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Dissertations / Theses on the topic 'Work teams'

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Published: 4 June 2021
Last updated: 7 September 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Root, Dawn G. (Dawn Gaignat). "Relationship of Team Design and Maintenance on Performance and Satisfaction for Self-Directed Work Teams." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277802/.

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Five models for designing work teams from the Work Group Design Measure (Campion & Medsker, 1992b) and the models7 relationships to effectiveness criteria were compared using 30 self-directed work teams (SDWTs) in a manufacturing/production setting of a large defense contractor. The models which are from social psychology, socio-technical systems theory, industrial engineering, and organizational psychology include Job Design, Composition, Context/Resources, Potency/Interdependence, and Process. The study also examined distinguishing demographics, team characteristics, and interpersonal processes within the teams that differentiate higher performing teams and/or teams with higher job satisfaction. Effectiveness criteria were performance and job satisfaction. Among the findings, four of the five team design models (i.e., excluding the Composition Model), and the team-oriented interpersonal group processes correlated with performance and SDWT member job satisfaction.
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12

Bourne, Iain P. L. "Groupwork approaches to social work supervision." Thesis, University of Bristol, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.336833.

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13

Maley, Lejla Bilal. "Teaming at a Distance: The Work Experience on Global Virtual Teams." Antioch University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1588265024091539.

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14

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/.

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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.
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15

Kwan, Siu-on, and 關兆安. "Interpersonal affect and performance ratings in work teams." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2009. http://hub.hku.hk/bib/B41633787.

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16

Sorenson, Eric C. (Eric Christopher). "Self-directed work teams at an aerospace company." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/82671.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1995.
This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (leaf 79).
by Eric C. Sorenson.
M.S.
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17

Kwan, Siu-on. "Interpersonal affect and performance ratings in work teams." Click to view the E-thesis via HKUTO, 2009. http://sunzi.lib.hku.hk/hkuto/record/B41633787.

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18

Pearson, Calvin F. "Collaborative sermon preparation teams." Theological Research Exchange Network (TREN), 1999. http://www.tren.com.

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19

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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20

Osborn, Harold Carr. "Examining Task Conflict and Team Atmosphere in Virtual Teams Engaged in Outsourced Project Work." Diss., NSUWorks, 2019. https://nsuworks.nova.edu/gscis_etd/1092.

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Global teams have become commonplace. As teams have become more dispersed, leveraging outsourced resources has gained popularity. Outsourcing can be a prudent move financially; however, when it is inappropriately applied, the damage it produces can easily overshadow any financial gains. Such ill effects can include impaired employee performance and morale caused by decreased job security. Moreover, it can lead to a less favorable team atmosphere and increased task conflict. This study examined the effects of team virtuality along with the strategic alignment of outsourcing on team performance. The research utilized the intervening processes theory (IPT). The IPT posits that the relationship between certain constructs cannot be measured directly; however, the impact can be measured through other constructs. In the case of this study, it was the impacts of the constructs of virtuality, job security, outsourcing, and team temporariness on team performance. The intervening constructs were team atmosphere and task conflict. The research instrument was an online survey. The results of this survey supported the hypotheses that task conflict was impacted by team virtualization, job security, and team atmosphere. Weak support was provided for the influence of team temporariness on task conflict. The impacts of team virtualization and job security on team atmosphere were not supported. Finally, team performance was influenced by team atmosphere but not task conflict.
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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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Ballard, Paul H. "Team building practices employed by senior pastors to build healthy ministry teams." Online full text .pdf document, available to Fuller patrons only, 2004. http://www.tren.com.

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23

Andrews, Angelique. "Virtual Teams and Technology: The Relationship between Training and Team Effectiveness." Thesis, University of North Texas, 2001. https://digital.library.unt.edu/ark:/67531/metadc2824/.

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The impact of training on virtual team effectiveness was assessed in five areas: communication, planning tasks and setting goals, solving problems and making decisions, resolving conflict, and responding to customer requirements. A 12-page survey was developed exploring all aspects of virtual teams. 180 surveys were distributed, 52 were returned representing 43 companies. Training led to higher effectiveness in planning tasks and setting goals, solving problems and making decisions, and conflict resolution, but not in communication and responding to customer requirements. Training may not solve all the problems that virtual teams will encounter; however, training will make the challenges easier to handle.
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Basson, Cindy-Lorraine. "The relationship between leadership styles and the psychological contract in work teams / Cindy-Lorraine Basson." Thesis, North-West University, 2008. http://hdl.handle.net/10394/3663.

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The first construct of this study is leadership styles. This well-known concept has been widely explored in the research. Many different models have germinated from the different theories developed on leadership styles, and for the purpose of this research, the leadership style model approach developed by Kurt Lewin has been used as a framework or paradigm. According to this approach, their main styles are identified. These styles are known as authoritarian style, participating style and delegative style. The second construct that this study focuses on is the psychological contract. This is a well known concept that has been widely researched. It was found to have a strong impact on employers as well as employees in the workplace. Although numerous studies have been done regarding "the experience of employee and employer obligations through perceived promises made in the reciprocal employee-organisation relationship", it is evident that further research regarding the relationship with other concepts could be of immense value. The general objective of this study was to investigate the relationship between different leadership styles and the psychological contract in work teams. A quota sample (N= 151) was taken of team leaders and their members of work teams in the Process and Maintenance departments of a Mining Factory in Lichtenburg, North West Province. The Psycones questionnaire ("Psychological Contracts among Employment Relations) was used to measure the psychological contract while the leadership style questionnaire was used to identify the different leadership styles. Data collection was done by means of structured questionnaires through exploratory research by using a cross-sectional design. Cronbach alpha coefficients, factor analysis, inter-item correlation coefficients, Pearson product moment correlation coefficients and stepwise multiple regression analysis were used to analyse the data. The first objective of this study was to conceptualise the relationship between leadership styles and the psychological contract, which was achieved through an in depth literature review on the two constructs. A literature review on the psychological contract highlighted an integrative definition as well as an exploration of psychological contract breach and violation, and the consequences thereof. The review on the leadership styles gives a broad explanation of the different styles identified as well as the relevant impact thereof. The second objective of this study was to determine the construct validity and reliability of the leadership style questionnaire and psychological contract questionnaires. With the support from previous validated studies of these questionnaires carried out in a South African context, factor analyses and reliability analyses were nevertheless carried out and the results corresponded with the previous findings indicating the viability of these questionnaires. The third objective was to determine the relationship between the leadership styles and the psychological contract constructs. Through correlation analyses significant correlations achieved were those between the Delegate-Participative style and the Emotions of the PC as well as a positive relationship which was shown between Delegate-Participative style and the Emotions of the PC with a large effect. These conclusions sturdily propose a relationship between the Delegative-Participative Style and the PC. A multiple regression analysis with delegative-participative leadership style as dependent variable was carried out. When all component of the psychological contract were a statistically significant model was produced, with the variance explained increasing with 50%. The results indicated that a relationship exists between the delegative-participative leadership style and the psychological contract. Limitations within this research were identified, and recommendations were made for the both the profession of employers and employees in the mining company as well as for future research purposes.
Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.
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Gudkova, N. "Work motivation in the teams of higher educational institutions." Thesis, Київський національний університет технологій та дизайну, 2019. https://er.knutd.edu.ua/handle/123456789/12984.

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26

Beyerlein, Susan T. "A theoretical model of technical professionals in work teams." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277746/.

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A two-stage study was conducted which examined role strain and its correlates among technical professional employees in team settings in 14 companies in the United States and Canada. A questionnaire was constructed based on the results of interviews with engineers and managers, and the analysis of simple plot data.
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Havinga, Jop. "Teams organising `work as done': resilience, repetition, and expertise." Thesis, Griffith University, 2017. http://hdl.handle.net/10072/381165.

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This thesis Teams organising ‘work as done’: resilience, repetition, and expertise presents a series of studies and research papers on how teams organise their work for safety, efficiency and a host of other goals. In a sense, it aims to inform on improving how to organise teams and organise for teams, but this is expected to arise from a better understanding of ‘work-as-done’, rather than imposing a ‘work-as-imagined’. A broader view of initiatives across a number of industries is part of this thesis, however, the major empirical focus is on ‘work-as-done’. Empirically, the research for this thesis was driven by the work of semiautonomous blast crews who operate in open-pit mines and quarries, as well as electrical line crews deployed across southeast Queensland. The thesis also took a broader view that makes its findings applicable to other teams as well. The thesis is organised around four papers, which form a literature review, a methodological reflection, an empirical investigation, and a theoretical paper extending the empirical work. The thesis began by investigating the-state-of-the-art way to organising teams, by reviewing Crew Resource Management (CRM) literature across industries. The review discovered that there was very little evidence to support that CRM achieve their goals of improving safety and efficiency. In addition, there was no unified conceptualisation of how CRM is supposed to reach those goals. This diversity in conceptualisation made it impossible to further investigate whether CRM is working as intended, as the questions to investigate differed per conceptualisation. This review showed there is little support for teaching a stateof- the-art way of organising to people, nor a clear idea of how teams operate. The next study in the thesis explored the methodological considerations for investigating everyday work for safety purposes. By considering the possibilities and different schools of thought in safety, I reflected on the design of investigations of everyday work for safety. I found a general tension between trying to capture and learn from the everyday, and the goal of investigating something that is known to be relevant to safety. What is known the be relevant can be hard to fit with the reality of everyday work and could steer away from exploring new areas, while with the everyday there is the uncertainty of whether something is relevant for safety. These reflections led to the design of the methodology for the third study. In this study, I applied problem-oriented ethnography to investigate how blast crews and linesmen organise routine work. From my results, I explained how individual decisions give rise to general repeated patterns of work at a team level. I found that operators have a stable problem understanding of and repeating patterns in how they approach a task. This repetition is not a replication of actions, but in the way teams divide and structure a larger task into smaller goals ¾ their solution structure. As team members work together, their problem understanding and solution structure converges, which leads to smooth and coordinated work process of a team. The problem understanding and solution structure capture part of the expertise of crew members and allow them to perceive meaningful signs in their environment. The repeating patterns with which teams complete tasks makes them more sensitive to their operations, as deviations will stand out. In addition, crew members could interact adaptively because of it, as they could use intentional deviations to alert each other. Building on the finding that even for routine work, team members rely on expertise to be adaptive, in the fourth study I explored the relationship between expertise and resilience, and how to manage expertise on the level of frontline work, teams and management, and systems to enhance resilience. The conclusions from this thesis explain how teams organise routine work resiliently. Unlike the work on High Reliability Organisations and Resilience Engineering, my conclusions stress how repetition helps teams collaborate and cope with complexity, while still allowing for the needed adaptations. My conclusions challenge the distinction between heedful and routine action from the High Reliability Organisations literature. The thesis extends theories from Cognitive Systems Engineering on how team processes can shape the goals of individuals. My conclusions contradict organisational routine theories on what repeats in a routine and extend theories of organisation routines as to how actions in a routine link together. In addition, I made methodological contributions to investigating of everyday work for safety and the study of changing routines. In terms of practical application, the thesis makes suggestions on team member composition and rotation, as well as on the specification of procedures.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Hum, Lang & Soc Sc
Arts, Education and Law
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28

Becker, William J. "SHARED DISPLAY RULES AND EMOTIONAL LABOR IN WORK TEAMS." Diss., The University of Arizona, 2010. http://hdl.handle.net/10150/194198.

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Emotions are an important part of the workplace. Emotional labor describes the monitoring and management of one's emotions at work. Employees perform emotional labor in response to explicit and perceived display rules for emotional expressions in the workplace. While compliance with these rules is generally beneficial for the organization, it may be detrimental to employee well-being.This study proposes a process model of emotional labor that extends from display rules to job attitudes and behaviors. It is unique in that it investigates display rules and emotional labor at the group level of analysis. It also includes coworkers as well as customers as targets of emotional labor. Display rule commitment is proposed as an important moderator between emotional labor and important individual job attitudes and behaviors that may account for previously mixed findings in the literature.The hypotheses of this study received general support. Specifically, group level display rules and emotional labor were viable constructs that had important consequences for job outcomes. Display rule commitment was an important predictor of job attitudes and behaviors and moderated the relationship between group level surface acting and emotional exhaustion. In addition, group level emotional labor showed a significant effect on a number of important job outcomes. It also moderated the relationship between individual level emotional labor and job attitudes and behaviors. These findings provide several promising new insights and directions for emotional labor research.
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Liyanage, Lakshika Sajeevanie. "Social Work in community mental health teams : an ethnographic study with two community mental health teams." Thesis, Durham University, 2012. http://etheses.dur.ac.uk/3512/.

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Within the Community Mental Health Teams (CMHTs) in UK, Approved Mental Health Practitioners (AMHPs) and Mental Health Social Workers (MHSWs) from Local Authority Social Services Department (LASSD) work alongside other mental health professionals from health service backgrounds, promoting a multi-disciplinary model of working. However little is known about the impact of this model on these professionals. This research endeavoured to understand mental health social work interventions in multidisciplinary CMHTs in respect of: 1.The practice of general mental health social work 2.The impact of 2007 MHA on social work practice. 3.Mental Health Act assessments (statutory role) 4.Contributions to interdisciplinary mental health teams 5.Barriers and difficulties in integrated working An ethnographic approach in two CMHTs was employed in drawing upon secondary data, observations and interviews with AMHPs, MHSWs, other mental health professionals and service users, facilitating a rich understanding of the social work role from different perspectives. Bronfenbrenner’s (1977) ‘Ecology of Human Development Theory’ provided the conceptual and theoretical framework for the study, by identifying the different systems social work professionals interact in their practice. The findings reveal tensions in the microsystem (CMHT) on role definition, losing professional identity, difficulties in care coordination and stigma and status of social work professionals. Tensions in the exosystem include: poor collaboration between LASSD and the Mental Health Trust, fragmented relationships between AMHPs/MHSWs and LASSD, difficulties in working in specialist teams and the medical dominance in CMHTs. Findings on the macrosystem reveal impact of policies and legislation on social work professionals’ roles. I intend that these results will contribute significantly to the development and profile of MHSWs and AMHPs, as a professional group, and in turn will improve and develop the quality of social work support within mental health services. This subsequently will improve outcomes for service users, carers and communities.
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Roberts, Erica. "Implementation plan for self-directed work teams a review of the Implementation Plan for Self-Directed Work Teams for Marconi Communications, Milwaukee, WI /." Online version, 2002. http://www.uwstout.edu/lib/thesis/2002/2002robertse/.

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31

Flax, Stacey L. (Stacey Lynn). "Impact of Interpersonal Skills Training on the Effectiveness of Self-Managed Work Teams." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500516/.

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The purpose of this study was to determine whether the teams that received interpersonal training would function more effectively as a team than the teams that did not receive training. Individuals from a large division of a major defense contractor in the southern part of the United States served as subjects. Data were collected using the Team Effectiveness Profile designed to measure team effectiveness. This survey measures the overall score as well as five sub-scores. It was hypothesized that the teams that received training would function more effectively than the teams that did not receive training. The hypotheses were not supported. Results were explained, among other things, by the internal and external changes that hampered the transition towards self-managed work teams.
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Love, Mary Sue. "The case for the work group : the work group context as an antecedent of organizational citizenship behavior /." free to MU campus, to others for purchase, 2001. http://wwwlib.umi.com/cr/mo/fullcit?p3012998.

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33

Gregory, Megan E. "The role of transactive memory in work teams : a review." Honors in the Major Thesis, University of Central Florida, 2009. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/1266.

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This item is only available in print in the UCF Libraries. If this is your Honors Thesis, you can help us make it available online for use by researchers around the world by following the instructions on the distribution consent form at http://library.ucf.edu/Systems/DigitalInitiatives/DigitalCollections/InternetDistributionConsentAgreementForm.pdf You may also contact the project coordinator, Kerri Bottorff, at kerri.bottorff@ucf.edu for more information.
Bachelors
Sciences
Psychology
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34

Coetzee, Susanna Catherina. "Dispositional factors, experiences of team members and effectiveness in self-managing work teams / Susanna Catherina Coetzee." Thesis, North-West University, 2003. http://hdl.handle.net/10394/261.

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Changes in South Africa's political and economic sphere demand the democratisation of the workplace, participation and empowerment of the work force. Flatter hierarchical structures, as a result of downsizing, enhance involvement but also demand that workers function in a more autonomous manner. The use of self-managing work teams has increased in response to these competitive challenges. Self-managing work teams are groups of employees who are fully responsible for a well-defined segment of finished work that delivers a product or a service to an internal or external customer. The functioning of self-managing work teams, in terms of the systems model, can be described as certain inputs that help the team to perform certain tasks and follow processes in order to achieve certain outputs. Inputs include the motivation, skills and personality factors of team members, while the tasks and processes refer to problem solving, conflict resolution, communication and decision making, planning, quality control, dividing of tasks, training and performance appraisal. These inputs and processes lead to outputs such as efficiency, productivity and quality of work life. To date empirical studies regarding self-managing work teams in South Africa focused on the readiness of organisations for implementing these teams. Little research has been done on characteristics of successful self-managed work group members. Findings regarding members of self-managing work teams elsewhere in the world couldn't uncritically be applied to South Africa, because of widely different circumstances. Research on dispositional factors such as sense of coherence, self-efficacy, locus of control and the big five personality dimensions could therefore help to identify predictors of effectiveness that can be validated in consecutive studies for selection purposes in a self-managing work team context in South Africa. The objective of the research was therefore to determine the relationship between dispositional characteristics of members of a self-managing work team and the effectiveness and quality of work life of these members. A cross-sectional survey design was used. The sample included members of self-managing work teams (N = 102) from a large chemical organisation and a financial institution in South Africa. The Orientation to Life Questionnaire, a Self-efficacy Scale, the Locus of Control Questionnaire and Personality Characteristics Inventory were used to measure the dispositional variables. Quality of work life (measured as consisting of satisfaction, commitment to the organisation and commitment to the team) and self-rated team member effectiveness were used as dependent variables. Descriptive statistics, Pearson and Spearman correlations, canonical correlations and structural equation modelling were used to analyse the data and investigate the relationships between the various dispositional characteristics quality of work life and effectiveness of the team members. The results showed practically significant positive relationships between sense of coherence, self-efficacy, autonomy, external locus of control and internal locus of control on the one hand, and quality of work life and effectiveness of the team members of self-managing work teams on the other hand. Of the big five personality dimensions only openness was associated with commitment to the team in terms of the quality of work life. Stability, extraversion and openness were associated with the self-rated effectiveness of the team members of self-managing work teams. The structural equation modelling showed that there is a positive path from the dispositional characteristics to the satisfaction, commitment and self-rated effectiveness of the team members. The dispositional characteristics will also enhance the members' experience of role clarity and mediate the effects of job-induced tension on the members' self-rated effectiveness. Satisfaction of the team members moderate the relationship between the dispositional characteristics and commitment, as well as mediate the effects of job-induced tension on the commitment of the team members. Organisations implementing self-managing work teams can benefit from developing and enhancing these dispositional characteristics in their selected team members and could also validate these dispositional characteristics in terms of selection criteria for self-managing work team members.
Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.
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35

Wallis, Sandra. "Developing research-informed practice in child care social work teams." Thesis, Durham University, 2004. http://etheses.dur.ac.uk/2965/.

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The thesis centres on a two-year project with childcare teams in a local authority social services department encouraging the use of research materials to inform social workers' day-to-day practice. The intervention was intended to encourage research-mindedness in social workers in order to develop research-informed practice, describe its implementation and evaluate its outcomes. The thesis first considers various strategies for the improvement of professional practice found mostly in the health field, whilst also looking at educational aspects of adult learning theory allied to problem solving and peer group learning. The development and evaluation of an intervention project is then described. The project was delivered by organising and setting up practice development groups (PDGs) in each of the teams, which were facilitated for a period of six to nine months. Group meetings were held fortnightly during this time and lasted two hours. Within the PDGs, social workers' live cases were used during group discussions to arrive at a request for research information relating to the case in order to generate "research informed practice". Data for the evaluation were collected by means of participant observation, the administration of standardised measures of team functioning and follow-up interviews. In the course of the intervention some essential features that were found to assist with the project's success were built into the design. These included the introduction of training sessions in critical thinking skills that were needed to enable social workers to evaluate their cases to see what research information might be useful. The project also identified the need for basic IT skills training and updated software packages together with a requirement for access to electronic journals. There was a high level of commitment to the project by the social workers and evidence that they were able to utilise research information in ways that sometimes changed the direction of their cases and often empowered both the social worker and the client. However, learning at the individual level was not reflected at the organisational level of the employing department.
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Smith, Malia Ann. "DECENTRALIZED WORK IN ONSITE-OFFSITE COLLABORATIVE TEAMS: ISSUES AND INSIGHTS." Thesis, The University of Arizona, 2009. http://hdl.handle.net/10150/192992.

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Kupp, Susan K. "Women's perspectives on effective missionary teams." Theological Research Exchange Network (TREN), 1993. http://www.tren.com.

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38

Hardin, Andrew Martin. "Testing the influence of collective efficacy beliefs on group level performance metrics an investigation of the virtual team efficacy : performance relationship in information systems project management teams /." Online access for everyone, 2005. http://www.dissertations.wsu.edu/Dissertations/Summer2005/a%5Fhardin%5F070805.pdf.

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39

Jörgensen, Niklas, and Sammy Meléus. "Not Just Another Team Member : How management is affected when the customer is a member of the global virtual team." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255758.

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Purpose - The aim of the paper is to understand how management is affected by having the customer as a member of the global virtual team within agile work methods. Research Method - This research is based on a qualitative methodological choice, and an embedded single case study conducted through a cross-sectional time horizon. The research is based on primary and secondary data. The primary data has been collected from management, employees, and customer, through semi- and in depth interviews, and observations in Sri Lanka. Secondary data is conceptualized from literature in the Global Virtual Team research field. Results - A customer is seen as a colleague and a critical team member, where the developers and management work closely with the customer. However, the customer is not fully seen as a traditional colleague. The customer’s influence outweighs the influence of the supplier, resulting in a dynamic shift of influence towards the customer. Not allowing the dynamic shift, i.e. not increasing attention towards the customer significantly, could result in a loss of business. Furthermore, the background of the customer affects the manager’s role as a Bridge Maker. How efficient the collaboration turns out within the team is dependent on the customer background, and how well the management allocates time and efforts accordingly. Research limitations - Due to time and resource limits, and the depth scope of the study, only one case firm and one customer laid the basis of this paper. Further investigation of how management is affected by having the customer as a member of the global virtual team could be the direction of future studies. Practical implications - The findings allow management to allocate their time and resources more effectively cross projects and increase the understanding of how the firm is affected by having the customer as a member of the team in the global virtual team setting. As a result, it will potentially increase the overall success of the company. Originality/value - This study supplies the contribution to existing management literature as it includes an external stakeholder, the customer, in the global virtual team, which is a growing phenomenon that has not been captured by current literature. Keywords - Global teams, Virtual teams, Multicultural teams, Customer as a team member, Bridge Maker, Team leadership, Biculturalism, Agile work process Paper type – Master thesis
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Borycki, Christine. "Introduction of Self-Manage Work Teams at a Brownfield Site: a Study of Organization-Based Self-Esteem and Performance." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277664/.

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This empirical study is aimed at understanding the patterns of relationships among the organization structure of self-managed work teams in terms of three sets of constructs: 1. organization-based self-esteem; 2. consequent behaviors of intrinsic work motivation, general job satisfaction, organization citizenship, and organization commitment; and 3. performance. The primary significance of this study is that it adds to the pool of empirical knowledge in the field of self-managed work team research. The significance of this study to practicing managers is that it can help them make better-informed decisions on the use of the self-managed work team structure. This study was a sample survey composed of five standardized questionnaires using a five-point Likert-type scale, open-ended questions, and demographic questions. Unstructured interviews supplemented the structured survey and for means of triangulation of results. The variables were analyzed using regression analysis for the purpose of path analysis. The site was a manufacturing plant structured around self-managed work teams. The population was full-time, first-line production employees.
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Hassall, Stacey Lee. "The relationship between communication and team performance : testing moderators and identifying communication profiles in established work teams." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/30311/1/Stacey_Hassall_Thesis.pdf.

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Communication is one team process factor that has received considerable research attention in the team literature. This literature provides equivocal evidence regarding the role of communication in team performance and yet, does not provide any evidence for when communication becomes important for team performance. This research program sought to address this evidence gap by a) testing task complexity and team member diversity (race diversity, gender diversity and work value diversity) as moderators of the team communication — performance relationship; and b) testing a team communication — performance model using established teams across two different task types. The functional perspective was used as the theoretical framework for operationalizing team communication activity. The research program utilised a quasi-experimental research design with participants from a large multi-national information technology company whose Head Office was based in Sydney, Australia. Participants voluntarily completed two team building exercises (a decision making and production task), and completed two online questionnaires. In total, data were collected from 1039 individuals who constituted 203 work teams. Analysis of the data revealed a small number of significant moderation effects, not all in the expected direction. However, an interesting and unexpected finding also emerged from Study One. Large and significant correlations between communication activity ratings were found across tasks, but not within tasks. This finding suggested that teams were displaying very similar profiles of communication on each task, despite the tasks having different communication requirements. Given this finding, Study Two sought to a) determine the relative importance of task versus team effects in explaining variance in team communication measures for established teams; b) determine if established teams had reliable and discernable team communication profiles and if so, c) investigate whether team communication profiles related to task performance. Multi-level modeling and repeated measures analysis of variance (ANOVA) revealed that task type did not have an effect on team communication ratings. However, teams accounted for 24% of the total variance in communication measures. Through cluster analysis, five reliable and distinct team communication profiles were identified. Consistent with the findings of the multi-level analysis and repeated measures ANOVA, teams’ profiles were virtually identical across the decision making and production tasks. A relationship between communication profile and performance was identified for the production task, although not for the decision making task. This research responds to calls in the literature for a better understanding of when communication becomes important for team performance. The moderators tested in this research were not found to have a substantive or reliable effect on the relationship between communication and performance. However, the consistency in team communication activity suggests that established teams can be characterized by their communication profiles and further, that these communication profiles may have implications for team performance. The findings of this research provide theoretical support for the functional perspective in terms of the communication – performance relationship and further support the team development literature as an explanation for the stability in team communication profiles. This research can also assist organizations to better understand the specific types of communication activity and profiles of communication that could offer teams a performance advantage.
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42

Hassall, Stacey Lee. "The relationship between communication and team performance : testing moderators and identifying communication profiles in established work teams." Queensland University of Technology, 2009. http://eprints.qut.edu.au/30311/.

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Communication is one team process factor that has received considerable research attention in the team literature. This literature provides equivocal evidence regarding the role of communication in team performance and yet, does not provide any evidence for when communication becomes important for team performance. This research program sought to address this evidence gap by a) testing task complexity and team member diversity (race diversity, gender diversity and work value diversity) as moderators of the team communication — performance relationship; and b) testing a team communication — performance model using established teams across two different task types. The functional perspective was used as the theoretical framework for operationalizing team communication activity. The research program utilised a quasi-experimental research design with participants from a large multi-national information technology company whose Head Office was based in Sydney, Australia. Participants voluntarily completed two team building exercises (a decision making and production task), and completed two online questionnaires. In total, data were collected from 1039 individuals who constituted 203 work teams. Analysis of the data revealed a small number of significant moderation effects, not all in the expected direction. However, an interesting and unexpected finding also emerged from Study One. Large and significant correlations between communication activity ratings were found across tasks, but not within tasks. This finding suggested that teams were displaying very similar profiles of communication on each task, despite the tasks having different communication requirements. Given this finding, Study Two sought to a) determine the relative importance of task versus team effects in explaining variance in team communication measures for established teams; b) determine if established teams had reliable and discernable team communication profiles and if so, c) investigate whether team communication profiles related to task performance. Multi-level modeling and repeated measures analysis of variance (ANOVA) revealed that task type did not have an effect on team communication ratings. However, teams accounted for 24% of the total variance in communication measures. Through cluster analysis, five reliable and distinct team communication profiles were identified. Consistent with the findings of the multi-level analysis and repeated measures ANOVA, teams’ profiles were virtually identical across the decision making and production tasks. A relationship between communication profile and performance was identified for the production task, although not for the decision making task. This research responds to calls in the literature for a better understanding of when communication becomes important for team performance. The moderators tested in this research were not found to have a substantive or reliable effect on the relationship between communication and performance. However, the consistency in team communication activity suggests that established teams can be characterized by their communication profiles and further, that these communication profiles may have implications for team performance. The findings of this research provide theoretical support for the functional perspective in terms of the communication – performance relationship and further support the team development literature as an explanation for the stability in team communication profiles. This research can also assist organizations to better understand the specific types of communication activity and profiles of communication that could offer teams a performance advantage.
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Kirmani, Farooq, and Fahri Akdemir. "Synegy: A Synhetic Study on Teams." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-18370.

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The main aim of this study was to test and ascertain, objectively, theexistence/occurrence of the phenomenon of Synergy in teams. To do this, the results of anonline course in Umea University, where students are invariably required to do a bunch ofindividual as well as team assignments, were analysed: the idea was to compare the marksobtained by the students in their team assignments with their marks in their individualassignments and to check if there was a reasonably good number of instances where the teammark was higher than the highest individual mark in that particular team. The basicassumption was that in case the team mark of a team was higher than the highest individualmark in that team, then, it can be presumed that synergy has taken place in that team for thatparticular team assignment. And, given a reasonably large sample of teams, it would beinstructive to see what percentage of groups/teams actually show synergy. In case a goodnumber of teams show such results then we could conclude that there was objective evidencein favour of the synergy. In case our analysis brought to fore such results then it would benatural to take the study one step ahead and test a broad causal relationship of synergy withthe complexity/difficulty of task at hand.After analysing the results of about 387 students, who worked in about 104 teams, itwas found that about 69.23% teams scored higher than the highest scoring individual; 93.26%teams faired better than the average score of team members; and, 98.07% teams can be said tohave performed better if compared to the lowest individual score.Further, one level below, when team-score and individual-score were compared acrossdifferent team and individual tasks (Case Studies), it still came to fore that teams hadoutperformed the individuals. And, when a single student’s marks in his team assignmentswere compared with his marks in his individual assignments, in five out of six comparisons itwas found that the team mark was convincingly higher than the individual mark.All these results strongly indicated the existence/occurrence of synergy in teams.In addition to this, an experiment on two teams of students was also performed toshow that synergy was more likely to happen if the task at hand was complex/ difficult. Theresults of this experiment seemed to corroborate the contention of the researchers.Keywords: Project Management, Team, Team Work, Individual work, Synergy

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Knoll, Kathleen Elizabeth. "Communication and cohesiveness in global virtual teams /." Digital version accessible at:, 2000. http://wwwlib.umi.com/cr/utexas/main.

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Müller-Wodarg, Wilderich. "Comparing managerial work practices and values in nationally homogeneous versus heterogeneous groups : examining German, British and French work teams." Thesis, London School of Economics and Political Science (University of London), 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.390312.

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Casper-Curtis, Abbey L. "Virtual team development in a college course setting." Online version, 2002. http://www.uwstout.edu/lib/thesis/2002/2002caspercurtisa.pdf.

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Jimenez, Miliani. "COWORKER INFORMAL ACCOMMODATIONS AS A SOLUTION TO WORK INTERFERING WITH FAMILY AND FAMILY INTERFERING WITH WORK IN TEAM-BASED JO." Master's thesis, University of Central Florida, 2010. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2771.

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The current study builds on prior research that has identified informal work accommodations to family as a valuable means for balancing competing work and family responsibilities. As organizations increasingly capitalize on team-based work designs, it is important to consider the informal ways in which interdependent coworkers constructively assist one another in the management of work interfering with family (WIF) and family interfering with work (FIW). The intent of this thesis is to develop a better understanding of the effects of the coping mechanisms employees in team-based jobs utilize to reduce work interfering with family. Thus, this thesis examined (a) the relationship between people working in team-based job designs and WIF and FIW (b) the effects of moderating variables, such as job interdependence, specialization, and cohesion on the Coworker Informal Work Accommodations to Family (CIWAF) and work interfering with family and the CIWAF and family interfering with work relationships. Three convenience samples were employed; each completed a survey packet including the CIWAF, WIF, FIW, job interdependence, specialization, and cohesion measures. Hypothesized relationships considering the effects of the composite CIWAF construct on WIF and FIW were not supported. Employees in interdependent job designs experienced more WIF than employees in less interdependent job designs. Follow up analyses considering the 6 CIWAF subdimensions showed consistent results. The three more common CIWAF behavior engaged in by employees in an attempt to reduce WIF were CIWAF - CWM (Continuing Work Modifications), - STM (Short-Term Work Modifications, and - HB (Helping Behavior). Although hypotheses were not supported, results suggest that CIWAF behaviors are an option employees consider to reduce WIF. Implications for theory and practice are discussed.
M.S.
Department of Psychology
Sciences
Industrial Org Psychology MS
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48

Bell, Suzanne Tamara. "Setting the stage for effective teams: a meta-analysis of team design variables and team effectiveness." Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/1110.

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Teams are pervasive in organizations and provide an important contribution to organizational productivity. Since Hackman's (1987) seminal work, the team research focus has shifted from describing teams to outlining how researchers might use points of leverage, such as team design, to increase team effectiveness. There has been a wealth of research on team design variables that relate to team effectiveness. However, more than 15 years later, the team design literature remains fragmented and is inconsistent, and conclusions regarding optimal team design are difficult to make. The present study sought to unify the team design research by proposing a conceptual model and testing hypothesized relationships between specified design variables and team effectiveness using meta-analytic techniques. Specifically, the objectives of this study were to: (a) identify team design variables over which researchers and practitioners have some degree of control, (b) summarize the literature related to each of these variables, (c) hypothesize how each of the design variables are related to team effectiveness, (d) assess the relationship between these variables and team effectiveness using meta-analysis, (e) assess the influence of specified moderator variables (e.g., study setting, team tenure) on the team design variable/team effectiveness relationships, (f) make theoretically- and empirically-based recommendations for the design of effective teams, and (g) highlight areas in need of additional research. Results indicated that several team design variables show promise as a means of increasing team effectiveness. The strength of the team composition variable/team performance relationships was dependent on the study setting (lab or field); however, the study setting had considerable overlap with the type of team assessed (intellectual or physical). For lab studies (intellectual teams), team general mental ability (GMA) and task-relevant expertise were strong predictors of team performance, while team personality variables were unrelated to team performance. In field studies (physical teams), team agreeableness and conscientiousness had stronger relationships with team performance than team GMA and team task-relevant expertise. Team task design variables (e.g., task significance) had consistent, positive relationships with team performance, and several team structure variables (e.g., degree of self- management) were also related to team performance.
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Händestam, Denize, and Annelie Dyfvelsten. "Ensam är stark men fyra ögon är bättre än två : En kvalitativ studie om självledarskap, individualism och självorganiserade team." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-28638.

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Uhl, Elizabeth. ""Work Hard and Be Kind”: How a Sports Team’s Shared Values Promote Social Movement Engagement." Thesis, Boston College, 2021. http://hdl.handle.net/2345/bc-ir:109149.

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Thesis advisor: Lyndon Garrett
Coinciding with the upsurgence of the Black Lives Matter Movement in the Summer of 2020, collegiate and professional sports teams have exhibited increased involvement in social issues. Existing research primarily analyzes the platform and visibility that athletes have to promote social agendas, but there is a gap in knowledge regarding how a sports team forms a collective identity around a social movement. This study seeks to fill this gap in research by utilizing qualitative surveying and interviewing to examine how Boston College athletes engage in the Black Lives Matter Movement. Processes of grounded theory and inductive analysis are used to understand how the Boston College Women’s Rowing Team values contribute to the team’s shared mental model to fulfill the conditions of social movement emergence and further promote team value adoption and team success. Evaluation of student-athletes across different Boston College teams through this study also offers insights to the controversy over sports teams engaging in social issues
Thesis (BA) — Boston College, 2021
Submitted to: Boston College. College of Arts and Sciences
Discipline: Departmental Honors
Discipline: Sociology
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