Implementation plan for self-directed work teams a review of the Implementation Plan for Self-Directed Work Teams for Marconi Communications, Milwaukee, WI /Roberts, Erica. January 2002 (has links)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2002. / Field problem. SUPPLEMENTARY BINDER STORED IN ARCHIVES. Includes bibliographical references.
Thesis (Ph.D.) -- McMaster University, 1998. / Includes bibliographical references (leaves 149-166). Also available via World Wide Web.
Extending organizational contingency theory to team performance : an information processing and knowledge flows perspective /Leweling, Tara A. January 2007 (has links)
Thesis (Ph.D. in Information Sciences)--Naval Postgraduate School, September 2007. / Dissertation Advisor(s): Nissen, Mark ; Arquilla, John "September 2007." Includes bibliographical references (p. 239-277). Also available via the Internet.
Garczynski, Carrie Ann.
(has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1999. / Field project. Includes bibliographical references.
An evaluation of the interventions utilized by manufacturing organizations in the Eastern Cape to ensure the optimal implementation and functioning of self-directed work teamsMey, Michelle Ruth January 2001 (has links)
Organisations worldwide are attempting to increase individual job satisfaction, productivity and efficiency by implementing work teams. This research study evaluates the interventions considered necessary to optimally implement and maintain self-directed work teams (SDWTs). In order to complete this study it was necessary to address the characteristics associated with SDWTs, problems commonly experienced during implementation and functioning of SDWTs and the identification of the interventions used to promote the successful implementation and maintenance of SDWTs. These objectives were achieved by means of a comprehensive literature study. Subsequent to the literature study, a process model for the successful implementation and maintenance of a SDWT within a South African organization was developed. Thereafter, a questionnaire was developed based on the findings of the literature study and distributed to a randomly selected population. The objective of the questionnaire was to evaluate the interventions utilized during the implementation and maintenance of SDWTs. The results of the empirical study were statistically analysed and interpreted. Finally, conclusions and recommendations were made. The most important recommendations are as follows: Firstly, the trade union must be consulted and involved in the decision to implement SDWTs. Members of the team must be exposed to training interventions prior to the implementation of the SDWT. Thereafter, team members must undergo advanced training in interpersonal and problemsolving skills. Salary and reward structures within the organisation must be adapted to suit a teambased environment. Finally, the success of the SDWT will depend on the support provided by management. Management needs to exhibit total commitment to the change on a continuous basis.
Much confusion surrounds the term 'self-directed learning', which presently describes a process, a goal, a teaching technique, and an outcome of that teaching. As a process, the literature concentrates mainly on how individuals learn, with little reference to groups that can be as selfdirected as individuals. The purposes of this study were: (a) to reduce conceptual confusion by creating a typology distinguishing different processes of self-directed learning; (b) to explore the phenomenon of group self-directed learning; and (c) to illustrate the effect of environment on learning, and the complex learning dynamics in group settings. This project arose somewhat differently from typical doctoral research. Data from two unrelated field studies conducted for other purposes, completed before this thesis work began, each illustrated self-directed groups learning informally in the contexts of community action and innovative small workplaces. A subsequent review of the literature indicated a lack of attention to this form of group learning, and the field studies were then re-analyzed from this perspective. As a result of the literature review and data re-analysis (1) a typology emerged from the literature review that divides the process of self-directed learning into three forms, each of which is context sensitive but between which learners can continually move back and forth; (2) it appears that the term 'autodidactic' can apply to specific groups which are both self-organized and self-directed in their learning efforts; and (3) that the term 'autodidaxy' as presently defined is as conceptually confusing as the term 'self-directed learning'. This confusion is reduced by the typology proposed by this thesis. Minor findings indicate two continuing problems. The first is reluctance by some to accord non-credentialed learning the value it deserves, and the second is the difficulty often encountered in transferring knowledge from the site of learning to the site of application. This study concludes that 'informalizing' some formal curricula, and encouraging self-directed learning at all levels and in all contexts, may provide some of the tools necessary for living and learning in the twenty-first century.
The interaction between self-management and two types of work team in a knowledge-based organisation located in Singapore /Tan, Mary Kim Choo. Unknown Date (has links)
Thesis (PhD)--University of South Australia, 2002.
Thesis (D. Min.)--Bethel Seminary, St. Paul, MN, 2001. / Abstract. Includes bibliographical references (leaves 248-259).
(has links) (PDF)
Thesis (D. Min.)--Bethel Seminary, St. Paul, MN, 2001. / This is an electronic reproduction of TREN, #046-0053. Includes bibliographical references (leaves 248-259).
Thesis (M.S.)--Virginia Polytechnic Institute and State University, 1993. / Vita. Abstract. Includes bibliographical references (leaves 116-122). Also available via the Internet.
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