Over the past several years, both government and the profession of pharmacy have acknowledged that pharmacists are not being used to their full potential in our health care system. In order to advance the profession of pharmacy in this area, guidance on how pharmacists can be integrated need to be investigated.<p>The purpose of this study was to identify how to integrate a pharmacist into an already established primary health care team, at the Student Health Centre at the University of Saskatchewan. The project was divided into three phases: defining the role of the pharmacist, implementing the proposed role and then evaluating and prioritizing the role. Using action research, an expert panel consisting of established primary health/ambulatory care pharmacists from across Canada helped to identify possible clinical activities for a Student Health Centre pharmacist. The results were presented to the primary health care team, who then collaborated with the pharmacist and researchers to define the role of the pharmacist. Once an agreement was reached, a pharmacist provided eight weeks of full-time clinical services. Upon completion, focus groups with the primary health care team members were used to evaluate the pharmacists clinical services.<p>The role of the pharmacist was tailored specifically for the student health care centre selected for the study. However, the process of integrating and evaluating the role of the pharmacist, will serve as a template for other pharmacists desiring to be involved in any primary health care team interested in expanding their multidisciplinary service.

Purpose: The purpose of this thesis is to provide a holistic understanding of how Facebook is used by professional team sport organizations to strengthen customer based-brand equity and how these attempts are perceived by the customers with a focus on the derived benefits. Frame of reference: Customer-based brand equity is conceptualized, modified and employed to the realm of Facebook. Moreover, a communication model is modified in order to link marketing communications in a hypermedia environment with customer-based brand equity.  Methodology: An abductive approach is chosen and a collective case study applied as research strategy. The selected cases are Manchester United and Arsenal London. Firstly, quantitative content analysis is used to analyze the Facebook pages of both cases. Secondly, eleven semi-structured interviews are conducted to understand the customer’s perception of and values associated with the respective club’s Facebook page. Conclusions: The findings of this thesis show that a firm’s usage of Facebook as a medium of communication can strengthen customer-based brand equity. While in both cases most Facebook content evolves around product related posts, it is found that the clubs communicate slightly different. Arsenal posts significantly more non-product related content involving fans than ManU. The communication tool that is most intensively used by both organizations is the link, forwarding users to the official website. The identified benefits on behalf of the interviewees embrace fan identification and peer-group acceptance as well as socializing/companionship, emotions and entertainment. Visuals have been identified as important among the sample. Customers strongly value content that evolves around non-product related posts that focus on fans, while fan integration is generally demanded in a more qualitative manner

Kvinnor har uppfattats som effektiva i ett transformativt ledarskap vilket även haft en positiv inverkan på ett effektivt samarbete i en arbetsgrupp. Ett effektivt samarbete krävde gemenskap i arbetsgruppen vilken kunde kompliceras av såväl arbetsrelaterade som relationsrelaterade konflikter. Åtta kvinnliga mellanchefer intervjuades med fokus på deras arbetssätt som chefer och deras uppfattningar om eventuella skillnader mellan manliga och kvinnliga medarbetare och kollegor i olika avseenden. Resultatet från en kvalitativ innehållsanalys visade att ett effektivt samarbete krävde såväl tydliga arbetsroller och mål som en gemenskap med och förståelse för varandra. Kvinnliga medarbetare upplevde ett behov av relationer i arbetsgruppen och ett psykosocialt stöd. Män upplevdes fokusera på arbetsuppgiften med behov av ett praktiskt stöd. Intervjudeltagarna ansåg att gemenskapen i arbetsgruppen oftast komplicerades av relationsrelaterade konflikter vilka även upplevdes problematiska att lösa. Samtliga intervjudeltagare hade erfarenhet av ett stödjande mentorskap och föredrog en kvinnlig mentor.

Syftet med föreliggande studie är att utifrån fotbollsdomares redogörelser beskriva interaktionen som sker inom ett domarteam. Urvalet bestod av tre fotbollsdomare och fem assisterande fotbollsdomare i två stycken Division 2-serier, herrar i Sverige, 2010. Det har sedan tidigare saknats teoretisk kunskap om fotbollsdomarnas interaktion. Denna studie vill därför uppmärksamma allmänheten om ett möjligt svar angående hur den verkar inom ett domarteam. Studiens datainsamling genomfördes via en kvalitativ forskningsmetod med hjälp av tre fokusgruppsintervjuer. Resultatet efter dessa fokusgruppsintervjuer visar att fotbollsdomarnas interaktion är märkbart styrd av den hierarkiska strukturen inom ett domarteam. Domarteamet bör även samarbeta genom att förstärka kollegornas domslut under matchen, trots att medlemmar inom domarteamet kan ha avvikande uppfattningar angående den specifika situationen. Det har även betydelse för interaktionen att fotbollsdomarna och de assisterande fotbollsdomarna agerar utefter sina tillsatta roller inom domarteamet. En rekommendation för denna studie är att den skulle kunna appliceras i två olika sammanhang, dels för domare inom idrottsliga kontexter, men den kan även vara användbar inom andra sammanhang där likartade grupper utanför den idrottsliga arenan interagerar för att genomföra en gemensam uppgift.

Background: An increased load on the European elite football players is seen; both physically, with more matches with the national teams and the club teams, but also mentally. To play football on the highest level induce a high injury risk with injury incidences very high, both in the national team and in the club teams. Objective: To investigate the injury risk among elite football players in UEFA Champions League when playing in their clubs compared to international matches with their national team respectively. Further the objective also was to study the injury incidence and injury pattern differences between national team players and non national team players. Materials and methods: In this study 3233 player seasons were registered for 6141 injuries from 134 UEFA Champions League team seasons, during the seasons 2001/2002 to 2009/2010. Existing data from UEFA research group consisted of injuries, exposure, anthropometric data etc. The author collected data regarding national team exposure. Definitions of injury severity, injury categorization, injury incidence are standard definitions and the definition of being national team player or not were given by the author. Results: The baseline data showed that the national team players played more matches, had more match injuries, had a higher match exposure and were younger. No large differences are seen in injury incidence in the type of injuries. Some specific injuries as Achilles tendon, low back pain and ACL are more common in matches whit the non national team players, while knee MCL injuries are more common among the national team players. The non national team players had more absence from injuries. When comparing the both groups in injury incidence in total, there were no differences. Discussion: The results of this study can be compared to other similar studies, because of the same procedure regarding injury incidence etc. as consensus. The figures in this study show the same figures as other studies in the same subject. Conclusions: The injury incidence and injury pattern do not diverge from one another or from earlier studies on the same topic. The noteworthy finding is that the players who play for the national team have not a higher injury incidence than the players who do not play for the national team.

Under de senaste decennierna har det blivit allt populärare att organisera olika typer av verk­samheter i team. Vår avsikt med detta examensarbete var att skapa en förståelse för vad ett team är, när team är det bästa arbetssättet, hur man förankrar ett team samt vilka faktorer organisationer bör ta i beaktande i strävan att skapa ett väl fungerande team. I vår empiriska undersökning genomfördes semistrukturerade intervjuer med ledningen och teamledarna inom en organisation som nyligen infört en teambaserad organisation. I resultaten speglas ledningens och teamledarnas upplevelser av denna process. Våra resultat visar att det finns många faktorer som bör tas i beaktande då man organiserar verksamheten i team. Det som ter sig mest problematisk i den här skildrade processen är att hitta en balans mellan tillräckliga riktlinjer för teamen samtidigt som att ge dem tillräcklig autonomi för att de ska känna sig delaktiga. Ett sätt att hantera problematiken skulle kunna vara att ledningen försöker se till de individuella behoven hos respektive teamledare för att utifrån dessa komma fram till vilket stöd och vilken typ av riktlinjer som skulle kunna vara lämpliga. Teamledarna skulle också kunna ta hjälp av varandra för att tillsammans definiera rollen, få en klarare bild av vad upp­giften innebär och vilka behov de har för att kunna leva upp till egna och andras förvänt­ningar.

The use of team has expanded dramatically in response to competitive challenges. In addition, academics have increasingly selected teams and team effectiveness as important areas for research in response to the increased use of teams in organizations (Cohen & Bailey, 1997). The influence of group was has manifested itself in many ways (Gusso & Dickson, 1996). Meanwhile, Moreover, a recent finding suggests that while cultural factors are important in the economic growth in the Far East (Hall & Xu, 1990), especially in organizations. Hofstede (1980) pointed out the difference of values between Chinese and American is obvious. Thus, most theories chiefly have been limited to the United States, where the vast majority of such studies were conducted (Erez & Earley, 1993). However, the process of globalization has created opportunities for transferring managerial techniques across cultures, and such attempts have not always been successful (Adler, 1986; England, 1983; Hofstede, 1980; Jaeger, 1983). Failures in transferring methods of human resource management across cultures suggest that culture acts as a moderator in the relationship between managerial techniques and employee behavior (Erez & Earley, 1993). The purpose of the present study is to investigate the effects of team members¡¦ identification in top management team that expose Chinese culture of ¡§quanxi¡¨ on team performance. The work took an innovative perspective to investigate the invisibly managerial role in Chinese team. In order to develop the initial exploratory surveys, the work will integrate Chinese cultural influence within current work on teamwork of role identity theory, social identity theory, leadership and commitment in whole discussion. On the basis of the study findings are congruent with role identity theory, and Chinese culture of ¡§quanxi¡¨ affects on team members¡¦ identity and commitment in Taiwanese top management team remarkably. In addition, perceived the leader¡¦s expertise and interpersonal competency shows positive attitudes toward team members in terms of contribution to their commitment on team. The significant results propose the informal team exists in team leader¡¦s recognition that is hided in formal team in organizational structure. At the same time, formal team members possess commitment on informal team unconscious. That is, the six propositions are built in such a way. Proposition 1: The past existence of social ¡§quanxi¡¨ in Chinese culture among team members influences their role identities and behaviors respond to other members in Taiwanese top management team. Proposition 2: The past existence of social ¡§quanxi¡¨ in Chinese culture contributes to the positive strength of team member¡¦s commitment on team in Taiwanese top management team. Proposition 3: The past existence of social ¡§quanxi¡¨ in Chinese culture may inspire team member¡¦s commitment on other members¡¦ expectations in Taiwanese top management team. Proposition 4: Team members perceived leader¡¦s behavior and leadership may affect the relationship between team member¡¦s identity and team member¡¦s team commitment in Taiwanese top management team. Proposition 5: The existence of informal team is hided in the formal team in organizational structure in Taiwanese top management team. Proposition 6: The members in formal team commit on informal team unconsciously in Taiwanese top management team.

Abstract Enhancing national and corporate competitiveness in the trend of globalization has been the commonly sought strategic vision for both the public and private sectors of the 21st century. Management of human resource is one of the many important factors that may result in a successful realization of the strategic vision. Providing a more complex social function, which includes dealing with public affairs and providing public property, public sector plays a whole different role than the economic exchange of market performed by the private sectors (Baldwin,1987; Rainey,1983). The multiple roles taken on by various government institutions necessitate them to be simultaneously concerned with the practices of social fairness, responsibilities, and justice while performing their routine functions of promoting employment rate, economic development, social welfare and security policies etc. This results in a working context different from that of private employees with its characteristic diversified or even mutual-conflicting job goals which give rise to occasional confronting situations. Characterized with its diversified differences of demography, job nature and specialized expertise, government sectors have long been challenged in the area of personnel management by the social capital impact suffered from the conflicts and negative emotions exhibited by their team members. Organization which based its development on the heroic single-handled or self-content way of management will soon find itself struggling to survive in a fast-changing and intensive competitive environment which emphasizes on teamwork and strategic alliance. ¡§Social capital¡¨ is commonly known as a relative new concept proposed in the wake of conventional manpower capital, organizational capital and customer capital. It is regarded as an extremely important new alternative as an intellectual capital to the organization in the net-economics. Simple defined as ¡§the potential power of social connections,¡¨ the basic premise of ¡§social capital¡¨ is founded on the consequential supposition that an individual or a team with better interpersonal relationship network will better its chance to attain organizational goal by mobilizing resources available in the organization. If, when mobilizing its team members, governmental sectors adopt the concept of social capital, they can dissolve obstacles of integrating cross-departmental human resources originated from sectionalism. In short, governmental sector with good and established personal network will succeed more easily in forming its team-based organization. The long-held negative pubic impressions of perfunctory observance of routine job, corruption and dysfunction, arrogance and carelessness presented by the administrative system have recently worsened by a series of major events of public engineering, such as the incident-ridden THSR. This indicates a bureaucracy that seriously lacks of crisis consciousness and maneuverability as well as a deficiency of courage to actively take on responsibility and flexible adoptability. Asides from those practices stipulated specifically in law, there are some vague areas existing in the legal margins. Confronted with this ambiguity, public servants are subjected to the stress of having to make unnecessary personal choices (Zhan Jing-fen, 2001) that keep mounting on in an unceasing sequence. To make things worse, their existing stress is added by the pressure from the tedious work of governmental reengineering program. As such, emotion management aiming at releasing stress and pressure is currently gaining increasing attention from the public. Intending to explain the correlation between the diversification of and conflicts in the team-based organization of government institutions and the social capital, this study will further explore how and what organization network, norms, trust, recognition, and promise that team-based governmental organization can construct in their application of personnel management strategy when faced with goal discrepancy, negative emotions and trans-departmental conflicts. Hopefully, we may provide a useful reference for various public sectors that set their minds on creating an organization based on the culture of mutual trust, cooperation, co-existence and shared-prosperity. Finally, a new culture of job recognition and value-directed attitude of public servant will then transform into the core value of active public service.

Hambrick and Mason¡]1984¡^, with their ¡§upper echelon¡¨ perspective, proposed that top managers had great influences on organizational performances. Then, more and more scholars paid attention to the issues of the top management teams¡]TMT¡^. Although the impact of top management teams has been widely studied, research that tests the applicability of TMT variables on MNC is zero. The top management teams of the MNC included expatriates and local managers¡]Tung, 1982; Zeira and Shenkar, 1986¡^, would show higher richness and variety. Therefore, this study will use two independent variables: ¡uthe strategic roles of MNC subsidiaries¡vand ¡uthe nationalities of the MNC¡vto study the influences of these two independent variables on the traits, heterogeneity and interaction of the top management teams of the subsidiaries in Taiwan. The traits of the top management teams included the percentages of the local managers, average age, educational level and organizational tenure of the top management teams. The heterogeneity of the top management teams included the variation of the age, educational level and organizational tenure of the top management teams. The interaction of the top management teams included the extent to the social integration, communication frequency, and informal communication of the top management teams. Using ANOVA analysis on samples of 46 manufacturing MNC subsidiaries in Taiwan, the study finds that the strategic roles of the MNC subsidiaries have significant influences on the educational level, social integration and communication frequency of top management teams. In addition, the nationalities of the MNC have significantinfluences on the age, educational level and organizational tenure.

Facing the unceasing challenges of new technology, the use of virtual teams as the future organization structure has become more and more common. The objectives of this thesis are to investigate members¡¦ behavior in each stage of group development adopted from Tuckman¡¦s five-stages model, and to find out the impact of critical behaviors on virtual team¡¦s collaborative performance. This thesis selects nine learning-task oriented virtual teams composed by part-time graduate students in cyber university of NSYSU and probes into the theme of each groups¡¦ discussions by content analysis approach. SYMLOG is applied to observe group member¡¦s behavior and construct the categories of content analysis. According to the research results, the critical behaviors of initial stage are active (U) and friendly (P) behaviors. During the middle stage, the existence of encouragers and followers should improve group development towards high performance. In the final stage, group members shall be able to shift the communication focus from emotionally expressive (B) to instrumentally controlled (F) in order to reach superior effectiveness. Therefore, the findings of this thesis will provide some suggestions about member¡¦s behavior, facilitate group development, and improve virtual team¡¦s collaborative performance.