This study is based upon the premise that overall team performance is the sum of the team's performance in several individual team processes. The purpose of this study was to develop a tool to measure performance in each of these individual team processes. This study begins the measurement development cycle by developing a tool that uses direct observation to collect data on team processes. The tool was then tested in a battle simulation being used as a C2 training exercise. The study showed that (1) the team process performance can be measured using direct observation, and (2) non subject-matter experts can accurately and reliably rate team performance by using the data collection tool. The tool developed here relied on an observer to rate the command team on 43 items concerning ten team processes. Ratings were collected on visual analog scales that were overlaid with a Likert-type template for analysis. The results showed that six of the ten constructs were measured reliably and validly. However, inter-rate reliability was shown to be an issue to be overcome in future studies. The implications of this weakness, the potential of this line of research,and potential tool design changes are discussed in this thesis. / Master of Science

Thesis (M Cur)--University of Limpopo, 2011. / Title: The exploration of the effective use of team nursing amongst professional nurses in Dr George Mukhari Hospital. The aim of this study was to determine the effective use of team nursing amongst professional nurse with the purpose of determining the barriers of the effective use of team nursing amongst professional nurses. Background: Nationwide after the Second World War the professional nurses were still scarce, although a small number of nurses had been trained. Nurses are constantly being challenged to seek ways of improving patient care, not only for the benefit of patients, but for the profession itself. The introduction of team nursing resulted in improved quality patient care. Objectives: To determine the effective use of team nursing amongst professional nurses To determine the role of team nursing in patient care To determine the barriers of the effective use of team nursing amongst professional nurses Method: A descriptive approach was used to determine the effective use of team nursing amongst professional nurses, the role of team nursing in patient care and the barriers of the effective use of team nursing. The sample consisted of professional nurses working in the theatres, intensive care unit and the surgical wards. Data was collected using questionnaires from professional nurses working in the different nursing units. A hundred and twenty (120) questionnaires were distributed to the respondents and the response was eighty five (85%) that is (102) questionnaires were completed. Data was coded by the researcher and analyzed by a statistician using a statistical computer program called SAS (Statistical Analysis System), and presented in figures and tables. Results: The results of the data collected reveal that poor communication, negative attitude, lack of cooperation and the autocratic leadership style are the barriers of the effective use of team nursing amongst professional nurses. The results show that team nursing has a lot of advantages for patients. Conclusion: The findings will be used to develop strategies to remedy the barriers of the effective use of team nursing amongst professional nurses to improve the quality of patient care rendered. Team nursing is still the best nursing care assignment method in caring for patients. Key Words: Effective, Exploration, Nursing, Professional, Professional Nurse, Team, Team Nursing.

Previous research showed teamwork with diversity experts¡¦ members can deal with changing rapidly and complicated external environment in which organizations face. Coach can help individual to build knowledge and skill for career development. Previous research foused on individual coach. Teamwork is quite different from individual work, so individual coach should be revised for teamwork application. This study targets at 167 R&D teams from high-tech industry in Taiwan using SEM and regression to test ¡§Team Coaching Theory¡¨ posited by Hackman & Wageman and the moderating effect of Team Reflexivity. The results show: 1. Team coaching positively influences team performance processes and then ehance team effectiveness. 2. Team reflexivity will positively moderate the relationship between team coaching and team performance processes, which means the relationship between team coaching and team performance processes will be higher in teams when team reflexivity is higher than lower. 3. Team performance processes will mediate team coaching and team effectiveness. Team coaching fosters team performance processes and then team effectiveness. Reflexivity of whole team members¡¦ also enhance the effect of team coaching on team performance processes. The results are consistent with shared leadership. Training team members manage themselves to foster R&D team effectiveness. The results of this study will discuss the implications for academy and practice application.

The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.

Abstract: Title¡GThe Study of Team diversity, conflict and Team performance School¡GNational Sun Yat-Sen University Department ¡G Institute of Human Resource Management Academic year¡G2007 Author¡GJui-Shan Hu Adviser¡GDr. Bih- Shiaw Jaw Due to globalization competition of companies, the team diversity trend of managing team aggravates day by day, and team conflict-generating probability increase greatly. The previous literature related to multi-tonic team concentrates on team specialty and characteristic mainly, rarely focuses on the emotion and discusses it. If any research covers the emotional issues, the scope limits in individual emotion quotient as the major thread. Every person has different emotion, relatively, every team has different emotion also, some discovery indicates the team with higher emotion quotient has better ability to conduct and negotiate opinion difference of members, hence, producing better team performance. (Druskat & Wolff, 2001; transferred from Jordan et al., 2004) Group emotional intelligence establishment enables to encourage open and accept non-identical opinions and argumentation, enables to strengthen the positive effect the crash stimulates and weaken the negative impact the crash also gives (Jehn, 1995), hence, how can team pass through emotion quotient establishment in such culture, to reduce the negative impact the crash brings, so benefit the whole team performance. It is like , each member has his own characteristic, needing to pass collection and consensus reaching to gain the victory, this article is based on such background, envisage in the angle of team performance to understand how the team diversity influences team inharmonic and investigate the interference eclipsing team performance by correlation between group emotional intelligence and team conflict. This article uses questionnaire survey, by 244 effective samples from team¡¦s response, and by iterative analytic skill to process dates analyze, the result shows: 1. The task crash inside the team can boost team performance. 2. The relationship crash inside the team may eclipse team performance. 3. The group emotional intelligence adjustment dominates the relationship between crash and team performance, it approves establishing group emotional intelligence inside the team makes team members produce reliability, it can help reduce the negative impact the crash brings on the performance, for example: the inharmonic and negative temp on people relationship.

Due to the progressive development of science and technology, globalization has become the main trend in the 21st century and, consequently, teamwork cooperation has been the key for achieving successful enterprise organization. However, the individual background and profession as well as other factors will bring out different emotional attitudes and behaviors; conflict within a team will then arise. How a team can be flexible and efficient at low cost, is the critical focus of its existence. Empiricism is employed to analyze the correlation between team performance and the team¡¦s EI, conflict, as well as social capital expenditure on the part of the organization. The results of questionnaires revealed the following: I.Establishing a positive environment and team evaluation system has a significant influence on team performance when the social capital of an organization is involved. II. Conflict has an interference effect on a team¡¦s EI and performance. (a)Task conflict: when multiple performance management is involved in the conflict there¡¦s a significant moderating effect on team performance. (b)Relationship conflict: when feedback is involved in the conflict there¡¦s an insignificant moderating effect on team performance. III. Team conflict has an interference effect on the EI social capital of an organization. A. Task conflict (a)When multiple performance management is involved in moderating conflict there¡¦s a significant influence on the social capital of an organization. (b)When team evaluation is involved in moderating conflict there¡¦s an insignificant influence on the social capital of an organization B. Relationship conflict (a) Establishing a positive environment involved in moderating relationship conflict has a significant influence on the social capital of an organization. (b) Conducting team evaluation involved in moderating relationship conflict has a significant influence on the social capital of an organization.

With the enhancing trend of internationalization and labor globalization, the Global Team¡¦s management is an emerging cross-cultural issue that contemporary enterprises need to manage. Earley and Ang (2006) suggested that Cultural Intelligence (CQ) is an outsider's natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner. According to National Institute for advanced conflict resolution' research, American managers spend 30% time dealing with the team conflict in average. Brett, Behfar, and Kern (2006) also indicated that global team¡¦s performance will be suffered if team leaders are not able to handle team conflicts properly. Based on the literature review, the aim of the current study is to explore how the global team members adjust the team performance via their CQ under the team conflicts. Accordingly, the author used Case Study and found the six propositions as below after interviewing 10 global team members: Proposition 1: the degree of enterprises¡¦ internationalization will affect the selection principles of the global team members: high degree internationalization of enterprises¡¦ recruitment rule would focus on organization¡¦s requirement and member¡¦s profession, instead the nationality of members. Proposition 2-1: As a global team member belongs to a relatively few nationality owners, the one easily takes task conflict as relationship conflict. Proposition 2 -2: As a global team member belongs to a relatively few nationality owners, the one with high CQ does not easily takes task conflict as relationship conflict. Proposition 3: Global team¡¦s relationship conflict makes lower team performance than task conflict. Proposition 4: The global team¡¦s leader with high CQ could reduce team¡¦s conflict but the subordinate with high CQ could not reduce team¡¦s conflict. Proposition 5: The global team¡¦s leader with high CQ could reduce the negative influence of relationship conflict on team performance. Proposition 6: The global team¡¦s leader with lower CQ could be trained by companies and cultivated by organizational cultures.

In this study, we explored the antecedents, consequences, and boundaries of team effectiveness and organizational performance. Specifically, we examined the relationship between team leadership and team effectiveness, and the relationships between team and organizational performance. We collected data from 15 ocean vessel teams and four executive & middle-level managers. The results showed that both team climate and team leaderships had a positive effect on team effectiveness. In addition, team effectiveness was positively related to organizational performance.

ABSTRACT The purpose of this study is to investigate the effectiveness & influence of paternalistic leadership on top management team. Finally, we want to understand which element of the paternalistic leadership has effective influence on echelon team effectiveness. And the adaptability of paternalistic leadership model on echelon team leading. This study is according to 840 effective cases from 120 echelon teams belong to primary schools in the country, installed 6 team members completely. It is adopted SPSS FOR WINDOWS as the tool for sampling data in descriptive statistic and examination the correlated coefficient Cronbach¡¦s £\ of all variables. Relativity analysis is used to analyze the relationship among all variables. Block regression analysis is used to examine the predictability of team effectiveness in each element of paternalistic leadership and the paternalistic leadership model. The results are present in below. 1. The elements, benevolence and moral, have significantly positive prediction on echelon team effectiveness, including team performance, team commitment, team cooperation & leading satisfaction . 2. The authoritarianism has significantly negative expectation on echelon team effectiveness excluding team performance. 3. The paternalistic leadership model has significantly prediction on echelon team effectiveness. 4. In paternalistic leadership model, authoritarianism hasn¡¦t negative reaction on team performance & team commitment. Keywords: team leadership, paternalistic leadership, echelon team, team effectiveness

Abstract Because of the global competition, the work in a position becomes complex and needs to cooperate with others now. In a team, everyone with different characters has to use his or her ability to assist a team in finishing the mission. Actually the cooperative relationship between Taiwanese and Japanese companies is quite close. No matter the business companies or the educational groups have got to rely on multinational cooperation. But the managerial philosophy of Japanese teams and Taiwanese ones is very different. This research expects to compare the different behaviors between the students¡¦ corporations in Taiwan and Japan, which hope to find out the causes to cooperate with each other. That could be a reference for the teamwork of Taiwan and Japan. This research is based on Taiwanese and Japanese students¡¦ team behaviors. The goal of it discusses whether the organizational character and the process of its performance are different or not. According to the thesis of national and foreign educators, they focus on teams¡¦ participation, process and production, and mention a conceptual framework based on the organizational character, implementing process and team¡¦s performance by the independent variable of organizational character, by the intermediary variable of team implementing, and by dependent variable of team performance. This research interviewed the students of commercial and managerial department in Taiwan and Japanese by the way of questionnaire. To analyze 214 valid copies (78 copies from Taiwan, and 136 copies from Japan) reaches a conclusion: it is related between team organizational character, team implementing, and team performance. In the aspect of team performance, it also reveals that working design, mutual relations, and social support affected group performance between Taiwan and Japan very much. Conclusions: 1. Each team needs variable kinds of members, such as ones who are creative, are capable to analyze questions, are good at communicating, or are gifted to implement. Thus, in order to arrange a team with the best performance, it should analyze members¡¦ personality, which can let members have appropriate positions, and predict each member¡¦s different behavior. 2. Both of teams in Taiwan and Japan quite emphasize on what members design at work, and on which level to participate activities. In fact, there are two aspects to consider for working design: profession and spontaneity. Working design is considered to combine the different levels of profession and spontaneity, because those professional factors, like the variety of skills, the integrity of missions, or the meanings of missions, etc. influence the common sense of meanings of working. Furthermore, the spontaneity affects members¡¦ responsibility at work. 3. This research uncovers that the teamwork in Taiwan is effective than that in Japan, because Japanese students pay attention on the coordination of other¡¦s, and Taiwanese students emphasize on the entire group¡¦s interaction instead. Even though Taiwanese members consider that it is prior to finish missions, this research also figures out that the influence of social support, such as working atmosphere, psychological aspect and relations are also quite important. 4. In order to overcome problems to cooperate caused by different nations and background, the members can receive diverse trainings of social relations, or conflict management. To establish the positive atmosphere to communicate and to strengthen believes between members can help inspire teamwork¡¦s implementing and creativity. Teamwork is not a cure-all, so it should understand why a company needs teamwork. Nowadays Japanese companies in Taiwan need Taiwanese managers to increase their competitions. The question is how to arrange them to reach the best performance, not how to let a teamwork implement. Thus, only when effectively to use Taiwanese managers can teamwork perform very well. In conclusion, this research can provide the difference of conception of teamwork between students in Taiwan and Japan, and the causes that members have to conquer and strengthen in teamwork.