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1
Finnegan, Anthony Maurice, University of Western Sydney e College of Law and Business. "Teamwork in Australian middle management : a study to investigate attitude of team members, team member effectiveness perception and team environment". THESIS_CLAB_XXX_Finnegan_A.xml, 2002. http://handle.uws.edu.au:8081/1959.7/650.
Testo completoAbstract (sommario):
This thesis investigates Australian middle management teamwork in private and public sector organisations. The research sought to understand key teamwork variables previously overviewed in the literature, but never synthesised and substantially investigated. The main aim, and value, of the study is to bring greater clarity to business organisation teamwork in Australia by determining the variables that define teamwork, and creating a practical model for teams to manage their development. the research rests on a paradigm of post-positiveness, with a particular emphasis on critical realism.The main data collection methodology employed was a survey instrument. The selected paradigm of critical realism allowed a mixture of exploratory methods, and therefore team member focus group reviews were employed to triangulate and confirm the teamwork concepts extracted from the extant literature review. The results indicate that the research hypotheses were not all supported by the data. In general, the hypotheses logically theorised that people in the same teams in the same organisations shared the same attitude and effectiveness perception of their teams. This model could also be used to gain a first pass understanding of team success potential. It should be of assistance to operational management review team processes and human resource departments trying to decide if team members need specific help in the form of education, team member rotation or team member mix adjustment. The model may also help senior management individuals better understand the process required for successful middle management teamwork.Doctor of Philosophy (PhD)
2
Finnegan, Anthony Maurice. "Teamwork in Australian middle management : a study to investigate attitude of team members, team member effectiveness perception and team environment". Thesis, View thesis, 2002. http://handle.uws.edu.au:8081/1959.7/650.
Testo completoAbstract (sommario):
This thesis investigates Australian middle management teamwork in private and public sector organisations. The research sought to understand key teamwork variables previously overviewed in the literature, but never synthesised and substantially investigated. The main aim, and value, of the study is to bring greater clarity to business organisation teamwork in Australia by determining the variables that define teamwork, and creating a practical model for teams to manage their development. the research rests on a paradigm of post-positiveness, with a particular emphasis on critical realism.The main data collection methodology employed was a survey instrument. The selected paradigm of critical realism allowed a mixture of exploratory methods, and therefore team member focus group reviews were employed to triangulate and confirm the teamwork concepts extracted from the extant literature review. The results indicate that the research hypotheses were not all supported by the data. In general, the hypotheses logically theorised that people in the same teams in the same organisations shared the same attitude and effectiveness perception of their teams. This model could also be used to gain a first pass understanding of team success potential. It should be of assistance to operational management review team processes and human resource departments trying to decide if team members need specific help in the form of education, team member rotation or team member mix adjustment. The model may also help senior management individuals better understand the process required for successful middle management teamwork.
3
Finnegan, Anthony Maurice. "Teamwork in Australian middle management : a study to investigate attitude of team members, team member effectiveness perception and team environment /". View thesis, 2002. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20031223.095006/index.html.
Testo completoAbstract (sommario):
Thesis (Ph.D.) -- University of Western Sydney, 2002."Thesis submitted ... in fulfilment of the requirement for the degree of Doctor of Philosophy in the College of Law and Business, University of Western Sydney, NSW, Australia" Bibliography : leaves 186-196.
4
Roberts, Abigail Mary. "Workplace attitudes among offshore team members". Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9164.
Testo completoAbstract (sommario):
The attitudes of employees are key for ensuring the productivity and sustainability of an organisation. The present research aimed to explore obstacles and facilitators of positive team functioning in an offshore environment. Preliminary identification of obstacles and challenges to effective teamwork was achieved through an interview with two senior Human Resource managers at a large international bank, the primary location of which is in Australia. From this information, a survey was developed and distributed to members of an offshore Human Resource (HR) service centre consisting of 100 staff members, responsible for HR operations and described as an ‘extension’ or ‘captive’ team. An interview with management revealed that the effectiveness and sustainability of the current offshore team were of particular interest. Consideration of these issues and research into the effectiveness of virtual and captive teams led to a focus on organisational identity, work engagement, climate, trust, recognition from management, technology support, reliability of technology and goal clarity. Goal clarity and technology support were significant predictors of work engagement; low integration, goal clarity, technology support, reliability of technology and recognition from management were significant predictors of organisational identity. Thus, in an offshore environment, clear goals and the ability to complete those goals through use of efficient technologies are vital. This should impact the type of training given to offshore team members as well as the amount of technology support that is available to them.
5
Weedon, Jennifer Louise. "Multidisciplinary team members' experiences of team formulation : a thematic analysis". Thesis, University of Leicester, 2017. http://hdl.handle.net/2381/39887.
Testo completoAbstract (sommario):
Part 1: Literature Review - It is well-known that burnout is high in Community Mental Health Nurses. This has been associated with the workplace environment and tasks. Despite this, Community Mental Health Nurses are often based within multidisciplinary teams. In order to provide support for fellow team members, as well as offer an ‘alternative’ perspective, Clinical Psychologists have been offering ‘team formulation’. This is of particular interest within the clinical field of ‘psychosis’ where there continues to be uncertainty about using a diagnostic or formulation-based approach; it remains a highly contested area. Part 2: Research Report - The review of the literature aimed to examine quantitative studies and determine correlates and predictors of stress and burnout within Community Mental Health Nurses. Nine papers met the inclusion criteria, all of them cross-sectional studies. A narrative synthesis of the findings is presented using a framework of ‘individual’ and ‘situational’ factors. There was strong evidence to suggest that situational factors are highly associated with stress and burnout, however factors intrinsic to the individual were not routinely reported. Whilst burnout is operationalised within research by the use of a well-known measure, the relationship to other phenomena, such as stress and distress, is ill-defined. Part 3: Critical Appraisal - The research aim was to explore the experiences of multidisciplinary team members who have attended Team Formulation sessions within Early Intervention services. A thematic analysis was undertaken on the eleven interviews and three main themes were generated: team formulation offers a different perspective; the difference is valuable; and connection within the collective. These findings are considered within the evidence base for psychological formulation, as well as reflective practice and self-care. A reflective account of the research process is contained within the critical appraisal.
6
Bao, Lili. "Deep and Diverse: Knowledge Combination of Team Members in Problem Solving Teams". Case Western Reserve University School of Graduate Studies / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=case1586812485500884.
Testo completo
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Blee, Tinemakomboreroashe A. P. "Community mental health team members' perceptions of team formulation in practice". Thesis, University of Lincoln, 2015. http://eprints.lincoln.ac.uk/22338/.
Testo completoAbstract (sommario):
Objectives: Team formulation is expected to support multidisciplinary team members to work effectively with their clients, meet their clients’ needs and broaden their psychological knowledge. There remains a lack of research evidence regarding the perceptions of team formulation among Community Mental Health Team (CMHT) members. This study addressed the following research questions; (1) what are considered helpful or unhelpful aspects of team formulation? (2) what are the processes or mechanisms that lead to unhelpful or helpful aspects of team formulation? (3) what is the impact of team formulation on professionals’ clinical practice? and (4) what are the factors that may influence these outcomes? Design: An inductive qualitative design was used, utilising a contextualist, critical-realist paradigm. Methods: 12 CMHT members who attended team formulation were recruited from three sites within the British National Health Service. In each site, an individual interview with a clinical psychologist and a focus group with three professionals were conducted. An inductive thematic analysis was used. RESULTS Attendees across the three teams reported that although team formulation was optional, a low priority and outside of their usual way of working, this was engaged by those who perceived a value in it. Participants reported that this process required a safe environment which would not threaten attendees’ job securities; and identified factors that enable this. Although attendees predominately reported helpful aspects of engaging in team formulation, these could also be perceived as unhelpful (apart from validation). The helpful aspects of team formulation involved other professionals’ contributions. Attendees reported that team formulation impacted on their clinical practice by (1) Page 3 of 273 providing alternative ways of working with clients and meeting their clients’ needs and (2) justifying discontinuation of clinical work. Across all teams, participants reported that ideas derived from team formulation, integrated into care plans (CPs) were integral and that these CPs were valued outcomes/products of team formulation. Participants reported that CPs were helpful in justifying attendees’ engagement in team formulation, prioritising ideas and making these achievable, and providing a rationale for professionals to flexibly test ideas. Participants did not report unhelpful aspects of CPs as products of team formulation. There were conflicting perceptions across the teams regarding the factors that influenced the use of CPs e.g., psychologists expected CPs to be used but also reported that this was not required as attendees adopted alternative perspectives. Conclusions: This study found that attendees reported that other professionals’ contributions enabled them to work effectively with their clients and meet their clients’ needs. Attendees did not outline broadening their psychological knowledge as suggested by the professional document published by the Division of Clinical Psychology (2011). This study’s findings suggests that each CMHT may benefit from discussing (1) clear expectations of team formulation, as this process can be perceived as different for attendees, (2) what aspects enable team formulation to be safe and ascertain how this could be achieved, (3) the unhelpful aspects of engaging in team formulation and ways of managing these, and (4) agreeing on their expectations of the outcomes or use of the products of team formulation i.e., are professionals expected to use CPs, adopt alternative perspectives, or both. If CPs are expected to be utilised then CMHTs may require support from their managers.
8
Ko, Jaewon. "IMPACT OF LEADERSHIP AND TEAM MEMBERS' INDIVIDUALISM-COLLECTIVISM ON TEAM PROCESSES AND OUTCOMES: A LEADER-MEMBER EXCHANGE PERSPECTIVE". Diss., Tucson, Arizona : University of Arizona, 2005. http://etd.library.arizona.edu/etd/GetFileServlet?file=file:///data1/pdf/etd/azu%5Fetd%5F1244%5F1%5Fm.pdf&type=application/pdf.
Testo completo
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Jong, Simon Barend de. "Asymmetry in task dependence among team members". [S.l. : Groningen : s.n. ; University Library of Groningen] [Host], 2008. http://irs.ub.rug.nl/ppn/305748580.
Testo completo
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Miles, Jeffrey Allen. "The effects of team creation procedures on team members' satisfaction and performance". The Ohio State University, 1993. http://rave.ohiolink.edu/etdc/view?acc_num=osu1279820943.
Testo completo
11
Disque, J. Graham, e P. E. Robertson. "Using Reflective Teams in Supervision: Benefits for Clients, Counselors, & Team Members". Digital Commons @ East Tennessee State University, 1999. https://dc.etsu.edu/etsu-works/2818.
Testo completo
12
Swart, Christina. "Innovation team members: emotive outlook and profiles comparisons". Doctoral thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/23750.
Testo completoAbstract (sommario):
Continuous innovation provides competitive advantage to organisations. Teams are considered as a vehicle for achieving innovative objectives, provided that they implement projects successfully. Several studies reported requirements on what constitute the most suitable team composition to ensure innovation success. The question remained unanswered as to what could be considered to increase the possibility and probability of innovation implementation team success. It was evident from the literature review that solutions could be provided should such challenges be viewed from a multi-disciplinary perspective. The emphasis and impact of team members' emotions were emphasised as an additional insight into optimising success for implementing innovation projects. The theoretical framework guiding this study was the Emotional Style Theory of Davidson and Begley (2012). This affective neuro scientific theory was approached from an industrial psychologist point of view. This research introduced the concept of emotive outlook depicting six constructs namely: mental acuity, self/reality orientation, emotional fitness/change agility, emotional management(self), social sensitivity and sensitivity to context. The study's main contribution was examining and comparing the emotive outlook profiles and patterns of successful and unsuccessful innovation project implementation teams, within the financial services industry. Data was collected from an International Case (providing data from a multi-national company's operations in nine African countries) and a National Case (providing data from three Namibian Institutions). The total sample size was 169 participants. In this mixed methods convergent parallel design study, the quantitative results of certain assessments and the qualitative findings utilising semi-structured interviews and focus group discussions were merged, at the interpretation stage. The purposes of complementarity, completeness, diversity and compensation were achieved when the results were merged. The major contributions of this study were the findings that successful innovation implementation teams were characterized by intra-psychological strengths and cognitive abilities. The research findings concluded a weak focus on interpersonal aspects and team dynamics. The strengths of teams were found to be a reflection of the individual team members' strengths (mental acuity, emotional self-management, self-awareness and emotional intelligence). This led to postulations regarding team dynamics for innovation implementation teams and the importance of separating these teams from, for example, the creative teams in the innovation process. The context which could contribute to the success of these teams was highlighted by the qualitative strand of this research. The knowledge contribution of this study was the prioritising of the emotive outlook constructs presented as a formula. From a scholarly point of view mixed methods research was presented as an exciting methodological choice addressing business challenges. Practice implications were presented on team as well as Innovation Sponsors/ Champions selection criteria and Generation Y. Importantly, interesting areas for possible future research considerations were opened by this study.
13
Quain, Anne. "Ethically challenging situations encountered by veterinary team members". Thesis, The University of Sydney, 2022. https://hdl.handle.net/2123/29517.
Testo completoAbstract (sommario):
Veterinary team members (VTMs) commonly encounter ethically challenging situations (ECS). ECS can lead to moral distress & impact the safety & welfare of patients. Literature searches (1990−2020) & a focused review on advanced veterinary care (AVC) identified key ECS. A global survey of VTMs during the early COVID-19 pandemic explored frequency, stressfulness & types of ECS encountered by VTMs. Frequency increased for almost half of VTMs during the pandemic. ECS encountered by VTMs, resources used to resolve ECS, & barriers to resolution are discussed. Risk factors for experiencing increased ECS during the pandemic included being a veterinary nurse or animal health technician, working with companion animals, working in USA/Canada & having low confidence dealing with ECS in the workplace. Qualitative analysis identified key factors that may lead to or exacerbate ECS during the pandemic: communication challenges & low or no-contact euthanasia. Strategies to prevent or mitigate ECS are recommended. Access to resources (e.g. technology to facilitate telemedicine, protocols to facilitate low-contact euthanasia) are needed to prevent/mitigate ECS impacts. Ethics rounds (ER), used in medical settings, was trialed with VTMs, who completed the Euro-MCD 2.0 pre & post. The Euro-MCD evaluates outcomes of ethics rounds across domains of moral competence, moral teamwork & moral action. VTMs improved in the domains of moral competence & moral teamwork after 1 session of ER. ER has potential to improve the ability of VTMs to identify & navigate ECS & to mitigate moral distress. Recommendations: veterinary empirical ethics research to include perspectives of non-veterinarian VTMs & clients, develop a validated measurement of veterinary team member moral distress, challenge the triad of veterinary stakeholders, further evaluate & develop CESS, conduct regular surveillance of ECS & to prepare VTMs, clients, animals & other stakeholders for ECS occurring in emergencies.
14
Kimura, Shinko. "Influence of teamwork aptitude and personal characteristics of team members on team effectiveness: How should we form effective teams?" CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3286.
Testo completoAbstract (sommario):
This study examines the factors that are important for team success by exploring the best possible criteria for selecting members for teamwork. Two models of team composition were proposed, productivty and synergy. The findings are discussed for their implications for team satisfaction and productivity.
15
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.
Testo completoAbstract (sommario):
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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Zhong, Mingdong. "The influence of leader-member exchange relationships on team members' relationships and knowledge sharing behaviour". Thesis, University of Warwick, 2017. http://wrap.warwick.ac.uk/103084/.
Testo completoAbstract (sommario):
The importance of innovation for organizational competitive advantage and effectiveness is widely accepted (Love et al., 2011). Because of its potential to increase innovation, knowledge sharing (KS) has been of growing interest to researchers and managers (Kamaşak & Bulutlar, 2010). It is suggested that knowledge sharing is more likely to occur in supportive conditions when individuals have high-quality relationships with their leaders and co-workers (Carmeli et al., 2013). The purpose of the present study is to examine the association between the workplace relationships in teams and knowledge sharing, and how the pattern of knowledge sharing in teams is associated with team innovation and team performance. Social exchange theory and the norm of reciprocity served as the theoretical foundation of the present study. A cross-sectional survey was utilized for data collection. The sample consisted of 223 members and 51 leaders from 51 teams which were collected from ten primary and middle schools as well as an aircraft corporation in Southern China. The results of the study demonstrated that both Leader-Member Exchange (LMX) and Team-Member Exchange (TMX) are positively associated with knowledge sharing at the individual and team levels. Furthermore, the results suggested a mediating effect of TMX between LMX and team-level knowledge sharing (team KS). In Addition, the result of the comparison of an individual’s own LMX with the average LMXs in the team (RLMX) was found to moderate the relationship between LMX and TMX. However, the expected negative relationship between the variation in LMX relationships in a team (LMX differentiation) and TMX was not statistically significant. Finally, the study also found that the pattern of knowledge sharing in teams is positively related to team innovation and team performance, such that teams with more people sharing knowledge have better innovation and performance than teams with only a few people sharing knowledge. The overall findings indicate that both LMX and TMX have a unique influence on knowledge sharing, and our understanding of how supportive social relationships influence wok outcomes should be expanded from looking at the vertical leader-follower relationship and the horizontal relationship with a team in isolation. Rather, the multi-level interactions of these two types of relationships should be considered together.
17
Malawski, Jeffrey Richard. "Satisfaction of interdisciplinary team members in a hospital based environment". Online version, 2000. http://www.uwstout.edu/lib/thesis/2000/2000malawskij.pdf.
Testo completo
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Wessolowski, Katrin [Verfasser], e Guido [Akademischer Betreuer] Hertel. "Effort gains in teams through fellow team members' affective social support / Katrin Wessolowski ; Betreuer: Guido Hertel". Münster : Universitäts- und Landesbibliothek Münster, 2016. http://d-nb.info/1141681285/34.
Testo completo
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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.
Testo completoAbstract (sommario):
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.
20
Baltos, Georgios, e Zoi Mitsopoulou. "Team formation under normal versus crisis situations: leaders' assessments of task requirements and selection of team members". Monterey California. Naval Postgraduate School, 2007. http://hdl.handle.net/10945/10235.
Testo completoAbstract (sommario):
MBA Professional ReportThe blend of skills, attributes, and relationships among team members influences their mutual performance. This project addressed the team composition requirements for tasks that vary in uncertainty, risk, and time pressure. Military leaders were asked to identify necessary team member attributes for strategy, negotiating, and crisis response teams, and to compose potential teams from among their colleagues for each scenario. Their responses were combined with measures of relationships among potential teammates. Results indicated that team selection criteria change when organizational environmental factors change, and team leaders make selection decisions considering friendship, professional ties with and reliability of candidate team members. Motivation, professional capabilities, and leadership skills are the most preferred selection variables when the organizational situation is perceived as a crisis.
21
Zagarese, Vivian. "Leadership During Action Team Formation: The Influence of Shared Leadership Among Team Members During the Perioperative Process". Thesis, Virginia Tech, 2020. http://hdl.handle.net/10919/100875.
Testo completoAbstract (sommario):
There are many leadership theories that dominate the field of Industrial and Organizational Psychology, however there is a lack of understanding as to which leadership processes may be most appropriate for action teams in high stress environments. Previous research has articulated leadership behaviors, but has largely ignored the temporal processes of leadership, and how it changes throughout the operating team’s tenure. The proposed study investigates two types of leadership, namely shared and autocratic leadership, that take place during critical steps of the perioperative process and relates these leadership behaviors to team dynamics and psychological processes. Specifically, this study builds upon other studies by testing how leadership behaviors are related to levels of psychological safety and the optimization of teamwork and communication among team members. We were also interested in understanding if the surgeon’s perception of past performance of their team has an impact on the amount of trust the leader has in his/her team and if this in turn, has an impact on the type of leadership utilized during the team’s tenure. As an exemplar environment, we explored these dynamics in the operating theater, which is a high stakes environment requiring both technical and non-technical skills, such as leadership, communication, and teamwork. Results show that the correlation between the surgeon’s perceived past performance of the team and the trust the surgeon has in his/her team and the relationship between team’s trust and teamwork and communication were significant at the alpha =.1 level. All other relationships were non-significant.M.S.
In the field of Industrial and Organizational Psychology, many leadership theories have been developed, however, there is a lack of understanding as to which type of leadership is best for teams who work in high-stress environments, such as the operating room. This study looks at two types of leadership: shared leadership and autocratic leadership. Shared leadership is when all team members emerge and have a leadership role, whereas autocratic leadership is when one person makes all the decisions without consulting other team members. Previous research has articulated leadership behaviors, but has largely ignored the temporal processes of leadership, and how it changes over time throughout the surgical procedure. This study builds upon other studies by testing how leadership behaviors are related to levels of psychological safety and the optimization of teamwork and communication among team members. We were also interested in understanding if the surgeon’s perception of past performance of their team has an impact on the amount of trust the leader has in his/her team and if this in turn, has an impact on the type of leadership utilized during the team’s tenure. As an exemplar environment, we explored these dynamics in the operating theater, which is a high stakes environment requiring both technical and non-technical skills, such as leadership, communication, and teamwork. Results show that the relationship between the surgeon’s perceived past performance of the team and the trust the surgeon has in his/her team is significant and the relationship between the trust the surgical team members have in each other and the amount that they communicate with each other is also significant.
22
Braga, David M. "Transformational leadership attributes as perceived by team members of knowledge networks". Full text available, 2002. http://images.lib.monash.edu.au/ts/theses/braga.pdf.
Testo completo
23
Canelon, Jesus Herman. "Do Facework Behaviors Matter During Conflicts Among Online Discussion Team Members?" Scholarship @ Claremont, 2011. http://scholarship.claremont.edu/cgu_etd/15.
Testo completoAbstract (sommario):
According to researchers, face is an important possession carried by individuals into interactions with others. Face has been studied in diverse areas such as: politeness, compliance gaining, emotional discourse, negotiations, face-negotiation theory, and conflict. Perhaps because of its value, face can be vulnerable during conflict situations. Facework behaviors are the communicative strategies that people use during conflicts to protect face (theirs or others), threaten others' face, and to avoid or resolve conflicts. So far, studies about facework behaviors have focused on face-to-face interactions. Preliminary studies have shown: a. facework behaviors may affect the outcomes of online discussion teams, b. sex may play a role in the relationship between facework behaviors and online discussion outcomes, and c. conflicts among online discussion team members may influence discussion outcomes. This research explores more completely the role that facework behaviors play during conflicts, their influence on online discussion outcomes, and the role that sex plays in these matters. Data gathered from surveys and transcripts of participants' online discussion postings show that facework behaviors: a. influence conflict levels, b. influence the outcomes of the online discussion teams, and c. play a moderating role on the relationship between conflicts and online discussion outcomes. They also indicate that sex plays a moderating role in these relationships. Moreover, this study shows that the typology of facework behaviors, originally developed to describe face-related aspects of face-to-face interactions, has value in understanding online discussions.
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Popp, Whitney A. "Educators and Students: Afghanistan Provincial Reconstruction Team Members' Informal Education Experiences". Bowling Green State University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1428961108.
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Wade, Kristina Nicole. "Communication Strategies to Motivate Virtual Team Members in the Banking Industry". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7347.
Testo completoAbstract (sommario):
Frontline managers in the banking industry support geographically dispersed employees and face significant obstacles in communicating effectively to motivate their virtual team members. The purpose of this multiple case study was to explore communication strategies frontline managers in the banking industry used to motivate virtual team members. Vroom's expectancy theory was the conceptual framework for the study. Participants consisted of 5 frontline banking managers in Michigan who had successfully implemented communication strategies to motivate virtual team members. Data were collected using face-to-face semistructured interviews, a review of company documents, and a review of company websites. Data were analyzed using thematic analysis following Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were a clarification strategy, a technology strategy, and a motivation strategy. Frontline banking managers leading virtual teams might use the findings from this study to improve the clarity of their communications with team members, make effective use of technology in their communication strategy, motivate team members through consistent messaging, and offer adequate rewards and facilitating peer competition among team members. The implications of this study for positive social change include the potential for frontline banking managers to improve job satisfaction and motivation among virtual team members, resulting in higher employment rates, improved local economic stability, and enhanced rapport and volunteerism within their local communities.
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Zoltek, Gabriela Anna. "Team members` perspectives on communication after the transition to virtual teams due to the COVID-19 outbreak". Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-83378.
Testo completoAbstract (sommario):
The outbreak of the COVID-19 pandemic has strongly impacted the global workplace. A great number of organizations which had never before allowed their employees to work from home now do so. Many co-located, traditional teams have changed their work setting to virtual, and have become virtual teams. The aim of this study was to examine how team members have perceived communication in teams after the transition from traditional to virtual teams. Individual interviews were chosen as a study method. The collected data has been analyzed with help of a thematic analysis framework. The study results have indicated that the transition has impacted communication and coordination in virtual teams. The interviewed team members have experienced communication barriers. The crucial factor indicated by the interviewed team members as influencing teamwork has been lack of physical meetings and face-to-face communication. The affected areas are socializing, information and knowledge sharing and coordination. Accordingly, the study results have confirmed that, despite the continuous improvements in virtual communication tools, there is still value in face-to-face communication. Moreover, the study has showed that productivity in virtual teams has improved, which might be a result of experienced individual and team autonomy. The interviewed team members of virtual teams have assessed their digital readiness in terms of using different digital tools and services as good, which has allowed them to perform their duties effectively. The study results have contributed to the existed body of research on virtual teams and indicated the areas of further investigations.Utbrottet av COVID-19 pandemin har kraftigt påverkat den globala arbetsmarknaden. En stor del av organisationer som aldrig tidigare tillåtit sina anställda arbeta hemifrån tillåter det nu. Många tidigare samlokaliserade, traditionella team har fått ändra sitt arbetssätt och bli virtuella team. Studiens syfte var att undersöka hur projektmedlemmar upplevt kommunikation i team efter omställningen från traditionella till virtuella team. Individuella intervjuer har valts som metod för att genomföra studien. Insamlade material har analyserats med hjälp av tematisk analys. Resultat av denna studie har påvisat att omställningen påverkat kommunikation och koordination i virtuella team. De intervjuade projektmedlemmarna har upplevt begränsningar i kommunikationen. Den avgörande faktorn som haft inflyttande över teamarbetet har visat sig vara avsaknad av fysiska möten och face-to-face kommunikation. De områden som berörs är social sammanhållning, informationsdelning och kunskapsdelning samt koordination. Därmed har resultatet visat att trots utvecklingen av digitala verktyg, ska vikten av face-to-face kommunikation inte underskattas. Studien har dessutom påvisat att produktivitet i virtuella team ökat, vilket kan vara ett resultat av projektmedlemmarnas upplevelse av individuell and team autonomi. De intervjuade projektmedlemmarna av virtuella team har bedömt sina kunskaper inom olika digitala verktyg som goda, vilket möjliggjort ett effektivt arbete. Resultatet av denna studie har bidragit till befintlig forskning om virtuella team och har identifierat områden som behöver undersökas närmare.
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Illner, Beate, e Wiebke Kruse. "Swedish-German Project Team Members : Problems and Benefits due to Cultural Differences Concept to Succeed". Thesis, University of Kalmar, Baltic Business School, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-166.
Testo completoAbstract (sommario):
Most multicultural teams are not as successful as expected. Germany and Sweden are close trade partners and one form of cooperation are German-Swedish project teams. In this thesis the reader will get answers to the following questions: What are the problems and benefits among German-Swedish project team members due to cultural differences and in which way can problems be coped with and benefits be enhanced. This thesis does not focus on virtual teams, the leadership of multicultural teams and the formation of German-Swedish project teams.
The main components of the theoretical framework are cultural models which serve as basis for our analysis are Hofstede’s five dimensional model, Trompenaars and Hampden-Turner’s model and Hall’s model. For our research we interviewed eight members of German-Swedish project teams. We discovered problems among German-Swedish project team members deriving from differences in the communication styles, in the focus on cooperation versus task and in dealing with rules. Beneficial in the German-Swedish collaborations is that the cultures complement each other in focusing on the facts versus broadening the subject and in the focus on team spirit versus goal achievement. Another beneficial characteristic is the similarity of the German and Swedish culture.
After analysing the problems and benefits due to cultural differences in German-Swedish project teams, we present our concept to reduce the problems in German-Swedish project teams. The concept consists of steps which build up on one another and therefore represent an overall concept which can serve as a basis and inspiration for enhancing the collaboration in German-Swedish project teams. Our concept includes the steps: intercultural training, a mentor system in the team, internal advisors in the company and a cultural evaluation.
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Julian, Dianna L. "Turnover at Lockheed Martin a study in how to retain team members /". [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/DJulian2006.pdf.
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Zlatkovic, Samireh Jalali and Branislav. "Success Factors in Building and Maintaining Trust Among Globally Distributed Team Members". Thesis, Blekinge Tekniska Högskola, Sektionen för datavetenskap och kommunikation, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-2084.
Testo completoAbstract (sommario):
Globalization trends have affected many software organizations in the past years. They are turning towards global software development (GSD) market in search for quality with a lower price and shorter development times. It turns out that certain management methods used for in-house development are not applicable in GSD, often resulting in a failed project. It is believed that trust is one of the key factors for success or failure of such projects. In the first part, this thesis studies the causes of lacking or losing trust in globally distributed teams though a literature review and systematic review of current research. The second part of this thesis studies the practices which have been applied in industry to prevent or minimize the impact of trust related issues. Finally these practices are mapped to the identified issues, resulting in a set of recommendations for managers involved in GSD.
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De, Abrew Upuli Kanchana. "Investigating the problems experienced by virtual team members engaged in requirements elicitation". Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1007845.
Testo completoAbstract (sommario):
The constant acceleration in the rate of technological innovation, and the ever growing emphasis on the importance of information for competition has seen organisations around the world strive for the technologies that give them global customer reach. One of the most pervasive technological innovations developed is the internet, and its unique quality of being able to draw people from across the world together in one virtual space has given birth to the concept of virtual teams. Organisations have seized the advantages of such virtual teams to give them the cost and time reductions they need to stay competitive in the global marketplace. In the software industry, where product and service development is always a race against time, forward thinking software companies in the developed world have taken full advantage of the cost and time saving benefits that virtual teams have to offer. In addition, the rate of expansion of technology and software to support such teams is also growing exponentially, offering increasingly faster ways of virtual working. Despite the immense advantages offered by such teams, South African software development companies do not seem to engage in distributed work to any great degree. The importance of this research rests on the belief that South African software development companies will be unable to avoid engaging in distributed software development if they are to achieve and maintain competitiveness in the global marketplace. This research focuses on a sub-section of the software development process with a specific reference to South African software development. The requirements elicitation phase of software development is one of the initial stages of any software project. It is here that developers work with the users in order to identify requirements for the system to be built. It is acknowledged that other phases of distributed development also bring to bear their own problems, however, in the interests of scoping this research, only the requirements elicitation process is focused on. The research shows that most techniques of requirements elicitation can be adapted for use within the virtual environment, although each technique has its share of advantages and disadvantages. In addition, virtual team members experience problems during their general, day-to-day interactions, many of these arising from the dependence on technology for communication and task performance. The research identifies the problems in both categories, and develops a holistic model of virtual requirements elicitation to prevent or solve the problems experienced by virtual teams engaged in distributed requirements elicitation. The model is made up of three key frameworks, each of which prescribes actions to be taken to ensure the success of the virtual team within the requirements elicitation process. The model is verified through the testing of its critical success factors. Certain aspects of the model were adapted based on the findings of the study, but it was confirmed that the rationale behind the model is sound, indicating that it has the potential to solve the problems of virtual RE when implemented.
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Paddock, Elizabeth Layne. "Daily Importance of Creativity to Entrepreneurial Team Members: A n Empirical Investigation". W&M ScholarWorks, 2001. https://scholarworks.wm.edu/etd/1539626337.
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von, Michaelis Carol. "Health Care Team Members' Perceptions of Changes to an Electronic Documentation System". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2701.
Testo completoAbstract (sommario):
Policy makers view electronic medical records as a way of increasing efficiency in the U.S. health care system. However, hospital administrators may not have the clinical background to choose a documentation system that helps the health care team safely increase efficiency. The purpose of this case study was to examine health care team members' attitudes and perceptions of quality of care and efficiency amid a documentation system change. The theory of change was the theoretical foundation for the study. The 6 research questions were designed to elicit information about what the health care team experienced when a documentation system changed and how the change affected health care workers' stress level, chance of medical errors, ability to deliver quality care, and attitudes about hospital efficiency. Semi-structured interviews were conducted with the 15 members of a health care team who volunteered from the group and met the inclusion criteria for the study (i.e., employed during the documentation system change). The participants represented all aspects of the health care team to create a bounded case. The interview responses were hand coded to find common themes among the participants. Most participants revealed that the implementation of the new system increased their efficiency and the quality of care they offered to patients. Participants felt that the training and implementation of the system was inadequate and not specific enough for their group. By providing health care administrators with more information about the health care teams' perceptions during a change in documentation systems, they may be able to improve implementation of a new system, creating more sustainable change with less negative impact.
33
Wetmiller, Rebecca J. "The Copycat Effect: Do social influences allow peer team members' dysfunctional audit behaviors to spread throughout the audit team?" Diss., Virginia Tech, 2019. http://hdl.handle.net/10919/88464.
Testo completoAbstract (sommario):
Staff auditors often rely on team members as a source of information to determine the behaviors that are normal and acceptable. This may be one cause of the prevalence of audit quality reducing dysfunctional audit behaviors (DAB) within the profession. Social influence theory, applied in an auditing context, posits that staff auditors are influenced not only by the preferences of their superiors (i.e., compliance pressure) but also by their peers' DAB (i.e., conformity pressure). Given the importance of the work performed by staff auditors, I conduct an experiment to identify the role that a peer team member's behavior and a superior's preference plays in influencing staff auditors' behavior. I predict, and find, that staff auditors with a peer team member who engages in a DAB are more likely to engage in a DAB. I also predict, and find, that staff auditors with a superior who has a preference toward efficiency are more likely to engage in a DAB. Finally, I predict that a superior's preference toward efficiency will amplify the influence of a peer team member's involvement in a DAB. Interestingly, I find that a superior's preference amplifies the effect of a peer team member's behavior when it is toward efficiency only, not effectiveness, for a face-to-face request from the client, but not for an email request. These results suggest that peer behavior influences the effect of a superior's preference of staff auditors in the intimidating situation of having a face-to-face interaction with the client. This could be because of the cognitive dissonance staff auditors experience when their general understanding of the standards does not align with their peer's behavior. The results of this study provide insights into a potential risk introduced to the audit engagement through audit team dynamics.Doctor of Philosophy
Financial statement audits conducted by public accounting firms are frequently performed in a team setting. Most of the audit team consists of younger, inexperienced staff auditors who perform much of the testwork that informs the final audit opinion. Staff auditors’ lack of knowledge requires them to seek information to complete their testwork, from both their peer team members and their superiors. Peer team members may engage in behaviors that reduce the quality of the audit, which shows staff auditors that these dysfunctional behaviors are acceptable. At the same time, superiors often display a preference toward effectiveness (i.e., improving audit quality) or efficiency (i.e., saving time). I perform an experiment to determine if staff auditors mimic the audit quality reducing behaviors of their peer team members, while also considering the preference of their superior. I find that staff auditors are more likely to engage in audit quality decreasing behaviors when their peer team members have done so previously. I also find that staff auditors are more likely to engage in audit quality decreasing behaviors when their superior has a preference toward efficiency. I find that a superior’s preference toward efficiency, but not effectiveness, amplifies the effect that a peer team member’s behavior has on the likelihood that a staff auditor engages in an audit quality increasing behavior of requesting information from the client in a face-to-face interaction, but not for an email request. These results suggest that peer behavior influences the effect of a superior’s preference of staff auditors in the intimidating situation of having a face-to-face interaction with the client. In general, I find that peer behavior and superior preference influence staff auditors’ chosen behaviors.
34
Monday, Travis Leon. "Training a ministry team to intentionalize network intervention for the reactivation of the inactive church members of Calvary Baptist Church". Theological Research Exchange Network (TREN), 1989. http://www.tren.com.
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35
Burnett, Steven F. "Modeling macro-cognitive influence on information sharing between members of a joint team". Monterey, Calif. : Naval Postgraduate School, 2006. http://bosun.nps.edu/uhtbin/hyperion.exe/06Dec%5FBurnett%5FPhD.pdf.
Testo completoAbstract (sommario):
Thesis (Ph.D. in Modeling, Virtual Environments and Simulation)--Naval Postgraduate School, December 2006.Dissertation supervisor(s): Rudolph Darken. "December 2006." Includes bibliographical references (p. 223-233). Also available in print.
36
Wu, Jian, e 武健. "A behavioral analysis of learning processes amongst construction project team members in China". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2008. http://hub.hku.hk/bib/B42841847.
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Tyala, Zakunzima. "School management team members' perceptions of their roles in managing Grahamstown secondary schools". Thesis, Rhodes University, 2005. http://hdl.handle.net/10962/d1003644.
Testo completoAbstract (sommario):
During the apartheid era, that is, before 1994, the education management system in South Africa was fragmented, authoritarian and top-down. Principals were expected to manage schools on their own without consulting the rest of the staff. The birth of political democracy in 1994 resulted in many changes in the education system. These changes include the creation of one national department. In line with this democratisation came the concept of school management teams (SMTs). Because of the democratic nature of this kind of a structure (SMT), it is required that educators work co-operatively and as a team. This has been problematic in some schools where the principal has traditionally felt comfortable taking decisions on his or her own without any input from relevant stakeholders. Furthermore, through the legacy of apartheid, teachers themselves have dogmatically been oriented to being the recipients of instructions and to view management as the prerogative of the principals only. The formalisation of SMTs thus brings new challenges to both principals and staff members, essentially the notion of democratic or team-management. The object of this study is to find out how the concept of democratic management is being received. This study includes all the government-aided high schools in Grahamstown (ten of them). Studying all 10 high schools - 6 from the local township, 3 ex-model C schools, and 1 from the coloured township – has produced a broad and varied picture of how SMTs are being received in Grahamstown secondary schools. The study was framed within the interpretive approach, and sought to unpack the perceptions of SMT members with regard to SMTs. An interpretive paradigm made it possible for me to gain an in-depth understanding of SMT members’ perceptions of team-management within their contexts. I used questionnaires, interviews and observation as research tools to gather data. This study has found that, although the concept of team management is well-received, there are significant obstacles to the acceptance of teamwork as an alternative form of management. Many of these may be the result of decades of disempowering governance strategies, resulting in impoverished notions of school ownership and joint responsibility. Some relate to the political nature of schools as organisations. Despite these problems, the study has confirmed that team-management is the preferred approach for a variety of reasons. Team-management usually results in enriched decision-making, the sharing of responsibilities and higher levels of support. A major systemic shortcoming highlighted by the study is the absence of meaningful training in democratic educational management.
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O'Neil, Molly O'Neil. "Evaluating an Organization's Response to Vicarious Trauma in Staff and Multidisciplinary Team Members". Antioch University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1463340871.
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Wu, Jian. "A behavioral analysis of learning processes amongst construction project team members in China". Click to view the E-thesis via HKUTO, 2008. http://sunzi.lib.hku.hk/hkuto/record/B42841847.
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Zelazny, Lucian M. "Toward a Theory of Information System Development Success: Perceptions of Software Development Team Members". Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/28014.
Testo completoAbstract (sommario):
This dissertation increases our understanding of information system project success by investigating how software development team members define the success of an information system development effort. The theoretical model of ISD success is developed and tested. ISD success is measured through the eyes of the software development team membersâ since they are the most influential stakeholders during the development of the system.
This dissertation was conducted in two phases: 1) theory building and 2) theory testing. The theory building phase began with a thorough literature review. Semi-structured interviews were conducted and the data analyzed to add emergent concepts to the model. The result of the theory building phase is the theoretical model of ISD success.
The theory testing stage began with the development and validation of a survey instrument to measure the constructs and subconstructs found within the theoretical model of ISD success. Data was collected and the model tested using partial least squares regression. The findings indicate that software development team members view ISD success as being composed of process quality, functional product quality, non-functional product quality, team member benefits, and team member satisfaction. Team member satisfaction is highly influenced by team member benefits, moderately influenced by functional product quality and slightly influence by non-functional product quality and process quality.
Software development team members view process quality as being composed of within budget and process maturity; non-functional product as being composed of reliability, usability, testability, and efficiency; team member benefits as being composed of learning and teamwork; and team member satisfaction as being composed of product satisfaction, process satisfaction, and personal satisfaction. Software development team members do not view on time as a significant contributor to their definition of process quality; they do not view modifiability, portability, or reusability as significant contributors to their definition of non-functional product quality; and they do not view recognition as a significant contributor to team member benefits.Ph. D.
41
Andersson, Johan, e Mikael Finnserud. "The Process of Selecting Project Team Members in a Matrix Organization with Multiproject Environment". Thesis, Linköping University, Department of Management and Economics, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1689.
Testo completoAbstract (sommario):
In a matrix organization, the process of selecting project team members is a collaboration between the functions and the projects. A project’s success or failure does often depend on that collaboration. This thesis work examines the present situation at Saab Gripen Customer Support. The process is examined from four different perspectives: the roles of the functional and the project manager, competence development, behavioural science team roles and the complexity of the projects. The result shows that the roles of the project manager and the functional manager in their collaboration are not properly defined. The communication between the project manager and the functional manager is insufficient. The competence development during the projects is not fully taken advantage of. There is a need to use behavioural science. Recommendations on how the situation can be improved are given. A model is proposed to give guidance in the process of selecting project team members.
42
Keusch, Frank. "Project On-boarding Processes : Information provision and knowledge transfer to new project team members". Thesis, Linnéuniversitetet, Institutionen för datavetenskap, fysik och matematik, DFM, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-21330.
Testo completoAbstract (sommario):
Abstract Project work is very common in today’s organizations. For various tasks projects are even the dominant organizational form in practice. Compared to the work in the line organization projects are for example cross-functional and temporarily. Due to this aspect, the staffing process occurs more regularly than in the standard line organization. However, the on-boarding process of new project team members – in this work understood as the practices to integrate the newcomers into the existing project team – is not covered by a lot of research results. Research projects focus rather on other aspects of knowledge management in project contexts. In addition, related fields do only provide limited insights into the process of new team member project on-boarding. Thus, a gap in existing research result remains. This research project aims to close this gap and to provide insights into the process of project on-boarding. To provide practical guidance concrete aspects of the on-boarding like useful information sources and successful methods are investigated. More specifically the following research questions guide the project: Which methods & tools are used to provide employees project-related information during the introduction phase, how are they used in practice and how effective are these methods? Which information sources do new project team members search actively to get the information required to fulfill their new tasks, how are they used and how effective are these information sources? How are the various on-boarding processes structured, coordinated and monitored in practice and how effective are the on-boarding processes? To investigate the subject the research project is structured as follows: Based on a literature review a quantitative survey (web-based questionnaire) is designed. The responses are analyzed and a quantitative overview of the applied methods, the used information sources and the on-boarding results is given. In a qualitative research step, additional interviews are performed to cover more complex aspects of the on-boarding process and to complement the quantitative results. The interviews with the project managers and project team members are analyzed to develop detailed descriptions. Based on the analysis of the overall responses, the following can be summarized: Successful project managers do carefully analyze the project context to structure the on-boarding process accordingly. The curiosity and openness of team members is emphasized on and is often increased by an active communication of the project goals, the development of the project and the specific role and expected contribution of the newcomers. Project managers need to be highly available for the new team members because they are appreciated as the number one source of information during the project encounter.
43
Lefebvre, G. "The influence of the psychological characteristics of the team members on construction project performance". Thesis, University of Salford, 2009. http://usir.salford.ac.uk/26770/.
Testo completoAbstract (sommario):
The dynamic of confrontation and conflict that prevails between project team members and organizations in the construction industry can provoke some devastating consequences on project performance (Loosemore, M. 1998). Furthermore, the fragmentation of projects into different phases impacts on the professional relationships between team members and organizations involved (Singh, A. and Johnson, M., 1998). This context invites an investigation into the different factors that condition the execution of a project and the impacts, (human, organizational, institutional, governmental, technological, and others) on the relational dynamics of project team. According to Trompenaars (1996), people and teams are as important as other aspects (technical and organizational) in project success. This study investigates the psychological features of the main players from the different organizations involved in the project, and seeks to understand the influence they have on the performance of multidisciplinary teams. The methodological approach was to undertake in-depth case studies of the teams associated with four recently completed construction projects in Quebec. All the projects involved public clients. The case studies gathered information about the performance of the projects and also the psychological characteristics of the team members. Standard analysis tools were used to draw conclusions on the strengths and weaknesses of the teams and the propensity for these to impact on project performance. The findings of the study show that all the teams had significant weaknesses that could lead to problems with project performance. In some of the cases, the analysis shows that there was a link between project failure and team characteristics. The study concludes by proposing that there is a value to construction clients in evaluating project team characteristics before projects commence. It is argued that weaknesses can be identified and appropriate action taken to avoid potential problems in the execution of the project
44
Wright, Edward L. "Training a ministry team to incorporate new members into the fellowship of the church". Theological Research Exchange Network (TREN), 1988. http://www.tren.com.
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45
"Communication in Effective and Ineffective Teams: A Longitudinal study investigating Team Members' Task and Socio-Emotional Verbal Behaviors". University of Technology, Sydney. Faculty of Design, Architecture & Building, 2005. http://hdl.handle.net/2100/255.
Testo completoAbstract (sommario):
This study aims to contribute to a better understanding of communication differences in effective and ineffective teams. It investigates task and socio-emotional verbal behaviours over time and its relationship to team effectiveness and team members' self-perceived member viability. The author used an aural observational method to examine verbal communication of three teams. Participants were post-graduate students formed into teams, working on a complex and dynamic task over a project duration of five days in a classroom setting. Spoken interaction was audio recorded and analysed using Bales' (1950) Interaction Process Analysis (IPA). Three questionnaires were developed, mainly by combining existing measurement instruments from communication and small group research, measuring team effectiveness and member viability. The analysis of selected team meetings with IPA displayed interesting task and socio¬emotional communication differences in effective and ineffective teams. These differences were more visible in socio-emotional interaction than in task-related interaction. Observed interaction patterns changed over time, although communication behaviours were more stable in the effective teams. Findings indicate that a consistently high level of positive socio-emotional communication in combination with a consistently low level of negative socio-emotional interaction seem to facilitate team effectiveness, while a high level of negative socio-emotional interaction or constantly changing socio-emotional behaviour seems to inhibit team effectiveness. It seems to suggest that communication behaviours impact upon team effectiveness and member viability. When communication behaviours could be described as task focused with a consistent level of positive reactions, outweighing negative reactions, effectiveness and member viability can increase. Opposite behaviours, shifting from task to interpersonal issues in combination with negative reactions outweighing positive reactions can lead to low levels of perceived member viability and a lack of effectiveness. The results lead to the suggestion that communication behaviours and member viability, particularly cohesion and willingness to continue as a member of this team, seem to be indicators for a team's 'well-being' and impact upon its effectiveness. These factors seem to be especially visible at the beginning and the temporal midpoint of a project. During these two periods, monitoring of the team process is recommended, either self-managed or with support from outside the team in order to prevent communication problems impacting on team effectiveness.
46
Hsu, Jing-Fang, e 徐靖芳. "The discussion with confidence of team members and team performance in cross-functional team". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/k2v9yf.
Testo completoAbstract (sommario):
碩士大同大學
工業設計學系(所)
106
In recent years, managers discovered the importance of the teamwork and Cross-functional team. Team effectiveness will be affected by the member's psychological capital, and positive psychological capital can bring positive impact. Nowadays, companies are taking the form of cross-functional teams and paying attention to the impact of positive psychological capital on the team. Research found that team effectiveness is influenced by psychological capital, and positive mental capital can make positive impacts. The study of use in-depth interviews and participation in research methods to collect data from case company, and then try to find out factors of positive psychological capital and influences between confidence and other interactions (hope, optimism, resilience). The way we can used to improve positive psychological capital, and the impact of positive psychological capital on team effectiveness. We found that: (1) Many decision makers, teams lack of resources, and members believe that they can’t control the mission will reduce confidence. If members communicate positively and the leader provide objective data analysis and feedback, members can be more confident. (2) When members are not confident, it will make them lose hope, hold unoptimistic expectations, make negative comments at the meeting and influent other team members. (3) Leaders can set team milestones and encourage members to take the initiative to report problems and raise doubts. When members are underperforming, first guide and consider whether to mobilize the position of the team members. (4) If the team members do not have confidence, the atmosphere of the team will be poor, and they will not follow the team strategy and betting.
47
Hui-Wen, Liu, e 劉蕙雯. "The relationship of team mental models,team coordination processes and team performance--moderated by team members' need for cognition". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/04990217994010578002.
Testo completoAbstract (sommario):
碩士國立彰化師範大學
人力資源管理研究所
98
Technology and environment changed quickly, to complete the task by one person is easy to restrict to the short of knowledge and information, so “team” is more and more important. This study try to research from the team issue, to understand the relationship of team mental models and team performance. And the coordination also have relationship with team information, this research let the coordination to be the mediator, and the coordination included the explicit coordination and implicit coordination. Besides, do the team member want to receive the challenge is also related to team performance, so this study let team members’ need for cognition to be the moderator, to understand this variable would connect with the relationship of coordination process and team performance. Questionnaire survey was used in the study. The 98 team samples were collected from R&D teams of Taiwan’s company. The research conduct the multi-regression to test the hypotheses. There are some findings：Team mental model is definitely through the implicit coordination to effect the team performance; inversely, team mental model is not through the explicit coordination to effect the team performance. Besides, this study also found team members’need for cognition have relationship to team performance. This research according the findings to bring up some ideas. Teams can establish databank to shared knowledge, it let team members understand team’s goal easily, it also let team members make use of some skill on task easily, these actions can make team performance better. Finally, the limitations and future research suggestion will be discussed.
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Huang, Chiung-Yi, e 黃瓊億. "The Effect of Innovation Performance on Personality Composition of Team Members and Team Process". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/82178545628057621469.
Testo completoAbstract (sommario):
碩士國立中興大學
企業管理學系研究所
91
A successful organization depends on the performance from different teams. In a changeable environment, it is difficult to fulfill a task by only one person. With the more and more complex task of an organization,「 team」 is an important role of an organization. The purpose of this research, we focus on the personality characteristics of team members which would affect the thinking and attitude in teams inter-process or not. Besides expand the research scope to the team level, the team personality composition would affect the teams’ process and teams’ performance. In this research we exploit the I-P-O model which is involve three elements, the first is “Big Five” personality, the second is the team cohesion, and knowledge sharing in teams’ process, the third is the probability of future cooperation and innovation performance. Then we explore the relationship between the three elements. In this research we consider from the individual level to the team level, and survey the R&D teams. The sample consists of the 39 sets from R&D teams. Through the hierarchical regression analysis found that, Extraversion, Agreeableness have positive effects and Neuroticism is negative effect on the team cohesion and knowledge sharing. Among Extraversion is positive effect on the probability of future cooperation. And the Conscientiousness and Openness to experience have positive effects on the knowledge sharing. Beside, team cohesion and knowledge sharing have positive effects on the probability of future cooperation. Final, Extraversion would through the team’s process to affect the thinking of probability of future cooperation. Mean, variance, maximum, and minimum were 4 scoring methods used to examine the team composition variables. We found that the team personality composition has a little affect the behavior variables, and only we found the scores of the team on Extraversion are high will escalate the team cohesion, other variables are not significant. But we can see the rough sketch relationship between team personality composition and all independent variables. The Neuroticism has negative effect on all independent variables; other variables would have the positive effect. The variance of Conscientiousness has negative affect on all independent variables; other variables would have positive effect. Besides, we found some extreme team personality composition would slightly affect the behavior variables. In recruiting process, not only consider the education and work history, work performance, leader capability elements but also consider the personality characteristics which suit the team work model or interaction with other members or not.
49
Wu, Wanru, e 吳宛儒. "Project Manager’s Leadership Style, Leadership-Member Exchange and Members Innovative Behavior of Project Team Research". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/30946353489966012420.
Testo completoAbstract (sommario):
碩士中國文化大學
國際企業管理學系
100
This study empirically examines the relationship between project’s manager’s leadership style and members innovative behavior. In addition, this paper speculates that leadership- member exchange mediate the association between project’s manager’s leadership style and members innovative behavior of project team. In order to respond rapidly to market needs and increase profits, the best companies are constantly searching for proven practices that offer a competitive advantage. Several studies have shown that the role of a project manager is critical to project success. Some authors report that employees can help to improve business performance through their ability to generate ideas and use these as building blocks for new and better products, services and work processes. Therefore, we want to examines the relationship between project’s manager’s leadership style and members innovative behavior of project teams. The data is composed of project team members and is collected by 269 question-naires. project team members were asked about their project manager's leadership style, their levels of leadership- member exchange and innovative behavior. Of all samples, we released a total of 280 questionnaires; of these, eleven employees were unusable because they were incomplete. Completed questionnaires were returned by 269 project team members (96% response rate). Finally, the results indicate that project’s manager’s leadership style is positively related to members innovative behavior. In addition, the author speculates that leader-ship- member exchange mediate the relation between project’s manager’s leadership style and members innovative behavior as perceived by project team members. However, these hypotheses were not supported by the empirical data. The contribution of this paper has two aspects .The theoretical: the paper can answer the research problem. The practical: this paper can offer insights into project’s manager’s leadership style as to how to enhance the member innovative behavior of the project team.
50
Lin, Tai-Ni, e 林岱霓. "The Influences of the Proficient Member tothe Reflections of Novice Members within a Design Team". Thesis, 2009. http://ndltd.ncl.edu.tw/handle/s5kbv9.
Testo completoAbstract (sommario):
碩士國立臺北科技大學
創新設計研究所
97
Reflection, defined as the process of reminding one’s significant experiences that began in the past and continues into the present, is the vital mechanism in stimulating the development of learning process. In industrial design education as well places great importance on of students’ designing experiences cumulation. Domestic design education programs were mostly arranged the combination of same grade students, which leads to a smaller differentiation in design proficiency among each member. It worth of discussing what kind of differentiation will take place in design work performed with proficients. The study probes into the influences applying proficient designers into design work which affects reflecting behavior of members in teams with comparatively greater difference. Experiments are carried out as design work shop type, and each team includes participants are sifted depend on references. Design novices in design activities are recorded. The conclusion is derived from the performance of quantity, level and content in reflecting process referred to Videotape data and reflection dairy of learning process of self-assessment toward every team member in diverse proficiency. The result indicates difference only appears in reflection content whether the proficient join or not. Reflections of novices design with proficient shows learn drawing and analyaze skills, the ability of planning and executing in teamwork; however, reflection content: activity process of self-goal and expectation, interaction with teammate, teamwork spirit, and role-play are insufficient. Research also shows the fact that the reflection quantity and level of novices are not affected by proficients’ reflection level while the reflection content are affected when the proficient participate in the design team.