Abstract Enhancing national and corporate competitiveness in the trend of globalization has been the commonly sought strategic vision for both the public and private sectors of the 21st century. Management of human resource is one of the many important factors that may result in a successful realization of the strategic vision. Providing a more complex social function, which includes dealing with public affairs and providing public property, public sector plays a whole different role than the economic exchange of market performed by the private sectors (Baldwin,1987; Rainey,1983). The multiple roles taken on by various government institutions necessitate them to be simultaneously concerned with the practices of social fairness, responsibilities, and justice while performing their routine functions of promoting employment rate, economic development, social welfare and security policies etc. This results in a working context different from that of private employees with its characteristic diversified or even mutual-conflicting job goals which give rise to occasional confronting situations. Characterized with its diversified differences of demography, job nature and specialized expertise, government sectors have long been challenged in the area of personnel management by the social capital impact suffered from the conflicts and negative emotions exhibited by their team members. Organization which based its development on the heroic single-handled or self-content way of management will soon find itself struggling to survive in a fast-changing and intensive competitive environment which emphasizes on teamwork and strategic alliance. ¡§Social capital¡¨ is commonly known as a relative new concept proposed in the wake of conventional manpower capital, organizational capital and customer capital. It is regarded as an extremely important new alternative as an intellectual capital to the organization in the net-economics. Simple defined as ¡§the potential power of social connections,¡¨ the basic premise of ¡§social capital¡¨ is founded on the consequential supposition that an individual or a team with better interpersonal relationship network will better its chance to attain organizational goal by mobilizing resources available in the organization. If, when mobilizing its team members, governmental sectors adopt the concept of social capital, they can dissolve obstacles of integrating cross-departmental human resources originated from sectionalism. In short, governmental sector with good and established personal network will succeed more easily in forming its team-based organization. The long-held negative pubic impressions of perfunctory observance of routine job, corruption and dysfunction, arrogance and carelessness presented by the administrative system have recently worsened by a series of major events of public engineering, such as the incident-ridden THSR. This indicates a bureaucracy that seriously lacks of crisis consciousness and maneuverability as well as a deficiency of courage to actively take on responsibility and flexible adoptability. Asides from those practices stipulated specifically in law, there are some vague areas existing in the legal margins. Confronted with this ambiguity, public servants are subjected to the stress of having to make unnecessary personal choices (Zhan Jing-fen, 2001) that keep mounting on in an unceasing sequence. To make things worse, their existing stress is added by the pressure from the tedious work of governmental reengineering program. As such, emotion management aiming at releasing stress and pressure is currently gaining increasing attention from the public. Intending to explain the correlation between the diversification of and conflicts in the team-based organization of government institutions and the social capital, this study will further explore how and what organization network, norms, trust, recognition, and promise that team-based governmental organization can construct in their application of personnel management strategy when faced with goal discrepancy, negative emotions and trans-departmental conflicts. Hopefully, we may provide a useful reference for various public sectors that set their minds on creating an organization based on the culture of mutual trust, cooperation, co-existence and shared-prosperity. Finally, a new culture of job recognition and value-directed attitude of public servant will then transform into the core value of active public service.

This research aims at understanding the career development of women in the high-level management in corporat ions and enterprises. I t will focus on their leadership uniqueness and inf luences, the conf lict of balancing fami ly wi th career, and how to coordinate and communicate. This research adopted multiple approaches on individual case studies. I t incorporates in-depth interviews of upper female leaders¡¦ career development and inf luence factor to acquire study results. The process included interviewing four women execut ives, t ranscribing the interview content , and analyzing the content. The study f inds even though the women execut ive¡¦s performance at work is outstanding, the responsibi lity in the fami ly does not reduce. With the increase in career opportunity, these women st ill have to be responsible for children¡¦s education as wel l as household duties. This renders greater pressure for women than men. Companies based on policies and system or indust ries that ¡¦s more sui table to women, wi th less obst ruct ion in career development wil l result in less family conf lict . Women execut ives with leadership styles that lean towards employee centered, team bui lding, proper delegat ion, and social experience, tend to have more pat ience and empathy. This is especially t rue in the communication and negot iat ion process. More democrat ic and inclusive spirit is incorporated. Encouragement and teamwork creates mutual t rust, and posi tive compet it ive envi ronment. As the famous quote by the American f irst lady Eleanor Roosevelt , ¡¨A woman is like a tea bag- you never know how st rong she is unt i l she gets in hot water¡¨, women leaders should possess self -knowledge, understand the inner-self and the role she wil l play. She should consider the nature of the job and its requirements. With personal uniqueness, distinct ive personali ty, and self -discipline, she wil l be convincing and possessing charming conf idence.

The accuracy and similarity of team members' perceptions regarding the interdependencies of their task as well as the criticality of teamwork behaviors is essential to team performance. Unfortunately, these perceptions are not always accurate or similar, which has led to calls for research evaluating the effectiveness of interventions aimed at improving these perceptions. The present study evaluated the accuracy and similarity of crew members' perceptions of task interdependence and teamwork in the U.S. railroad industry. Specifically, this study assessed (1) the effect of Crew Resource Management (CRM) training on the accuracy and similarity of locomotive and maintenance of way (MOW) crew members' perceptions and (2), the extent to which the accuracy and similarity of those perceptions are retained 2-years after training. The overall results of the present study suggests that CRM training is effective in increasing the accuracy and similarity of crew members' perceptions of team-relatedness (amount of task interdependence) and perceptions regarding the importance of teamwork. However, the effectiveness is often dependent on the metric used (i.e., accuracy vs. similarity), and the specific characteristics of the crew members (i.e., locomotive vs. MOW, higher vs. lower interpositional experience). Furthermore, the results suggest that training did not increase the accuracy or similarity of crew members' perceptions of team workflow pattern (form of task interdependence). Lastly, a small sample size and low power precluded the running of quantitative statistical analysis assessing the long-term retention of the accuracy and similarity of participants' perceptions of task interdependence or teamwork. However, for the sake of completeness, the means, standard deviations, and effect sizes are presented in the Appendix.

Universiẗat, Diss.--Kiel, 2006.

This thesis is study about how public spaces can be transformed through performance within them.More specifically, this study involves two public venues: The Museum of Science and Industry (MOSI), Tampa, FL and The University of South Florida (USF), Tampa, FL in that within these public venues, not only do performances take place, but they transform the space they are performed in and the spaces in-between the public spaces into performance spaces.

No description available.

After years of education, many people enter the workforce without the team-working skills fundamental in today's innovation economy. As one of the primary goals of education is to prepare students for the workforce, a shift from individual learning to collaborative learning is recommended. One way to incorporate collaborative learning in formal education is through students' engagement in the collaborative development of plays. When understanding of collaboration is achieved, according the theories of Teaching for Understanding, the learner can apply knowledge outside of the domain in which it was learned. Team-based management in business and collaborative playbuilding in theatre share congruent structural principles, therefore, the application of knowledge from one domain to the other is natural. This study investigated how university students came to understand collaboration through involvement in a Collaborative Play Development course. Findings support the recognition of collaborative theatre as an opportunity to develop marketable skills for the learners.

This Master's Dissertation is an independent part of collegial diagnostic research of teamwork. The aim of the project is to investigate peculiarities of team-work and expression of microclimate carrying out a diagnostic research and using two standardised tests: standardised German test “Team Plus” and organization climate crisis test created by Prof. G. Merkys' research group. The tests of teamwork consists of 66 questions about various aspects of teamwork. Organization climate crisis test consists of 149 questions. The research was carried out in Siauliai X Primary Personal Health Care (PPHC) Centre. The test was anonymous. 71 respondent has been questioned. The received data was processed using a typical SPSS program. Overall evaluation of efficiency of teamwork was negative and overall evaluation of organizational climate is positive. Teamwork optimisation recommendations have been formulated according to the carried out diagnostic research.

The aim of the authors of this paper is to analyse the expression of team work and organisational climate in X district police headquarters using two standardised tests – Team Work test (a standardised German test) and the test/instrument of Organisational Climate created by the scientific group of prof. G. Merkys. This Master’s Paper is an independent part of a collegial research project. The theoretical peculiarities of human resource management of different Lithuanian and foreign authors in a modern public sector organisation, the peculiarities of team work and theoretical and practical aspects of organisational climate are analysed and systematized in the Master’s Paper. The scientific research hypothesis of the authors that the teamwork and organisational climate in X District police headquarters are uncongenial, critical and therefore demanding managerial intervention has been proved partly.

Tyrimo tikslas – nustatyti esamą komandinio darbo valdymo būklę Vilniaus ikimokyklinėse įstaigose ir parengti rekomendacijas komandiniam darbui tobulinti. Magistro darbe išanalizuota ir susisteminta Lietuvos ir užsienio autorių mokslinė, vadybinė literatūra, apžvelgti komandų vadybinių gebėjimų, vadovo funkcijų kaitos sąlygomis teoriniai aspektai, atskleista šiandieninė situacija ikimokyklinėse įstaigose, įvertinta komandinio darbo valdymo būklė, pateiktas ikimokyklinių įstaigų vadovų ir pedagogų požiūris į komandinį darbą, atlikta su komanda dirbančio vadovo reikalingiausių savybių išsami analizė. Iš dalies patvirtinta tyrimo metu iškelta hipotezė, kad ikimokyklinėse įstaigose formuojasi nauja vadybinio profesionalumo ir vadybinės kultūros samprata. Šiandieninėse ikimokyklinėse įstaigose siekiama kurti komandas, 93 proc. vadovų ir 84 proc. pedagogų gerai įvertina komandinio darbo efektyvumą. Darbui komandoje juos labiausiai motyvuoja įgyvendinti įstaigos tikslus. Antrosios hipotezės teiginys, kad ikimokyklinių įstaigų vadovai pakankamai gerai susipažinę su komandinio darbo valdymu ir taiko jį praktinėje veikloje, nepasitvirtino. Pažvelgus į dabartinę situaciją ikimokyklinėse įstaigose, atsiskleidžia komandinio darbo valdymo trūkumai: daugiau nei pusėje ikimokyklinių įstaigų nėra sukurtos aiškios vizijos, nepriimami bendri sprendimai, įstaigos siekiai nėra paremti bendradarbiavimu, neįvertinamas darbuotojų dalyvavimas įstaigos valdyme, dvipusės komunikacijos svarba. ... [toliau žr. visą tekstą] / Teamwork control at pre-school institutions The purpose of the present thesis is to determine current conditions of teamwork control at pre-school institutions in Vilnius and to work out recommendations for the elaboration of teamwork procedures. The thesis offers a systematised analysis of scientific literature on management by Lithuanian and foreign authors. It studies the theoretical aspects of teams’ managerial qualities under the changing conditions of leader’s functions revealing the present-day situation at pre-school institutions. Moreover, it gives an assessment of the condition of teamwork control showing the views held by the heads and the teachers at pre-school institutions on teamwork. It also provides an exhaustive analysis of the qualities indispensable to a team leader. Hypothesis that a new notion of managerial professionalism and managerial culture is developing at pre-school institutions was corroborated to a degree. 93 per cent of leaders and 84 per cent of teachers rated the effectivity of teamwork as “good”. The chief motive for working in team turned out to be the chance to implement the goals set by a relevant institution. The findings failed to corroborate the second hypothesis saying that pre-school leaders are sufficiently acquainted with teamwork control and that they use it in practice. A survey of the current situation at pre-school institutions indicates the following shortcomings, namely more than a half of pre-school institutions have not... [to full text]