This study examined the growth patterns of action teams over time. Cognitive and non-cognitive (i.e., motivational) team composition variables were hypothesized to differentially predict initial levels of and changes over time in team performance. In order to test the hypotheses 78 two-person teams flew three equivalent missions on a low-fidelity computer-based Apache helicopter simulator. Random Coefficient Modeling analyses indicated that, as expected, team composition of general cognitive ability positively predicted initial team performance, whereas team composition of motivational traits did not. However, none of the team composition variables predicted team performance change. Implications, limitations and directions for future research are discussed.

<p>Bakgrund: När individer från olika kulturer möts och arbetar tillsammans uppstår det ofta missförstånd och konflikter. Ett sätt att uppnå förståelse för hur nationell kultur påverkar ett företag, är att studera ett team. Ledaren är mycket viktig för teamet och i ett mångkulturellt team kan hans arbete bli komplicerat pga. olika värderingar etc. som finns i olika kulturer. </p><p>Syfte: Syftet med denna uppsats är att undersöka om ledaren för ett svensk- engelsk team bör anpassa sin ledarstil efter de nationella kulturella skillnaderna i teamet, och i sådana fall hur. Vår avsikt är även att undersöka vilka styrkor och svagheter som är förknippade med ett svensk-engelskt team. Avgränsningar: Vi avgränsar oss till nationell kultur. </p><p>Tillvägagångssätt: Vi har genomfört en kvalitativ studie, baserad på åtta intervjuer. </p><p>Resultat: De viktigaste skillnaderna mellan svenskar och engelsmän är: beslutsfattande, kollektivism vs. individualism, och auktoritetsacceptans. Ledarstilen påverkas av ledarens och teammedlemmmarnas kulturella bakgrund. I situationer när teammedlemmarnas motivation kan förbättras, tycker vi att ledaren bör anpassa sin stil efter kulturella skillnader i teamet.</p>

The team works in present time – one of basic subject in the success work. The team work are innovatory and honesty to community and they needs. It tools for creation the success organization. The goal of analysis - determine present situation of the team work in High schools at Alytus region using by comparable analysis and make up the pattern of the team work. Work has two parts. First part is analysis of academic managing literature. Ground of that had been achieved conception party and team. To highlighted them internals and features. Analyzed group tend to the team and them components of effectiveness. By this method of generalization had been used for analysis on researches data of interpretation. Resuming analysis of academic managing literature, more important from the private achieves and requirements are social dependence to the team. The team as well is group of working peoples in which are a member is good for same achievements and for satisfaction individual’s requirements of each member. Only dynamic high school can made the dynamic service. Only with professional conception to present job could achieve perfect results. One of target for managers of high schools is create effectiveness, complete the team. Be sure that most of researching tasks in organization could be tending members. A leadership should regard to his worker motivation. If manager want to change worker treatment, he should choose appropriate motivation means. In modern public development... [to full text]

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal

The present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations.

Im Zuge der stetig voranschreitenden Internationalisierung und Dezentralisierung der Unternehmen sowie der wachsenden Informations-, Kommunikations- und Handlungsmöglichkeiten durch die neuen Informations- und Kommunikationstechnologien kommt es in der modernen Arbeitswelt zu einer Um- bzw. Neugestaltung der bisher gewohnten Arbeitsstrukturen (Senst, 2001). Um dem steigenden Konkurrenzdruck standzuhalten und die eigene Marktposition und Wettbewerbsfähigkeit zu sichern, nutzen insbesondere kleine und mittelständische Unternehmen (KMU) vermehrt die Möglichkeit der organisationsübergreifenden Zusammenarbeit.

I takt med att det blir vanligare att arbeta i team inom organisationer, utförs allt mer forskning om teamprocesser som påverkar teamens resultat och prestanda. Teamkommunikation är en teamprocess som vid upprepade tillfällen har identifierats som en av de teamprocesser som har en stor inverkan på teamens arbetsresultat. Även användandet av agila mjukvaruutvecklingsmetoder och distribuerad mjukvaruutveckling ökar och det råder delade meningar om hur väl egentligen distribuerat arbete och agila metoder fungerar i kombination. Å ena sidan bygger agila metoder på att utvecklarna har kontrollen själva, å andra sidan blir teamkommunikationen mer omständlig, eftersom den elektroniska kommunikationen kan verka begränsande. Uppsatsens syfte är att identifiera faktorer som påverkar virtuella teams kommunikationsprocesser inom agila mjukvaruutvecklingsprojekt. Fallstudiemetoden har tillämpats för att samla in relevant empiri och det valda fallföretaget är konsultföretaget Altran. Altran har ett konsultuppdrag hos en stor aktör inom fordonsindustrin och arbetar i distribuerade team inom ett agilt mjukvaruutvecklingsprojekt. Studien har utförts med hjälp av flera kvalitativa metoder; ostrukturerade observationer, en sonderande intervju och sex semi-semistrukturerade intervjuer med konsulter från utvecklingsteamen på Altran. Slutsatserna av studien är att flera faktorer påverkar virtuella teams kommunikationsprocesser. Några faktorer har dock varit mer framträdande än andra: Mångfald i teamet, som har en tydlig inverkan på kommunikationsprocesserna, eftersom Mångfalden i teamet sätter förutsättningarna för vilken grad teammedlemmarna är engagerade i kommunikationsprocesserna. Även Teamkommunikation i relation till Tillit mellan teammedlemmarna är viktig. Teamkommunikationen har en tydlig positiv inverkan på Tillit och Tillit har i sin tur en viktig funktion, eftersom det är den som avgör hur väl samarbetet mellan teammedlemmarna inom teamet fungerar. En tredje faktor som identifierats under studien är Teamkommunikationen i relation till Mentala modeller. Mentala modeller skapas med hjälp av Teamkommunikation och är en förutsättning för att teammedlemmarna ska kunna arbeta mot gemensamma mål och få ett bra arbetsresultat.

Submitted by Lara Oliveira (lara@ufersa.edu.br) on 2018-03-15T21:26:01Z No. of bitstreams: 1 JonathanLS_DISSERT.pdf: 6143092 bytes, checksum: 68ad13bf204320bdcea5907ddb8d2102 (MD5) / Approved for entry into archive by Vanessa Christiane (referencia@ufersa.edu.br) on 2018-06-18T16:59:44Z (GMT) No. of bitstreams: 1 JonathanLS_DISSERT.pdf: 6143092 bytes, checksum: 68ad13bf204320bdcea5907ddb8d2102 (MD5) / Approved for entry into archive by Vanessa Christiane (referencia@ufersa.edu.br) on 2018-06-18T16:59:51Z (GMT) No. of bitstreams: 1 JonathanLS_DISSERT.pdf: 6143092 bytes, checksum: 68ad13bf204320bdcea5907ddb8d2102 (MD5) / Made available in DSpace on 2018-06-18T16:59:58Z (GMT). No. of bitstreams: 1 JonathanLS_DISSERT.pdf: 6143092 bytes, checksum: 68ad13bf204320bdcea5907ddb8d2102 (MD5) Previous issue date: 2017-08-23 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / 2018-03-15 / Os problemas de corte de materiais são recorrentes no cotidiano da indústria, sendo encontrados nas mais diferentes formas.Oproblema de corte bidimensional guilhotinado é uma dessas formas. Ele surge pelas restrições da ferramenta de corte, tipicamente a guilhotina. Este trabalho apresenta três abordagens para solucionar o problema em questão: uma abordagem matemática, uma abordagem exata computacional e uma abordagem heurística. A abordagem matemática consiste em um modelo de programação linear baseado em listas de itens e montagem do arranjo de corte partindo dos itens, unindo-os dois a dois, tentando maximizar o número de uniões sem ultrapassar as dimensões da placa. A abordagem exata computacional tratá-se de um algoritmo Branch-and-Bound modificado para permitir que estados mais promissores possam ser analisados antes, comportando-se como um algoritmo de busca em profundidade com uma pequena etapa em largura, na qual ordena os filhos na árvore de decisão pelo desperdício gerado. Por fim, a abordagem heurística é composta das metaheurísticas GRASP, Busca Tabu, Algoritmo Genético, BRKGA e Religação de Caminhos combinados com uma heurística de montagem baseada nos algoritmos propostos por Nascimento, Longo e Aloise (1999). Essas metaheurísticas foram combinadas em um time assíncrono para alcançar melhores resultados que os já encontrados na literatura. Além de melhorar os resultados conhecidos, a pesquisa também tinha como objetivo apresentar um modelo viável, em número de variáveis, e resultados ótimos para instâncias comumente utilizadas para o problema supracitado e novas opções de obtê-los em instâncias que venham a surgir no futuro. Testes mostraram a competividade dos algoritmos propostos frente aos melhores resultados encontrados, reduzindo inclusive o número total de placas, bem como a capacidade dos métodos exatos propostos de encontrar as soluções ótimas para as instâncias testadas. Cerca de de 25% dos resultados ótimos foram encontrados, passando esse número para 75%, quando considerados os resultados dos algoritmos metaheurísticos que atingiram o limite inferior das instâncias

Bakgrund: Ett avgörande moment för nygrundade start-ups är processen att få in externt kapital för att kunna finansiera sin verksamhet. Ofta erbjuds lösningen genom venture capital-bolag vars uppgift är att utvärdera start-ups och därefter investera i de som bedöms ha god framgångspotential. När venture capital-bolag utvärderar vilka start-ups de vill investera i, är entreprenörs-teamet en viktig faktor. Bedömningen av vad som är ett bra team görs traditionellt genom möten mellan investerare och teamet, men på senare år har en mer formell analysmetod introducerats där entreprenörs-team utvärderas med hjälp av verktyg baserade på forskning. Utvecklingen av formella analysverktyg har således skapat ett behov av forskning som kartlägger effekterna av dessa för att utvärdera teams. Syfte: Studiens syfte är att kartlägga hur ett formellt analysverktyg påverkar investerare inom venture capital när de fattar investeringsbeslut, samt hur utvärderingen genom ett formellt analysverktyg påverkar de entreprenörs-team som utvärderas. Genomförande: Studien karaktäriseras av ett kvalitativt tillvägagångssätt. Empirin har samlats in genom ett målinriktat urval vilket har lett till att totalt nio investerare har intervjuats under en tidsperiod på fyra veckor. Samtliga respondenter är anställda av samma venture-capital-bolag och ingår i en utvecklingsgrupp där de använder ett formellt analysverktyg för utvärderingen av entreprenörs-team. Slutsats: De största effekterna på investerare av att nyttja ett formellt analysverktyg, är en ökad förståelse och jämförbarhet av entreprenörs-team. Vidare visar studien att det formella analysverktyget även reducerar den påverkan som undermedvetna faktorer och fördomar kan ha på investerare under investeringsprocessen. För de entreprenörs-team som utvärderas, identifieras effekterna till verktygets förmåga att identifiera olikheter i medlemmarnas personligheter och skapa en förståelse för vad de drivs av. Detta möjliggör diskussioner som kan förbättra teamets gruppdynamik och hjälper dem undvika potentiella utmaningar i framtiden. / Background: A defining moment for newly founded start-ups is the process of acquiring external capital in order to be able to finance their initial operations. The solution is often found within venture capital. A company within venture capital evaluates different start-ups and consequently offer to invest in those that are determined to have high potential. When these companies evaluate the potential of a start-up, the entrepreneurial team is an important factor. The evaluation of what makes a good entrepreneurial team is traditionally done through meetings between the investor and the team, but during recent years a more formal team assessment method has been introduced, were the team is evaluated through models and facts based on previous research. The development of formal team assessment tools have thus created a demand for research that determines the effects of these tools, both for the investment analysis that investors make, as well as for the entrepreneurial teams being evaluated. Purpose: The purpose of this study is to evaluate how a formal team assessment tool influences investors when they make their investment decisions, as well as how the evaluation affects the entrepreneurial teams being evaluated. Completion: This study is characterized by a qualitative research approach with empirical data collected through a target sample. A total of nine investors has been interviewed during a time period of four weeks. All investors are employed by the same venture capital firm and are part of a development group which utilize a formal team assessment tool for the evaluation of entrepreneurial teams. Conclusion: The most meaningful effects for investors are identified as the team assessments tools’ ability to visualize and compare the personalities of entrepreneurial team members with each other. This benefits the investors by increasing their understanding of how a start-up team will perform and behave in the long run. Additionally, the study indicates that the introduction of the formal team assessment tool reduces the impact that bias normally has on the evaluation of entrepreneurial teams. For the teams being evaluated, the most significant effect of the team assessment tool is found to be its ability to improve the group dynamics of entrepreneurial teams.

Background Within trauma teams, effective communication is necessary to ensure safe and secure care of the patient. Deficiencies in communication are one of the most important factors leading to patient harm. Time is an essential factor for rapid and efficient disposal of trauma teams to increase patients’ survival and prevent morbidity. Trauma team training plays an important role in improving the team’s performance, while the leader of the trauma team faces the challenge of coordinating and optimizing this performance. Aim The overall aim of this thesis was to analyse how members of trauma teams communicated verbally and non-verbally during trauma team training in emergency settings, and how the leaders were positioned or positioned themselves in relation to other team members. The aim was also to investigate the use of a communication tool, closed-loop communication, and the time taken to make a decision to go to surgery in relation to specific factors in the team as well as the leader’s position. Methods Eighteen trauma teams were audio and video recorded and analysed during regular in situ training in the emergency room at a hospital in northern Sweden. Each team consisted of six participants: two physicians, two nurses, and two enrolled nurses, giving a total of 108 participants. In Study I, the communication between the team members was analysed using a method inspired by discourse psychology and Strauss’ concept of “negotiated orders”. In Study II, the communication in the teams was categorized and quantified into “call-outs” and “closed-loop communication”. The analysis included the team members’ background data and results from Study I concerning the leader’s position in the team. Poisson regression analyses were performed to assess closed-loop communication (outcome variable) in relation to background data and leadership style (independent exploratory variables). In Study III, quantitative content analysis was used to categorize and organize the team members’ positions and the leaders’ non-verbal communication in the video-recorded material. Time sequences of leaders’ non-verbal communications in terms of gaze direction, speech time, and gestures were identified separately to the level of seconds and presented as proportions (%) of the total training time. The leaders’ vocal nuances were also categorized. The analysis in Study IV was based on the team members’ background data, the results from Study I concerning the leader’s position in the team, and the categorization and quantification of team communication from Study II. Cox proportional hazard regression was performed to assess the time taken to make a decision to go to surgery (outcome variable) in relation to background data, the leader’s position, and closed-loop communication (independent variables). Results The findings in Study I showed that team leaders used coercive, educational, discussing, and negotiating repertoires to convey knowledge and create common goals of priorities in work. The repertoires were used flexibly and changed depending on the urgency of the situation and the interaction between the team members. When using these repertoires, the team leaders were positioned or positioned themselves in either an authoritarian or an egalitarian position. Study II showed that closed-loop communication was used to a limited extent during the trauma team training. Call-out was more frequently used by team members with eleven or more years in the profession and experience of trauma within the past year, compared with team members with no such experience. Scandinavian origin, an egalitarian team leader and previous experience of two or more structured trauma courses were associated with more frequent use of closed-loop communication compared to those with no such origin, leader style, or experience. Study III showed that team leaders who gained control over the “inner circle” used gaze direction, vocal nuances, verbal commands, and gestures to solidify their verbal messages. Leaders who spoke in a hesitant voice or were silent expressed ambiguity in their non-verbal communication, and other team members took over the leader's tasks. Study IV showed that the team leader’s closed-loop communication was important for making the decision to go to surgery. In 8 of 16 teams, decisions on surgery were taken within the timeframe of the trauma team training. Call-outs and closed-loop communication initiated by the team members were significantly associated with a lack of decision to go to surgery. Conclusions The leaders used different repertoires to convey and gain knowledge in order to create common goal in the teams. These repertoires were both verbal and non-verbal, and flexible. They shifted depending on the urgency of the situation and the interaction within the team. Depending on the chosen repertoire, the leaders were positioned or positioned themselves as egalitarian and/or authoritarian leaders. In urgent situations, the leaders used closed-loop communication as part of a coercive repertoire, and called out commands and directed requests to specific team members. This repertoire was important for making the decision to go to surgery; the more closed-loop communication initiated by the leader, the more likely that the team would make a decision to go to surgery. Problems arose if the leaders were positioned or positioned themselves as either an authoritarian or an egalitarian leader. The leaders needed to be flexible and use different repertories in order to move the teamwork forward. It was notable that higher numbers of call-outs and closed-loop communication initiated by the team members decreased the probability of making the decision to go to surgery.