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)
| Identifer | oai:union.ndltd.org:ADTP/182268 |
| Date | January 2002 |
| Creators | Finnegan, Anthony Maurice, University of Western Sydney, College of Law and Business |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Source | THESIS_CLAB_XXX_Finnegan_A.xml |
Page generated in 0.0013 seconds