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

Made available in DSpace on 2016-08-02T21:42:54Z (GMT). No. of bitstreams: 1 Luiz Carlos Mendes de Brito.pdf: 1846772 bytes, checksum: 22d80787dffefa29afa621966a802efb (MD5) Previous issue date: 2009-02-19 / Multifunctional team evaluation is a concept that has been approached by the academy more often on the last two decades. Several theories and methodologies have been developed to reduce the qualitative and perceptive effect on the evaluations, comprising a number of different techniques that aim to describe and decode the components of a complex system of meanings. Focusing these techniques this project assessed and compared three models to evaluate team performance. The first model based on team member personality states that team results are influenced by individual personality and the right components previous selection are critical factors for the team performance. The second model correlates team member relationship with the level of performance. The third model evaluates the interaction among the members but did not measure the level of performance. The models were evaluated based on a case study methodology developed on a chemical industry located in S. Paulo. Evaluation data were compared with the team goals results after completion. The results approached the models selected satisfactorily and confirmed the influence suggested by authors. The three models comparison results did not allow to select one model as the most effective to evaluate team performance. It is possible, however, to suggest that a practical and effective evaluation for team performance could be built based on the combination of the three models.(AU) / Avaliação de desempenho de equipes multifuncionais é um conceito que tem sido abordado mais freqüentemente nas últimas duas décadas. Diversas teorias e conceitos foram desenvolvidos para tornar as avaliações menos qualitativas ou fundamentadas em percepções, compreendendo um conjunto de diferentes técnicas interpretativas que visam descrever e decodificar os componentes de um sistema complexo de significados. Com esse foco o projeto comparou três modelos de avaliação de desempenho de equipes. O primeiro modelo baseado na personalidade do participante, afirma que os resultados das equipes são influenciados pela seleção prévia dos participantes e que as características individuais desses participantes são críticas para o desempenho da equipe. O segundo modelo fundamenta suas afirmações nas relações interconectadas de positividade e negatividade; questionamento e argumentação e atuação em equipe. O terceiro modelo baseado no processo de interação de grupos também avalia as relações que influenciam o alto desempenho de equipes multifuncionais. Os três modelos foram comparados, através de um estudo de caso único em indústria química paulista, medindo-se os resultados de correlação das equipes e as interações entre os participantes das equipes. As metas atingidas pelas equipes foram utilizadas para suportar os resultados das avaliações dos modelos como sistema de avaliação de equipes. Pode-se concluir que houve uma aproximação satisfatória confirmando a influência sugerida pelos modelos avaliados. A comparação entre os três modelos não permitiu afirmar qual dos três modelos é mais eficaz para avaliação de equipes. Entretanto, é possível, sugerir que a combinação de elementos dos três modelos permitirá a construção de um processo eficaz e prático de avaliação de equipes.(AU)

The objective of this research is to show the utility of roles and personality characteristics to the evaluation and formation of software development teams. The goals of this research include demonstrating empirically that Belbin's team roles can be used to form and evaluate software teams, providing a partial validation of the analyses by using the Belbin roles to analyze teams from the software industry, and comparing the personality data collected for this research to data from two previous studies and to the general population. In the highly competitive software industry, improving the software development process can be critical to a company's success. More specifically, improving a team's productivity can save employers significant time and money. This investigation addresses the productivity of software development teams in a series of studies. First, controlled studies empirically show that Belbin's roles can be used in team formation to improve team performance. Second, additional studies, both qualitative and quantitative, demonstrate that Belbin's roles can be used as criteria in team evaluation and formation. Finally, teams from the software development industry are evaluated, providing a partial validation of the usefulness of Belbin's roles to software teams. The cumulative effect of the results of the studies in this investigation demonstrate that Belbin's roles can be used effectively in team formation and evaluation. Specifically, Belbin's roles for leadership and innovation are shown in empirical studies to be important in the formation of software teams, and all of the Belbin roles are used in the evaluation of teams in academia as well as in industry. The results of this investigation should be used in team formation and evaluation, in an academic setting as well as in the software development industry. For team evaluation, deficiencies uncovered in the Belbin roles should be remedied, and positive aspects should be encouraged. In team formation, teams should contain the complement of Belbin roles and should specifically contain the leadership and innovation roles focused on as part of this investigation. It is clear from this investigation that Belbin's roles can be used effectively to improve software development teams. / Ph. D.

The purpose of this quantitative study was to investigate the perceptions of K-12 teachers as they relate to the implementation of the Tennessee Educator Acceleration (TEAM) evaluation framework. Survey links were sent to 1,115 K-12 teachers from 4 Northeast Tennessee school districts. The survey achieved a 24% return rate for a total of 270 participants. The research evaluated K-12 teachers’ overall perceptions of the TEAM evaluation framework, their perceptions of changes to their lesson planning processes, their perceptions of changes in the use of instructional strategies in their classrooms, and their perceptions of changes in the amount of time needed to prepare lessons for instruction since the implementation of the TEAM evaluation framework. Data sources analyzed consisted of an online survey design using a 5-point Likert-type scale. There were 4 research questions included in this research each with a corresponding null hypothesis. Each research question was analyzed with a series of single sample t-tests with mid-point of the scale (3.0) as the test value representing neutrality. All data were analyzed at the .05 level of significance. Findings from the data indicated a significant difference in perceptions of teachers in 3 of 4 areas. First the planning process for their lessons was reported to be more structured and focused on the evaluation rubric. Next, the instructional strategies used in their lessons were reported as more focused on higher order thinking skills. And finally the time required to plan instruction had increased since the implementation of the TEAM framework.

abstract: Individual and group accountability is an important part of productive group work. However, classroom evaluation of teamwork often relies on top-down assessment of group product by the teacher. Other methods include averaging group grades, group discussions, evaluative essays and random selection and application of one member's grade to the entire team. In contrast, the Teamwork Skills Inventory (TSI) developed by Strom and Strom provides assessment of individual conduct and contributions as observed by peers. The instrument also affords students with the opportunity to judge their own performance. Team members are responsible for their own behavior and skill development but are not held accountable for the actions taken by others. The TSI provides criteria for productive teamwork skills and behaviors. Students know in advance the criteria by which they and their teammates will judge each other's behavior skills. In turn, students have the opportunity to practice self-evaluation as they apply the same criteria to assess their own conduct. Self-evaluation compared with peer-evaluation provides support for confidence in behavioral strengths and can guide goal setting in areas where skills are weak and need adjustment. The TSI gives teachers an insider's view of group dynamics: the obstacles and benefits groups may encounter. Since team members have the vantage point of close interaction with peers they are more likely to know how individuals affect the thinking of others in a group. This frees teachers from the difficult task of judging group dynamics. TSI results can guide teachers in developing lessons that address the needs of individuals and groups. Data derived from the TSI can help schools provide for the needs of subgroups, such as special education and gifted classes. It can also help schools detect in-service needs for faculty and provide schools with a method of community accountability for use with cooperative learning methods and social skill achievement. / Dissertation/Thesis / M.A. Educational Psychology 2010

Assessing the team is an essential part of the evaluation process conducted by venture capitalists before an investment opportunity. In turn, the team is completely influenced by its organizational culture. Therefore in this study, I investigate how organizational culture can become an integral part of the VC evaluation process to improve this pro-cedure. This is done by exploring how the culture assessment is performed and what culture factors that are considered important. For this purpose, semi-structured in-terviews have been conducted with seven investment managers from five different VC firms. My findings indicate that the investors lack a structured methodology to assess culture. The assessment is mainly focused on the founders and management team, and performed through interactions with their network, personality tests and discussions. Except from the founders and management team, the investors also highlights the im-portance of assessing the degree of teamwork and consensus, diversity and inclusion, receptivity and adaptability, talent attraction ability, employee turnover, defined and shared responsibility and focus within the venture. Ultimately, this thesis suggests an assessment framework regarding organizational culture for venture capitalists. / Att utvärdera teamet är en väsentlig del inom utvärderingsprocessen, som utförs av riskkapitalister, inför en investeringsmöjlighet. Vidare är teamet fullständigt influerat av dess organisationskultur. Av den anledningen undersöker jag, i denna studie, hur organisationskultur kan bli en integrerad del av riskkapitalisternas utvärderingsprocess, för att förbättra denna procedur. Detta görs genom att undersöka hur utvärderingen av kultur utförs, och vilka kulturella faktorer som anses väsentliga. För detta ändamål, har semi-strukturerade intervjuer utförts med sju investerare från fem olika riskkapitalbolag. Mina resultat visar att investerarna saknar en strukturerad metod för att utvärdera kultur. Utvärderingen fokuserar främst på grundarna och management teamet, och utförs genom interaktioner med deras nätverk, personlighetstester och diskussioner. Förutom grundarna och management teamet, sätter investerarna stort värde på att utvärdera nivån av teamwork och konsensus, diversitet och inklusion, lyhördhet och anpassningsförmåga, förmåga att attrahera talanger, personalomsättning, definierat och delat ansvar samt fokus inom startup bolaget. Slutligen, erbjuder uppsatsen ett förslag på ett analysramverk som gör det möjligt för riskkapitalister att identifiera viktiga kulturella faktorer.

The purpose of this study was to investigate the relationship between the TVAAS growth score given by the Tennessee Department of Education and the overall Tennessee Educator Assessment Model (TEAM) observation rating for teachers in grades 3 through 8. The participating county public school system for this study is located in Northeast Tennessee. Participants were teachers in the school system teaching Math, English/Language Arts, Science, and Social Studies in grades 3 through 8 in 10 elementary schools, 6 middle schools, and 2 K-8 schools. Specifically, this research examined the relationship between the TEAM observation scores and overall TVAAS growth score given to the teacher from the Tennessee Department of Education based upon yearly-standardized test scores. Research reinforced mixed views about the validity and purpose of teacher evaluation systems and the use of Tennessee Value-Added Assessment System. Five research questions guided this study and quantitative data were analyzed using a Pearson correlation and a one-way MANOVA. Results indicated a weak relationship between a teacher’s TEAM observation scores and the TVAAS growth score given by the Tennessee Department of Education.