Project course is the necessary course of MIS departments of domestic universities at the present day. A team is composed of many students who are led by team advisor to apply the professional knowledge they learned and the human relationship skills they have. Team members develop information systems by communication¡Bcoordination and collaboration. In this research, the understanding of operation and critical factors that affected among members are studied. Our research found that the factors affected operation of team members are characteristics of team¡Bnorms of organization, and characteristics of project.. In detail, characteristics of team include the composition¡Bmotivation¡Bexperience of team members and the leading style of advisor. Norms of Organization include the standards of the course. Characteristics of project include the nature and the work structure of the project. Characteristics of team¡Bnorms of organization, and characteristics of project could affect the communication¡Bcoordination and collaboration of the team. Norms of organization would also affect the forming of characteristics of team. The process of team building would affect the achievement of task and the degree of satisfaction of team members.

The purpose of this thesis is to realize how team organization and team operation process affect team performance. The team organization and team operation process are very important issue to performance relation. We try to build three models to study how team organization¡]including team size¡A team member¡Aworking design¡Ateam norm¡^and team operation process (including team culture¡Aleadership¡A micro control for CEO ) affect team performance (including project performance¡A performance management). We found that : (1) working design¡Ateam culture and leadership are positive effect in project performance. (2) team norm and leadership effect in performance management. We analysis different team for the public and the private company. We found that¡G team norm and leadership are positive effect in project performance for the public company . (2) team norm and leadership effect in performance management for the private company. They have leadership common factor in performance management. Another , about differences for job teams¡Athey are different factor due to influence their project performance and performance management.

Corporations nowadays are in a highly accelerated stage, facing an ever-changing environment. It is no longer accomplishable by a one-man team to survive and prosper in such competitive environment. Hambrick & Mason¡¦s upper echelons theory points out that the top management team (TMT) is an organization¡¦s main decision maker, not individuals. The follow-up researches mostly focus on the relationship between TMT and organizational performance, but lack info on the construction of a TMT and its associated operations. It is therefore this research directs its focus towards how, when today¡¦s corporations start to adopt the TMT theory into their strategy, the number of team members, the selection process, member criteria, and the roles and responsibilities, are decided, and what elements will affect the conflicting communication and decision making process. This research is composed by case studies, and the following is a qualitative analysis conclusion of interviews with six corporations and seven senior managers: 1. There is a close-bonding relationship between the construction of TMT and corporation structure, managerial cognition, and corporation size. Mid-level and small corporations usually base their TMT selection on subjective decisions of the owners, while large corporations base TMT selections on protocols, through set channels such as recruitment or promotion. 2. TMT operation is related to corporation structure and owner¡¦s control. The role of TMT on major decision making depends on the owner¡¦s degree of empowerment. Communication between team members tend to be face-to-face communication, and senior management usually see positive conflicts to be of beneficiary value to the organization, while negative conflicts would be controlled under rules and protocols. It is therefore positive conflicts are not avoided, and actually encouraged, to increase innovation in the organization.

Since Cannon-Bowers, Salas, and Converse (1993) introduced the concept of mental models (MMs) to team performance research, theory and research have supported the idea that common cognitions among team members facilitate team performance. One of the processes that contributes to MM similarity is team planning. In this study, the influence of two planning approaches on MM similarity and team performance are compared for teams that have engaged in different teamwork and taskwork experiences. The purpose of the present study was threefold. First, I investigated the influence of team members' experience on their pre-planning teamwork and taskwork MM similarity. Second, I assessed the influence of pre-planning teamwork and taskwork MM similarity and two planning approaches on post-planning MM similarity. Third, I examined the influence of post-planning teamwork and taskwork MM similarity on team performance. I tested these relationships with 172 three-person ad hoc teams performing a problem-solving execution task in a lab setting. I employed a 2 (type of planning: casebased versus generative) x 3 (type of experience: teamwork, taskwork, combined teamwork and taskwork) fully crossed randomized between-subjects factorial design. Although none of the hypotheses were supported, experience significantly interacted with pre-planning taskwork and pre-planning teamwork MM similarity to influence post-planning MM similarity. Also, team performance was significantly influenced by post-planning teamwork MM similarity for teams assigned to the casebased planning and teamwork experience conditions. Speculations as to why the hypotheses were not supported and suggestions for future research examining the influence of experience and planning on MM similarity and team performance are provided.

Nowadays, team-based approach is a common organizational strategy in many organizations. The study of the effect of team characteristics on team performance becomes a popular issue for many researchers. In order to ensure high performance, it is believed that the organizational strategy has to coordinate well with the characteristics of the team members. Aiming to determine the significance of work values, this study uses team members¡¦ work values as a variable, and tries to establish a relationship among work values, team characteristics and team performance. The results of the study are as follows: 1. The work values of members with different educational background and tenure are not the same. 2. Work values correlates with team characteristics. 3. Team characteristics correlates with team performance. 4. Some work values correlate with team performance. 5. Team characteristics have an effect on team performance. 6. Work values have an effect on customer orientation and team confidence. 7. Process-oriented work values have an effect on team characteristics. 8. Goal-oriented work values have an effect on the improvement of team performance. 9. Process-oriented work values have an effect on work quality, work values and innovation factors.

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Thesis advisor: James E. Anderson / This dissertation contains three chapters, each investigating different topics on wages, employment and trade, based on a common team-production approach with the fundamental assumption that in real economy production is organized in teams of agents, each specializing in different tasks. In the first chapter, I present a model that incorporates multidimensional skill endowment for each agent and team production where team members completely specialize in different tasks into the standard Heckscher-Ohlin framework, and investigates the effects of skill distributions on trade and wages. The equilibrium is characterized by the "effective endowment", the part of endowment that is actually utilized in production, which depends on the team matches and the task specialization within matched teams. The paper shows that: (1) the endowment correlation between skill dimensions for each agent and the skill dispersion across agents, additional to aggregate endowment, both matter for the patter of specialization; (2) the different endowment distributions also generate different wage inequality across countries; a common job polarization patter is generated in all developed economics in the globalization era; (3) there are new gains from trade, attributed to potential adjustments of the effective endowment after integration. It provides an unifying framework to explain both the trade patterns and labor market outcomes between similar countries. It also reveals a new channel through which institutions may have effects on comparative advantage and trade. In particular, the effects of different educational policies and labor market institutions on trade through shaping the skill distributions in each country are highlighted. Moreover, by linking globalization to the labor market, it provides an alternative explanation for some stylized facts on wage inequality and employment changes. In the second chapter, I propose a framework based on the team-production approach to deal with asymmetric information. Information asymmetry may cause market failure. With multiple dimensions of private information and proper market segmentation, this problem may be mitigated or even solved. In a labor market example, there are heterogeneous types of managers and workers. Production is performed by manager-worker pairs. There exist multiple industries with production functions that differ in their intensities of manager/worker tasks. When managers' type and workers' type are both private information, those good managers (workers) choose to locate in industries with higher manager (worker) intensities given the bargaining power between managers and workers. Due to the market segmentation by different industries, each manager (worker) faces a trade-off between a higher pay-off to her own type in a manager-intensive (worker-intensive) industry, and a better partner in a less manager-intensive (worker-intensive) industry. In equilibrium, heterogeneous managers (workers) are endogenously sorted by their types into different industries. Thus information asymmetry is mitigated in the segmented markets. Efficiency may be obtained even with information asymmetry. The third chapter introduces a team-production approach built on a two-sided search problem with task-specific human capital to investigate the specificity and return of human capital. With increasing worker mobility in the labor market, it is important to identify the boundary and return of human capital. Empirical evidences on the specificity of human capital are mixed. There are two categories of heterogeneous agents in the market searching for a partner of a different category in order to form a team and produce. A stable match is formed only when both sides agree. With search frictions, the search equilibrium is characterized by clusters of agents. This approach generates a form of firm-specificity of human capital, which explains the firm-sponsored general-skill training. An empirically found negative correlation between the wage levels and turnover rates also arises from the model. Additionally, this model provides a new micro-foundation for the social increasing returns in human capital accumulation. Several interesting empirical implications from this approach are also discussed. / Thesis (PhD) — Boston College, 2013. / Submitted to: Boston College. Graduate School of Arts and Sciences. / Discipline: Economics.

Abstract The purpose of this research was to investigate the current conditions and it¡¦s effectiveness of educational professional teams for the physically and mentally handicapped in Kaohsiung City. The research primarily targeted parents of the students who had received services from the educational professional teams for the physically and mentally handicapped in Kaohsiung City, teachers of the students, and administrators. The tool used was ¡§Survey Questionnaire for the Educational Professional Teams for the Physically and Mentally Handicapped in Kaohsiung City,¡¨ which was written by the researcher. Administrators and therapists for the services of these professional teams were interviewed to support the survey research. The questionnaire and interview results were analyzed and synthesized with statistical techniques, and the following findings were obtained: I. At present, in implementing professional team services in Kaohsiung City, the formulation of individualized educational plans by teachers, concerned specialized personnel, and parents, supplementary instruction, team evaluations, parent participation, and teachers¡¦ understanding of auxiliary tools still have a lot to be improved. II. In promulgating related knowledge and skills of professional teams in the the future, teachers that have no background in special education should be considered the most important targets of communication and education. III. Delays in appropriating Ministry of Education subsidies and annual budget, insufficient human resources, lacking in support of school administration, and ineffective communication of concepts of team services between professional personnel and parents are among the difficulties that team administrators face. IV. Insufficient time available for therapy, failure to match between teachers and therapists, insufficient team administrative assistance, and insufficient cooperation from parents are among the common difficulties that professional personnel face at present. V. Delayed provision of therapy service, failure to provide appropriate guidance service, and inappropriate attitude of therapists were considered by the parents that were surveyed to have to be improved with regard to the service of the educational professional teams for the physically and mentally handicapped in Kaohsiung City. VI. Insufficient service in terms of times and amounts of time, failure to provide appropriate service, time-consuming and tedious application procedures, therapists unable to support the teachers, therapists unable to participate in individualized education plans, and therapists¡¦ failure to demonstrate therapy techniques were considered by the teachers to have to be improved urgently with regard to the service of the educational professional teams for the physically and mentally handicapped in Kaohsiung City. VII. On average, the surveyed parents obtained high scores on the survey scale, indicating their subjective satisfaction with the service provided by the educational professional teams for the physically and mentally handicapped in Kaohsiung City. VIII. The surveyed teachers obtained high scores on the ¡§overall scale¡¨ and four sub-scales in the survey scale: ¡§professional integration,¡¨ ¡§professional knowledge and skills,¡¨ ¡§parent participation,¡¨ and ¡§case management,¡¨ indicating good results of implementing professional teams for the physically and mentally handicapped in Kaohsiung City. According to the findings, strategies to solve problems and suggestions on ensuing research in the future are put forth. Keyword: professional team

Under the impact of the trend of globalization, enterprises face a more complicated and competitive external business environment than before. For the reason, the organization has to find out a business model which can react to any change in the environment and the market and which can reduce cost and establish a humungous niche. In such a background, an advanced information technology and an Internet communication application conjoin with the organizational demand; therefore, Virtual Team, a new type of teamwork system, is brought forth. Whether a team is virtual or traditional, it doubtlessly consists of people; however, without mutual-cooperation, the group cannot work efficiently and is arduous to accomplish a target. Apparently, there are various factors influencing the efficiency of a team. Among them, the most critical factors are leadership and team process. This study is to discuss what types of leadership should adopt to make their members cohere and then to be a competent company. The questionnaire of Virtual Team was sampled from the groups related to Information. Firstly, the author referred to the related documents to find out the factors connected to leadership versus a team, and then interviewed six managers experienced at Virtual Team to distinguish the relationships from factors. The author, furthermore, built a research framework and analyzed it in Partial Least Square. The result demonstrates that an increase on the members¡¦ participation and humanistic leadership make positive impacts on the team process of Virtual Team including communication & interaction, cooperation and conflict reconciliation. The team process, moreover, is the critical factor to affecting team efficiency.

The aim of this Master thesis has been to analyze the experience team-members have with feedback they get from others when working in a team, and how the feedback affects their self-awareness. The goal with the study was also investigate how the work environment is organized for feedback and increased self-awareness, and how the relations between the team-members can influence this. This leads to the following research question: How do team-members experience increased self-awareness on the basis of the feedback they get from working in a team? The method used to investigate this topic is based on Q-methodology, where 14 informants have sorted 36 statements. The participants are employees in a private enterprise. The statements concern different opinions and aspects about feedback and teamwork. The sorting gives a picture of the employee’s subjective experience with the topic. By data analyzing the informant’s sorts, a 3-factor solution was chosen. They represent three different views on the theme. Factor 1: My self-development is formed by the others’ support, feedback and challenges. Factor 2: Security and acknowledgement contributes to self-improvement. Factor 3: I believe that feedback stimulates personal growth and improves my job performance. There are some similarities among the factors. They have a positive approach to feedback and want to develop. Also they are open to handling challenges and think that the leaders’ feedback is important for their self-awareness. Nevertheless there are some differences among the three factors. Factor 1 needs support from the others in order to engage in the job, and also expresses a fear of giving others feedback because it’s difficult. Factor 2 voices a need for both safety and interdependence in order to be able to make some selfimprovements. They blame external reasons for not giving each other feedback on a daily basis. Factor 3 expresses the important link between feedback and improved job performance. The dialogue in the team is important for this to happen. The findings in the research are further examined in the discussion chapter in light of relevant theory. / Formålet med denne masteroppgaven var å undersøke hvordan team-medlemmer opplever at de andre i teamet sine tilbakemeldinger påvirker deres selvbevissthet. Jeg ønsket å se nærmere på hvordan arbeidsmiljøet kan tilrettelegge for dette, samt relasjonene innad i teamene. Følgende problemstillingen utgjorde grunnlaget for studien: Hvordan opplever team-medlemmer at deres selvbevissthet øker på bakgrunn av de andre i teamet sine tilbakemeldinger? For å besvare problemstillingen ble forskningsmetoden Q-metodologi anvendt. Datamaterialet ble hentet inn av 14 deltakere som sorterte 36 utsagn. Deltakerne er ansatte i en privat bedrift som arbeider i team. Utsagnene omhandler ulike meninger og aspekter knyttet til tilbakemeldinger og teamarbeid. Sorteringen gir et bilde av de ansattes subjektive opplevelse i forhold til emnet som det forskes på. Dataanalyse av forskningsmaterialet førte til tre faktorer, som representerer tre ulike syn på sammenhengen mellom tilbakemeldinger og økt selvbevissthet. Faktor 1: Min egenutvikling formes av de andres støtte, tilbakemeldinger og nye utfordringer. Faktor 2: Trygghet og bekreftelse gjør at jeg kan strekke meg. Faktor 3: Jeg har troen på at de andres tilbakemeldinger kan bidra til vekst og forbedre mine prestasjoner. Det er noen likheter mellom synene i faktorene. Deltakerne i alle tre faktorene har en positiv innstilling til tilbakemeldinger, og ønsker å utvikle seg, samt betraktes nye utfordringer som stimulerende. I tillegg er lederens tilbakemeldinger viktig. Likevel er det ulike nyanser som skiller faktorene fra hverandre. Faktor 1 sitt syn trenger støtte og bekreftelse av de andre, og beskriver det som mer eller mindre vanskelig å gi og få tilbakemeldinger. Faktor 2 sitt syn uttrykker at trygghet og selvstendighet henger sammen som en premiss for egenutvikling, og at ytre rammer kan stå i veien for at tilbakemeldinger utveksles. Faktor 3 sitt syn belyser hvordan tilbakemeldinger bidrar til forbedringer av arbeidsprestasjonene, og at dialogen i teamet bidrar til dette. Funnene drøftes opp mot relevant teori, og omhandles nærmere i diskusjonsdelen.