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.

Abstract Thesis of the first semester 2008 academic year: Study on the Influence of Team Conflict of an Organization on Team Performance Total pages: 88 University: Institute of Human Resource Management, NSYSU Graduate student: Jen-Tsuo Yuan Advisor: Professor Bih-Shiaw Jaw Under the progressive development of technology and the main trend of globalization in the 21st century, teamwork cooperation has been the key for achieving successful enterprise organization. How a team can be flexible and efficient at low cost, is the critical focus of its existence. Therefore, it would be a significant issue for enterprise to use and manage the teamwork process. Empiricism is employed to analyze the correlation between team performance and the team¡¦s conflict, EI, as well as social capital expenditure on the part of the organization. The results of questionnaires revealed the following: I. The influence of team conflict on team performance when the social capital of an organization is involved. (a) When the social capital of an organization is involved, the team conflict has negative influence on its team performance. The higher the team conflict is, the social capital of an organization involved, the lower the team performance is. (b)When the social capital of an organization is involved, the task conflict has no related influence on its team performance. The higher the task conflict is, the social capital of an organization involved, the influence of task conflict on team performance will vanish. When the social capital of an organization is involved, task conflict has influence on team performance, but team conflict does not. II. The influence of team conflict on team performance when the team¡¦s EQ is involved. When the team¡¦s EQ is involved, the team conflict has no related influence on its team performance. The higher the team conflict or the task conflict, establishing a positive environment and team evaluation system will make the team conflict on team performance vanish. When the team¡¦s EQ is involved, especially under the positive environment and team evaluation, the team conflict on team performance will be influenced. Key words: team conflict, social capital, team¡¦s emotional intelligence and team performance

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During team decision-making practices information is often shared among team members as part of the decision making process. Knowledge sharing involves one team member sharing information so that other team members can encode the knowledge to make their own mental representation of the new information (Huan & Jiang, 2012). Unfortunately, the literature has shown that new information is not always shared between team members during decision making processes (Stasser & Titus, 1985). When teams make decisions without considering all the information available poor decisions can result. This research study tests a team conceptual model derived by Turner (2013) addressing attitudes toward knowledge sharing. Structural equation modeling was conducted to test a portion of Turner’s (2013) team conceptual model. The tested model included the independent variables of psychological safety, team conflict, team cohesion, and transactive memory systems. The dependent variable for the dissertation was knowledge sharing.

The main aim of the work is a closer examination of team cooperation issues, and evaluation team coaching efficiency as a tool of prevention or of subsequent team problems solving. Formally, the text is divided to two elemental parts. The first one is comprised of theoretical framework of team coaching. There is a principal of team functioning explained, difference from a group and possible dangers that are connected with effective team functioning. Further on, the work describes basic coaching theories, principles, structuring, procedures and a partial framework definition, where the coaching implication is desirable and where it is not. Team coaching is here introduced as not particularly specific branch of coaching, attention to it is paid mostly from a methodological point of view. Student coaching and school team coaching issues are also a part of the work, which is followed by the empirical section. The empirical part consists of a basic evaluation of the pilot project, which subject was team coaching in high schools. Such a project has not had a parallel in the Czech Republic so far. Its primary part therefore worked not only as a coaching application test on class teams, but also as verification of a tool for such a project evaluation.