Teams play an important role in most organisations in today’s modern economy. The use of teams has expanded dramatically in response to competitive challenges. Research indicates that teamwork can achieve outcomes that could not be achieved by the same number of individuals working in isolation. However, teams need to be cohesive and effective in order to be successful. Team building, team cohesiveness and team effectiveness are discussed in detail, outlining their importance for good teamwork. The Police Services is dependent on effective teamwork as this forms an integral part of their daily work activities. Therefore, teams in the Police Services need to be highly cohesive in order to enhance team effectiveness. The purpose of this dissertation was to investigate the impact of team cohesiveness on team effectiveness at the police services. The key dimensions of team cohesiveness that were explored in this study are : setting goals and understanding them, extent of participation, communication, idea generation, conflict management, interpersonal relations and obstacles and the extent of their influence on team effectiveness. The research was conducted at the police services in Kwa-Dukuza, Kwa-Zulu Natal. Simple random sampling was used in this study. Various statistical techniques were used to test the three hypotheses. The results were analysed and a presentation and discussion of the respondent’s perceptions were presented. From this study, it is evident that team cohesiveness with special reference to the following sub-dimensions: setting goals and understanding them, extent of participation, communication, idea generation, conflict management, interpersonal relations and obstacles does impact significantly on team effectiveness. The limitations of the study and suggestions for future research are also outlined. Furthermore, a discussion of the possible causes for the findings are included, along with recommendations to improve team cohesiveness in order to enhance team effectiveness. / Thesis (M.Admin.)-University of KwaZulu-Natal, Westville, 2004.

This dissertation focuses on the management of cultural diversity in a joint venture (JV), formed in 2002, between a South African company, Sasol Chemical Industries and a Japanese company, Mitsubishi Chemical Cooperation (MCC). The reasons for the formation of the JV as well as the details are provided. One of the key threats identified for the JV is the challenges posed by the merging of two different cultures. Research studies indicate that the longevity of a JV is largely determined by the management of cross cultural conflicts. Unresolved cultural differences can have a detrimental effect on the success of the JV. This leads to the formulation of the following hypothesis "Proper Management of Cultural Diversity will result in the long term success of the JV between Sasol and MCC". According to Hofstede (1983), an evaluation of the management of cultural diversity requires an analysis of the managerial and cultural behaviour of both South African and Japanese culture. Questionnaires, comprising largely of rating scales, were administered to a population comprising of the senior, middle and junior management from Sasol that were directly involved in the JV. The aim of the questionnaire was to evaluate and compare the knowledge Sasol employees have about South African and Japanese business culture, determine the current level of cultural sensitivity and to evaluate the level of cross-cultural diversity training received. The results are then benchmarked and evaluated against those characteristics displayed by JV’s that adopt a third culture approach. Based on this information it was determined that the current management of cultural diversity was not adequate for the long term success of the JV. Differences emanating from managerial behaviour such as the differences in managerial style, decision making process, organisational structure and communication styles lead employees to become frustrated and unsure of what to do. Differences in Cultural behaviour such as the degree of Individualism, Uncertainty Avoidance and Masculinity also resulted in misunderstanding of intentions that often lead to distrust and ethnocentric behaviour. These findings correlated when benchmarked against the ratings of those characteristics displayed by JV's that adopt a third culture (Graen, 1996). The hypothesis "the current level of management of cultural diversity is sufficient to ensure the long term success of the JV' was rejected with the final finding being that the current management of cultural diversity is not sufficient to ensure the long term success of the JV. Comments from participants indicated that there was indeed no management practice in place to manage cultural diversity. Most participants felt at a loss when handling diversity issues and were unsure of the level of sensitivity to display to other cultures. The key recommendation was the implementation of cultural training programs similar to that developed by Berrell (1999) and to develop an organisational culture that will assist employees in reducing behaviour variability. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

No abstract available / Thesis - University of KwaZulu-Natal, Pietermaritzburg, 2010.

Background: There is a shortage of Black chartered accountants, with some progress being made in transforming the industry. Accounting firm managers must be prepared to effectively manage the increasing diversity of the profession. Methods: The primary objectives of the study are to determine the KZN accounting firms' managers' and trainees' perceptions of diversity management in the accountancy profession; to determine the KZN accounting firms' managers' and trainees' perceptions of the Chartered Accountancy profession Charter (CA Charter); and to identify the accounting firms' managers' and trainees' perceptions of managerial competencies required by managers to effectively manage diversity in KwaZulu-Natal. A prospective, descriptive and analytical, cross-sectional design using systematic sampling was employed. The responses of 45 accounting managers and 114 trainees were analysed. Results: Both managers and trainees perceived the six managerial competencies important in managing diversity, but the ranking order of perceived importance indicated that there are variations in ratings. Teamwork and self-management competencies were highly rated by managers, while communication and teamwork competencies were highly rated by trainees. A total of 84.4% of managers were male, 44.4% were White, and 91.1% were between 30 to 60 years old. 47.4% of trainees were male, 51.8% were African, and all were between 21 and 30 years old. 42.1% of trainees reported knowledge of the CA Charter, in contrast to 64.4% of managers (p<0.05). 34.2% of trainees did not believe that the accounting firm has a plan to retain Black employees, as compared to 4.4% of managers (p< 0.05). Both managers and trainees believed that diversity should be led by top management. Trainees were more attached than managers to individuals of the same race (p<0.05) and language (p<0.05) as themselves. Conclusion: The managerial competencies are vital for the accounting firms. managers. The study suggests that the accounting firms. managers should consider the importance given by trainees and by themselves in prioritising the most important competencies they require in managing diversity. Accounting firms are encouraged to include the six managerial competencies in the firm's management development programme or training and development programme. Incongruities exist between managers' and trainees' perceptions of managerial diversity efforts and the equity of remuneration call for greater transparency in existing and future diversity management practices. While the CA Charter remains the guiding professional piece on diversity, poor awareness and the lack of targets/benchmarking may fuel the divided perceptions. The language and race based attachments of both trainees and managers are reminiscent of the divisive and exclusive history of the profession. There is still much work to be done in the way of changing perceptions, attitudes and behaviours, before diversity can be effectively managed.

Intelligent Tutoring Systems (ITSs) have proven their effectiveness in many domains, but very few attempts have been made to embed them with existing systems. This area of research has a lot of potential in providing life-long learning and work place training. This PhD project makes several significant contributions. This is the first attempt to embed a Constraint-Based Tutor (CBT) with an existing system, in order to investigate the benefits of providing on-the-job training. We also propose a framework for embedded ITSs, and develop DM-Tutor (Decision-Making Tutor) embedded with the MIS for palm oil. DM-Tutor is the first ITS for the domain of oil palm plantation decision making, and was developed in the ASPIRE authoring system. Our hypothesis was that DM-Tutor embedded with the MIS for palm oil would provide effective instruction and training for oil palm plantation decision making. We also wanted to investigate the role of feedback messages in helping to provide effective training.

This paper aims to create a better understanding for how executing private matters during work hours affect the individual worker. In todays world the access to social medias, the Internet and all your friends is easy to access due to smartphones and computers. Prior research as described this both as a threat against the productivity of the worker and the moral of the workplace. While others mean that it is a source of recovery and something positive. This thesis uses a qualitative method and fifteen interviews where conducted with people between 20-30 years, who where working and living in Sweden. The theory of this paper is built on following areas: Time, the line between work and private, together alone, the brain and the affect it has on the dialogue between colleagues. This paper confirms a lot of the theory previous conducted, that it can affect the productivity but that it is also a form of recovery. Also the moral dilemma that concurs when the respondents don’t approve surfing on the web or using the smartphone but still everybody does it. The main contribute of this paper is the affect on the dialogue at the workplace. The usage of smartphones in particular makes for fewer conversations between co- workers since a lot of people are using it during breaks and lunches. In the interviews it also came up that every respondent finds people looking at their phone during conversation as irritating and disrespectful, but still most commit to doing it themselves. We can see today that people let their smartphones come between their dialogues and making people less outgoing. In the traditional meeting places like the break room, the co-workers have stopped being social and instead sitting with a smartphone in front of them. The affects of this change are the lost opportunity to learn and come up with new innovating ideas for the company as well as the individual development.

This thesis presents findings from a study of fifteen multi-disciplinary child protection teams in New Jersey, USA. The agencies represented in the teams were the prosecutor's office, the Division of Youth and Family Services, law enforcement, hospitals and mental health organisations. The professionals who were members of the teams included caseworkers and supervisors from the Division of Youth and Family Services, assistant prosecutors, law enforcement officers and captains, mental health staff, social workers, psychologists, physicians, nurses, assistant district attornies and victim witness staff. The data was collected through questionnaires, direct observation and in-depth interviews. The thesis explores the teams' structures, processes and interactions from two perspectives, that of the observer and that of the team members. The general findings of the study are that the prosecutor's office dominates multidisciplinary teams in the fifteen counties of New Jersey that have them, although this domination is more marked in some teams than in others. The findings reveal differences among the teams on two dimensions: 'multidisciplinary sharing' and 'team members' perceptions of the teams'. When positive and negative values are attached to each of the two dimensions a matrix of four typologies is constructed, as follows: Depressed Team: negative multi-disciplinary sharing/negativep erceptions of the team. Realistic Team: positive multi-disciplinary sharing/positivep erceptions of the team. Repressed Team: negative multi-disciplinary sharing/positive perceptions of the team. Pessimistic Team: positive multi-disciplinary sharing/negativep erceptions of the team. Each of these team types is characterised by a complex combination of attributes which are not easily disentangled and isolated. Explanations for the findings are formulated as are suggestions for promoting multidisciplinary co-operation.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Thesis (M.S.)--Auburn University, 2007. / Abstract. Includes bibliographic references (ℓ. 46-57)

Thesis (Ph. D.)--School of Education and Henry W. Bloch School of Business and Public Administration. University of Missouri--Kansas City, 2004. / "A dissertation in education and public affairs and administration." Advisor: Malcolm Linville. Typescript. Vita. Description based on contents viewed Nov. 13, 2007; title from "catalog record" of the print edition. Includes bibliographical references (leaves 154-166). Online version of the print edition.