The current study aimed at investigating the concepts of team situation awareness, mental models, and team processes in relation to performance in the complex, dynamic environment of breathing apparatus rescues. Data was collected during exercises at Ågesta training center through questionnaires and after action reviews. 28 firemen and 5 instructors participated in the exercises. Also, a stimulated recall interview was conducted with 2 of the firemen that had participated in one of the exercises. The different data collection methods all indicated that well-developed mental models or a high degree of pre-task knowledge affected performance in a positive way. Moreover, a multiple regression analysis showed that both pre-task knowledge and team processes significantly can predict performance. The results of the analysis of team situation awareness in relation to performance were fairly ambiguous. Therefore, further research is needed to establish the relation between these concepts in the domain at matter.

(in English): This dissertation seeks to verify the impact of sociomapping-supported team coaching on team climate and performance. Sociomapping, created in the 1990s to visualize team communication, plays here a role simultaneously as the main diagnostic and intervention tool. The theoretical part focuses on the teams and psychological analysis of such team aspects as size, roles, composition and the formation and development of teamwork. Attention is further paid to team coaching and sociomapping-based intervention. One chapter analyzes the relevant team processes according to available concepts, with a subsequent analysis of team performance and climate as two teamwork outputs relevant to the study. Due to the specificity of team data analysis, the last chapter discusses teamwork analysis models. The empirical part presents a study of 103 respondents divided into and conducted on nine intervention and 12 control teams. The teams worked together on team projects for about three months. The intervention groups were supported by team coaching that involved sociomapping, while the control groups only attended meetings to discuss current work topics. The teams in both the control and intervention groups were sociomapped a total of three times, but only the intervention teams were presented with these...

People and the project teams are the ones who drive us above and beyond. The literature on project management has a strong focus on developing superhero project managers who can lead, transform, and grow project teams using numerous projects management tools. Projects are known as a team effort yet the research on top performing project teams, I argue are not comprehensive. There are only a handful of studies done on how to lead project teams towards top performance. In the recent years, the concept of shared leadership and co-creation has been developing and pointing even more towards the need to work with team processes and that the project management is about the team and not the project manager. In this study I have examined the key elements of values, standards and roles and how top performing teams in projects are developed and sustained. This study is based on ten comprehensive interviews with project award winners and their perception of the key elements to their success stories. The results of the study have indicated the importance of empowering the people and the project team towards selfmanaging team. The results reveal further that bringing up a value-discussion in project teams and specifically top performing ones might be perceived as counterproductive. / Människor och projektteam är de som driver oss att nå utöver det vanliga. Litteraturen om projektledning har ett starkt fokus på att utveckla superhjälteprojektledare som kan leda, transformera och utveckla projektteam med hjälp av många projektledningsverktyg. Projekt är kända för att vara en laginsats men forskningen om toppresterande projektteam och hur man når excellens i projekt hävdar jag inte är heltäckande. Det finns bara en handfull studier gjorda om hur man leder projektteam till att bli toppresterande. Under de senaste åren har begreppet delat ledarskap och samskapande utvecklats och pekar ännu mer mot behovet av att arbeta med teamprocesser och att projektledningen handlar om teamet och inte projektledaren. I den här studien har jag undersökt nyckelelementen värderingar, standarder och roller och hur toppresterande team i utvecklas och upprätthålls. Denna studie är baserad på tio omfattande intervjuer med projektpristagare och deras uppfattning om nyckelelementen i deras framgångsberättelse. Resultaten har visat vikten av att stärka människor och projektteamet mot att bli självstyrande team. Resultaten avslöjar vidare att det kan uppfattas som kontraproduktivt att ta upp en värdediskussion i projektteam och specifikt de som är toppresterande.

The COVID-19 pandemic has ensued a wave of work teams making the shift from the office to working entirely virtually. At the centre of this shift are the people. The people are at the heart of any team, and thus this thesis sets out to create a greater understanding of how the leaders and members of three project teams have fared with the shift from working collocated toovirtually. Three interviews consisting of one leader and two team members were conducted per team, totalling nine interviews. The empirical findings were analyzed through the lens of a theoretical framework with a focus on uncovering why, how, and what implications the effects of virtuality have on various team processes. The results show that most challenges pertain to the increased autonomy of team members created by using ICT, and that the role of leadership has been heavily affected with a clear preference for task-focused leadership with relationshipand trust-building not being deemed critical. Multiple team processes have all been affected to a greater or lesser extent, with team members finding themselves having to deal with new requirements being imposed on them as part of the shared leadership that is taking form. / COVID-19 pandemin har lett till att flera teams har gjort övergången från att arbeta på kontor till att arbeta helt virtuellt. I centrum för detta skifte är människorna. Människorna är kärnan i alla team, och därför avser denna uppsats att skapa en större förståelse för hur ledarna och medlemmarna i tre projektgrupper har påverkats av denna övergång från samlokalisering till virtuellt arbete. Totalt utfördes nio stycken intervjuer, tre per team som i sin tur bestod av en ledare och två medlemmar. De empiriska resultaten analyserades genom en teoretisk ram med fokus på att avslöja varför, hur och vilka konsekvenser effekterna av virtualitet har haft på olika teamprocesser. Resultaten visar att de flesta utmaningar är relaterade till den ökade autonomin hos medlemmarna som skapats genom användningen av IKT. Ledarskapets roll har påverkats kraftigt där en tydlig preferens för uppgiftsfokuserat ledarskap har utkristalliserat sig, med relations- och förtroendeskapande inte av hög prioritet. Flera teamprocesser har påverkats i större eller mindre utsträckning, i synnerhet de krav som ställs på medlemmarna som en del av det delade ledarskapet som tar form.

D. Tech. (Business, Faculty of Management Sciences), Vaal University of Technology / Organisational performance in the public sector has emerged as a critical topic in the post-1994 era in South Africa. This could ostensibly be attributed to the inability of the majority of most public organisations in the country to deliver a satisfactory standard of service to the public. An intense controversy has also emerged the world over on the selection of performance measures that are appropriate for use in public organisations. This debate is actuated by the existence of a multiplicity of performance measurement indices as well as frameworks that can be applied to manage performance in organisations. The existence of these multiple measurement mechanisms tends to confound the entire process of managing organisational performance. Another unresolved controversy focuses on the extent to which various organisational resources impact on organisational performance. The purpose of this study was to examine the relationship between organisational performance and three organisational resources; specifically, the human factor, organisational systems and organisational processes. A quantitative design was adopted in which a survey questionnaire was administered to 272 managers and employees of a South African National Government Department. Respondents were selected using a blend of purposive sampling and convenience sampling approaches. Data were analysed using the Statistical Packages for the Social Sciences (SPSS version 20.0). Reliabilities were measured using Cronbach’s alpha coefficient. Exploratory factor analysis was used to identify the human factors, organisational systems and organisational processes. Spearman’s correlation and multiple linear regression analyses were used to investigate the relationship between organisational performance and the sub-elements under each of the three organisational resources. The impacts of each of the three factors on organisational performance were compared using the mean-score ranking technique. Performance of the National Government Department was measured using the four performance yardsticks of the Balanced Scorecard; namely, customer satisfaction, financial performance, innovation and learning, and internal processes The findings of the study revealed that performance of the National Government Department was highest in four strategic areas; which are the promotion of good corporate ethics and values, client satisfaction, service quality and relations with external organisations. However, performance shortfalls were observed in four key areas; namely, organisational speed, attrition of manpower, overloading of employees and the overburdening of divisions with high workloads. Correlation analysis showed that there were positive relationships between organisational performance and the five human factor components; life satisfaction, quality of work life, ability utilisation, creativity and autonomy. Regression analysis indicated that there were significant and predictive relationships between organisational performance and three human factor elements; namely, quality of work life, ability utilisation and life satisfaction. Among the five human factor elements, life satisfaction exerted the greatest impact on organisational performance. Significant, positive and predictive associations were also found between organisational performance and three organisational system factors; quality, innovation and inter-organisational systems, with quality exerting the greatest impact on organisational performance. Significant, positive and predictive relationships were further observed between organisational performance and the four organisational process factors identified in the study; namely, organisational structure, organisational change, team processes and organisational change. Among these, team processes exerted the greatest influence on organisational performance. Overall, the human factor applied the greatest impact on organisational performance, followed by organisational processes with organisational systems having the least impact. Based on these findings, recommendations were made and implications for further studies were suggested. The findings of the study provide empirical confirmation of the effectiveness of the Balanced Scorecard as a tool for the measurement and management of performance in public sector organisations. Additionally, managers in different public organisations may enhance the performance of their organisations by optimising the sub-elements of the three organisational resources examined in this study.

Whether it is offering services, delivering solutions or driving innovations, team work has been a hallmark of efficiency and effectiveness in various industries. The healthcare industry is not left out as its service delivery process involves numerous interfaces, information flows and patient hand-offs among professionals with different educational training, differing knowledge levels and possibly working from different locations as well. As healthcare delivery evolves to being more patient-centered, so does the team settings as well, becoming more collaborative. Such changes also translate into a need for support systems to evolve to be able to provide support for the extent of collaboration that would be needed. A framework is needed to guide in the development of such systems. However, due to the varying needs of patients, team types and make-up would generally differ, so we explored the different types of team settings studying what they entail based on their various degrees of collaboration. We therefore present in this thesis a model of team based concepts, an ontology formalizing the model, team based scenarios designed using the ontology and then application of the scenarios to test the ability of BPMN (Business Process Modeling Notation) to model healthcare teams.

Whether it is offering services, delivering solutions or driving innovations, team work has been a hallmark of efficiency and effectiveness in various industries. The healthcare industry is not left out as its service delivery process involves numerous interfaces, information flows and patient hand-offs among professionals with different educational training, differing knowledge levels and possibly working from different locations as well. As healthcare delivery evolves to being more patient-centered, so does the team settings as well, becoming more collaborative. Such changes also translate into a need for support systems to evolve to be able to provide support for the extent of collaboration that would be needed. A framework is needed to guide in the development of such systems. However, due to the varying needs of patients, team types and make-up would generally differ, so we explored the different types of team settings studying what they entail based on their various degrees of collaboration. We therefore present in this thesis a model of team based concepts, an ontology formalizing the model, team based scenarios designed using the ontology and then application of the scenarios to test the ability of BPMN (Business Process Modeling Notation) to model healthcare teams.

Whether it is offering services, delivering solutions or driving innovations, team work has been a hallmark of efficiency and effectiveness in various industries. The healthcare industry is not left out as its service delivery process involves numerous interfaces, information flows and patient hand-offs among professionals with different educational training, differing knowledge levels and possibly working from different locations as well. As healthcare delivery evolves to being more patient-centered, so does the team settings as well, becoming more collaborative. Such changes also translate into a need for support systems to evolve to be able to provide support for the extent of collaboration that would be needed. A framework is needed to guide in the development of such systems. However, due to the varying needs of patients, team types and make-up would generally differ, so we explored the different types of team settings studying what they entail based on their various degrees of collaboration. We therefore present in this thesis a model of team based concepts, an ontology formalizing the model, team based scenarios designed using the ontology and then application of the scenarios to test the ability of BPMN (Business Process Modeling Notation) to model healthcare teams.

Whether it is offering services, delivering solutions or driving innovations, team work has been a hallmark of efficiency and effectiveness in various industries. The healthcare industry is not left out as its service delivery process involves numerous interfaces, information flows and patient hand-offs among professionals with different educational training, differing knowledge levels and possibly working from different locations as well. As healthcare delivery evolves to being more patient-centered, so does the team settings as well, becoming more collaborative. Such changes also translate into a need for support systems to evolve to be able to provide support for the extent of collaboration that would be needed. A framework is needed to guide in the development of such systems. However, due to the varying needs of patients, team types and make-up would generally differ, so we explored the different types of team settings studying what they entail based on their various degrees of collaboration. We therefore present in this thesis a model of team based concepts, an ontology formalizing the model, team based scenarios designed using the ontology and then application of the scenarios to test the ability of BPMN (Business Process Modeling Notation) to model healthcare teams.