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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 9 червня 2025

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Статті в журналах з теми "Self-managed teams"

Adrian, Marc. "SELF-MANAGED WORK TEAMS: AN EFFICIENCY-RATIONALE FOR PAY COMPRESSION." American Journal of Management and Economics Innovations 05, no. 05 (May 1, 2023): 08–11. http://dx.doi.org/10.37547/tajmei/volume05issue05-03.

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Анотація:

This article delves into the concept of self-managed work teams and investigates the efficiency-rationale for implementing pay compression within such teams. By examining existing research and theoretical frameworks, this study aims to shed light on the relationship between self-managed work teams, pay compression, and organizational efficiency. The findings highlight the potential benefits of pay compression in promoting teamwork, collaboration, and overall productivity within self-managed work teams. Self-managed work teams have gained attention as a means to enhance employee empowerment and organizational performance. In these teams, employees are responsible for decision-making, task allocation, and problem-solving, resulting in greater autonomy and collaboration. This article explores the efficiency-rationale for implementing pay compression within self-managed work teams. Pay compression, the reduction of wage differentials within teams, is proposed as a strategy to align compensation with the team-based approach and promote team cohesion. Drawing on existing literature and theoretical frameworks, this study examines the potential benefits of pay compression in improving team performance, cooperation, and overall organizational efficiency. The findings contribute to the understanding of how pay compression can be utilized as an effective tool to optimize team dynamics and drive productivity in self-managed work environments.

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Nicholls, Chantell E., Henry W. Lane, and Mauricio Brehm Brechu. "Taking self-managed teams to Mexico." Academy of Management Perspectives 13, no. 3 (August 1999): 15–25. http://dx.doi.org/10.5465/ame.1999.2210310.

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Thibodeaux, Mary S., and Sandy K. Faden. "Organizational Design for Self‐managed Teams." Industrial Management & Data Systems 94, no. 10 (December 1994): 20–25. http://dx.doi.org/10.1108/02635579410073495.

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Poon-Richards, Craig. "Self-Managed Teams for Library Management." Journal of Library Administration 22, no. 1 (April 23, 1996): 67–84. http://dx.doi.org/10.1300/j111v22n01_05.

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Hurst, Keith, Jackie Ford, and Cath Gleeson. "Evaluating self‐managed integrated community teams." Journal of Management in Medicine 16, no. 6 (December 2002): 463–83. http://dx.doi.org/10.1108/02689230210450016.

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Kulisch, Tony, and David K. Banner. "Self‐managed Work Teams: An Update." Leadership & Organization Development Journal 14, no. 2 (February 1993): 25–29. http://dx.doi.org/10.1108/01437739310032692.

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Giordan, Judith C., and Angela M. Ahern. "Self-Managed Teams: Quality Improvement in Action." Research-Technology Management 37, no. 3 (May 1994): 33–37. http://dx.doi.org/10.1080/08956308.1994.11670981.

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Carte, Traci A., Laku Chidambaram, and Aaron Becker. "Emergent Leadership in Self-Managed Virtual Teams." Group Decision and Negotiation 15, no. 4 (July 2006): 323–43. http://dx.doi.org/10.1007/s10726-006-9045-7.

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Roper, Kathy O., and Deborah R. Phillips. "Integrating self‐managed work teams into project management." Journal of Facilities Management 5, no. 1 (February 27, 2007): 22–36. http://dx.doi.org/10.1108/14725960710726328.

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Luis Alves Pais, Celso. "Self‐managed teams in the auto components industry." Team Performance Management: An International Journal 16, no. 7/8 (October 19, 2010): 359–87. http://dx.doi.org/10.1108/13527591011090646.

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Дисертації з теми "Self-managed teams"

Mathur, Praveen S. M. Massachusetts Institute of Technology. "Managing projects utilizing self-managed teams and managerial toolkits." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/55222.

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Анотація:

Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009. Cataloged from PDF version of thesis. Includes bibliographical references (p. 77-78). Project Management is an essential function in most software companies today. With increasing complexity and inter connectivity between software projects, it is not surprising that managing such large scale development projects can be expensive and extremely time consuming for the sponsoring organization. In large scale complex software projects the project manager has to ensure that enough resources are allocated to the project and foster an environment of communication and teamwork, but accomplish all this with little authority over the project team. This traditional approach to managing project relies on the skills and experience of a project manager but is fraught with pitfalls that can lead the project in the wrong direction if corrective action is not taken in a timely fashion. Any misstep during the project lifecycle due to scope creep or miscommunication can ultimately push the project to miss deadlines or be over budget. Another alternative approach to software development is using self organizing teams. Free/Open Source software development approach uses the concept of self organizing teams to collaborate at a global scale using communities of developers. The F/OSS paradigm, based on cooperation and collaboration among developers from all over the world, introduces methodologies and development models different from those usually utilized within the proprietary software industry. (cont.) In it, communities of developers and users share a common interest in a project and interact regularly with one another to share knowledge collaboratively solve a common problem. This approach reduces the overhead required in communication and coordination by sharing information with all members of the project and relies on automating some of the essential elements of the project. The thesis synthesizes the use of automated tools as it applies to the project toolkit and uses case studies to understand how F/OSS development approach can be used in organizations to reduce project's dependence on a project manager. by Praveen Mathur. S.M.

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Barnes, Deborah M. (Deborah Manning). "Information Use Environment of Self-managed Teams : A Case Study." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc277880/.

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Анотація:

This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance.

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

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The purpose of this study was to determine whether the teams that received interpersonal training would function more effectively as a team than the teams that did not receive training. Individuals from a large division of a major defense contractor in the southern part of the United States served as subjects. Data were collected using the Team Effectiveness Profile designed to measure team effectiveness. This survey measures the overall score as well as five sub-scores. It was hypothesized that the teams that received training would function more effectively than the teams that did not receive training. The hypotheses were not supported. Results were explained, among other things, by the internal and external changes that hampered the transition towards self-managed work teams.

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

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

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Gidlund, Maja. "Measuring feature team characteristics of software development teams." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-192371.

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This report evaluates the team-structure of three software maintenance teams in order to decide their level of featureness (a term that defines to what extent a team has the quality (the set of characteristics) of being a feature team). Simulations of changes that are expressed as beneficial in an agile environment and that could increase the teams‘ level of featureness within the team structure are performed. The results show that each team‘s level of featureness is affected differently by each change. Partly, this underlines the importance of understanding the current team-structure before implementing changes that aim to increase the level of featureness. And secondly, within the scope of the study, the change where a user expert is declared a team member is concluded as the change that increases the teams‘ level of featureness the most. Based on the results the report also concludes that it is essential to implement changes that affect different, which in combination can increase the level of featureness.

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Burress, Mary Ann. "Development of a Model of Leadership for Self-Managed Teams in a Greenfield Environment." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc504541/.

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This study identified and defined leader behaviors with two levels of leadership in a self-managed team organization. Job analysis methodology was used. A comparison of task importance values was made within groups and between hierarchical levels in the organization. Identified leader behaviors were compared with effective, traditional leader performance. Qualitative data collected throughout the investigation clarified an integrative model for effective organizations developed from the literature. The model included leader characteristics and team member behaviors when using self-managed teams.

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Martins-Crane, Lolin. "The Self-Managed Work Team Environment: Perceptions of Men and Women." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc500806/.

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The present study empirically examined working behaviors of men and women within a self-managed working environment. Three models of women and work were studied. Results indicated women exhibited higher levels of job meaning and continuance commitment. The more self-managed production team exhibited higher levels of growth need strength, support from co-workers, continuance commitment, task significance and lower levels of role conflicts. Support teams exhibited higher levels of autonomy and satisfaction with pay. Path analysis, testing a model based on Astin's sociopsychological model indicated direct effects from expectancy to general satisfaction, from gender to expectancy, and task significance to gender. An alternative model showed direct effects between general satisfaction and expectancy, satisfaction with pay, task significance and expectancies, and between satisfaction with pay and teams.

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Hawkins, Beverley. "Recruitment agents : how to self-managed teams of recruitment consultants negotiate gendered organizational culture." Thesis, Keele University, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.496329.

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This thesis contributes to scholarship by providing an account of what it is like to work in the private recruitment industry, a sector which has previously been neglected by researchers. I offer a series of ethnographically-derived insights which explore the frenetic efforts of those working in two self-managed teams, a branch of an international recruitment organization here given the pseudonym 'Strongstaff'.

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Miller, Carolyn. "Relationship Between Employee Age and Perceptions of Work in Self-Managed Work Groups." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc501011/.

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Derived from sociotechnical systems theory, autonomous or self-managed work groups are a form of work design in which employees are multi-skilled, take responsibility for the group's tasks, and have discretion over the decisions which impact group performance. Previously collected survey data from 602 employees of a southwestern manufacturing firm were examined via factor analyses and multivariate analysis of variance. Significant differences were found for self-managed work group members versus traditional job holders regarding enhanced organizational involvement and enhanced work responsibility. However, there was no evidence of an age effect nor interaction regarding age. This study provides evidence to other action researchers and organizational decision makers that an "older" work force should not be considered a barrier to implementing this type of work design

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Viehhauser, Andreas. "Self-managed teams as company structure and its effect on motivation,job satisfaction, empowerment and perceived performance." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5922.

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Книги з теми "Self-managed teams"

Society, Industrial, ed. Self managed teams. Birmingham: The Industrial Society, 1995.

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Publications, National Press, ed. The power of self-managed teams: Unlock your team's potential. Shawnee Mission, Kan: National Press Publications, 2000.

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Kinlaw, Dennis C. Team-managed facilitation: Critical skills for developing self-sufficient teams. Amsterdam: Pfeiffer & Co., 1993.

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Chang, Richard Y. Succeeding as a self-managed team: A practical guide to operating as a self-managed work team. Irvine, Calif: R. Chang Associates, 1994.

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Dallat, Patrick J. Longer-lasting job satisfaction through self-managed teams. [s.l: The Author], 1996.

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Hicks, Robert. Self managingteams: A guide for creating and maintaining self-managed work groups. Los Altos, Calif: Crisp Publications, 1990.

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Hicks, Robert. Self managing teams: A guide for creating and maintaining self-managed work groups. Los Altos, Calif: Crisp Publications, 1990.

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Cooke, Orla. Towards self-managed teams: The case of Apion Ltd. Dublin: University College Dublin, 1997.

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Robert, Hicks. Self managing teams: A guide for creating and maintaining self-managed work groups. Los Altos, Calif: Crisp Publications, 1990.

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Wilson, Graham. Self-managed teamworking: The flexible route to competitive advantage. London: Pitman, 1995.

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Частини книг з теми "Self-managed teams"

Nozari, Mohammad. "Self-Managed Teams." In Team Intelligence, 23–32. Boca Raton: CRC Press, 2024. http://dx.doi.org/10.1201/9781003527206-6.

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Chick, Gareth. "Self-managed teams (SMTs)." In And the Leader is....., 158–63. London: Routledge, 2025. https://doi.org/10.4324/9781041054214-15.

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Bider, Ilia, Amin Jalali, and David Söderström. "Creating Self-managed Cross-Professional Teams with Metaphoric Business Process Support Systems." In Enterprise, Business-Process and Information Systems Modeling, 19–33. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-19237-6_2.

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Dasher, Jennifer, Lynne M. Koscielniak, and Shimon Jonathan. "Self-managed Team." In Bringing Set and Costume Designs to Fruition, 54–80. New York: Focal Press, 2023. http://dx.doi.org/10.4324/9781003217329-3.

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Annosi, Maria Carmela, Luca Giustiniano, Federica Brunetta, and Mats Magnusson. "The Emergence of New Organization Designs. Evidences from Self-Managed Team-Based Organizations." In Learning and Innovation in Hybrid Organizations, 255–68. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62467-9_13.

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Diaz, Ariel, and Philip Hazell. "Physical Wellbeing." In Longer-Term Psychiatric Inpatient Care for Adolescents, 145–51. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-1950-3_16.

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AbstractRegular physical exertion is protective against depression, promotes healthy sleep and may counteract the adverse metabolic effects of psychotropic agents. The Walker programme benefited for a time from the input of a sports psychologist, who provided tailored exercise programmes for most patients. The nursing team has continued to champion physical activity through use of an exercycle and rowing machine, ‘beep’ tests, group walks and games. Seizure disorders and Type 1 diabetes are the most common comorbid medical problems amongst the patient population, and usually require physician consultation. Metabolic health is monitored and managed per protocol when patients are prescribed second generation antipsychotics. Surgical problems arising from self-harm are common and include laceration, wound interference, ingestion of objects, and insertion of objects.

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Procter, Stephen. "Self-managed teams." In Encyclopedia of Human Resource Management, 354–55. Edward Elgar Publishing, 2023. http://dx.doi.org/10.4337/9781800378841.s.8.

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"Leading Self–Managed Teams." In Putting Emotional Intelligence To Work, 210–20. Routledge, 2012. http://dx.doi.org/10.4324/9780080547534-24.

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Whittington, C., and J. Wilson. "Self-managed Work Teams." In International Encyclopedia of Ergonomics and Human Factors, Second Edition - 3 Volume Set. CRC Press, 2006. http://dx.doi.org/10.1201/9780849375477.ch454.

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"Self-Managed Work Teams." In International Encyclopedia of Ergonomics and Human Factors - 3 Volume Set, 2362–65. CRC Press, 2006. http://dx.doi.org/10.1201/9780849375477-470.

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Тези доповідей конференцій з теми "Self-managed teams"

Aznar, M., M. L. Martinez, J. Zacares, A. Ortega, F. Gonzalez-Espin, and J. Lopez-Sanchez. "Self-managed teams." In 2012 IEEE Global Engineering Education Conference (EDUCON). IEEE, 2012. http://dx.doi.org/10.1109/educon.2012.6201102.

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Searles, Patricia. "Self-managed service teams." In the 25th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1997. http://dx.doi.org/10.1145/266064.266778.

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Kohnova, Lucia, and Nikola Salajova. "Agile organization: Introducing self-managed teams." In Management Trends in the Context of Industry 4.0. EAI, 2021. http://dx.doi.org/10.4108/eai.4-12-2020.2303550.

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Nosek, J. T. "Increase organizational effectiveness: Support self-managed IS development teams." In the ACM SIGCPR conference. New York, New York, USA: ACM Press, 1988. http://dx.doi.org/10.1145/57216.57239.

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Lima, Rayfran Rocha, Marcelo Santana Costa, Ana Carolina Oran, and César França. "Factors that Boost and Hinder the Transition from Traditional to Self-managed Teams." In SBQS '22: XXI Brazilian Symposium on Software Quality. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3571473.3571489.

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Lim, JoAnne Yong-Kwan, and Laku Chidambaram. "A Longitudinal Comparison of Leader-Follower Relationships between High and Low Performing Self-Managed Work Teams in Virtual Settings." In 2011 44th Hawaii International Conference on System Sciences (HICSS 2011). IEEE, 2011. http://dx.doi.org/10.1109/hicss.2011.15.

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Salminen, Carita, Anju Marjamaa, and Vesa Salminen. "Social Support in a Self-Organizing Project Team." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002271.

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Анотація:

The competitive environment is in turbulence and businesses are in a rapid digital and sustainable transition. This means challenges for organizations and the leadership of teams. Leadership is under uncertainties and pressure coming from inside and outside the team. Also, project team members face many stressful situations that cause uncertainty. Uncertainty stemming from the pressure of project work can be managed through social support. Projects are characterized by being time-limited and goal-oriented. For this reason, project teams face tough time pressures, which increase the workload of their members.Additionally, project teams are put together for a specific task, so their members may not have worked with each other before. A project team and even individual team members may work independently through self-organized tasks while having the same team objective. The basic nature of project work means that project team members are in a position from the beginning of a project where they can face quite a lot of uncertainty and stressful situations. In this work, social support refers to the means of interaction that alleviate the feelings of uncertainty that arise in stressful situations (Mikkola 2020). A project team tends to pay more attention to task-oriented processes, leaving less attention to relationship-centered interaction processes (DePoel et al. 2014), which include social support. Social support is known to have several positive effects in working life (Reinardy 2009).The goal of this research is to describe the perceptions and experiences of team members about social support. The following aspects of social support were analyzed: How is social support and its relevance understood? What factors promote and hinder social support?In this article social support is described from the perspective of project team members in working life. Because social support is constructed and mediated through interaction between project team members, it was essential to look at it through its manifestation.The research setting in this research is qualitative because it describes the team members’ perceptions and experiences. The goal of this research was to collect genuine opinions on this topic, so thematic individual interviews were conducted. A semi-structured thematic interview was chosen to hear people’s perceptions, which enabled a more in-depth treatment of the phenomenon. Social support’s manifestation in the project team was analyzed according to the perceptions and experiences of interviewees.The results of this research help to understand the importance of social support for project teams. The results increase understanding of how social support manifests itself in team interaction and what factors promote and hinder its delivery and application. In addition, they deepen the understanding of what social support is needed for and what implications it is seen to have from the perspective of team members.Ref.De Poel, F., Stoker, J., Van der Zee, K. 2014. Leadership and organizational tenure asymmetry as determinants of project team effectiveness. Group & Organization Management, 39 (1), 532–560.Mikkola, L. 2020. Supportive communication in the workplace. Mikkola, L. & Valo, M. (toim.) Workplace communication. New York: Routledge.Reinardy, S. 2009. Beyond Satisfaction: Journalists doubt career intentions as organizational support diminishes and job satisfaction declines. Atlantic Journal of Communication, 17 (3), 126–139.

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Strelnikova, Tatyana V. "Peculiarities Of Communication Processes In Self-Managed Work Team." In RPTSS 2017 International Conference on Research Paradigms Transformation in Social Sciences. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.02.156.

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Messer, Matthias, Ju¨rgen Grotepaß, Ulrich K. Frenzel, and Jitesh H. Panchal. "Towards a Function-Based Collective Innovation Framework." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-86792.

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In this paper, we present a work-in-progress web-based framework to enable collective innovation via a combination of top-down structural and bottom-up self-organized processes in global enterprises. Problem: In current organizations, expertise is usually locked in discipline-specific project teams or departments based on existing product portfolios which restricts collective innovation through distributed networks of peers translating into increased innovation. Innovation projects are managed in stage gate processes using tools (such as proprietary project workspaces or product data management) that limit access to solutions on various levels of maturity/abstraction throughout the enterprise. Approach: Our approach to facilitate collective innovation in the early stages of product development involves identification and implementation of the following collective innovation mechanisms a) collective concept creation, b) collective concept selection, and c) collective information management. These innovation mechanisms are being instantiated in a web-enabled COllective INnovation (COIN) framework to synthesize collaborative bottom-up and structured top-down approaches fostering innovation. The COIN framework is thus based on self-organized collective innovation as well as function-based systematic conceptual design approaches thereby embodying both collaborative bottom-up and structured top-down structured aspects. From the proposed approach to collective innovation through innovation mechanisms and web enabled tools for implementing collaborative bottom-up and structured top-down structured aspects, global enterprises can benefit from the COIN-framework in fostering synergetic R&D-collaborations, know-how transfer and technology scouting during the early stages of product development. The value to global enterprises can further be significantly increased through application-tailored subspaces consisting of a collection of entities, loosely related by user-defined information links (e.g., tags), as exemplified for a sealing subspace and corkscrew design example in this paper.

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Kim, Kahyun Sophie, and Lisa D. McNair. "Self-managed teaming and team effectiveness in interdisciplinary capstone design." In 2010 IEEE Frontiers in Education Conference (FIE). IEEE, 2010. http://dx.doi.org/10.1109/fie.2010.5673590.

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