Morgan, Manley G.
(has links) (PDF)
Thesis (M.S.M.)--Regis University, Denver, Colo., 2005. / Title from PDF title page (viewed on Dec. 29, 2005). Includes bibliographical references.
A context-aware notification framework for developers of computer supported collaborative environmentsAmelung, Christopher J. January 2005 (has links)
Thesis (Ph. D.)--University of Missouri-Columbia, 2005. / 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 (May 23, 2006) Vita. Includes bibliographical references.
Erdheim, Jesse. Hackman, J. Richard.
Thesis (Ph.D.)--Bowling Green State University, 2007. / Document formatted into pages; contains xiv, 168 p. : ill. Includes bibliographical references.
Quilliam, Neale E.
15 September 2014
M.A. (Sociology) / Most, if not all, groups as well as major commercial concerns existing in South Africa today, begin through the actions of one man, or a small group of people. These people were usually wealthy investors, who had the purpose of profit in mind, but nonetheless, were responsible for the conglomerates now active in today's economic world. People such as, Sir Ernest Oppenheimer (Anglo American Corporation) Sir John Patterson (Standard Bank of South Africa) Douglas Murray (Murray & Roberts) and many others, began with an idea, and joined by a small group, rose from humble beginnings and formed the major corporations we know today. To be able to expand to the size of today's big companies, more and more people were required to staff the work stations and start up the subsidiary companies and head office divisions that today comprise the holding companies listed on the Johannesburg Stock Exchange. This is not just a historical event, but the same process is continuing on an ever increasing rate in the modern commercial climate.
Lombard, Johannes Petrus
29 February 2012
M.Comm. / Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
Can team success be predicted? the development of a new method of team member selection to increase the probability of team success /Ross, T. Meredith January 2008 (has links)
Thesis (Ph.D.)--University of Nebraska-Lincoln, 2008. / Title from title screen (site viewed Mar. 31, 2009). PDF text: 193 p. : ill. ; 3 Mb. UMI publication number: AAT 3336555. Includes bibliographical references. Also available in microfilm and microfiche formats.
Distal and proximal team processes as mediators on the training outcomes-training transfer relationshipThomas, Brian Anthony 01 December 2003 (has links)
No description available.
Investigating teamwork competencies in the value chain of a selected wool brokerage logistics departmentCraig, Kenneth Bruce January 2008 (has links)
department of BKB Ltd. The research aimed at addressing the team balance, the environment and culture in which the team operates and teamwork competencies of the value chain. Thus, creating a high performance value chain team will add to the success of the team, and hence the company as a whole. Research to establish the degree of teamwork within the value chain was undertaken. A survey which included a structured self-administered questionnaire was used to elicit information from all eight value chain team members (four section heads and their four supervisors), who represented the entire cross-section of the value chain team. The research revealed the following important points pertaining to the value chain team: • The team’s balance needs to be addressed; and • The culture and environment in which the team operates needs to be reviewed. Points of interest pertaining to teamwork competencies include the following: • The degree of teamwork is average; • The level of individual competencies is high; • The extent that team members are team players is average; • That team communication is below average; • A high perception of hidden agendas exists; • Dysfunctional team conflict exists; • A high level of empowerment and autonomy exists; • Team leadership - team linker is absent; • Co-operation and collaboration is below average; • Team attitude is high; • Team motivation is high; • Team strategies exist, but need more attention; • Team set goals are set; • Free-wheelers exist in the team; • Job satisfaction is above average; • Team recognition is high; and • Team synergy is average. Teamwork needs to be analyzed holistically, to ensure that the complex dynamics of teamwork is acknowledged and understood. A greater knowledge and understanding of the characteristics and measurement criteria of teamwork will equip team enthusiasts in building high performance teams, to the benefit of all role players. High performance team based organisations will add to the current and future success of the business. As the term “synergy” implies, the result is greater than the sum of the individual effects and capabilities. This emphasises why team-based organisations are fast becoming the modern trend of doing business.
An evaluation of the Mmabana arts, culture & sports foundation's leadership team / Memorie C.J HerholdtHerholdt, Memorie C J January 2010 (has links)
The aim of the study was to evaluate the leadership team at the Mmabana Arts, Culture and Sport Foundation (MACSF). The study focused on leadership and creating an understanding of their own strengths and developmental areas, in order to understand the role they can play within a leadership team, how other members of a team can compliment them with their strengths and for them to get greater awareness of their impact on their subordinates, the rest of the management team and the organisation as a whole. The aim was also to inform personal development. in so far as the leaders now understand what their development areas are. The overall approach used in the stud) was quantitative in nature and involved survey research using the Occupational Personality Questionnaire (SHL). The target population consisted of identified employees who ere fulfilling leadership role in MACSF. The study was also conducted organisation wide at ever) Mmabana Cultural Center (Mmabatho, Head Office, Lehurutse, Taung and Tlhabane). Non-probability sampling was used; more specifically, availability sampling was utilised in which the researcher made use of all the available subjects due to MACSF's small size. The effective sample size was a small 39. The findings of this study revealed that a comprehensive investigation into the effective leadership and management competencies within the MACSF confirmed the descriptive hypothesis that certain elements within MACSF's leadership structure is underdeveloped and that specific remedial actions would be required to rectify the situation. This descriptive research found that many employees in managerial positions indicated no real concern or preference for leading other employees as they are indeed artists who would like to continue specialising in their specific art form. It was also found that personality preferences needed to be amazing artists, are in stark contrast to what is needed to be an effective administrator/manager. This, coupled with no formal training in financial management or management, leads to ineffective administration/management. It was also found that the past hardships which the Mmabana Foundation has been through, has taken its toll on the employees. Low levels of caring, trusting and optimism, coupled with high levels of stress and an inability to switch off after work, were found. The researcher recommends personal and professional development interventions, focused on business relation skills, which includes amongst others Strategic Planning, General Business Management, Project Management. Communications techniques, Monitoring & Evaluation, Financial Management for non-financial managers and Human Resource Management with the focus on Performance Management Development Systems and Asset Management at the beginning. It is also further proposed that the leadership team does team building activities where MACSF's strategy is defined, action plans are drawn up and a focus towards external competition (rather than departments/units competing against each) is created. Finally, better communication channels between management and staff, as well as between the Head Office and all the centres, should be used , as this can also assist in creating a unified Foundation. / Thesis (MBA) North-West University, Mafikeng Campus, 2010
An empirical assessment of the factors affecting the diffusion of group support systems in organizations.Shepherd, Morgan Morrison. January 1995 (has links)
Organizations are downsizing, challenging their employees to "do more with less." Projects teams and work groups being formed to accomplish this goal are being supported with a new type of technology called Group Support Systems (GSS). This research was concerned with determining the major factors that affect the diffusion of GSS in organizations. GroupSystems (GS) is the GSS that was researched. A survey methodology was used to collect data. The model for this research was developed from existing models in diffusion research, from prior MIS research on GroupSystems, and from prior MIS implementation research. The following independent variables were analyzed: the role of the internal champion, the role of the facilitator, average size of the work groups and the percentage of work that was handled by each work group, hourly charge for using GS, total amount of money invested in the technology, and the role of communication channels within the organization. The data were analyzed through four different regressions, with the same results being obtained each time. Significant relationships were found for the size of work groups, the hourly charge rate, and the amount spent on the technology; findings for the role of the facilitator were partially significant. The final regression was significant at the p<.001 level and accounted for over 58% of the model.
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