International Telemetering Conference Proceedings / October 25-28, 1999 / Riviera Hotel and Convention Center, Las Vegas, Nevada / The Hardened Subminiature Telemetry and Sensor System (HSTSS) is a model program; executing Department of Defense (DoD) initiatives, such as Acquisition Reform, Industry Partnering, and the use of Integrated Product Teams (IPT). HSTSS is using partnering because the expertise is spread across the industry, and integration is required to fabricate an instrumentation system that would meet tri-service test requirements. This paper will describe the programmatic and technical approaches being used to mitigate risk. In this paper key management strategies will be addressed. I will discuss the affect that the IPT process has had on HSTSS to make the program so successful. This paper will essentially discuss the acquisition strategy as it has evolved to mitigate obsolescence. The strategy has been influenced by acquisition streamlining , commercial technology and the limited production requirements. In this paper I will address how partnering and the use of commercial technology will reduce the program costs as well as the unit cost. The importance of working together within the services and sharing funds and technology to accomplish more with less will be addressed in this paper. This paper will address how we intend to deliver a low cost, microminiature, high g (100,000 g), modular instrumentation system. This instrumentation is to be used for indirect fire and direct fire projectiles and small missiles. Data is to be collected from launch to impact. The modules being developed will include but not be limited to batteries, transmitter, data acquisition chipset and a variety of sensors (pressure, spin rate, GPS, etc.).

This thesis develops understanding in using outdoor adventure as a tool for learning for young people. It examines how adventure pedagogy may be applied in conjunction with classroom education to offer physical and visual means to enhance classroom theory. The core of the study was the examination of a local authority Adventure Team, identified by the Authority management as having strayed from its roots, although not perceived as ‘failing’. The researcher became insider-researcher to combine professional experience with research knowledge, envisaging this study as the pre-cursor to an action research team development project. The aims of the research were whether the Team was delivering the ‘learning’ mandated by its youth work location and whether it could strengthen its delivery. The study defines adventure, before exploring the underpinning concepts making up the elements of ‘The Adventure Team’ and its identity within the local authority. Literature advocates adventure as a powerful tool to develop social and emotional literacy, which dovetails into Government agendas on health and education. Although the study was undertaken prior to the current coalition Government, the principal agenda remains consistent with the previous regime. The Government at the time of the research promoted adventure as a means to help young people learn about the world in which they live, and the current Government has not rescinded this ambition. This work embodies learning as an interactive process whereby adventure can engage the individual on an agenda of personal and social awareness, as well as cognitive learning. Using case study as the research approach, data collection was achieved using interviews, participant observation and secondary data. The research found that the Team could achieve more by developing closer working relationships and by the Authority leadership being strengthened to offer greater direction and support. The framework of delivery was centralising the Team such that it had become isolated, with little governance and without partnerships to make the programmes as powerful as they could be. The conclusion is that the Team could fortify its delivery through alliances to provide visual and physical means to reinforce and support traditional learning, which enhances understanding. Informal learning helps young people to understand how they learn and how they can apply learning, which augments motivation and creates ownership of the learning. The research is a forerunner to at least two future research studies. Firstly an examination of the legacy of the ‘Learning Outside the Classroom’ Manifesto (2006) and secondly, an exploration of the influence of the coalition Government’s assumption of power on multi-agency partnerships, early intervention and targeted youth support, as was envisaged under the previous regime as the ‘Every Child Matters’ (2003) agenda. In addition to this, a book exploring how adventure can be used to address formal and informal learning as an ‘off the shelf’ resource to present activities and potential outcomes has enormous potential in the sustained delivery of outdoor learning as a valuable learning tool.

The purpose of this study was to identify team development activities which occurred in public elementary schools during the implementation year of the Teacher Assistance Team (TAT) and determine if there were any significant differences between highly effective and less effective teams. The sample under study consisted of 42 elementary schools which were implementing the Teacher Assistance Team model during the 1983-84 school year. A questionnaire survey instrument was used to obtain information from the schools regarding team development activities. School staff were asked to respond to eight general areas thought to impact upon the adoption of the Teacher Assistance Team model in the school. These areas were level of service delivered, effectiveness of service delivered, personnel training, team membership, scheduling of meetings, principals' support strategies, technical assistance needs, and teacher reactions to the team process. Statistical analysis revealed the high and low service teams did not differ significantly in school enrollment, personnel trained, scheduling of team meetings, or 26 of the 27 support strategies employed by building principals. However, the analysis indicated significant differences between the high and low service levels. The high service teams operated for a larger proportion of the months possible; served a larger proportion of the student enrollment; and considered more cases per month and per team than did the low service teams. Additionally, the high service teams attempted to resolve a larger proportion of team development problems and actually resolved more problems than the low service teams. Building principals among the high service teams demonstrated more of a commitment to the team process by personally selecting team members and requiring that teachers experiencing learning or behavior problems in the classroom refer to the team for assistance. The results of this study hold implications for teachers and school administrators. Recommendations were developed enabling state and local educational agency personnel and building principals to increase the effectiveness of Teacher Assistance teams during the first year of the team's operation in the school. Future research is directed to address three outcomes of the team process. These are: referral and cost effectiveness; classroom intervention; and teacher satisfaction.

This thesis utilises event studies to measure the impact of League of Legends Esports s teams on the share prices of their main sponsors and parent company, namely, the CJ Corporation, Korean Air, the Kt Corporation, Samsung Electronics Co Ltd and SK Telecom. Hypothetically, the success of a team, the acquisition of a major player or the beginning of a sponsorship would have a positive effect on the corporation reflected in an increase in the firm’s daily share price returns. Results showed that this was indeed true especially for a team’s success in large competitions such as the SBENU Summer Championships 2015 and the annual World Finals. As such, corporations can benefit from increasing their investments into the scene as a result of the quantifiable win-win scenario apparent for both firm and team.

Virtual team collaboration through the Internet has become a commonplace event for preparing and publishing collaboratively authored documents. While collaborative technologies are now ubiquitous through the advent of Web 2.0, there is still considerable work required to ensure that virtual team members are able to maintain a sufficient level of activity awareness about other members and their roles and contributions in the collaborative authoring of a document. The goal was to measure and evaluate wiki notification mechanisms as agents to significantly raise activity awareness for virtual teams engaged in collaborative authoring. Virtual teams collaboratively authored a project over a sixteen-week term using team wikis. The participants were undergraduate students divided into groups of between 25 and 27 each in three online business courses. Attention focused on the significance of e-mail and RSS notifications as agents for raising activity awareness. Evaluation of the effect of notification mechanisms on activity awareness was done with a pretest-posttest control group design and a descriptive analysis of data, plus a posttest only design to test for significant academic achievement gains on projects. The Activity Awareness Questionnaire with IRC Domains and Levels was used to measure activity awareness. Additionally, a pedagogical evaluation of student success based on treatment type was undertaken. The ANOVA was used for measuring virtual team academic success between the control and treatment groups. In general the data analysis suggested that the use of RSS and e-mail notification did not have a significant impact on either activity awareness or virtual team academic performance.

There is increasing evidence that relational behaviors play a role in helping firms improve the performance of their strategic alliances, but there is still a preponderance of attention given to firm level elements and a dearth of literature investigating lower levels of analysis. This has helped create a "managerial relevance gap" (Bell, den Ouden, & Ziggers, 2006) between theoretical and operational requirements. This study attempts to fill one portion of that gap by investigating individual and team level factors that shape decisions to promotively collaborate with partners in alliances. The question of interest in this paper was whether supervisors and workgroup peers influence individuals to collaborate in an alliance, and whether those individuals consequently perform collaborative behaviors that improve performance. An analysis of survey responses from 1,242 members of a pharmaceutical sales organization produced three key findings. The first indicates that individuals' attitudes toward collaboration are related to collaborative behaviors, and that these behaviors in turn are positively related to performance. The second outcome of the study shows that attitudes of one's peer group do influence collaborative attitudes while those of one's supervisor do not. Third, there is an insignificant relationship between collaborative attitudes and performance. While evidence of indirect effects mediation was shown, it is therefore not possible to demonstrate either a full or partial mediation effect between collaborative attitudes and performance. These findings, along with the limitations of this study, are discussed. Finally, implications for future research and managerial practice are explored.

International Telemetering Conference Proceedings / October 22-25, 2001 / Riviera Hotel and Convention Center, Las Vegas, Nevada / The Hardened Subminiature Telemetry and Sensor System (HSTSS) is a model program; executing Department of Defense (DoD) initiatives, such as Acquisition Reform, Industry Partnering, and the use of Integrated Product Teams (IPT). The HSTSS is partnering because the unique expertise needed for the high g instrumentation system is spread across industry and the Government. The approaches used to reduce risk in the development of instrumentation systems will be described. Also technical strategies will be addressed. In this paper a discussion about the affect that the IPT process has had on HSTSS to make the program successful. This paper will describe the strategy used to leverage existing technologies, processes, and to market the components that has been developed. The information presented here will address how partnering and the use of commercial technology will reduce the program costs as well as the unit cost. The importance of working together within the Services and sharing funds and technology to accomplish more with less will be addressed. This paper will address how we are delivering a low cost, miniature, high-g (100,000 g’s), and modular instrumentation system. This instrumentation is to be used for indirect fire and direct fire projectiles and small missiles. The building blocks for this instrumentation system include batteries, transmitter, pulse code modulation (PCM) encoders, and a variety of sensors (pressure, spin rate, etc.). Instrumentation requirement for HSTSS is to collect data from launch to impact.

This paper aims to measure the kinds of challenges faced by multicultural studentgroups and the influence of culture (individualism and collectivism) on student'sperception of importance on each of the challenges discovered. A 19-item questionnairewas completed by students (N = 234) from different faculties including natural andsocial sciences at Linnaeus University, students were from 47 countries. Challenges inmulticultural groups were measured using a Likert scale (from 1 to 5) that assessedmember participation, communication, group processes and group member compositionand analysed by exploratory factor analysis. To examine the differences in perception ofimportance of the challenges discovered between individualists and collectivists basedon Hofstede's culture framework, t-tests and Mann-Whitney test were conducted. Theresults suggested three main kinds of challenges: culture related challenges, genericgroup work challenges and membership resemblance. Membership resemblance was theonly kind of challenge that significantly differed between individualists and collectivists.Further discussions explaining the results and implementation of this study werepresented.

This companion dissertation reports the findings of applied case study research on four community college organizational units that consistently meet or exceed standard performance measures. In addition, prior ample evidence confirms that performance extended significantly beyond what might be explained by available tangible resources alone. The case study contexts are common in higher education in general: a) an external partnership, (b) an ad hoc team, (c) a traditional, cross-divisional service unit, and (d) a grant-funded student service unit. Emerging positive organizational theory and research shows promise for revealing performance-influencing phenomena and behaviors that are not adequately represented in standard measures. Therefore, this collaborative case study research was designed to explore positive influences on the success of the four community college units. This companion dissertation consists of three manuscripts. Chapter 2, a technical report, contains the collaboratively-written synthesis of findings from the four individual case studies. Key findings across the units suggest the influence on performance of: (a) a people-first culture, (b) authentic, trusting, inclusive leadership, and (c) resource richness beyond constrained tangible resources. In Chapter 3, the researcher presents the key findings of the individual case study that looks at the success of an ad hoc committee formed to guide their institution through the accreditation process. The findings of this study emphasize the important role that leadership plays in the team’s success. In Chapter 4, the researcher shares lessons learned throughout the research process and by walking through her leadership journey from reluctant to authentic leader.

<p>The purpose of this study was to identify the positive and negative aspects of the work and dynamics of a management team and from that recommend how the team can improve. The aim was also to investigate whether there was a gap between how the members of the management team comprehend themselves and how the project, section and team managers comprehend the management team. The management team contains of seven core team members and is the head function of a research and development site in central Sweden. The results are based on interviews with the present members of the management team and three former members, a survey among the project, section and team managers and by participating observation on meetings with the team. The results show that the management team is an overall well-functioning team that with some changes and improvements, especially concerning communication and information, can reach even further. In addition the results show that there was no considerable gap between how the management team comprehends them and how the project, section and team managers comprehend the management team.</p>