Relevant bibliographies by topics / Workplace teams

Academic literature on the topic 'Workplace teams'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Contents

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

Journal articles on the topic "Workplace teams":

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

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

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Organizations today often require collaboration in the form of work teams. Many tasks completed within organizations, whether in the workplace or in academia, however, can be beyond the capabilities of individuals alone. Productive teamwork and cooperative activities in business are expected and can begin very early in a person's career. The pedagogy for teamwork instruction in the classroom may not simulate real workplace events or parallel organizational behavior in order to attain a successful outcome. In universities, teamwork often breeds frustration and dysfunction, since the teams often do not perform at a high level or reach their full potential. This paper will provide best practices for creating productive teams in the classroom in preparation for the workforce. This insight will include ideas that will bond team members through collective values and goals, resulting in effective teams and a productive environment.
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REISCH, MARC. "Du Pont workplace teams ruled illegal." Chemical & Engineering News 71, no. 24 (June 14, 1993): 7–8. http://dx.doi.org/10.1021/cen-v071n024.p007a.

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

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

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We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce existing inequalities in the private sector. In public sector workplaces where natives hold higher relational positions, immigrants’ wages are lower. This group-related dynamic is not detectable in the private sector.
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Ragins, Belle Rose, John M. Cornwell, and Janice S. Miller. "Heterosexism in the Workplace." Group & Organization Management 28, no. 1 (March 2003): 45–74. http://dx.doi.org/10.1177/1059601102250018.

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This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and sexual orientation but not for gender, suggesting that gender similarity predictions may not apply to gay employees. More heterosexism was reported with male supervisors or work teams, and these effects were stronger for lesbians than gay men. Irrespective of race, employees in racially balanced teams reported less heterosexism than those in primarily White or non-White teams.
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Katz, Nancy. "Sports teams as a model for workplace teams: Lessons and liabilities." Academy of Management Perspectives 15, no. 3 (August 2001): 56–67. http://dx.doi.org/10.5465/ame.2001.5229533.

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

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

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The two main axes of inequality in the U.S. labor market—occupation and workplace—have increasingly consolidated. In 1999, the largest share of employment at high-paying workplaces was blue-collar production workers, but by 2017 it was managers and professionals. As such, workers benefiting from a high-paying workplace are increasingly those who already benefit from membership in a high-paying occupation. Drawing on occupation-by-workplace data, we show that up to two-thirds of the rise in wage inequality since 1999 can be accounted for not by occupation or workplace inequality alone, but by this increased consolidation. Consolidation is not primarily due to outsourcing or to occupations shifting across a fixed set of workplaces. Instead, consolidation has resulted from new bases of workplace pay premiums. Workplace premiums associated with teams of professionals have increased, while premiums for previously high-paid blue-collar workers have been cut. Yet the largest source of consolidation is bifurcation in the social sector, whereby some previously low-paying but high-professional share workplaces, like hospitals and schools, have deskilled their jobs, while others have raised pay. Broadly, the results demonstrate an understudied way that organizations affect wage inequality: not by directly increasing variability in workplace or occupation premiums, but by consolidating these two sources of inequality.
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Moreau, Craig. "Teams That Innovate: The Language of Difference-Driven Inquiry at the Workplace." Business and Professional Communication Quarterly 83, no. 4 (September 28, 2020): 385–408. http://dx.doi.org/10.1177/2329490620949864.

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

Dissertations / Theses on the topic "Workplace teams":

1

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

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Throughout much of the past century, manufacturing efficiencies were gained by constructing systems from independently designed and optimized tasks. Recent theories and practice have extolled the virtues of team-based practices that rely on human flexibility and empowerment to improve integrated system performance. The formation of teams requires consideration of innate tendencies and interpersonal skills as well as technical skills. In this project we develop and test mathematical models for formation of effective human teams. Team membership is selected to ensure sufficient breadth and depth of technical skills. In addition, measures of worker conative tendencies are used along with empirical results on desirable team mix to form maximally effective teams.
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Chapman-Blair, Sharon. "Talking about teams within a team building context: a discourse analytic study." Thesis, Rhodes University, 2001. http://hdl.handle.net/10962/d1002456.

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This research initiative responds to some of the issues raised by theoretical challenges leveled at Industrial Psychology (postmodernism), and practical challenges in the workplace (the use of teams) by investigating notions of what a team is via the postmodern methodology of discourse analysis. The research explores “team talk” – repertoires of speech employed by individuals to construct particular versions of “the team” for specific effects, of importance given emphasis placed on shared understanding, expectations and goals in a “team”. A Rhodes University Industrial Psychology Honours class required to work as a team (having participated in a team building exercise), as well as their lecturers who facilitated the team building process were interviewed to obtain “talk” to analyse. This uncovered a multiplicity of meaning, namely four ways of speaking about (constructing) the team. These repertoires are explored in terms of how they are constructed, how they differ across context and speakers, how they interrelate and what they function to achieve. The educational team repertoire constructs academic hierarchy, justifies individualism, positions members as experts and maintains distance from interpersonal processes. The machine repertoire divides work and interpersonal issues, regulates productivity and constructs team roles (defining individual activity and “team fit”), but is inflexible to change. The family repertoire voices emotive aspects to maintain cohesion via conformity, leaderlessness, group identity and shared achievement, but cannot accommodate conflict or workpersonal boundaries. The psychologised team repertoire constructs the team primarily as a therapeutic entity legitimately creating individual identities (and expertise) and facilitating personal growth, but this flounders when support in the “team” fails. Given that each repertoire has a different emphasis (reflective learning versus work processes versus building relationships versus personal growth), there are slippages / clashes between repertoires. This postmodern look at “the team” thus assists in recognizing and problematising these multiple meanings and identifying practical implications.
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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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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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Thomas, Brian Anthony. "Distal and proximal team processes as mediators on the training outcomes-training transfer relationship." Thesis, Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04072004-180227/unrestricted/thomas%5Fbrian%5Fa%5F200312%5Fma.pdf.

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

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

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Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges related to the configuration of globally distributed agile teams; and it presents a set of best practices which will inform organizations on how to configure their globally distributed agile teams.
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Roberge, Marie-Élène. "When and how does diversity increase group performance? a theoretical model followed by an experimental study /." Columbus, Ohio : Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1187203714.

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

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

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

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

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

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

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

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

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Robert, Heller. Managing teams. New York: DK Pub., 1998.

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Robert, Heller. Managing teams. London: Dorling Kindersley, 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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David, Nadler, and Spencer Janet L. 1963-, eds. Executive teams. San Francisco: Jossey-Bass Publishers, 1998.

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

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Book chapters on the topic "Workplace teams":

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

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

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

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

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

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

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

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

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

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Jackson, Susan E., and Marian N. Ruderman. "Introduction: Perspectives for understanding diverse work teams." In Diversity in work teams: Research paradigms for a changing workplace., 1–13. Washington: American Psychological Association, 1995. http://dx.doi.org/10.1037/10189-010.

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Conference papers on the topic "Workplace teams":

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

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

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

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The need for teamwork creates new requirements for engineers who use the new ANSI guidelines (B11 TR3-2000) for reducing risks associated with machines. Specifically, the guidelines state that “...a team of involved personnel (e.g., operators, maintenance, engineering) should participate in the risk assessment and reduction effort.” The goal of such teams is to achieve tolerable risk. If they are to be effective team members, engineers will need skills in team leadership; identifying tasks and their associated hazards; using risk assessment tools; developing consensus about degree of risk; and selling the team’s proposed risk reduction measures to management. This paper describes the stages of the TR3 process and focuses on engineering leadership skill development. Leadership must face the challenges of change and instill a sense of trust in the process so that a machine risk assessment team’s injury reduction work can be effective.
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Etherton, J. "A Comparison of Machine Risk Acceptance Results Among Trained Users of ANSI B11-TR3." In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-13683.

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The ANSI guideline on machine risk assessment, B11-TR3, describes risk assessment as an iterative process. This implies that protective measures of varied levels of technology can be successively evaluated until a risk that is acceptable is attained. The theories of risk acceptance are many. Reducing risk to a level that is agreed to be 'as low as reasonably practicable' (ALARP) is said to give focus to making a decision about when risk has been adequately reduced. Main (2004) says that "Although the concept of acceptable risk is becoming more commonly adopted throughout the world, a single level of acceptability cannot be universally applied. Acceptable risk is a function of many factors, and is specific to a company, culture, and time-era." Fischhoff et al. (1981) have argued that "the risk associated with the most acceptable option is not acceptable in any absolute sense. One accepts options, not risks, which are only one feature of options." This paper describes risk assessment groups in five manufacturing workplaces and discusses training that led to acceptable risk decisions for a hazardous machine system in each workplace. The composition of the five teams in this study ranged from a team with just a single engineer to teams involving several workplace personnel. The applied preventive measures ranged from measures that were tailored to meet corporate safety goals to measures that evolved from the local risk assessment team's ingenuity. The paper concludes with suggestions on how to make the risk acceptance concept meaningful in the training of future machine risk assessment teams.
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"Gender in the workplace: The effects of social networks in cross-cutting project teams." In Closing the Gender Gap. Purdue University, 2016. http://dx.doi.org/10.5703/1288284316094.

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

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

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New technological developments are changing how the product design community communicates in the workplace and in the classroom. Slack, an online communication application with some project management features, has become a popular communication tool among many workers and students. This paper examines the Slack conversation conducted by 16 student product development teams in a course at the Massachusetts Institute of Technology (MIT), 2.009: Product Engineering Processes. Following a typical product development process, co-located teams of 17–20 students each used the online communication tool in addition to face-to-face meetings to design new products in one semester. The resulting conversations were analyzed for message count over the course of the semester, message count by day of the week and hour of the day, message count by user, and communication organization. It was observed that teams tended to increase their communication right before deadlines and decrease it right after. When viewing teams’ communication patterns by day of the week and the hour of the day, it was seen that many teams increased their communication in a short period after team meetings. In both of these cases, successful teams tended to have more consistent communication. There was little correlation (R2 = 2186) between the number of hours teams reported working on the class and their Slack activity by day. When looking at a team’s total volume of communication, high volumes may indicate team members are working well, but it may also indicate they are struggling. Teams with higher levels of success tended to have more organized communication structures than teams with lower levels of success, as assessed by instructors. In addition to the data collected in this work, further research is still needed to understand with more certainty how online communication patterns correlate to teams’ levels of success or team behaviors.
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Roussel, Stephane, and Norma Jean King. "Safety Management System - Workplace Activities at Toyota Motor Manufacturing, Texas, Inc." In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-87438.

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Implementation of a safety management system (SMS) in automotive manufacturing and assembly has been recognized as an effective way to provide a safe working environment for employees, increase employee morale, and reduce corporate costs. Toyota Motor Manufacturing, Texas, Inc. (TMMTX) has implemented a SMS in part of a regional goal initiated by Toyota Engineering & Manufacturing North America, Inc. (TEMA) to support the OSHA’s Injury & Illness Prevention Program (I2P2). This system provides a systematic way to identify hazards; eliminate or control the risk and incorporate in Toyota Production System. In addition, the established management system provides a framework to meet legal obligations under occupational health and safety regulation. The system implemented provides methods to manage injury and illness related to process safety, ergonomic, and industrial hygiene risks. The system uses joint labor and management teams to identify and evaluate jobs and develop and implement solutions. This paper summarizes the efforts of TMMTX in implementing and maintaining workplace activities that meet the requirements of this safety management system. The methodologies, strategies, and challenges are outlined to provide important links that are critical in sustaining these activities.
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Eriksson, Viktoria, and Niki Chatzipanagiotou. "Project managers’ Knowledge Sharing Supported by Technology: the Case of Microsoft Teams." In The 2st Linnaeus Student Conference on Information Technology: Digital Transformation in the Contemporary World. Lnu Press, 2021. http://dx.doi.org/10.15626/lscit2020.02.

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Contemporary organizations frequently employ projects to leverage work across organizational units, utilizing specialized knowledge from different areas of the organization to meet specific quality criteria in a defined time period, at a set cost. Project managers act as hubs of knowledge in directing projects and driving their success, often using technology for this purpose. To date, little is known in how far technology support this knowledge sharing in the project management. The paper aims to explore project managers’ perceptions regarding their knowledge sharing and how this is supported by recent technology. The paper further explores benefits and challenges experienced by project managers when using the specific technology for their knowledge sharing. The research adopts the interpretive qualitative approach and collects data through semi-structured interviews with project managers using such a technology. 3 C’s analysis was used to analyze the collected empirical material to generate 6 concepts. The concepts are then reviewed in context of selected theoretical framework, including the informatics domain model by Beynon-Davies. The findings indicate that the technology largely supports knowledge sharing of project managers, both presenting opportunities for more efficiency as well as new challenges. The technology leads to change in the modus of knowledge sharing and also individuals’ approach: what, when and how knowledge is shared.This enhanced understanding contributes to existing theory and the insights can aid practitioners in development or introduction of technology in the workplace. The work also contributes to theory about how project managers can leverage knowledge across projects with the aid of such a technology as well as to project managers’ and managers’ work, such as to make efficient use of a technology and avoid certain challenges.
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Crawford, Isabella Christine, Stephanie Swartz, Belem Barbosa, and Susan Luck. "Employability Through Experiential Delivery of Intercultural Communication Skills Online." In Sixth International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11185.

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International trade, enabled by rapid technological advances, has had a profound effect on the way employees work and communicate in a borderless, virtual environment. Within this context, classroom collaboration through online virtual teams can be an effective strategy to enhance intercultural and employability skills. Research in this area advocates that using digital media to connect students with international classrooms is an easy and efficient way to develop intercultural competence. In this paper we describe and present the results of one such initiative. The authors have designed and implemented virtual and experiential intercultural communications assignments across four countries: Germany, Portugal, Scotland, and the United States. By creating virtual teams and then simulating a real-world team project, we have been able to study how students work with, and react to, teammates from other cultures. We explored students’ views and opinions on the expected outcomes of their international experience in virtual teams and the potential impact of online intercultural learning experiences on their future employability. The findings suggest that collaborative online international learning (COIL) can help to develop the kind of soft skills that employers value and need in the globalized workplace.

Reports on the topic "Workplace teams":

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

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de Boer, Jan, Nikodem Derengowski, Marc Fontoynont, Daniel Neves Pimenta, Per Reinhold, and Robert Weitlaner. Standardisation issues related to lighting and daylighting control systems. Edited by Marc Fontoynont. IEA SHC Task 61, October 2021. http://dx.doi.org/10.18777/ieashc-task61-2021-0011.

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Even though there are existing codes and standards regarding daylighting and electric lighting controls, they have to be constantly reviewed and updated, as the technology is growing rapidly - and so do the users’ expectations. That is, in both efficiency of buildings in terms of sustainability and energy usage (utilizing advanced sensor-based systems), and also in the need for high quality of lighting at the workplaces.
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Prokhorov, Оleksandr V., Vladyslav O. Lisovichenko, Mariia S. Mazorchuk, and Olena H. Kuzminska. Developing a 3D quest game for career guidance to estimate students’ digital competences. [б. в.], November 2020. http://dx.doi.org/10.31812/123456789/4416.

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This paper reveals the process of creating a career guidance 3D quest game for applicants who aim to apply for IT departments. The game bases on 3D model of computer science and information technologies department in the National Aerospace University “Kharkiv Aviation Institute”. The quest challenges aim to assess the digital competency level of the applicants and first- year students. The paper features leveraged software tools, development stages, implementation challenges, and the gaming application scenario. The game scenario provides for a virtual tour around a department of the 3D university. As far as the game replicates the real-life objects, applicants can see the department's equipment and class-rooms. For the gaming application development team utilized С# and C++, Unity 3D, and Source Engine. For object modeling, we leveraged Hammer Editor, Agisoft PhotoScan Pro, and the photogrammetry technology, that allowed for realistic gameplay. Players are offered various formats of assessment of digital competencies: test task, puzzle, assembling a computer and setting up an IT-specialist workplace. The experiment conducted at the open house day proved the 3D quest game efficiency. The results of digital competence evaluation do not depend on the testing format. The applicants mostly preferred to take a 3D quest, as more up-to-date and attractive engagement.

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