Thesis (Ph.D.)--University of Nebraska-Lincoln, 2005. / Title from title screen (viewed on Aug. 10, 2005). PDF text: viii, 229 p. : col. ill. Includes bibliographical references (p. 216-229 of dissertation).

Thesis (M.S.)--University of Wisconsin--Madison, 1969. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1963. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.A.)--Rowan University, 2005. / Typescript. Includes bibliographical references.

Thesis (M.A.)--Ohio University, June, 2003. / Title from PDF t.p.

Thesis (MA)--University of Stellenbosch, 2006. / Bibliography. Also available via the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on September 25, 2007) Vita. Includes bibliographical references.

This research initiative responds to some of the issues raised by theoretical challenges leveled at Industrial Psychology (postmodernism), and practical challenges in the workplace (the use of teams) by investigating notions of what a team is via the postmodern methodology of discourse analysis. The research explores “team talk” – repertoires of speech employed by individuals to construct particular versions of “the team” for specific effects, of importance given emphasis placed on shared understanding, expectations and goals in a “team”. A Rhodes University Industrial Psychology Honours class required to work as a team (having participated in a team building exercise), as well as their lecturers who facilitated the team building process were interviewed to obtain “talk” to analyse. This uncovered a multiplicity of meaning, namely four ways of speaking about (constructing) the team. These repertoires are explored in terms of how they are constructed, how they differ across context and speakers, how they interrelate and what they function to achieve. The educational team repertoire constructs academic hierarchy, justifies individualism, positions members as experts and maintains distance from interpersonal processes. The machine repertoire divides work and interpersonal issues, regulates productivity and constructs team roles (defining individual activity and “team fit”), but is inflexible to change. The family repertoire voices emotive aspects to maintain cohesion via conformity, leaderlessness, group identity and shared achievement, but cannot accommodate conflict or workpersonal boundaries. The psychologised team repertoire constructs the team primarily as a therapeutic entity legitimately creating individual identities (and expertise) and facilitating personal growth, but this flounders when support in the “team” fails. Given that each repertoire has a different emphasis (reflective learning versus work processes versus building relationships versus personal growth), there are slippages / clashes between repertoires. This postmodern look at “the team” thus assists in recognizing and problematising these multiple meanings and identifying practical implications.

In many cases congregations are served not by an individual, but by a pastoral team. The optimal functioning of that team requires that careful consideration be given to the factors which govern its composition. The spiritual health and growth of a congregation is largely dependent on the effective functioning of that team. It is apparent, however, that many congregations, church councils or relevant leadership structures have neither the expertise nor the experience required to assemble or extend these teams. The mistakes thus made can prove costly to a congregation. Teams are assembled in which members neither complement, nor are compatible with each other. Considerable unnecessary conflict is thereby created, resulting in ineffective functioning of the team. This study was undertaken with a view to identifying factors which might have a bearing on the manner in which pastoral teams should be assembled for a congregation. It firstly examines whether any references in the Bible should be considered in the composition of the team. It then examines the reasons why pastors operate in teams, the appearance of pastoral teams in modern-day congregations and the manner in which such teams are assembled. It thereafter identifies the key factors to be considered in extending the pastoral team. These factors are then described in more detail. / Dr. GJ Basson

M.Comm. / The discipline of management, denoting the concepts of management and leadership, has been deliberated in boundless number of books, magazines and journals over the years. Some views are that there is a distinction between management and leaders, whilst others vehemently argue that there is no difference between the two terms, and use them synonymously. Leadership is the nucleus of all organisations. Moreover, sustained performance, competitive advantage and success, depends both on effective leadership, as well as committed followers.The literature study undertaken discovered writings confirming the distinctions between the terms groups and teams: groups may fall inside or outside the boundaries of an organisation, such as social groups, whereas teams (in their various forms) are generally referred to in the context of "working teams" in an organisation. Teams may be formed from groups, subsequent to their maturity. In many instances, the usage of the terms "groups" and "teams", are also used interchangeably.