Organizacija - gyvas organizmas, kuris gali augti, klestėti arba nykti, nes čia susiduria skirtingi žmonės, turintys savus interesus, poreikius, norus ir vertybes. Čia yra skatinama konkurencijos atmosfera, tvyroja atleidimo iš darbo galimybė, egzistuoja nuolatinė darbuotojų kova dėl savo pozicijų, todėl organizaciją galima įvardinti, kaip „konfliktų kalvę“ ir visa tai dėl to, kad žmonės yra skirtingi, turintys tam tikras ydas ir tikslus. Konfliktai ne tik kuria neigiamą mikroklimatą, apsunkina vidinę komunikaciją, bet trukdo ir komandiniam darbui, nuo kurio priklauso organizacijos veiklos produktyvumas ir kokybė. Šiuolaikiniame pasaulyje komandinio darbo organizavimas suprantamas kaip efektyvesnės veiklos užtikrinimas, sėkmę lemiantis veiksnys. Organizacija, kuri darbą grindžia komandomis sudaro sąlygas sparčiau vystytis, efektyviau mokosi ir panaudoja išmoktas žinias, taupo laiką, ieško naujovių ir jas įgyvendina. Taip atliekamas darbas leidžia darbuotojams integruoti ir susieti informaciją tokiais būdais, kurių atskiras asmuo nepajėgtų įgyvendinti. Tinkamai surinktos ir efektyviai dirbančios komandos vertė akivaizdi ir neįkainojama. Deja, komandose taip pat kyla konfliktai, kurių priežastys gali būti tiek socialinės (skirtingos vertybės, įsitikinimai, išsilavinimai), tiek darbinės (kylančios dėl gautos užduoties įvykdymo). Akivaizdu, kad konfliktai įtakoja komandinį darbą. Dėl to reikia numatyti, kokia strategija kilus konfliktui yra tinkamiausia. Siekiant, kad... [toliau žr. visą tekstą] / Organization – is an alive system, which can grow, prosper and vanish, because different people meet in this system, which have their own interests, demands, wishes and valuables. Conflicts are not only the reason of a negative microclimate, conflicts are responsible for the internal communication, conflicts disturb the team work, and the team work is responsible for the organization activity’s productivity and quality. In the modern world the planning of the team work is understood as a factor which warrants the more effective activity and success. The organization which grounds its activity on team work creates conditions to develop more quickly, to learn more effectively, to use knowledge which is learned, to save time, to look for innovations and to implement them. Such manner of activity lets employees to integrate and to link the information by the means, which would be impracticable for the individual employee. The value of properly collected and effectively working team is obvious and invaluable. Unfortunately, conflicts arise in the teams too, and the reasons of these conflicts can be social (different valuables, creeds and education), and working (which appear because of the implementation of given task). It is obvious that conflicts have impact on team work. This is why it is necessary to foresee what strategy will be the most appropriate when the conflict will arise. It is necessary to solve arising conflicts quickly, effectively and correctly, seeking that... [to full text]

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The aim of this thesis is to find out the situation of use of teambuilding in the chosen organizations and this situation sum up and pertinently recommend possible improvement. Questionnaires are formulated by myself serve to obtain data. Resources to work are answers of employees, for who is teambuilding set, but also for employers, pertinently headquarters. From my diploma thesis, I expect that I find, if teambuilding is efficient in each organization, is correct used and bring results, and also a satisfaction of employees , but also employers.

In the setting of the critical care unit, the nurse is caring for the critically ill patients and is the care giver who is present at the bedside for 24 hours. The nurse comes into contact with all other disciplines attending to the patient and is thus often the common link in the multidisciplinary team. It is therefore essential that there is effective collaboration between the physician and the nursing practitioner.With the world-wide shortage of skilled nurses worsening, it is imperative that we look at a means of retaining our current nursing personnel and attracting new nurses into the profession. Many studies examining the relationship between a healthy work environment and the retention of nurses have rated collaboration as a key aspect. The setting for this study was five critical care units within the private health care sector. The study investigated both nurses’ and physicians’ attitudes towards collaboration in critical care units, as well as identifying factors which facilitate and constrain effective physician-nurse collaboration. Recommendations for enhancing collaboration within the critical care unit were explored. In this study a non-experimental descriptive design was be used. The Jefferson Scale of Attitudes toward Physician-Nurse Collaboration, a 15 statement Likert scale, was utilized to collect data from both the nurses and the physicians. The data was analysed using factor analysis and descriptive statistics. The results showed that nurses had a slightly more positive attitude toward collaboration as compared to the physicians, however the difference in the overall scores was not statistically significant.

Delegation research has traditionally focused on delegation as a whole—how much or how little a leader or supervisor is willing to allocate tasks to their subordinates. Although past research has indicated the importance of delegation for team performance, it has often overlooked one of the main aspects touted by practitioners, choosing the right person for the job. In an effort to provide a more nuanced view of delegation and if the right person is being chosen for the job, this dissertation integrates the theory of work design with delegation while introducing the concept of matched delegation: delegating a task to the individual whose abilities most closely match the demands of the task where individuals receive decision-making authority for tasks that neither exceeds nor discounts their abilities, but rather most closely matches the extent of their abilities. With this, I propose a model whereby two work characteristics (i.e., physical propinquity and psychological safety) influence matched delegation decisions of team leaders and where matched delegation positively impacts team performance. Hypotheses were tested using a sample of 519 primary care professionals (PCPs) and their surrounding team members (i.e., a registered nurse, a licensed practical nurse, and an administrative associate) from patient centered medical homes from the Veteran’s Health Administration (VHA). Results showed that neither physical propinquity nor PCP psychological safety significantly influenced matched delegation of tasks to any of the three team members; however, team performance was significantly enhanced by matched delegation to some roles. Although these results provide some indication as to the importance of matched delegation, the mixed results might be due to the unwillingness of PCPs to give up control of tasks. I discuss the theoretical and practical implications, as well as the limitations and directions for future research within the VHA as well as for research studying delegators’ decisions and team processes and performance.

Shared mental models (SMM) and Transactive memory systems (TMS) have been advocated as the main team learning mechanisms. Despite multiple appeals for collaboration, research in both these fields has progressed in parallel and little effort has been made to integrate these theories. The purpose of this study was to test the relationship between SMM and TMS in a field setting and examine their influence on various team effectiveness outcomes such as team performance, team learning, team creativity, team members' satisfaction and team viability. Contextual factors relevant to an organizational setting were tested and these included team size, tenure, country of origin, team reward and organizational support. Based on responses from 41 teams from 7 industries across two countries (US and India), results indicate that team size, country of origin and team tenure impact team performance and team learning. In addition, team reward and organizational support predicted team viability and satisfaction. Results indicated that TMS components (specialization, coordination and credibility) were better predictors of team outcomes than the omnibus TMS construct. In particular, TMS credibility predicted team performance and creativity while TMS coordination predicted team viability and satisfaction. SMM was measured in two different ways: an average deviation index and a 6-item scale. Both methods resulted in a conceptually similar interpretation although average deviation indices provided slightly better results in predicting effectiveness outcomes. TMS components moderated the relationship between SMM and team outcomes. Team performance was lowest when both SMM and TMS were low. However, contrary to expectations, high levels of SMM did not always result in effective team outcomes (performance, learning and creativity) especially when teams exhibited high TMS specialization and credibility. An interaction pattern was observed under conditions of low levels of SMM such that high TMS resulted in higher levels of team outcomes. The theoretical and practical implications of these results are discussed.

Syftet med studien var att belysa biståndshandläggares arbete i team och deras upplevelser av arbete i team. Frågeställningarna var: Hur arbetar biståndshandläggare i team? Hur upplever biståndshandläggare sitt arbete i team? Vilka svårigheter finns det medteamarbete? Vilka positiva erfarenheter har biståndshandläggare av teamarbete? Det ärviktigt att problematisera och fördjupa kunskapen om hur det allt mer populära teamarbetet upplevs. Aktuell forskning säger att för att teamarbete ska fungera krävs ett bra arbetsklimat. Studien inspirerades av teorier om team, organisationsteorier och Antonovskys begrepp KASAM. Med en kvalitativ undersökningsmetod i form av fokusgruppsintervjuer strävades det efter en djupare ämnesförståelse. Biståndshandläggare som arbetar i team, på en kommunal förvaltning i Sverige undersöktes. Genom kvalitativ innehållsanalys bearbetades empirin. Enligt resultatet upplevde biståndshandläggarna sitt arbete i team övervägande positivt. Teamet upplevdes ge styrka både i dagligt arbete och inför omvärldens krav och förväntningar. Slutsatser var att biståndshandläggarnas teamarbete gynnar effektivitet såväl som arbetstillfredsställelse. Förslag gavs att använda biståndshandläggarnas kunskap om teamarbete i kvalitetsutveckling och låta forskning, teori och praktik samverka.

Genom att få personal och grupper att agera proaktivt i så kallade slimmade organisationer (Lean Production) kan risk för likriktning och stagnation motverkas trots hård effektivisering. Låg grad av samhörighet i grupper har i studier konstaterats försvaga proaktivitet, medan ledarskapsstilar såsom delaktigt och transformativt ledarskap tycks stärka samhörigheten och proaktiviteten. Innevarande studie ämnade pröva sambanden på lägre hierarkisk nivå mellan proaktivitet och ledarskapsstilar, proaktivitet och gruppens kollektiva tilltro till förmåga, genom Banduras begrepp ”Collective efficacy”, och den samlade effekten på proaktivitet genom ledarskapsstil och gruppens tilltro på sin kollektiva förmåga. 411 deltagare i ett större företag inom fordonsbranschen skattade sin ledares stil och sin grupp varefter utvalda index reliabilitetstestades och aggregerades till gruppnivå. Resultatet visade att både ledarskapsstil och gruppens tilltro till sin kollektiva förmåga bidrog signifikant till proaktivitet på gruppnivå, men att det delaktiga ledarskapet endast hade en ytterst svag och varierande effekt, vilket visar problematiken med delaktighet på lägre hierarkisk nivå. Ledarskapet visade sig ha en svagare effekt på proaktivitet än gruppens tilltro till sin kollektiva förmåga, vilket ger intressanta implikationer för framtida ledarskapsfrågor på låg hierarkisk nivå.

The thesis research innovation projects in temporary teams. The differences between stationary organization and temporary project teams lead the distinctions of their performances. Especially in innovation projects, many problems exist and are difficult to manage. Many innovation projects are operated by temporary teams; very few of them are successfully completed on time with good quality and cost as planned. The purpose with this study is to find out how innovation projects in temporary teams can be successfully managed.The research approach used is case study of one innovation project in a temporary team and additional data collection has been done with a survey. The case study describes an innovation project in a temporary team in China and the survey covers 43 persons with experience of innovation projects in temporary teams. An innovation process model by Bessant and Tidd (2007) is used as reference model but is found not suitable for temporary teams because of its specific mission with short life cycle and weak relations and uncertainty. With the combination of theoretical and practical knowledge, and to fulfil the requirements of temporary project teams, some changes are made on the original innovation process model. A new model named TT (Temporary Team) Innovation Process Model is proposed to support the innovation project management and operation process of temporary teams. Hopefully this model could be supportive for temporary teams who work with innovation projects.

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