This thesis investigates Australian middle management teamwork in private and public sector organisations. The research sought to understand key teamwork variables previously overviewed in the literature, but never synthesised and substantially investigated. The main aim, and value, of the study is to bring greater clarity to business organisation teamwork in Australia by determining the variables that define teamwork, and creating a practical model for teams to manage their development. the research rests on a paradigm of post-positiveness, with a particular emphasis on critical realism.The main data collection methodology employed was a survey instrument. The selected paradigm of critical realism allowed a mixture of exploratory methods, and therefore team member focus group reviews were employed to triangulate and confirm the teamwork concepts extracted from the extant literature review. The results indicate that the research hypotheses were not all supported by the data. In general, the hypotheses logically theorised that people in the same teams in the same organisations shared the same attitude and effectiveness perception of their teams. This model could also be used to gain a first pass understanding of team success potential. It should be of assistance to operational management review team processes and human resource departments trying to decide if team members need specific help in the form of education, team member rotation or team member mix adjustment. The model may also help senior management individuals better understand the process required for successful middle management teamwork. / Doctor of Philosophy (PhD)

This study aims to contribute to a better understanding of communication differences in effective and ineffective teams. It investigates task and socio-emotional verbal behaviours over time and its relationship to team effectiveness and team members' self-perceived member viability. The author used an aural observational method to examine verbal communication of three teams. Participants were post-graduate students formed into teams, working on a complex and dynamic task over a project duration of five days in a classroom setting. Spoken interaction was audio recorded and analysed using Bales' (1950) Interaction Process Analysis (IPA). Three questionnaires were developed, mainly by combining existing measurement instruments from communication and small group research, measuring team effectiveness and member viability. The analysis of selected team meetings with IPA displayed interesting task and socio¬emotional communication differences in effective and ineffective teams. These differences were more visible in socio-emotional interaction than in task-related interaction. Observed interaction patterns changed over time, although communication behaviours were more stable in the effective teams. Findings indicate that a consistently high level of positive socio-emotional communication in combination with a consistently low level of negative socio-emotional interaction seem to facilitate team effectiveness, while a high level of negative socio-emotional interaction or constantly changing socio-emotional behaviour seems to inhibit team effectiveness. It seems to suggest that communication behaviours impact upon team effectiveness and member viability. When communication behaviours could be described as task focused with a consistent level of positive reactions, outweighing negative reactions, effectiveness and member viability can increase. Opposite behaviours, shifting from task to interpersonal issues in combination with negative reactions outweighing positive reactions can lead to low levels of perceived member viability and a lack of effectiveness. The results lead to the suggestion that communication behaviours and member viability, particularly cohesion and willingness to continue as a member of this team, seem to be indicators for a team's 'well-being' and impact upon its effectiveness. These factors seem to be especially visible at the beginning and the temporal midpoint of a project. During these two periods, monitoring of the team process is recommended, either self-managed or with support from outside the team in order to prevent communication problems impacting on team effectiveness.

This study aims to contribute to a better understanding of communication differences in effective and ineffective teams. It investigates task and socio-emotional verbal behaviours over time and its relationship to team effectiveness and team members' self-perceived member viability. The author used an aural observational method to examine verbal communication of three teams. Participants were post-graduate students formed into teams, working on a complex and dynamic task over a project duration of five days in a classroom setting. Spoken interaction was audio recorded and analysed using Bales' (1950) Interaction Process Analysis (IPA). Three questionnaires were developed, mainly by combining existing measurement instruments from communication and small group research, measuring team effectiveness and member viability. The analysis of selected team meetings with IPA displayed interesting task and socio¬emotional communication differences in effective and ineffective teams. These differences were more visible in socio-emotional interaction than in task-related interaction. Observed interaction patterns changed over time, although communication behaviours were more stable in the effective teams. Findings indicate that a consistently high level of positive socio-emotional communication in combination with a consistently low level of negative socio-emotional interaction seem to facilitate team effectiveness, while a high level of negative socio-emotional interaction or constantly changing socio-emotional behaviour seems to inhibit team effectiveness. It seems to suggest that communication behaviours impact upon team effectiveness and member viability. When communication behaviours could be described as task focused with a consistent level of positive reactions, outweighing negative reactions, effectiveness and member viability can increase. Opposite behaviours, shifting from task to interpersonal issues in combination with negative reactions outweighing positive reactions can lead to low levels of perceived member viability and a lack of effectiveness. The results lead to the suggestion that communication behaviours and member viability, particularly cohesion and willingness to continue as a member of this team, seem to be indicators for a team's 'well-being' and impact upon its effectiveness. These factors seem to be especially visible at the beginning and the temporal midpoint of a project. During these two periods, monitoring of the team process is recommended, either self-managed or with support from outside the team in order to prevent communication problems impacting on team effectiveness.

Frontline managers in the banking industry support geographically dispersed employees and face significant obstacles in communicating effectively to motivate their virtual team members. The purpose of this multiple case study was to explore communication strategies frontline managers in the banking industry used to motivate virtual team members. Vroom's expectancy theory was the conceptual framework for the study. Participants consisted of 5 frontline banking managers in Michigan who had successfully implemented communication strategies to motivate virtual team members. Data were collected using face-to-face semistructured interviews, a review of company documents, and a review of company websites. Data were analyzed using thematic analysis following Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were a clarification strategy, a technology strategy, and a motivation strategy. Frontline banking managers leading virtual teams might use the findings from this study to improve the clarity of their communications with team members, make effective use of technology in their communication strategy, motivate team members through consistent messaging, and offer adequate rewards and facilitating peer competition among team members. The implications of this study for positive social change include the potential for frontline banking managers to improve job satisfaction and motivation among virtual team members, resulting in higher employment rates, improved local economic stability, and enhanced rapport and volunteerism within their local communities.

Objectives: CDUs have been implemented to address ED wait times. The objectives of this study were to investigate ED team members’ perceptions on the implementation of CDUs as well as the impact of CDUs on the delivery of emergency care. Methods: A case study design and change theories found in the literature were used to investigate the implementation of CDUs in four hospitals. Semi-structured interviews with ED team members led to the creation of themes for analysis. Results: Analysis demonstrated that patient flow, work processes and communication contribute to the type of CDU set-up, whether it is a co-located or virtual CDU. The sustainability of CDUs relies on communication and a common vision in the fulfillment of purposes and goals. Conclusions: This study contributes to the understanding of the implementation of CDUs. The application of change frameworks assists with the identification of key success factors for implementing and sustaining change.

Objectives: CDUs have been implemented to address ED wait times. The objectives of this study were to investigate ED team members’ perceptions on the implementation of CDUs as well as the impact of CDUs on the delivery of emergency care. Methods: A case study design and change theories found in the literature were used to investigate the implementation of CDUs in four hospitals. Semi-structured interviews with ED team members led to the creation of themes for analysis. Results: Analysis demonstrated that patient flow, work processes and communication contribute to the type of CDU set-up, whether it is a co-located or virtual CDU. The sustainability of CDUs relies on communication and a common vision in the fulfillment of purposes and goals. Conclusions: This study contributes to the understanding of the implementation of CDUs. The application of change frameworks assists with the identification of key success factors for implementing and sustaining change.

The first construct of this study is leadership styles. This well-known concept has been widely explored in the research. Many different models have germinated from the different theories developed on leadership styles, and for the purpose of this research, the leadership style model approach developed by Kurt Lewin has been used as a framework or paradigm. According to this approach, their main styles are identified. These styles are known as authoritarian style, participating style and delegative style. The second construct that this study focuses on is the psychological contract. This is a well known concept that has been widely researched. It was found to have a strong impact on employers as well as employees in the workplace. Although numerous studies have been done regarding "the experience of employee and employer obligations through perceived promises made in the reciprocal employee-organisation relationship", it is evident that further research regarding the relationship with other concepts could be of immense value. The general objective of this study was to investigate the relationship between different leadership styles and the psychological contract in work teams. A quota sample (N= 151) was taken of team leaders and their members of work teams in the Process and Maintenance departments of a Mining Factory in Lichtenburg, North West Province. The Psycones questionnaire ("Psychological Contracts among Employment Relations) was used to measure the psychological contract while the leadership style questionnaire was used to identify the different leadership styles. Data collection was done by means of structured questionnaires through exploratory research by using a cross-sectional design. Cronbach alpha coefficients, factor analysis, inter-item correlation coefficients, Pearson product moment correlation coefficients and stepwise multiple regression analysis were used to analyse the data. The first objective of this study was to conceptualise the relationship between leadership styles and the psychological contract, which was achieved through an in depth literature review on the two constructs. A literature review on the psychological contract highlighted an integrative definition as well as an exploration of psychological contract breach and violation, and the consequences thereof. The review on the leadership styles gives a broad explanation of the different styles identified as well as the relevant impact thereof. The second objective of this study was to determine the construct validity and reliability of the leadership style questionnaire and psychological contract questionnaires. With the support from previous validated studies of these questionnaires carried out in a South African context, factor analyses and reliability analyses were nevertheless carried out and the results corresponded with the previous findings indicating the viability of these questionnaires. The third objective was to determine the relationship between the leadership styles and the psychological contract constructs. Through correlation analyses significant correlations achieved were those between the Delegate-Participative style and the Emotions of the PC as well as a positive relationship which was shown between Delegate-Participative style and the Emotions of the PC with a large effect. These conclusions sturdily propose a relationship between the Delegative-Participative Style and the PC. A multiple regression analysis with delegative-participative leadership style as dependent variable was carried out. When all component of the psychological contract were a statistically significant model was produced, with the variance explained increasing with 50%. The results indicated that a relationship exists between the delegative-participative leadership style and the psychological contract. Limitations within this research were identified, and recommendations were made for the both the profession of employers and employees in the mining company as well as for future research purposes. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.

The first construct of this study is leadership styles. This well-known concept has been widely explored in the research. Many different models have germinated from the different theories developed on leadership styles, and for the purpose of this research, the leadership style model approach developed by Kurt Lewin has been used as a framework or paradigm. According to this approach, their main styles are identified. These styles are known as authoritarian style, participating style and delegative style. The second construct that this study focuses on is the psychological contract. This is a well known concept that has been widely researched. It was found to have a strong impact on employers as well as employees in the workplace. Although numerous studies have been done regarding "the experience of employee and employer obligations through perceived promises made in the reciprocal employee-organisation relationship", it is evident that further research regarding the relationship with other concepts could be of immense value. The general objective of this study was to investigate the relationship between different leadership styles and the psychological contract in work teams. A quota sample (N= 151) was taken of team leaders and their members of work teams in the Process and Maintenance departments of a Mining Factory in Lichtenburg, North West Province. The Psycones questionnaire ("Psychological Contracts among Employment Relations) was used to measure the psychological contract while the leadership style questionnaire was used to identify the different leadership styles. Data collection was done by means of structured questionnaires through exploratory research by using a cross-sectional design. Cronbach alpha coefficients, factor analysis, inter-item correlation coefficients, Pearson product moment correlation coefficients and stepwise multiple regression analysis were used to analyse the data. The first objective of this study was to conceptualise the relationship between leadership styles and the psychological contract, which was achieved through an in depth literature review on the two constructs. A literature review on the psychological contract highlighted an integrative definition as well as an exploration of psychological contract breach and violation, and the consequences thereof. The review on the leadership styles gives a broad explanation of the different styles identified as well as the relevant impact thereof. The second objective of this study was to determine the construct validity and reliability of the leadership style questionnaire and psychological contract questionnaires. With the support from previous validated studies of these questionnaires carried out in a South African context, factor analyses and reliability analyses were nevertheless carried out and the results corresponded with the previous findings indicating the viability of these questionnaires. The third objective was to determine the relationship between the leadership styles and the psychological contract constructs. Through correlation analyses significant correlations achieved were those between the Delegate-Participative style and the Emotions of the PC as well as a positive relationship which was shown between Delegate-Participative style and the Emotions of the PC with a large effect. These conclusions sturdily propose a relationship between the Delegative-Participative Style and the PC. A multiple regression analysis with delegative-participative leadership style as dependent variable was carried out. When all component of the psychological contract were a statistically significant model was produced, with the variance explained increasing with 50%. The results indicated that a relationship exists between the delegative-participative leadership style and the psychological contract. Limitations within this research were identified, and recommendations were made for the both the profession of employers and employees in the mining company as well as for future research purposes. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2009.

Context. In practice, software projects frequently fail in many fields, which causes the huge loss for the human being. Assumption faults are recognized as a main reason for the software project failures. As the world is changing fast, environment assumptions of software can be easily wrong. The daily assumption-related activities show not enough effectiveness and efficiency to deal with assumption faults. For example, no documenting of key assumptions, inappropriate assumption validation, lack of knowledge. In research, there is no empirical research about assumption management practice. Two assumption management frameworks were outlined. They both support the assumption formulation and assumption management. The formal assumption management framework provides an assumption-component mapping function to analyze assumption failures. Objectives. Our goal is figuring out how development team members handle environment assumptions today in practice and how they might handle them better tomorrow. To be specific, I test the applicability of the so far theoretical assumption management frameworks and investigate the assumption type, assumption formulation and assumption management in practical software development Methods. An interview-based survey was implemented with 6 product managers from Chinese software companies. They have rich experiences on assumption management and software development. I used directed content analysis to analyze the qualitative data. The result of the research is intended to be a static validation of the assumption management frameworks. Results. Interviewees consider that the assumption-component mapping function of the formal assumption management framework is useful in making decisions and analyzing the problems. However, using these frameworks takes too much effort. The functions of frameworks are covered by the development team members and the existing tools. Assumptions tend to be discovered when they frequently change and are important to the requirements. The main assumption types are user habit assumptions and quality attribute assumptions, which are both requirement assumptions. The user habit assumptions consist of name, description and value, while the quality attribute assumption formulation is name and value. The major assumption treatment activities are figuring out the value of assumptions, assumption monitoring, assumption validation and handling assumption failures. Assumption failures result in the loss of users and benefits. Assumption failures are always caused by the poor ability and experience of development team members. Conclusion. I create an assumption management model based on my result, and find out the advantages and disadvantages of the formal assumption management framework and semi-formal assumption management framework. The research could help improve the efficiency and effectiveness of assumption management practice. Also. The research can be treated as the starting point to study assumption management practice deeper.

Syftet med studien är att undersöka teammedlemmars upplevelser om beslutsfattandet i agila projekt. En kvalitativ undersökning med semistrukturerade intervjufrågor genomfördes för att besvara frågeställningarna: Hur upplevs det att ta beslut i agila team? och Vad krävs för att fatta bra beslut?   Undersökningen grundar sig på åtta respondenters upplevelser och berättelser. Resultatet visar att teammedlemmar i agila projekt uppskattar friheten att fatta beslut, men att det råder vissa utmaningar där stöd efterfrågas. Även att teammedlemmarnas olikheter främst påverkar beslutsfattandet positivt. Resultatet visar även att bra beslut bygger på starkt samarbete med god kommunikation och tillit. Vidare framkom det att trots det gemensamma beslutsfattandet påverkar faktorer som erfarenhet, status och karaktär vem det är som tar eller påverkar beslut mer än andra. Slutsatsen är att den psykologiska tryggheten är en viktig faktor för beslutsfattande i agila projekt. / The purpose of the study is to examine how team members perceive decision making in agile projects. A qualitative survey with semi-structured interview questions was conducted to answer the questions: How does it feel to make decisions in agile teams? and What is required to make good decisions? The survey is based on eight respondents' experiences and stories. The study's findings suggest that team members in agile projects appreciate the freedom of decision-making, but that there are some challenges where support is requested. Also that team members' differences primarily have a positive influence on decision-making. The result also shows that good decisions are based on strong cooperation with good communication and trust. Furthermore, it was found that despite the joint decision-making, factors such as experience, status and character influence who it is that makes or influences decisions more than others. The conclusion is that psychological safety is an important factor for decision making in agile projects.