktuur en organisatoriese kultuur. Metodes en konsepte in die seleksie en bestuur van 'n dinamiese projekspan in 'n tubulente en vinnig veranderende omgewing word bespreek. Die temas wat gedek word is: omgewingsaanpassing,visie en doelwitte, leierskap en spanrolle, stelsels en prosedures, waardes, organisatoriese kultuur, vergoedings en erkennings metodes, en opleiding en ontwikkeling. Hierdie literatuurstudie mik om 'n paradigma skuif aan te moedig, weg van die tradisionele driehoek van begroting, doelwit en tyd, na 'n sterker fokus op menslikesake aangesien mense die belangrikste bates van 'n projekspan is. Aangesien mense nie op 'n liniere manier reageer soos wat nodig is vir kwantitatiewe metodes nie, word nuwe metodes en gereedskap benodig. Die hipotese wat geformuleer is uit hierdie navorsing, se dat navorsings en ontwikkelingspanne meer suksesvol kan wees indien hulle gesien word as 'n nie-liniere stelsel wat bestaan uit verskeie insette, prosesse en uitsette.
More sources

Books on the topic "Teams in the workplace":

1

Baguley, Phil. Teams and team-working. Chicago, Ill: McGraw-Hill, 2004.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Guest, Robert H. Work teams and team building. New York: Pergamon Press, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Pokras, Sandy. Working in teams: A team member guidebook. Menlo Park, Calif: Crisp Publications, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Pokras, Sandy. Working in teams: A team member guidebook. Menlo Park, Calif: Crisp Publications, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

1953-, Neider Linda L., and Schriesheim Chester, eds. Understanding teams. Greenwich, CT: Information Age Pub., 2005.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Capezio, Peter. Winning teams: Making your team productive & successful. Franklin Lakes, NJ: Career Press, 1998.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Capezio, Peter. Supreme teams: How to make teams really work : team process and dynamics handbook. [Shawnee Mission, KS]: National Press Publications, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

David, Nadler, and Spencer Janet L. 1963-, eds. Executive teams. San Francisco: Jossey-Bass Publishers, 1998.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Brzostowski, Matthew Adam. Managing teams. United States: Matthew Adam Brzostowski, 2012.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Thompson, Leigh L. Tools for teams: Building effective teams in the workplace. Boston, MA: Pearson Custom Publishing, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Teams in the workplace":

1

van Woerkom, Marianne. "Team Coaching in Teacher Teams." In Supporting Workplace Learning, 165–81. Dordrecht: Springer Netherlands, 2010. http://dx.doi.org/10.1007/978-90-481-9109-3_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Costello, James. "Groups and teams." In Workplace Wellbeing, 104–26. Names: Costello, James F. (James Francis), author.Title: Workplace wellbeing : a relational approach/James Costello.Description: Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429468186-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Hays-Thomas, Rosemary, and Donna Chrobot-Mason. "Managing Diversity in Teams." In Managing Workplace Diversity, Equity, and Inclusion, 183–209. 2nd ed. New York: Routledge, 2022. http://dx.doi.org/10.4324/9780367808884-11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Karlsson, Jan Ch. "The Teams That Drifted Apart." In Organizational Misbehaviour in the Workplace, 40–42. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230354630_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Cross, Christine, and Caroline Murphy. "Groups and Teams in the Workplace." In Organisational Behaviour, 153–77. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

V P, Harinarayanan. "Teams and Power Virtual Agents." In Building the Modern Workplace with SharePoint Online, 289–335. Berkeley, CA: Apress, 2021. http://dx.doi.org/10.1007/978-1-4842-6945-9_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Dewing, Jan, Brendan McCormack, and Angie Titchen. "Learning in the Workplace." In Practice Development Workbook for Nursing, Health and Social Care Teams, 162–98. Chichester, UK: John Wiley & Sons, Ltd, 2015. http://dx.doi.org/10.1002/9781119180395.ch8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Scheel, Tabea. "Humor and Learning in the Workplace." In Humor at Work in Teams, Leadership, Negotiations, Learning and Health, 79–94. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-65691-5_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Clutterbuck, David. "Coaching Teams Positively from a Complex, Adaptive Systems Perspective." In Positive Psychology Coaching in the Workplace, 297–314. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-79952-6_16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Koff, Sondra Z. "The Workplace." In The Dental Team in the European Union, 133–70. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-72232-6_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Teams in the workplace":

1

Mark, Gloria, Steven Poltrock, and Jonathan Grudin. "Virtually collocated teams in the workplace." In CHI '00 extended abstracts. New York, New York, USA: ACM Press, 2000. http://dx.doi.org/10.1145/633292.633517.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bengngu, Allen, Rolland E. Fanggidae, and Tarsisius Timuneno. "The Influence Of Organizational Cultural On Organizational Citizenship Behavior Through Spirituality Workplace As Moderating Variable." In Proceedings of the International Conference on Tourism, Economics, Accounting, Management, and Social Science (TEAMS 19). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/teams-19.2019.1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Etherton, J. R. "Empowering Effective Teamwork for Machine Risk Reduction in the Workplace." In ASME 2003 International Mechanical Engineering Congress and Exposition. ASMEDC, 2003. http://dx.doi.org/10.1115/imece2003-41252.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
The need for teamwork creates new requirements for engineers who use the new ANSI guidelines (B11 TR3-2000) for reducing risks associated with machines. Specifically, the guidelines state that “...a team of involved personnel (e.g., operators, maintenance, engineering) should participate in the risk assessment and reduction effort.” The goal of such teams is to achieve tolerable risk. If they are to be effective team members, engineers will need skills in team leadership; identifying tasks and their associated hazards; using risk assessment tools; developing consensus about degree of risk; and selling the team’s proposed risk reduction measures to management. This paper describes the stages of the TR3 process and focuses on engineering leadership skill development. Leadership must face the challenges of change and instill a sense of trust in the process so that a machine risk assessment team’s injury reduction work can be effective.
4

Etherton, J. "A Comparison of Machine Risk Acceptance Results Among Trained Users of ANSI B11-TR3." In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-13683.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
The ANSI guideline on machine risk assessment, B11-TR3, describes risk assessment as an iterative process. This implies that protective measures of varied levels of technology can be successively evaluated until a risk that is acceptable is attained. The theories of risk acceptance are many. Reducing risk to a level that is agreed to be 'as low as reasonably practicable' (ALARP) is said to give focus to making a decision about when risk has been adequately reduced. Main (2004) says that "Although the concept of acceptable risk is becoming more commonly adopted throughout the world, a single level of acceptability cannot be universally applied. Acceptable risk is a function of many factors, and is specific to a company, culture, and time-era." Fischhoff et al. (1981) have argued that "the risk associated with the most acceptable option is not acceptable in any absolute sense. One accepts options, not risks, which are only one feature of options." This paper describes risk assessment groups in five manufacturing workplaces and discusses training that led to acceptable risk decisions for a hazardous machine system in each workplace. The composition of the five teams in this study ranged from a team with just a single engineer to teams involving several workplace personnel. The applied preventive measures ranged from measures that were tailored to meet corporate safety goals to measures that evolved from the local risk assessment team's ingenuity. The paper concludes with suggestions on how to make the risk acceptance concept meaningful in the training of future machine risk assessment teams.
5

"Gender in the workplace: The effects of social networks in cross-cutting project teams." In Closing the Gender Gap. Purdue University, 2016. http://dx.doi.org/10.5703/1288284316094.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Anderson, Laura C., and Cheryl A. Kieliszewski. "A Socio-Technical Perspective in Support of Information Sharing for Diverse Teams in Today's Workplace." In 2017 IEEE 3rd International Conference on Collaboration and Internet Computing (CIC). IEEE, 2017. http://dx.doi.org/10.1109/cic.2017.00059.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Van de Zande, Georgia D., and David R. Wallace. "Online Communication in Student Product Design Teams." In ASME 2018 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/detc2018-85623.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
New technological developments are changing how the product design community communicates in the workplace and in the classroom. Slack, an online communication application with some project management features, has become a popular communication tool among many workers and students. This paper examines the Slack conversation conducted by 16 student product development teams in a course at the Massachusetts Institute of Technology (MIT), 2.009: Product Engineering Processes. Following a typical product development process, co-located teams of 17–20 students each used the online communication tool in addition to face-to-face meetings to design new products in one semester. The resulting conversations were analyzed for message count over the course of the semester, message count by day of the week and hour of the day, message count by user, and communication organization. It was observed that teams tended to increase their communication right before deadlines and decrease it right after. When viewing teams’ communication patterns by day of the week and the hour of the day, it was seen that many teams increased their communication in a short period after team meetings. In both of these cases, successful teams tended to have more consistent communication. There was little correlation (R2 = 2186) between the number of hours teams reported working on the class and their Slack activity by day. When looking at a team’s total volume of communication, high volumes may indicate team members are working well, but it may also indicate they are struggling. Teams with higher levels of success tended to have more organized communication structures than teams with lower levels of success, as assessed by instructors. In addition to the data collected in this work, further research is still needed to understand with more certainty how online communication patterns correlate to teams’ levels of success or team behaviors.
8

Alsereidi, Asmaa, Amal Almarzooqi, and Saed Amer. "Toxic Workplace Environment." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002674.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
This study aims to explore environmental toxicity in the workplace. The study highlights essential aspects of the toxicity environment, such as the definitions, causes, and impacts. The breach of contract in an organization is considered an important aspect that affects the employees’ mood and attitude in the workplace. The failure of duties and responsibilities of an organization may greatly significantly affect employees psychologically. The violation of company-employees agreement plays a significant role in changing employees' views and feelings. The research study has shown that the best intervention measures in the workplace help reduce adverse effects of thetoxic environment in an organization. The study suggests that intervention skills such as team- building, cultural diversification helps in reducing social behavior such as harassment, discrimination, and bullying, thus reducing toxicity harm. Several graphs have been used to explain the different types of stress triggered by various aspects such as working nature, workplace relationships, and threats. The organization's code of ethics helps guide the employees and management to make reasonable judgments, thus eliminating unethical issues. The study highlighted some crucial recommendations which when embraced, may enhance a suitable workplace, thus minimizing workplace toxicity.
9

Holgate, Michelle, Christine Johnson, and Sarah Williams. "P-268 Team building, healthy workplace, healthy you." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.290.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

O'Sullivan, Grażyna, Louise Moody, Janet Saunders Andreja Čurin, and Marjan Leber. "ERGO WORK - Creating the Best Places to Work." In Applied Human Factors and Ergonomics Conference (2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001236.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
"Social Cohesion" is one of the seven main objectives of the Europe 2020 Strategy, and including disabled people in the labour market is a key element. There are challenges associated with providing fit for purpose workplaces and job design for full inclusion of people with disabilities. Ergonomics as a discipline has a key role to play. This paper describes the premise behind, and initial research undertaken within the 10 partner, European funded project "ERGO WORK - joining academia and business for new opportunities in creating ERGOnomic WORKplaces". The picture across Europe is variable in terms of workplace inclusion, and in the application of ergonomics and universal design. The project aims to encourage cooperation between universities, businesses and other organizations to improve learning, teaching and knowledge transfer in respect to ergonomic workplace design for disability. In the long term, the impact of the project is intended to be improved equal employment opportunities, enhanced understanding of universal design and principles for providing quality working environments in Europe. This paper describes the project rationale and some preliminary data from a scoping study to understand the provision for disability made in workplaces across Poland, Slovenia and the UK. Future work is outlined.

Reports on the topic "Teams in the workplace":

1

Shapiro, Nicole, Angela Tarver, Megan Kennedy, Eric Tang, Natasha Zvenigorodsky, Matthew San Diego, Christine Naca, and Melanie Alexandre. It's SO Easy Being Green: Team Driven Workplace Solutions - Booth #619. Office of Scientific and Technical Information (OSTI), March 2011. http://dx.doi.org/10.2172/1010933.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Gans, Joshua, and Peter Landry. Procrastination in Teams. Cambridge, MA: National Bureau of Economic Research, January 2016. http://dx.doi.org/10.3386/w21891.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Sandvik, Jason, Richard Saouma, Nathan Seegert, and Christopher Stanton. Workplace Knowledge Flows. Cambridge, MA: National Bureau of Economic Research, January 2020. http://dx.doi.org/10.3386/w26660.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Martin, Andre, and Vidula Bal. The state of teams. Center for Creative Leadership, October 2015. http://dx.doi.org/10.35613/ccl.2015.1035.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Ushakov, V. A. The dean's automated workplace. Science and Innovation Center Publishing House, December 2014. http://dx.doi.org/10.12731/ofernio.2014.20648.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Poitrast, Bruce J. Women in the Workplace. Fort Belvoir, VA: Defense Technical Information Center, September 1988. http://dx.doi.org/10.21236/ada201280.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Ursano, Robert J. Workplace Preparedness for Terrorism. Fort Belvoir, VA: Defense Technical Information Center, January 2006. http://dx.doi.org/10.21236/ada454927.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Marshak, David. IBM Lotus Workplace Messaging. Boston, MA: Patricia Seybold Group, May 2003. http://dx.doi.org/10.1571/pr5-29-03cc.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Andersson, Fredrik, Mónica García-Pérez, John Haltiwanger, Kristin McCue, and Seth Sanders. Workplace Concentration of Immigrants. Cambridge, MA: National Bureau of Economic Research, November 2010. http://dx.doi.org/10.3386/w16544.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Oosterom, Marjoke, Lopita Huq, Victoria Namuggala, Sohela Nazneen, Prosperous Nankindu, Maheen Sultan, Asifa Sultana, and Firdous Azim. Tackling Workplace Sexual Harassment. Institute of Development Studies, May 2022. http://dx.doi.org/10.19088/ids.2022.026.

Full text
APA, Harvard, Vancouver, ISO, and other styles
Abstract:
Employment is believed to be a crucial avenue for women’s empowerment, yet widespread workplace sexual harassment undermines this in many countries. Young and unmarried women from poor backgrounds are particularly at risk, but workplace sexual harassment is often overlooked in debates on decent jobs for youth. Based on case study research with factory and domestic workers in Bangladesh and Uganda, this briefing explains how social and gender norms constrain young women’s voices and agency in response to sexual harassment. It offers recommendations towards developing the laws, mechanisms and culture needed to reduce workplace sexual harassment and empower young women in their work.

To the bibliography