Global ETD Search

1	Self-managed team implementation : deploying team based work design concepts in a unionized organization Skinner, Matthew Charles, 1980- 21 December 2010 (has links) The twentieth century shift from the industrial society to the knowledge society must be met by a transition in management of human capital. This thesis seeks to design an implementation method based on goal-setting theory and other team based work designs that can be deployed by anyone in the company. The model accounts for the two largest barriers to successful implementation, management and labor unions. The new model is strengthened by a bottoms-up approach, on-the-job development of teaming skills, and inclusion of the labor union at the earliest stage possible. / text Self-managed teams SMT Team implementation model
2	Development of a Model of Leadership for Self-Managed Teams in a Greenfield Environment Burress, Mary Ann 05 1900 (has links) This study identified and defined leader behaviors with two levels of leadership in a self-managed team organization. Job analysis methodology was used. A comparison of task importance values was made within groups and between hierarchical levels in the organization. Identified leader behaviors were compared with effective, traditional leader performance. Qualitative data collected throughout the investigation clarified an integrative model for effective organizations developed from the literature. The model included leader characteristics and team member behaviors when using self-managed teams. leader behaviors self-managed teams Leadership. Teams in the workplace. Job analysis.
3	The Role of Followership During Periods of Absent Leadership Leonard, Robert Alan 01 January 2014 (has links) With a culture focused on leadership, the purpose in this study was to explore untested assumptions about followers and their being ignored as independent productive actors in the workplace. The lived experience of followers and their impact on the success or failure of organizations during periods of absent leadership was explored via 4 independent situations. A qualitative, phenomenological research design based primarily on the theoretical framework of Moustakas and the research design of Patton guided the study. The 3 key research questions were explored with regard to followers during periods of absent leadership: how they respond, what actions they take to fill the void, and the purpose of their actions and reactions. The qualitative data were coded and centered around 4 themes: (a) productivity, (b) morale, (c) direction, and (d) interpersonal behavior during periods of absent leadership. The results indicated that followers did not descend into chaos without leaders, thus refuting a primary conjecture about their assumed workplace behavior. Instead, emergent consensual self-managing teams arose, and this research resulted in a proposed organization-member exchange (OMX) construct for further research to account for the environmental context as a potential substitute to the traditional leader-follower relationship. Social change may occur by increasing efficiencies if additional training is provided for followers to prepare themselves for absent leadership and for leaders to realize the full potential of followers. Attempts at developing self-managed groups to fully utilize the leadership potential might serve to negate negative effects of the departure of a designated leader and promote employee wellbeing as contributing and valued members of the organization. autonomous teams followership leadership organization-member exchange self-managed teams
4	Catalysts, Continuity and Change: Workplace Restructuring in the Chemical Industry Mealor, Tony, UNSW January 1999 (has links) The thesis describes and analyses a long-term transformative change program conducted at ICI (Australia) Botany Site between the years 1987 - 1997. The change program is unusual in that, after a massive and destructive confrontation between management and the unions, a new collaborative approach to change was developed which led to significant organisational renewal. Change interventions developed in the program have diffused through Australian industry over the decade. The program is analysed within the framework of a theoretical model which describes a path taken towards achieving a capable organisation which can sustain productive performance. The thesis uses evidence from the case to investigate issues of management style, governance, flexibility, 'bundled interventions', productivity, work organisation, downsizing, reward systems, skills acquisition and self-managed teams. A theoretical model of organisational change is developed which suggests how the treatment of these contingencies can lead to organisational capability. organisational change strategic change organisational capability flexibility governance change interventions productivity work organisation downsizing reward systems skills acquisition self-managed teams
5	Vztah vývojových fází podniku a změn organizační struktury ve vybraném podnikatelském subjektu / Relationship between the evolutionary phase of the company and the changes of the organizational structure of the entrepreneurial subject ČERMÁK, Jan January 2008 (has links) The theoretical part of the dissertation focuses on the describtion of the modern trends in the development of the organizational structure of the company and specific evolutionary phases of the entrepreneurial subject. The practical part is based on the application of the skills obtained in the theoretical part on the particular entrepreneurial subject, the ASECCO company.
6	Information Use Environment of Self-managed Teams : A Case Study Barnes, Deborah M. (Deborah Manning) 05 1900 (has links) This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance. information use self-managed teams Teams in the workplace -- Case studies. Business communication -- Case studies.
7	Självstyrande team inom ett industriföretag : En studie kring förutsättningar vid implementering av självstyrande team / Self-managed teams within a manufacturing company : A study concerning prerequisites when implementing self-managed teams Olsson, Sanna, Kruuse, Sarah January 2022 (has links) Vi har funnit fyra övergripande kategorier med förutsättningar för implementering av självstyrande team. Organisatoriska förutsättningar, ledarskapets påverkan på självstyrande team, förutsättningar gällande de anställda inom arbetsgrupperna samt motstånd till förändring och självstyre. Relevansen av förutsättningarna varierande i praktiken. Även om organisationer inte idag har alla de förutsättningar som nämns i studien, finns möjligheten för lyckad implementering, speciellt om organisationen har en öppenhet till utveckling och vill lägga resurser på att förbättra förutsättningarna. / We have found four overall categories surrounding prerequisites for implementation of self-managed teams. The organizational qualifications, leadership impact on self-managed teams, qualifications surrounding the employees within workgroups, as well as resistance against change and self-management. The relevance of the qualifications varied in practice. Even if organizations do not have the qualifications mentioned in the study at the moment, there is a possibility of a succesfull implementation. Especially if there is an openness for development and willingness to put resources into bettering the prerequisites. self-managed teams organizational structure leadership employee voice teamwork responsibility resistance självstyrande team organisationsstruktur ledarskap employee voice ansvarstagande motstånd Business Administration Företagsekonomi
8	Organisasievernuwing : 'n penologiese perspektief Bruyns, Hennie, 1959- 06 1900 (has links) Summaries in Afrikaans and English / Die tradisionele benadering tot bestuur het die Suid-Afrikaanse korrektiewe sisteem sedert sy ontstaan gedomineer. Die vraag wat ontstaan, is of daar enige praktiese, werkbare altematiewe is, veral omdat die huidige strategiese ingesteldheid, argitektuur en menslike hulpbronne onder verdenking is. Hierdie navorsing bevestig die vermoede dat 'n nuwe benadering tot strategie, struktuur, kultuur, bestuursfilosofie, werkspraktyke en mense te voorskyn kom en dat dit alleenlik gemobiliseer kan word deur organisasievernuwing. 'n Penologiese sisteem wat 'n deelnemende bestuursbenadering aanvaar, sal as 'n wereldleier geklassifiseer word. / The traditional approach to management has dominated the South African correctional system since its conception. The question arises whether there are any practical workable alternatives, especially as the present strategic intent, architecture and human resources are under suspicion. This research confirms the supposition that a new approach to strategy, structure, culture, management philosophy, work methods and people is emerging and that this approach can be enabled only by organisational renewal. A penological system that adopts a participative management approach would be classified as a world leader. / Penology / M.A. (Penology) Transformation Renewal Restructuring Reengineering Co-operative culture Architecture Strategic intent Resources Participative management Self-managed teams Unit management Network design Organisational change Organisational change Organisational development Outsourcing Privatisation Values Employee relations 365.068 Prison administration -- South Africa Prisons -- South Africa Organizational change -- South Africa
9	Organisasievernuwing : 'n penologiese perspektief Bruyns, Hennie, 1959- 06 1900 (has links) Summaries in Afrikaans and English / Die tradisionele benadering tot bestuur het die Suid-Afrikaanse korrektiewe sisteem sedert sy ontstaan gedomineer. Die vraag wat ontstaan, is of daar enige praktiese, werkbare altematiewe is, veral omdat die huidige strategiese ingesteldheid, argitektuur en menslike hulpbronne onder verdenking is. Hierdie navorsing bevestig die vermoede dat 'n nuwe benadering tot strategie, struktuur, kultuur, bestuursfilosofie, werkspraktyke en mense te voorskyn kom en dat dit alleenlik gemobiliseer kan word deur organisasievernuwing. 'n Penologiese sisteem wat 'n deelnemende bestuursbenadering aanvaar, sal as 'n wereldleier geklassifiseer word. / The traditional approach to management has dominated the South African correctional system since its conception. The question arises whether there are any practical workable alternatives, especially as the present strategic intent, architecture and human resources are under suspicion. This research confirms the supposition that a new approach to strategy, structure, culture, management philosophy, work methods and people is emerging and that this approach can be enabled only by organisational renewal. A penological system that adopts a participative management approach would be classified as a world leader. / Penology / M.A. (Penology) Transformation Renewal Restructuring Reengineering Co-operative culture Architecture Strategic intent Resources Participative management Self-managed teams Unit management Network design Organisational change Organisational change Organisational development Outsourcing Privatisation Values Employee relations 365.068 Prison administration -- South Africa Prisons -- South Africa Organizational change -- South Africa

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