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Relevant bibliographies by topics / Work teams

Academic literature on the topic 'Work teams'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 September 2023

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Dissertations / Theses
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Journal articles on the topic "Work teams"

1

Johnson, Sam T. "Work Teams." Compensation & Benefits Review 25, no. 2 (April 1993): 35–41. http://dx.doi.org/10.1177/088636879302500206.

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Abramson, Julie S. "Making Teams Work." Social Work With Groups 12, no. 4 (February 15, 1990): 45–63. http://dx.doi.org/10.1300/j009v12n04_04.

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Chaturvedi, Aman, Muskan Nagwani, and Dr Hema Mirji. "Leading towards High Performance Work Teams." International Journal of Research Publication and Reviews 4, no. 7 (July 2023): 324–27. http://dx.doi.org/10.55248/gengpi.4.723.48240.

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Hershock, Robert J., Charles D. Cowman, and Douglas Peters. "Action Teams That Work." Journal of Product Innovation Management 11, no. 2 (March 1994): 95–104. http://dx.doi.org/10.1111/1540-5885.1120095.

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Griffin, Sue. "Teams work for everyone." Practical Pre-School 2013, no. 149 (June 2013): 8–9. http://dx.doi.org/10.12968/prps.2013.1.149.8.

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Wake-Dyster, Wendy. "Designing teams that work." Australian Health Review 24, no. 4 (2001): 34. http://dx.doi.org/10.1071/ah010034.

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This paper describes the development of clinical improvement teams in a multi-disciplinary acute health care setting. The process included an information-gathering phase that enabled a match of team structure and leadership to staff skills and experience. It was found that an environment that supported collaborative practice and shared decision-making was critical to staff support of the teams and the outcomes achieved.

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Manning, Michael R., and Paula J. Schmidt. "Building Effective Work Teams." Journal of Management Education 19, no. 3 (August 1995): 392–98. http://dx.doi.org/10.1177/105256299501900312.

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Dyaram, Lata, and T. J. Kamalanabhan. "Heterogeneity and work teams." International Journal of Learning and Change 3, no. 2 (2008): 163. http://dx.doi.org/10.1504/ijlc.2008.023181.

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Chansler, Phillip A., Paul M. Swamidass, and Cortlandt Cammann. "Self-Managing Work Teams." Small Group Research 34, no. 1 (February 2003): 101–20. http://dx.doi.org/10.1177/1046496402239579.

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Fincher, Sally, James Caristi, and Louise Moses. "Teams work (panel session)." ACM SIGCSE Bulletin 32, no. 1 (March 2000): 421–22. http://dx.doi.org/10.1145/331795.331906.

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Dissertations / Theses on the topic "Work teams"

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Housley, William. "Theory's work in text and talk within multidisciplinary social work practice." Thesis, Bangor University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.263595.

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Johnston, Thomas. "Leadership skills in work teams." Thesis, University of Bradford, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.316631.

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Torrente, Barberà Pedro. "Engaged work teams in healthy companies: drivers, processes, and outcomes of team work engagement." Doctoral thesis, Universitat Jaume I, 2014. http://hdl.handle.net/10803/396685.

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This PhD thesis analyses work engagement in the context of work teams taking a collective, psychosocial perspective. Throughout this thesis, the following topics will be addressed: 1) the state-of-the-art in the topic of team work engagement, 2) the measurement of team work engagement, 3) the association of team work engagement with other relevant individual-level constructs and how it fits in traditional research models in the field of Positive Occupational Health Psychology, 4) the antecedents and consequences of team work engagement at the team level of analysis, 5) the antecedents of team work engagement at the organizational level of analysis and the development of a multilevel model of work engagement that contributes to a broader understanding of the construct, and 6) discussion of the knowledge achieved throughout this PhD thesis.
Aquesta tesi doctoral explora i analitza la vinculació psicològica amb el treball dins d'equips de treball (o team work engagement, en anglès). Pren, per tant, una perspectiva col·lectiva cap al fenomen que havia mancat fins ara. Al llarg de la tesi, fonamentada dins el camp de la Psicologia Ocupacional Positiva, s'adreça: 1) la literatura científica coneguda fins al moment, 2) la mesura del team work engagement, 3) la relació amb constructes de caire individual i el seu encaix amb models tradicionals d’investigació en Psicologia de la Salut Ocupacional Positiva, 4) els antecedents i conseqüències a nivell d’equip de treball, 5) els precursors de nivell superior, és a dir, de nivell organitzacional així com la creació d’un model multinivell que permeta comprendre el fenomen de manera global, i 6) les conclusions derivades d’aquesta tesi doctoral.

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Griffiths, L. J. "Doing team work : talk between professionals in community mental health teams." Thesis, Swansea University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.637172.

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This is a study of two community mental health teams based in Wales. The research was carried out during 1992. It focuses on the regular meetings of the two teams and analysis of transcripts of tape recordings of the meetings. The research may be seen as: (i) a case study in policy implementation and some of the features of multi-disciplinary teamwork which affect the translation of policy into action; (ii) an examination of the nature of teamwork at the interface of health and social services; (iii) a micro-sociological analysis of the production and display of occupational identities in a welfare bureaucracy. Non-participant observation of team meetings and analysis of the transcripts were supplemented by interviews with team members and other significant actors in the delivery of the community mental health services. The division of labour within the teams and the inter-professional relationships between team members were as key organisational events which provide an arena where re-constituting, or resisting, professional dominance in a changed service environment takes place. The study shows how basic decisions about the format of meetings can produce both intended and unintended consequences for the nature of the work teams do, including patient selection and categorisation.

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Nielsen, Karina. "Work and well-being in teams." Thesis, University of Nottingham, 2003. http://eprints.nottingham.ac.uk/12647/.

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This thesis examines work and well-being in relationship to teamwork in two organisations employing professionals; one organising work in Japanese style teams and one with self-managing work teams. It offers a critique of current research on employee well-being in teams and outlines some ways forward for filling in the gaps in existing research. Using two case studies, the working conditions may be in teamwork organisations are investigated. Second, the moderating effects of teamwork on the relationship between working conditions and employee well-being are investigated. Third, this thesis examines which aspects of teamwork may have a particularly strong moderating effect on the relationship between poor management and employee well-being, with a particular focus on the claim that social support is the main reason why working in teams may improve employee well-being. Finally, following on from the results of the moderating effects, the importance of opportunities for learning and innovation and supportive management for employee well-being are investigated in self-managing work teams. The conclusion of this thesis is that implementing teamwork in organisations may only have limited benefits for employee well-being. Where such effects are found they can be explained by sources of social support and team support for innovation. Finally, it was found that whilst working in self-managing work teams predicts opportunities for learning and innovation, the relationship between such opportunities and employee well-being are mediated by a supportive management. The results of this thesis are discussed in view of the importance of conducting detailed risk assessments and how teamwork should be best supported to achieve the potential benefits of working in teamwork organisations.

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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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Charles, Kate Elisabeth. "Semi-autonomous work teams : the effects of implementation and team membership change." Thesis, University of Sheffield, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.715722.

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Lembke, Swantje (Svan). "The Social Identity of Teams at Work." Thesis, University of Auckland, 1997. http://hdl.handle.net/2292/2036.

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This dissertation investigates the management of teams at work. A thorough examination of the literature on small groups, coupled with field research on the implementation of teamwork in the New Zealand operations of a large multinational provides insights about how members of a team think. It is shown that the perception of membership by team members influences their ability to make effective use of resources and make informed decisions, not only within the team, but also with regard to its impact on the organisation. Social identity theory provides a theoretical model for the psychological processes of team membership. The processes of categorisation, self-categorisation and social identification are mapped against the introduction of teamwork over a period of two years to assess whether or not they are relevant. The results from surveys of and interviews with senior staff members support the processes described by social identity theory, where groups can operate as separate cognitive and emotional units as relevant for the management of teams at work. Because of the unique psychological processes, team members at work have to be interacted with (and be given information) differently than individuals in order to behave as a high-performing team. This study develops the implications of social identity theory for the introduction and management of teams at work, leading to high performance for the organisation. Key words: Teamwork, social identity, social cognition

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Polaha, Jodi, Tim Bishop, Leigh Johnson, Reid Blackwelder, Diana Heiman, Gayatri Jaishankar, and Deborah Thibeault. "Champion Teams as a Mechanism for Developing Team Care Capacity." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etsu-works/6570.

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"Practice transformation" toward team care as a singular undertaking can be daunting. In this presentation, we describe the development of a mechanism for small, iterative and sustainable practice changes toward team care known as "Champion Teams." Champion Teams are based on the Institute of Medicine's "learning health care system" approach in which practitioners develop an internal mechanism for and culture around digesting and implementing new evidence based practices on an ongoing basis. In addition to presenting the Champion Team concept as a strategy for implementing new team care initiatives, interprofessional providers will present two case examples from each adult and pediatric primary care.At the conclusion of this presentation, participants will be able to: Define the term "learning healthcare system" and its application to Champion Teams. Describe the utility of and keys to implementing Champion Teams. Describe two examples of Champion Teams and the application of this mechanism to making data-informed changes toward team-based care in their own setting.

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Cyphers, Amy E. (Amy Elizabeth). "Isomorphism as a Paradigm for Examining Self-Managed Work Teams and Work Spillover." Thesis, University of North Texas, 1993. https://digital.library.unt.edu/ark:/67531/metadc501273/.

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This study investigates the effects of a participative-type management approach termed self-managed work teams (SMWTs) and work spillover into the family environment. The perspective of isomorphism by Aldous (1969), and Rapoport and Rapoport (1965), was used as a paradigm to examine both positive and negative effects of the work-family relationship. A total of 76 employees from the Department of Defense's Quality Division was used in the regression analysis, due to recent transitions into SMWTs. Results reported overwhelming support for the perspective of isomorphism: over 40% of the variation in positive work spillover was explained by SWMT characteristics. Communication with other teams was the single most important factor found to have a significant effect on positive work spillover.

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Books on the topic "Work teams"

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

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

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Leech, Corinne. How teams work. Manchester: Open College, 1995.

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Inc, Organizational Dynamics, ed. Making teams work. Burlington, MA: ODI, 1993.

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Aronoff, Craig E., Joseph H. Astrachan, Drew S. Mendoza, and John L. Ward. Making Sibling Teams Work. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230116153.

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Martin, Beyerlein Michael, Johnson Douglas A, and Beyerlein Susan T, eds. Knowledge work in teams. Greenwich, Conn: JAI Press, 1995.

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Making multidisciplinary teams work. S.l: Kogan Page, 1996.

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1932-, Katzenbach Jon R., ed. The work of teams. Boston: Harvard Business School Press, 1998.

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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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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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Book chapters on the topic "Work teams"

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Gully, Stanley. "Work Teams Research." In Social Indicators Research Series, 25–44. Dordrecht: Springer Netherlands, 2000. http://dx.doi.org/10.1007/978-94-015-9492-9_2.

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Truxillo, Donald M., Talya N. Bauer, and Berrin Erdogan. "Teams at Work." In Psychology and Work, 492–532. 2nd ed. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429055843-16.

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Thompson, Paul, and David McHugh. "From Groups to Teams." In Work Organisations, 316–33. London: Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-4039-0765-3_20.

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Thompson, Paul, and David McHugh. "From Groups to Teams." In Work Organisations, 369–87. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-08842-0_24.

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Sutton, Anna. "Building Effective Teams." In Work Psychology in Action, 90–108. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-30231-1_6.

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Guirdham, Maureen. "Working in Groups and Teams." In Work Communication, 244–76. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-35145-6_10.

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Vermette, Paul J., and Cynthia L. Kline. "How Does the Teacher Build Effective Teams?" In Group Work that Works, 71–90. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315618364-4.

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Zemel, Alan, and Murat Perit Çakir. "Reading’s Work in VMT." In Studying Virtual Math Teams, 261–76. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0228-3_14.

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Cordery, John. "Work Teams in Australia." In Social Indicators Research Series, 183–92. Dordrecht: Springer Netherlands, 2000. http://dx.doi.org/10.1007/978-94-015-9492-9_11.

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Kaye, Helen, and Jane Barrett. "Making Online Teams Work." In Creativity and Critique in Online Learning, 59–80. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-78298-0_4.

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Conference papers on the topic "Work teams"

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Jones, Hank, and Pamela Hinds. "Extreme work teams." In the 2002 ACM conference. New York, New York, USA: ACM Press, 2002. http://dx.doi.org/10.1145/587078.587130.

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Fincher, Sally, and James Caristi. "Teams work (panel session)." In the thirty-first SIGCSE technical symposium, Chair Louise Moses. New York, New York, USA: ACM Press, 2000. http://dx.doi.org/10.1145/330908.331906.

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Quercia, Daniele. "Session details: Distributed teams." In CSCW'14: Computer Supported Cooperative Work. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/3255633.

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Millen, David. "Session details: Distributed teams." In CSCW '11: Computer Supported Cooperative Work. New York, NY, USA: ACM, 2011. http://dx.doi.org/10.1145/3244682.

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Escudeiro, Nuno, Paula Escudeiro, and Ana Barata. "Multinational Undergraduate Team Work: Collaborative learning in international teams." In 2009 EAEEIE Annual Conference. IEEE, 2009. http://dx.doi.org/10.1109/eaeeie.2009.5335491.

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Jackson, Steve. "Session details: Distributed teams I." In CSCW '12: Computer Supported Cooperative Work. New York, NY, USA: ACM, 2012. http://dx.doi.org/10.1145/3256347.

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Blomberg, Jeanette. "Session details: Distributed teams II." In CSCW '12: Computer Supported Cooperative Work. New York, NY, USA: ACM, 2012. http://dx.doi.org/10.1145/3256348.

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Brown, Barry. "Session details: Building relationships and teams." In CSCW08: Computer Supported Cooperative Work. New York, NY, USA: ACM, 2008. http://dx.doi.org/10.1145/3260845.

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Mark, Gloria. "Session details: Interdisciplinary and distributed teams." In CSCW08: Computer Supported Cooperative Work. New York, NY, USA: ACM, 2008. http://dx.doi.org/10.1145/3260848.

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Pereira, Diana Valenca, George Marsicano Correa, Fabio Q. B. da Silva, and Danilo Monteiro Ribeiro. "Team Maturity in Software Engineering Teams: A Work in Progress." In 2017 IEEE/ACM 10th International Workshop on Cooperative and Human Aspects of Software Engineering (CHASE). IEEE, 2017. http://dx.doi.org/10.1109/chase.2017.2.

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Reports on the topic "Work teams"

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Malkasian, Carter, and Gerald Meyerle. Provincial Reconstruction Teams: How Do We Know They Work? Fort Belvoir, VA: Defense Technical Information Center, March 2009. http://dx.doi.org/10.21236/ada496359.

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GILBERT (CHARLES) ASSOCIATES INC MARIETTA GA. Payroll Manual for Modular Work Teams at Maryland Clothing. Fort Belvoir, VA: Defense Technical Information Center, July 1998. http://dx.doi.org/10.21236/ada286987.

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García-González, IM, C. Robles-Andreu, and B. Correyero-Ruiz. Management of work teams and radio products in university radios. Revista Latina de Comunicación Social, July 2016. http://dx.doi.org/10.4185/rlcs-2016-1116en.

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Lowder, Robert L. Final Technical Report for Modular Work Teams at Maryland Clothing. Fort Belvoir, VA: Defense Technical Information Center, July 1998. http://dx.doi.org/10.21236/ada286985.

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Lowder, Robert L. Install Modular Manufacturing Work Teams at a DAM, Phase I. Fort Belvoir, VA: Defense Technical Information Center, December 1997. http://dx.doi.org/10.21236/ada351023.

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Arnwine, A. D. Are self-directed work teams successful and effective tools for today`s organization? Office of Scientific and Technical Information (OSTI), March 1995. http://dx.doi.org/10.2172/45991.

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Salata, Susan, Tom Caffo, Dave Webb, Sandy Ehrlich, and Steve Kent. Design and Implementation of Self-Directed Work Teams in a Pre-Erection Outfitting Department. Fort Belvoir, VA: Defense Technical Information Center, December 1992. http://dx.doi.org/10.21236/ada451572.

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Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, October 2018. http://dx.doi.org/10.7146/aul.273.

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In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative and creative approaches to global management tasks; however, in-stead of focusing on the potentials of cultural diversity, practitioners and studies of global teams tend to approach cultural diversity as a barrier to team success. This study explores some of the barriers that cultural diversity poses but also discusses its potential to leverage high performance in a global context.Our study highlights the importance of how team leaders and team members perceive ‘culture’ as both a concept and a social practice. We take issue with a notion of culture as a relatively fixed and homogeneous set of values, norms and attitudes shared by people of national communities; it is such a notion of culture that tends to underlie understandings that highlight the irreconcilability of cultural differences.Applying a more dynamic and context-dependent approach to culture as a meaning system that people negotiate and use to interpret the world, this study explores how global leadership teams can best reap the benefits of cultural diversity in relation to specific challenging areas of intercultural team work, such as leadership style, decision making, relationship building, strategy process, and communication styles. Based on a close textual interpretation of 31 semi-structured interviews with members of global leader-ship teams in eight Danish-owned global companies, our study identified different discourses and per-ceptions of culture and cultural diversity. For leaders of the global leadership teams (Danish/European) and other European team members, three understandings of cultural diversity in their global teams were prominent:1)Cultural diversity was not an issue2)Cultural diversity was acknowledged as mainly a liability. Diversities were expressed through adifference in national cultures and could typically be subsumed under a relatively fixed numberof invariable and distinct characteristics.3)Cultural diversity was an asset and expressions of culture had to be observed in the situationand could not simply be derived from prior understandings of cultural differences.A clear result of our study was that those leaders of global teams who drew on discourses of the Asian ‘Other’ adherred to the first two understandings of cultural diversity and preferred leadership styles that were either patriarchal or self-defined as ‘Scandinavian’. Whereas those leaders who drew on discourses of culture as dynamic and negotiated social practices adhered to the third understanding of cultural di-versity and preferred a differentiated and analytical approach to leading their teams.We also focused on the perceptions of team members with a background in the country in which the global teams were co-located. These ‘local’ team members expressed a nuanced and multifaceted perspective on their own cultural background, the national culture of the company, and their own position within the team, which enabled them to easily navigate between essentialist perceptions of culture while maintain-ing a critical stance on the existing cultural hegemonies. They recognised the value of their local knowledge and language proficiency, but, for those local members in teams with a negative or essentialist view of cultural diversity, it was difficult to obtain recognition of their cultural styles and specific, non-local competences. 3Our study suggeststhat the way global team members perceive culture, based on dominant societal dis-courses of culture, significantly affects the understandings of roles and positions in global leadership teams. We found that discourses on culture were used to explain differences and similarities between team members, which profoundly affected the social practicesand dynamics of the global team. We con-clude that only global teams with team leaders who are highly aware of the multiple perspectives at play in different contexts within the team hold the capacity to be alert to cultural diversity and to demonstrate agility in leveraging differences and similarities into inclusive and dynamic team practices.

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Cao, Larry, Rebecca Fender, and Ryan Munson. The Future of Work in Investment Management: The Future of Skills and Learning. CFA Institute, July 2022. http://dx.doi.org/10.56227/22.1.7.

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This report identifies gaps between the supply and demand for skills, outlines strategies for career development, and proposes structural changes to investment teams to better leverage diverse talent.

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Stravinski, Dan. The National Shipbuilding Research Program. 1985 Ship Production Symposium. Volume 1, Paper No. 53: Multi-Skilled Work Teams in a Zone Construction Environment. Fort Belvoir, VA: Defense Technical Information Center, September 1985. http://dx.doi.org/10.21236/ada444316.

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