Relevant bibliographies by topics / Teams in the workplace

Contents

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

Academic literature on the topic 'Teams in the workplace'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 July 2024

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Journal articles on the topic "Teams in the workplace"

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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.

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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.

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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.
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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.

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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.

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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.
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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.

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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.

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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.
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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.

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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.

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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.

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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.
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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.

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

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

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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.
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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.

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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.
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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.

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

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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.

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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.

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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/.

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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.
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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.

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Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.

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The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.
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Giesler, Achmed. "Successful project teams." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/4796.

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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.
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Books on the topic "Teams in the workplace"

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

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

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

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

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

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K, Aranda Eileen, Robbins Stephen P. 1943-, and Swenson Craig, eds. Tools for teams: Building effective teams in the workplace. Boston, MA: Pearson Custom Publishing, 2000.

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A, Johnson Douglas, Beyerlein Susan T, and Beyerlein Michael Martin, eds. Virtual teams. Amsterdam: JAI, 2001.

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Grant, Nadine. Teams work. Oak Brook, Ill: GCCG Books, 1996.

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Birnbrauer, Herman. Managing by teams. [Bensalem, Pa.]: Institute for Business & Industry, 1985.

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Cadwell, Charles M. Team up for success: Building teams in the workplace. West Des Moines, Iowa: American Media Publishing, 1997.

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Book chapters on the topic "Teams in the workplace"

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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.

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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.

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Li, Ye. "Teams in the Workplace." In Organizational Behavior, 89–130. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-31356-1_4.

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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.

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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.

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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.

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Joubert, Nicole Cindy, Nasima M. H. Carrim, and Jan Alewyn Nel. "Gossip in Teams." In Office Gossip and Minority Employees in the South African Workplace, 87–119. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-2691-6_5.

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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.

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Narayn, Hari. "Teams and Power Virtual Agents." In Building the Modern Workplace with SharePoint Online, 351–86. Berkeley, CA: Apress, 2023. http://dx.doi.org/10.1007/978-1-4842-9726-1_8.

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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.

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Conference papers on the topic "Teams in the workplace"

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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.

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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.

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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.

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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.
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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.

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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.
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"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.

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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.

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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.

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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.
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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.

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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.
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Chan, Brian, Talha Bin Asad, and Diana Bairaktarova. "Simulating an engineering workplace: a new approach to prototype-based team project." In SEFI 50th Annual conference of The European Society for Engineering Education. Barcelona: Universitat Politècnica de Catalunya, 2022. http://dx.doi.org/10.5821/conference-9788412322262.1346.

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This paper documents the remote management of a first-year foundations of engineering course with special focus on students’ learning by completing a prototypebased project in an online course. The COVID-19 pandemic brought on unprecedented challenges to the teaching and learning communities around the world. Educators made purposeful changes in their teaching approaches, shifting rapidly from in-person to online mode of instruction. This study documents a project-based course that adopted an asynchronous mode of instruction as a part of the general engineering curriculum at a large Southeast university in the United States during the pandemic. This asynchronous course – through implementing necessary changes and adaptations – simulated the experience of a cross-border engineering workplace. The course content focuses on engineering design and problem-solving, physical prototyping, simulated data collection and analysis, contemporary software tools, and professional practices and expectations (e.g., communication, teamwork, and ethics). Learning activities are designed to introduce students to the types of work that engineers do daily and to challenge students’ knowledge and abilities as they explore the different elements of engineering by completing an aesthetic wind turbine project. Our paper reports on the development of the course site as informed by recent national developments in scholarship and practice for online teaching and learning. The principles of course design alignment as well as instructor presence and learner interaction as suggested by these national standards are discussed. Further, the study records strategies adapted to enable students to complete a successful prototypebased project working in geographically distributed and virtual, international teams.
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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.

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Reports on the topic "Teams in the workplace"

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Cheung, Clara, Keith Cattell, Paul Bowen, and Jocelyn Davis. The wellbeing of project professionals. Association for Project Management, February 2020. http://dx.doi.org/10.61175/qjuv1547.

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Although workplace well-being has been regarded as a strong indicator of work performance, very limited research has focused on studying the well-being levels of project professionals (PPs) who are responsible for delivering projects, programmes and portfolios of strategic importance to organisations in all industries (Cui et al., 2016). The better PPs and their teams perform, the better organisations are able to deliver on strategy. To address this knowledge gap, this international collaborative study proposes the following research questions: What are current levels of PPs’ workplace well-being? What factors contribute to PPs’ workplace well-being? What interventions could be introduced to improve PPs’ workplace well-being?
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Kelley, Allyson, Brighten Crawford, Morgan Witzel, Kaden Martin, Ashley Weigum, Kelley Milligan, and Curtis Hartley. Spirituality in the Workplace: A qualitative study of spiritual practices of a small woman-owned research and evaluation company. Allyson Kelley & Associates PLLC, April 2024. http://dx.doi.org/10.62689/cx0hnl.

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Workplace spirituality has been defined as a framework for organizational values that is part of the culture, connection, and future. AKA is a small woman-owned, spirit-led business. Our mission and vision direct us toward programs, research, evaluation, and communities that match our values, theories, and interests. Because spirituality is essential for wellness, well teams, and well communities, we designed this study to explore AKA team member views about spirituality and how they incorporate spirituality in their work. The following research questions to guide this study: 1) What are some spiritual practices of AKA team members? and 2) How do spiritual practices influence the inner self, outer self, and team/clients? Methods: Data for this study were collected from AKA Associates with Zoom interviews from May 2023 to July 2023. Interviews were audio recorded, transcribed using Otter.ai, cleaned, and coded using thematic analysis. Results: The research team contacted twelve AKA associates; nine were eligible to participate. Two were male, and seven were female. The thematic analysis revealed three major workplace spirituality themes: beliefs, practices, and experiences. Spiritual beliefs varied among the team. Many cited a belief in God or a higher power. Others mentioned goodness, altruism, and a Divine connection to the path they are on. Practices have to do with the outer self and what we do, what we see, and what we hear. AKA associates’ practices vary from prayer, journaling, forgiveness, burning sage, being in nature, attending church, having joy, gratitude, and involvement in church/faith communities. AKA associates talked about their varied experiences, including service, generosity, empowerment, grounding, integrity/accountability, advocacy, and authenticity. Discussion: This qualitative study found that beliefs, practices, and experiences create connections and enduring relationships. Within the AKA team, beliefs varied about spirituality. Some believed in a Creator or God; others talked about a higher power, goodness, or nothing. Spirituality in the workplace has the potential to improve the health and well-being of employees and clients served. Spiritual beliefs vary within individuals and organizations; what is most important is the experiences that result from a spiritual orientation. When personal, organizational, and spiritual values align, growth, creativity, and innovation happen.
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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.

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Zacchia, Giulia, and Izaskun Zuazu. The Wage Effect of Workplace Sexual Harassment: Evidence for Women in Europe. Institute for New Economic Thinking Working Paper Series, May 2023. http://dx.doi.org/10.36687/inetwp205.

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This article contributes to the literature on wage discrimination by examining the consequences of sexual harassment in the workplace on wages for women in Europe. We model the empirical relationship between sexual harassment risk and wages for European women employees using individual-level data provided by the European Working Conditions Survey (EWCS, Eurostat). We find that sexual harassment risk has a negative and statistically significant effect on wages of -0.03% on average for women in Europe. However, our empirical analysis uncovers the importance of considering the dynamics of workplace power relations: analyzing individual-level data, we find evidence of a higher negative impact of sexual harassment risk on wages for women working in counter-stereotypical occupations. We conclude that the wage effect of hostile working conditions, mainly in terms of sexual harassment risk in the workplace, should be considered and monitored as a first critical step in making women be less vulnerable at work and increasing their bargaining power, thereby reducing inequalities in working conditions and pay in Europe.
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Williams, Janine, Maria Hameed Khan, Robyn Mayes, Trish Obst, and Benjamin Lowe. Getting on at Work: Progression and Promotion of Women with Disability in the Victorian Public Service. Queensland University of Technology, 2023. http://dx.doi.org/10.5204/rep.eprints.241144.

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Overview of the Project Gender inclusivity and equal employment opportunities are key priorities for the Victorian Government. The Gender Equality Act 2020 (the Act) commenced in March 2021 and laid the foundation to improve workplace gender equality in the Victorian public sector. The legislation requires Victorian public sector entities to explicitly address intersecting forms of inequality and disadvantage. The research project aimed to centre the voices of women with disability to provide evidence-based insights into the enablers, barriers and inclusive practices shaping their career progression and promotion in the Victorian Public Service. The research team reviewed scholarly literature, analysed data extracts from the People Matter Survey (2021) and interviewed 49 women with disability from across the Victorian Public Service. Summary of Key Findings People Matter Survey Data 2021 Analysis of the People Matter Survey 2021 data extracts identified statistically significant insights. People who identified as having a disability analysed by gender identity indicated that: ● women and people who identified as non-binary and ‘other’ reported having a disability more often than men. ● women were more likely to use one or more flexible work arrangements. ● more requests for workplace adjustments were made by women, non-binary or ‘other’ gender identities and disability was often identified as a reason for requesting workplace adjustments. ● women and men reported low perceptions of workplace culture related to disability. This was significantly lower for respondents who identified as non-binary, ‘other’ or who preferred not to state their gender. Research Interviews with Women with Disability Interviews with women with disability identified three career patterns. Firstly, broadly inclusive, and positive career experiences. Secondly, broadly non-inclusive career experiences which led participants to feel unsure they had a future career in the VPS. Thirdly, most participants experienced a range of inclusive and non-inclusive career experiences which varied depending on the VPS employer or team in which they were employed. Overall, participants highlighted a desire for: ● the VPS to move forward with more consistency in how it enables the careers of women with disability across all roles and levels of seniority. ● the VPS to move away from putting women with disability in the ‘too hard basket’ towards developing a culture where disability inclusion is characterised by relationships and interactions that reflect ‘respect’ and ‘trust’. Eight themes draw together insights from the interviews with women with disability and identify experiences of the VPS workplace that can enable or create barriers to career progression: ● Sharing Disability Information ● Requesting Workplace Adjustments ● Disability Advocacy ● Team Relations ● Impact of Managers and Supervisors ● Mentorship ● Disability Leadership ● Policy Context and Application To build on the enabling aspects of women with disabilities experiences and remove barriers, the VPS should focus on fostering VPS workplaces where respect and trust are embedded throughout the broader culture. There may be value in identifying one or a small group of VPS employers to lead on developing the inclusive practices identified by participants. The inclusive practices identified by participants were drawn together into three key areas: VPS Managers and Supervisors; Psychological Safety; and VPS Policies and Practices. Respecting the agency of women with disability, their capability and capacity to navigate their career contexts, the report suggests three key areas women with disability may want to focus their energy and sources of support: seeking out mentoring opportunities, considering how they can advocate for their inclusion requirements, and exploring opportunities to share their career experiences with other women with disability.
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Dunne-Moses, Abigail, Marcia Alesan Dawkins, Valerie Futch Ehrlich, Cathleen Clerkin, and Chelsea Crittle. REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action. Center for Creative Leadership, November 2023. http://dx.doi.org/10.35613/ccl.2023.2056.

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Organizational cultures that emphasize fairness, connection and human-centeredness inspire more effective collaboration, are more economically efficient, and can manage conflict and crisis effectively.[i] Such cultures are also marked by less burnout and more engagement, retention, and satisfaction.[ii] These cultural values directly relate to promoting equity, diversity, and inclusion (EDI) in the workplace. Despite these well-known values, leaders do not always know how to talk about them or make them tangible and practical. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL provides the necessary foundation to generate effective EDI solutions that capture real effects and challenges people face. The current paper describes the REAL framework, the research underpinning its core tenets, and insights for leaders committed to building more equitable, diverse, and inclusive organizational cultures. The elements of the framework are: Reveal relevant opportunities by exploring your organization as a complex system, identifying strategic actions for change, and being clear that goals may be hard to achieve. Elevate equity as foundational to diversity and inclusion efforts because it provides fair opportunities for all to reach full potential. Activate diversity strategically by embracing stakeholders’ vast reservoir of perspectives and experiences, ultimately enhancing innovation and decision-making. Lead inclusively by nurturing connection, vulnerability, courage and investment in initiatives to build respect a sense of significance for every stakeholder. [i] Alemany, L., & Vermeulen, F. (2023, July 1). Disability as a Source of Competitive Advantage. Harvard Business Review. https://hbr.org/2023/07/disability-as-a-source-of-competitive-advantage [ii] Stein, D., Hobson, N., Jachimowicz, J. M., & Whillans, A. (2021, October 13). How Companies Can Improve Employee Engagement Right Now. Harvard Business Review. https://hbr.org/2021/10/how-companies-can-improve-employee-engagement-right-now Citation Moses-Dunne, A., Dawkins, M. A., Ehrlich, V. F., Clerkin, C., & Crittle, C. (2023). The research foundations for REAL: A framework for leadership action in equity, diversity, & inclusion. Center for Creative Leadership. https://doi.org/10.35613/ccl.2023.2056
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Gans, Joshua, and Peter Landry. Procrastination in Teams. Cambridge, MA: National Bureau of Economic Research, January 2016. http://dx.doi.org/10.3386/w21891.

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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.

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

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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.

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