Achieving Quality Through Teamwork
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Chapter 6 – Group and Team Performance 90
Chapter 6 – Group and Team Performance 90 CHAPTER 6 – Group and Team Performance OBJECTIVES The major purpose of this chapter on group process and effectiveness is to introduce the student to ways to think about interacting groups so that they will become more effective members and leaders of them. Every student has had some experience with both social and task groups that they can call on as they study this topic. Our first objective in this chapter is to focus on how central these groups are to our lives. We also attempt to impress on the students that they will likely spend large proportions of their work hours in small group settings, because modern management appears to be making increasing use of teams or other small groups to solve problems, make decisions, and execute tasks. The next objective is to help student understand the many types of groups they may be involved with and how groups vary by purpose and organization. Another objective is to introduce students to a basic model of group effectiveness that includes influences from the environment within which the group operates. Environmental influences can have a critical impact on group effectiveness and the different types of influences are considered. At this point the chapter changes its focus to give more emphasis to internal group dynamics by covering such topics as cooperation and competition. Here, one objective is to introduce students to group development and the process by which groups become (or fail to become) mature. Another objective is to introduce the role of norms in influencing group member behavior. -
The Role of Team Effectiveness in Quality of Health Care
Review Article iMedPub Journals 2017 http://www.imedpub.com Integrative Journal of Global Health Vol. 1 No. 1: 2 The Role of Team Effectiveness in Quality of Abhijeet Sinha Health Care Hindustan Unilever Limited, Unilever Sustainable Living Plan, Mumbai, Maharashtra, India Abstract Corresponding author: Quality is often used in wider context of organizational development and continuous Abhijeet Sinha staff capacity development. Nevertheless, it is not only related to organizational development and goes beyond in improving staff attitude in workplace to achieve goals in Quality of Health care. Quality accomplishment of goals efficiently and [email protected] effectively is possible through one of the best practices i.e., effective team work and it is known to everyone. However, all teams formed are not effective, in some Hindustan Unilever Limited, Unilever situations members put less efforts in team than in individuals. Team effectiveness Sustainable Living Plan, Mumbai, involves thorough processes to achieve quality and effectiveness. It involves Maharashtra, India. investment in it functioning like democracy, leadership, equality, and participation of the members. Team if not formed involving quality processes can have worst Tel: 8294638242 results and rather can be referred as only bunch of individuals. There are certain factors which make team effective; they are clearly defined goals, leadership, and equity in terms of power distribution. The democratic functions of the team such as participation and inclusion of all members is important and where the members Citation: Sinha A. The Role of Team feel they are valued in the team. Effectiveness in Quality of Health Care. Integr J Glob Health. 2017, 1:1. -
Agility Factors and Their Impact on Product Development Performance
INTERNATIONAL DESIGN CONFERENCE - DESIGN 2018 https://doi.org/10.21278/idc.2018.0236 AGILITY FACTORS AND THEIR IMPACT ON PRODUCT DEVELOPMENT PERFORMANCE E. Rebentisch, E. C. Conforto, G. Schuh, M. Riesener, J. Kantelberg, D. C. Amaral and S. Januszek Abstract Agile product development is popular but still not well understood beyond its methodological implications. This paper reports an identification of agility factors enabling teams to make and communicate decisions more quickly in product development. On this basis, a quantitative System Dynamics (SD) model is developed and analyzed to explore the impact of the identified agility factors on the product development performance. The results show that both methodological and team factors do not only influence agility but can also significantly improve the project completion time and product quality. Keywords: product development, agile development, teamwork, system dynamics, collaborative design 1. Introduction Highly dynamic market opportunities and rising global competition have led to a shift from seller’s to buyer’s market. As a consequence, today’s companies and organizations need to be more flexible and reactive towards changes and perceptive towards new market opportunities to remain competitive and innovative (Schuh and Bender, 2012; Schwab et al., 2016). Product development organizations are also affected, as they are consistently exposed to a high degree of uncertainty in terms of changing customer requirements or other instable market conditions (Hull et al., 2017). That is why companies and their product development teams need to move from an anticipatory to adaptive style of developing new products, especially in a highly technological and innovative business world (Highsmith, 2010; MacCormack, 2013; Schuh et al., 2017). -
AN OVERVIEW of TEAM EFFECTIVENESS Cheryl L. Harris
AN OVERVIEW OF TEAM EFFECTIVENESS Cheryl L. Harris What Is Team Effectiveness? Hackman (as cited by Weil, 1995) cites three useful measures for team effectiveness. The measuring standards are 1)productive output that meets or exceeds standards, 2) social processes that maintain or enhance the capability of members to work together on team tasks, and 3) group experience that satisfies personal needs of group members (Weil, 1995). According to Cohen, Ledford, and Spreitzer (1996), work team effectiveness is defined as both high performance and employee quality of work life. The idea draws from sociotechnical theory, which states that both social and technical systems must be maximized for an optimally effective team. Schwarz (1994) modified Hackman's work to specify three criteria necessary for effective groups. First, an effective group delivers output that meets or exceeds the standards of the group's stake holders. Second, the processes used to carry out the work allows members to work together effectively on current projects and on subsequent efforts. Finally, as a whole, the group experience must satisfy the needs of its members. Tannenbaum, Salas and Cannon-Bowers (1996) define effectiveness as a combination of team performance in terms of outputs and the team's ability to grow and regenerate itself. Tannenbaum and colleagues (1996) cite some contextual prerequisites for team success. First, there must be a logical reason for using a team. Teams are not a panacea for every situation; if a task is better done individually, no team is needed. Second, management must demonstrate that they support the team. Third, the team must have the necessary resources to complete the task(s). -
Teamwork in the Service of Health HUGH R
Officia Mth of PUBLIC HEALTH Official Monthly Publication of the American Public Health Association, Inc. Volume 44 November, 1954 Number II Teamwork in the Service of Health HUGH R. LEAVELL, M.D., Dr.P.H., F.A.P.H.A. We all realize that an organized ap- Here is a classic summary of what proach is needed to deal effectively with we mean by public health "team- work," and a very pertinent appli- the complex problems and the diverse cation to our own Association. population groups we meet in our daily work. We are concerned with the total community rather than placing our em- All of us have experience in team- phasis on the individual, as the private work and we know how important it is practitioner does. in getting a job done. As an introduc- We tend to stress the preventive tion to our discussion, may we consider rather than the curative aspects of total first some of the things we in public health service. At the same time we health have in common which provide recognize that it is impossible to draw the oneness of objective so essential to a sharp line dividing prevention from good teamwork. cure. Curing one phase of a disease All of us are involved in some type of may so interrupt its natural history that organized community activity. This is complications and aftereffects are pre- the essential element that differentiates vented. public health from other forms of pre- Though we come from many basic ventive medicine, according to Profes- professions, we tend to think of our- sor Winslow's world-famous definition, selves as members of the public health which I recently found to be just about profession-a sort of "E pluribus as well known in Latin America and unum"! As professional people, and be- in Asia as in North America. -
Foster Team Effectiveness by Fulfilling Key Leadership Functions
Foster Team Effectiveness by Fulfilling Key Leadership Functions J. Richard Hackman and Ruth Wageman Harvard University Harvard University and Hay Group October, 2008 Contact information: J. Richard Hackman Dept. of Psychology 33 Kirkland St. Harvard University Cambridge, MA 02138 [email protected] Ruth Wageman 233 Elkins Road Elkins, NH 03233 [email protected] To appear in E. A. Locke (Ed.), Handbook of principles of organizational behavior. New York: Wiley- Blackwell. -2- 4 October 2008 Foster Team Effectiveness by Fulfilling Key Leadership Functions J. Richard Hackman and Ruth Wageman Observers commonly view team leaders as mainly responsible for how a team performs. An industrial team sets a new plant production record—and its supervisor subsequently receives an award and is promoted. All applaud the Captain of an airline crew that finds a way to work around serious mechanical problems encountered in flight. An orchestra conductor accepts the audience’s ovation for an outstanding ensemble performance. In each of these cases, the leader is viewed as the main cause of the team’s success. It is the same when the outcome is negative: perhaps the most common response to a string of losses by an athletic team, for example, is to blame the coach. This attributional impulse is so pervasive and powerful that we have given it a name—the Leader Attribution Error (Hackman, 2002, Chap. 7; Hackman and Wageman, 2005b).1 The tendency to attribute responsibility for collective outcomes to the leader has its roots deep in the history of social science research. In the first experimental study of group leadership ever conducted, Kurt Lewin, Ronald Lippitt, and Ralph White (1939) compared the effects of three different leadership styles—democratic, autocratic, and laissez faire—on group behavior and performance. -
How Dynamics in Perceptual Shared Cognition and Team Potency Predict Team Performance
How dynamics in perceptual shared cognition and team potency predict team performance Citation for published version (APA): Gevers, J. M. P., Li, J., Rutte, C. G., & van Eerde, W. (2020). How dynamics in perceptual shared cognition and team potency predict team performance. Journal of Occupational and Organizational Psychology, 93(1), 134- 157. https://doi.org/10.1111/joop.12287 Document license: CC BY-NC DOI: 10.1111/joop.12287 Document status and date: Published: 01/03/2020 Document Version: Publisher’s PDF, also known as Version of Record (includes final page, issue and volume numbers) Please check the document version of this publication: • A submitted manuscript is the version of the article upon submission and before peer-review. There can be important differences between the submitted version and the official published version of record. People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. -
The Governance of Open Source Software Development Projects
THE GOVERNANCE OF OPEN SOURCE SOFTWARE DEVELOPMENT PROJECTS by DANY DI TULLIO A thesis submitted to the School of Business in conformity with the requirements for the degree of Doctor of Philosophy Queen’s University Kingston, Ontario, Canada April, 2012 Copyright © Dany Di Tullio, 2012 1 Abstract This thesis investigates the following research questions: (1) What is open source project governance and how can it be conceptualized? (2) What is the relationship between the dimensions of OSS governance and the specific purposes that governance is hypothesized to serve in open source projects? (3) How do the major configurations of governance dimensions affect the performance of open source projects? Two studies were conducted to answer these questions: an exploratory qualitative study and a survey study. In the qualitative study, we clearly defined, developed, and validated the various dimensions of OSS governance. This allowed for the identification of a limited number of configurations of governance dimensions that most frequently occur in open source projects. We found that a patterning in governance dimensions takes place because dimensions are in fact interdependent. Therefore, only a fraction of the theoretically conceivable configurations of governance dimensions appear to be viable and were observed among a range of open source projects. This provided us with a preliminary understanding of how these dimensions configure to create three distinct configurations of project governance which were labeled as follows: Open Communities, Managed Communities, and Defined Communities. In the quantitative survey, we first validated these configurations of governance using cluster analysis and then tested the relationships between these configurations (clusters) and the specific purposes that governance is hypothesized to serve in open source projects, namely solve collective action dilemmas, solve coordination problems, and create a climate for project excellence, while assessing their influence on the performance of projects. -
Collaboration Via Aligned Autonomy for Commercial Software Teams
Collaboration via Aligned Autonomy for Commercial Software Teams by Eirini Kalliamvakou B.Sc., National Kapodestrian University of Athens, 2001 M.Sc., Athens University of Economics and Business, 2004 ADissertationSubmittedinPartialFulfillmentofthe Requirements for the Degree of DOCTOR OF PHILOSOPHY in the Department of Computer Science c Eirini Kalliamvakou, 2017 University of Victoria All rights reserved. This dissertation may not be reproduced in whole or in part, by photocopying or other means, without the permission of the author. ii Collaboration via Aligned Autonomy for Commercial Software Teams by Eirini Kalliamvakou B.Sc., National Kapodestrian University of Athens, 2001 M.Sc., Athens University of Economics and Business, 2004 Supervisory Committee Dr. Daniel M. German, Supervisor (Department of Computer Science, University or Victoria) Dr. Margaret-Anne Storey, Departmental Member (Department of Computer Science, University or Victoria) Dr. Marian Petre, Outside Member (Faculty of Mathematics, Computing and Technology Computing and Communica- tions, The Open University) iii Supervisory Committee Dr. Daniel M. German, Supervisor (Department of Computer Science, University or Victoria) Dr. Margaret-Anne Storey, Departmental Member (Department of Computer Science, University or Victoria) Dr. Marian Petre, Outside Member (Faculty of Mathematics, Computing and Technology Computing and Communica- tions, The Open University) ABSTRACT Modern software organizations produce increasingly complex and sophisticated products that build on the e↵ort of multiple individuals and teams. This reality high- lights the critical importance of collaboration and the support of its various facets, which are still central concerns for software engineering research and practice. Soft- ware organizations also aim to motivate their developers and teams and help them be productive. Knowledge work research highlights the importance of autonomy in work design for satisfaction and happiness. -
Tilburg University How Do Virtual Teams Process Information?
Tilburg University How do virtual teams process information? A literature review and implications for management Curseu, P.L.; Schalk, R.; Wessel, I. Published in: Journal of Managerial Psychology DOI: 10.1108/02683940810894729 Publication date: 2008 Link to publication in Tilburg University Research Portal Citation for published version (APA): Curseu, P. L., Schalk, R., & Wessel, I. (2008). How do virtual teams process information? A literature review and implications for management. Journal of Managerial Psychology, 23(6), 628-652. https://doi.org/10.1108/02683940810894729 General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal Take down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim. Download date: 25. sep. 2021 The current issue and full text archive of this journal is available at www.emeraldinsight.com/0268-3946.htm JMP INVITED PAPER 23,6 How do virtual teams process information? A literature review 628 and implications for management Received December 2005 Petru L. Curs¸eu, Rene´ Schalk and Inge Wessel Accepted October 2007 Department of Organization Studies, Tilburg University, The Netherlands Abstract Purpose – The purpose of this paper is to inform readers on what is known on information processing in virtual teams and to discuss the consequences of these findings for the management of virtual teams. -
Teams, Team Process, and Team Building
Loyola University Chicago Loyola eCommons School of Business: Faculty Publications and Other Works Faculty Publications 2014 Teams, Team Process, and Team Building James W. Bishop Dow Scott Loyola University Chicago, [email protected] Stephanie Maynard-Patrick Lei Wang Follow this and additional works at: https://ecommons.luc.edu/business_facpubs Part of the Business Administration, Management, and Operations Commons, and the Performance Management Commons Recommended Citation Bishop, James W.; Scott, Dow; Maynard-Patrick, Stephanie; and Wang, Lei. Teams, Team Process, and Team Building. Clinical Laboratory Management, 2nd Edition, , : 373-391, 2014. Retrieved from Loyola eCommons, School of Business: Faculty Publications and Other Works, http://dx.doi.org/10.1128/ 9781555817282.ch18 This Book Chapter is brought to you for free and open access by the Faculty Publications at Loyola eCommons. It has been accepted for inclusion in School of Business: Faculty Publications and Other Works by an authorized administrator of Loyola eCommons. For more information, please contact [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License. © ASM Press 2014 18 Introduction Teams, Team Process, Definition of a Team Distinguishing Teams from Work Groups • Types and Classifications of Teams • Why Define a “Team” So and Team Building Precisely? Group Process and Teams James W. Bishop, K. Dow Scott, Guidelines for Choosing Whether To Have Teams Stephanie Maynard-Patrick, and Lei Wang Common -
Topic 4: Being an Effective Team Player
Topic 4: Being an effective team player Why teamwork is an essential element Learning objectives: of patient safety 1 • understand the importance of teamwork in Effective teamwork in health-care delivery can health-care; have an immediate and positive impact on patient • know how to be an effective team player; safety [1]. The importance of effective teams in • recognize you will be a member of a number health care is increasing due to factors such as: (i) of health-care teams as a medical students. the increasing complexity and specialization of care; (ii) increasing co-morbidities; (iii) increasing Learning outcomes: knowledge and chronic disease; (iv) global workforce shortages; performance and (v) safe working hours initiatives. Paul M. Schyve, MD, senior vice president of the Joint What students need to know (knowledge Commission has observed, “Our challenge … is requirements) 3 4 not whether we will deliver care in teams but rather Knowledge requirements in this how well we will deliver care in teams.”[2] module include a general understanding of: • the different types of teams in health care; A typical example of complex care involving • the characteristics of effective teams; multiple teams would be a pregnant woman with • the role of the patient in the team. diabetes who develops a pulmonary embolus— her medical care team includes: an obstetrician, What students need to do (performance an endocrinologist and a respiratory physician. requirements) 5 The doctors and nurses looking after her will be Use the following teamwork principles to different during the day compared to at night and promote effective health care including: on the weekend.